Sola Salons

With nearly 750 units nationwide,&nbsp;<a href="https://www.solasalonstudios.com/franchising?utm_source=1851franchise.com&utm_medium=article&utm_campaign=daryl-hurst-leadership-journey-2729327" target="_blank" rel="nofollow">Sola Salons</a>, a leading salon suites franchise, has built an incredible network on a strong, reciprocal culture. President and Chief Operating Officer&nbsp;<a href="https://www.linkedin.com/in/daryl-hurst-619903137?utm_source=1851franchise.com&utm_medium=article&utm_campaign=daryl-hurst-leadership-journey-2729327" target="_blank" rel="nofollow">Daryl Hurst</a>, who found his way to the brand after years in the franchise space, supports this culture with a focus on authenticity and listening first. Though he has a “big title,” he’s on the side of the franchisees day in and day out, working to improve the system."I think my number one job outside of helping with vision and strategy is removing obstacles," Hurst said. "If my team has an obstacle, it's my role to be able to walk in and help remove that obstacle, whatever it may be."This people-first approach has been central to Hurst's leadership style throughout his career, which includes significant time at both McDonald's and Outback Steakhouse before joining&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a>. Having experienced franchising from multiple perspectives — including as an Outback managing partner where he invested his own capital — Hurst brings a unique empathy to his leadership role."My main driver is how am I able to help other people? How can I build a team and pour into them? How can I pour into the franchisees or corporate operators and help their business be more successful?" Hurst said. "You learn it in church. You learn it through mentors that the only way you become successful is by really surrounding yourself with the right people, the people that are smarter than you, that have different experiences, that have diversity and background."Hurst was recently featured in a webisode of&nbsp;<a href="https://www.youtube.com/watch?v=q4_kfMCBNAc&utm_source=1851franchise.com&utm_medium=article&utm_campaign=daryl-hurst-leadership-journey-2729327" target="_blank" rel="nofollow">"Meet the Franchise"</a> with 1851's&nbsp;<a href="http://linkedin.com/in/powills?utm_source=1851franchise.com&utm_medium=article&utm_campaign=daryl-hurst-leadership-journey-2729327" target="_blank" rel="nofollow">Nick Powills</a>. A transcript of the interview has been provided below. It has been edited for brevity, clarity and style.Nick Powills: Hourly team member is the first thing on your LinkedIn to now president of a brand. What I love about the story is that it shows anything is possible, that hard work and tenacity can move up the corporate ladder and create something beautiful. So the question is, how did you accidentally fall into franchising?Daryl Hurst:&nbsp;My dad was an entrepreneur his whole life, so I got to see him — the challenges, the passion and the wins that he had in business. I learned a lot of work ethic from him. At the ripe age of 16, going into McDonald’s brings back a lot of memories. I have fond memories of my time there.I started as an hourly team member, just needed a summer job. They just have great people, great systems and great training. They look for people that have passion and drive and want to work hard and do great things. And I had all of that. So they gave me opportunities to continue to grow within their organization.At the time, I didn’t know that it was with a franchise, but I was with a very good multi-unit franchisee in that market. And I had the opportunity to learn directly from them and their leadership team.Powills: So your entire career is around franchising. Your dad is an entrepreneur. How did you not have the bug to go into being an entrepreneur? What kept you continuing to build up the corporate ladder?Hurst:&nbsp;If you know the Outback Steakhouse model at all, you do fall into the entrepreneurial set with them as a managing partner. So you do have to put up an investment to be able to get a salary and profit share. And so that was my run at becoming an entrepreneur.My salary was based on how well my restaurant ran, and it wasn’t just “mine.” It was my team’s. We all worked very hard together. We ingrained ourselves in the community and really built a wonderful business and a restaurant that focused on people and community and operations excellence.I did it for just over five years, and then I had an opportunity to move into their corporate support center. I’ve always had a passion for helping other people, and I’ve kind of always felt like I had more to give than just one individual location. I had the bug to go help the thousand-plus locations we had at Outback Steakhouse in a different capacity and really loved it.Powills: The lens that you have gives you a different viewpoint. Empathy is a big term, but it’s almost like you understanding what it means — you can help navigate storms in a different light. Is that an accurate statement?Hurst:&nbsp;I think it’s completely accurate. When you’re on the other side of the fence, when you’re in the location, operating it, when you were the franchisee, there’s this feeling of, “What is the corporate support team? What are they doing to me? How are they going to support me through those changes? How are they going to help my business be better?”When we build a team, we look for individuals that have that mindset — that are going to put our franchisees first and think through how what we do impacts them. How does it simplify their operations? How does it help them be more profitable? I think to be successful as a franchisor with longevity, you really have to have that as the first and foremost piece of your mind.Powills: How important is the focus on people to building success even as a franchisee?Hurst:&nbsp;I think it’s the number one thing you should focus on — your people. I didn’t grow up with a lot of money. I grew up poor. And so while being able to take care of my family has always been a driver, the money piece of business personally hasn’t been my main driver for success. My main driver is: How am I able to help other people? How can I build a team and pour into them? How can I pour into the franchisees or corporate operators and help their business be more successful?You learn it in church. You learn it through mentors — that the only way you become successful is by really surrounding yourself with the right people, the people that are smarter than you, that have different experiences, that have diversity and background. And I’ve found that to be true as I’ve been very thoughtful about building teams throughout my career.Powills: You said, “Surround yourself with people that are smarter than you.” I think that’s part of what the beauty of franchising is, when the franchisor doesn’t get it wrong. The franchisors that say, “We’re going to partner with franchisees. We’re going to rely on them. We control what’s going to happen, because someone has to lead the ship, but we will listen to you and we want you to feel like you’re part of something — not that you’re on the outside.” Is that part of how you build a great franchise system?Hurst:&nbsp;Yeah, I think so. I’ve been fortunate to come into Sola, and they already had an advisory board formed. We had one in my last brand. I think the more you can learn from your franchisees, who are doing it every day, the better off you are.We have a corporate ops team, and I work with them. Ultimately, most franchisees want other franchisees to be successful, because that means the brand is successful. That’s a protection of their investment in the long term.Powills: How do you start to take some of the culture and the vision pieces that you had built up before and put that into place in a system that’s already been in place?Hurst: It takes some evaluation of what you’re walking into — no matter what people tell you ahead of time. It’s always going to be somewhat different. And so I think it’s taking time to talk to different groups of people — whether that’s franchisees or corporate team members, vendor partners, your customers — and just take time to learn, understand what you’re walking into, what they’re passionate about, what the challenges are.And then also assessing your team. While you may not have hired the entire team, they’re now your team and you need to take care of them. You need to learn what they’re passionate about and how you can ultimately grow and support them.I think my number one job outside of helping with vision and strategy is removing obstacles. If my team has an obstacle, it’s my role to be able to walk in and help remove that obstacle, whatever it may be. Now, it’s their role to be able to tell me it’s there, because I may not know — but we have to have those open lines of communication.Powills: What is the magic to building a successful team with existing people that are already in place?Hurst: I’d say put your ego aside. You’ve got a big title, but at the end of the day, you’re all human beings. You have one goal. You’re there to help each other. And if you approach it in such a way that — I realize we have different titles — that only means we have different responsibilities. It does not mean that we’re not on the same team working toward the same objective.Powills: How do you protect your own personal core values and mindset when you do have a bad day or a bad moment?Hurst: I stop, breathe, take time, walk away. I’m fortunate to work in a hybrid environment, so I’m at home for part of the time. And so I do have three really amazing dogs and a great wife and a son. So I think you have to know your personal boundaries and barriers, know when you’re stressed and have people to go talk to.Powills: Give anybody that could be watching this a sense of where Sola is today, and where is Sola going?Hurst:&nbsp;Sola has 740 locations. We have a great brand. We have systems and processes. We have tons of open markets that are ready to add more Solas to it. We have an amazing team of individuals.If I take that and fast forward to a couple of years from now, I think the team only gets stronger.So I see the brand continuing to only get better — support our franchisees better, support our professionals better. We have a community of almost 25,000 beauty professionals. No one else out there has that. It’s amazing.I see us going from 740 locations to 1,000 locations. That’s where we want to be.Powills: That’s probably how successful franchises always continue to stay successful.Hurst:&nbsp;Yeah, I think so. And look, we’re not perfect. We’re kicking our toe on the rocks along the way. But that’s a part of the process. You can’t be afraid to fail at certain things — but you fail fast. You’re transparent about it. You work side by side with your franchisees and your teams. You learn from that and have a good time while you’re doing it. Have some fun. Franchising can be hard, but there’s nothing that says we can’t have fun and really lift up people on the way.Watch the entire interview above or on&nbsp;<a href="https://www.youtube.com/watch?v=q4_kfMCBNAc&utm_source=1851franchise.com&utm_medium=article&utm_campaign=daryl-hurst-leadership-journey-2729327" target="_blank" rel="nofollow">YouTube</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sola-salons">https://1851franchise.com/sola-salons</a>.&nbsp;&nbsp;

