There is a moment in the growth of every franchise system that only happens once. Before a brand has hundreds of franchisees, before its most desirable territories have been claimed and before layers of infrastructure inevitably develop between franchise owners and the founder, there is an opportunity to get in at the ground level.
For New U Women’s Clinic & Aesthetics, that moment is now. After spending years developing an award-winning women’s health and wellness model, founder Dr. Rachel Fidino is beginning to expand New U through franchising. But rather than pursuing growth as quickly as possible, she is deliberately searching for a small group of founding franchisees who will receive an unusual level of access to the people who created the concept.
“I am specifically looking for five founding franchisees that I want to take personally under my wing,” Fidino said. “I want to show them how to make New U successful in their market and to duplicate what I’ve done in Washington state.”
For entrepreneurs considering New U, becoming one of those first franchisees offers benefits that simply will not be available in the same way once the system reaches scale.
One of the most significant advantages of joining New U today is the opportunity to work directly with Rachel. Founding franchisees will not simply receive a playbook and be handed off to a large support department. They will have the opportunity to build their businesses alongside the founder responsible for developing New U’s clinical philosophy, operating systems, patient experience and business model.
“The amount of assistance that we provide to franchisees day in and day out is really next level,” Fidino said.
That access is particularly valuable because New U is not a concept Fidino acquired or inherited. She built it herself, beginning with the first clinic in Washington in 2020 and refining the business through years of real-world operations.
As a two-time cancer survivor who experienced menopause at 32, Fidino developed the clinical model around a deeply personal understanding of the gaps in traditional women’s health care. “For me, it was finding this void in health care where hormones were not discussed,” Fidino said. “I really had to find and craft this model that could take care of the whole patient, because this didn’t exist when I started New U.”
Today, that philosophy has evolved into an integrated model combining women’s health, hormone optimization, medical weight loss, IV wellness and aesthetics. Founding franchisees have the opportunity to learn directly from the team that developed that approach.
New U’s founding franchisees will also receive an especially hands-on level of assistance as they open and establish their locations. For Fidino, ensuring the success of the first franchisees is essential to building the foundation for the entire franchise system.
“I will give my heart and my passion to developing our franchisees’ success,” Fidino said. “I am not the secret sauce. They will be successful because I have already created the business model and the methods that will best provide safe, reliable and reproducible results at a New U franchise.”
That support is backed by systems New U began developing long before the decision to franchise. “That is why I systematized this business from the time I opened,” Rachel said. “If people have the playbook, if people know what they’re doing, if I have an incredible manual that can guide them beautifully, then they’re going to be able to execute very nicely.”
As New U grows, those systems will allow the brand to support an increasingly large network. But during this founding stage, franchisees have something even more valuable alongside the playbook: direct access to the people who wrote it.
Being early also gives founding franchisees greater flexibility when deciding where they want to grow.
Because New U is only beginning its franchise expansion, much of the country remains open for development. That includes major markets and highly desirable territories that could become increasingly difficult to secure as the system grows.
The brand has identified opportunities throughout markets including Dallas-Fort Worth, Houston, Austin, Phoenix, Scottsdale, Miami, Tampa, Denver, Nashville, Charlotte, Salt Lake City and Las Vegas, among others. Major markets such as Los Angeles and Beverly Hills also remain part of the broader white-space opportunity available at this early stage.
For an entrepreneur with ambitions to build a presence in a particular market, joining New U now means having conversations about territory while the map is still largely open rather than choosing among whatever remains years down the road.
Founding franchisees also occupy a unique position within a young franchise system. They are not simply joining New U; they are becoming part of the group that will help show how the model performs in new markets.
The Fidinos have already spent years systematizing New U, creating detailed procedures around clinical care, staffing, operations, marketing and customer experience. “If it gets to me, the buck stops with me,” Rachel said. “But there should be so many systems in place that I’m the final solution.”
As those systems are implemented by the first franchise owners, leadership will be closely involved in seeing what works, answering questions and continuing to strengthen the franchise infrastructure. That creates a level of collaboration that becomes increasingly difficult to replicate once a system grows to dozens or hundreds of locations.
The timing is especially significant because New U is not attempting to become another traditional med spa. The brand was built around an “inside-out” philosophy that begins with women’s health and wellness rather than cosmetic treatments alone.
“If you treat her on the women’s health side — you treat her hormones, you focus on her weight, you focus on her inner beauty — her outer beauty is going to follow second,” Rachel said.
That approach allows New U to build relationships across multiple aspects of a patient’s health rather than competing solely for individual aesthetic transactions.
“People are focused on the transaction. I’m focused on relationships, and that’s what this business is built on,” Rachel said. “I’m not out there to get the sale for just today. I’m looking for a lifetime patient.”
For founding franchisees, that means entering the system while New U is still establishing itself as a category creator. Rather than arriving after the brand has already expanded throughout the country, these owners have the opportunity to introduce the concept to their communities and become some of the earliest operators associated with the New U name.
There will always be reasons to join a strong franchise system later in its growth. A larger system may have more locations, greater national awareness and a longer franchise track record. But what it cannot recreate is the founding stage.
New U’s first franchisees will have an opportunity to secure desirable territories while significant white space remains, work closely with Rachel and receive an extraordinary level of attention as the corporate team builds the franchise system around their success.
That exclusivity is intentional. Rachel has repeatedly emphasized that New U is prioritizing the right people over rapid unit growth.
“It’s definitely about finding the right owners. I’m looking for quality over quantity,” she said. “I’ll be slow at bringing in these franchisees because I’m really looking for the person. I can teach everything else, but you can’t teach whether someone is willing to follow the direction of the ship.”
For the right entrepreneur, becoming a founding franchisee means more than getting into New U early. It means having a seat at the table during a stage of the company’s history that will never happen again.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/new-u-womens-clinic.
New U Women's Clinic & Aesthetics
SPONSORED
The women’s health and wellness franchise is seeking founding franchisees for direct founder access, hands-on support and prime territory selection during early growth.
There is a moment in the growth of every franchise system that only happens once. Before a brand has hundreds of franchisees, before its most desirable territories have been claimed and before layers of infrastructure inevitably develop between franchise owners and the founder, there is an opportunity to get in at the ground level.
For New U Women’s Clinic & Aesthetics, that moment is now. After spending years developing an award-winning women’s health and wellness model, founder Dr. Rachel Fidino is beginning to expand New U through franchising. But rather than pursuing growth as quickly as possible, she is deliberately searching for a small group of founding franchisees who will receive an unusual level of access to the people who created the concept.
“I am specifically looking for five founding franchisees that I want to take personally under my wing,” Fidino said. “I want to show them how to make New U successful in their market and to duplicate what I’ve done in Washington state.”
For entrepreneurs considering New U, becoming one of those first franchisees offers benefits that simply will not be available in the same way once the system reaches scale.
One of the most significant advantages of joining New U today is the opportunity to work directly with Rachel. Founding franchisees will not simply receive a playbook and be handed off to a large support department. They will have the opportunity to build their businesses alongside the founder responsible for developing New U’s clinical philosophy, operating systems, patient experience and business model.
“The amount of assistance that we provide to franchisees day in and day out is really next level,” Fidino said.
That access is particularly valuable because New U is not a concept Fidino acquired or inherited. She built it herself, beginning with the first clinic in Washington in 2020 and refining the business through years of real-world operations.
As a two-time cancer survivor who experienced menopause at 32, Fidino developed the clinical model around a deeply personal understanding of the gaps in traditional women’s health care. “For me, it was finding this void in health care where hormones were not discussed,” Fidino said. “I really had to find and craft this model that could take care of the whole patient, because this didn’t exist when I started New U.”
Today, that philosophy has evolved into an integrated model combining women’s health, hormone optimization, medical weight loss, IV wellness and aesthetics. Founding franchisees have the opportunity to learn directly from the team that developed that approach.
New U’s founding franchisees will also receive an especially hands-on level of assistance as they open and establish their locations. For Fidino, ensuring the success of the first franchisees is essential to building the foundation for the entire franchise system.
“I will give my heart and my passion to developing our franchisees’ success,” Fidino said. “I am not the secret sauce. They will be successful because I have already created the business model and the methods that will best provide safe, reliable and reproducible results at a New U franchise.”
That support is backed by systems New U began developing long before the decision to franchise. “That is why I systematized this business from the time I opened,” Rachel said. “If people have the playbook, if people know what they’re doing, if I have an incredible manual that can guide them beautifully, then they’re going to be able to execute very nicely.”
As New U grows, those systems will allow the brand to support an increasingly large network. But during this founding stage, franchisees have something even more valuable alongside the playbook: direct access to the people who wrote it.
Being early also gives founding franchisees greater flexibility when deciding where they want to grow.
Because New U is only beginning its franchise expansion, much of the country remains open for development. That includes major markets and highly desirable territories that could become increasingly difficult to secure as the system grows.
The brand has identified opportunities throughout markets including Dallas-Fort Worth, Houston, Austin, Phoenix, Scottsdale, Miami, Tampa, Denver, Nashville, Charlotte, Salt Lake City and Las Vegas, among others. Major markets such as Los Angeles and Beverly Hills also remain part of the broader white-space opportunity available at this early stage.
For an entrepreneur with ambitions to build a presence in a particular market, joining New U now means having conversations about territory while the map is still largely open rather than choosing among whatever remains years down the road.
Founding franchisees also occupy a unique position within a young franchise system. They are not simply joining New U; they are becoming part of the group that will help show how the model performs in new markets.
The Fidinos have already spent years systematizing New U, creating detailed procedures around clinical care, staffing, operations, marketing and customer experience. “If it gets to me, the buck stops with me,” Rachel said. “But there should be so many systems in place that I’m the final solution.”
As those systems are implemented by the first franchise owners, leadership will be closely involved in seeing what works, answering questions and continuing to strengthen the franchise infrastructure. That creates a level of collaboration that becomes increasingly difficult to replicate once a system grows to dozens or hundreds of locations.
The timing is especially significant because New U is not attempting to become another traditional med spa. The brand was built around an “inside-out” philosophy that begins with women’s health and wellness rather than cosmetic treatments alone.
“If you treat her on the women’s health side — you treat her hormones, you focus on her weight, you focus on her inner beauty — her outer beauty is going to follow second,” Rachel said.
That approach allows New U to build relationships across multiple aspects of a patient’s health rather than competing solely for individual aesthetic transactions.
“People are focused on the transaction. I’m focused on relationships, and that’s what this business is built on,” Rachel said. “I’m not out there to get the sale for just today. I’m looking for a lifetime patient.”
For founding franchisees, that means entering the system while New U is still establishing itself as a category creator. Rather than arriving after the brand has already expanded throughout the country, these owners have the opportunity to introduce the concept to their communities and become some of the earliest operators associated with the New U name.
There will always be reasons to join a strong franchise system later in its growth. A larger system may have more locations, greater national awareness and a longer franchise track record. But what it cannot recreate is the founding stage.
New U’s first franchisees will have an opportunity to secure desirable territories while significant white space remains, work closely with Rachel and receive an extraordinary level of attention as the corporate team builds the franchise system around their success.
That exclusivity is intentional. Rachel has repeatedly emphasized that New U is prioritizing the right people over rapid unit growth.
“It’s definitely about finding the right owners. I’m looking for quality over quantity,” she said. “I’ll be slow at bringing in these franchisees because I’m really looking for the person. I can teach everything else, but you can’t teach whether someone is willing to follow the direction of the ship.”
For the right entrepreneur, becoming a founding franchisee means more than getting into New U early. It means having a seat at the table during a stage of the company’s history that will never happen again.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/new-u-womens-clinic.
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