McDonald’s Team Member to Franchise President Daryl Hurst

1851 Franchise

https://www.youtube.com/embed/q4_kfMCBNAc

Hurst has spent decades in franchising, starting at McDonald's as a teen. Now, as president at Sola Salons, his primary goal is to remove obstacles for hardworking entrepreneurs throughout the system.

Daryl Hurst's People-First Leadership Approach at Sola Salons

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<a href="https://www.solafranchising.com/">Sola Salons</a> recently opened a new location in downtown Greenville, South Carolina, bringing the brand to 750 locations. Reached in November, this milestone represents more than just a number. It’s a testament to two decades of growth and the thousands of beauty professionals who’ve built their careers within one of the fastest-growing salon suite brands in America.&nbsp;Entrepreneur&nbsp;<a href="https://www.linkedin.com/in/haynes-chidsey-6a36a06/">Haynes Chidsey</a> opened his first&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> location nearly two decades ago as one of the earliest Sola franchisees. Today, he owns 58 locations, including the downtown Greenville opening that marked the milestone.“It is rewarding. It certainly allows you to stop and think about the progress we’ve made as a system,” Chidsey said. “I don’t think the number itself is what has really resonated with me or our team. It’s what that number represents. That’s more than 20,000 beauty professionals who call Sola the place they want to own and operate their own business. So,&nbsp;it’s also a milestone from the perspective of the people who have confidence in Sola being the place where they want to be.”<h2>Why Greenville Is the Perfect Spot for the 750th Salon</h2>The downtown Greenville location highlights Sola’s strategy of matching salon suites with growing urban markets. Between 2010 and 2022, Greenville’s population&nbsp;<a href="https://usafacts.org/data/topics/people-society/population-and-demographics/our-changing-population/state/south-carolina/county/greenville-county/">grew by more than 20%</a>. Chidsey pointed to that growth as well as the city’s entrepreneurial energy as perfect complements to Sola’s mission.“Greenville is a fast-growing city. It’s fun, it’s dynamic and, from Fortune 500 companies to local businesses, there are a lot of businesses opening and relocating there,” Chidsey said. “The entrepreneurial spirit of&nbsp;<a href="https://1851franchise.com/growth-club/sola-salons-studio-franchise">Sola Salons</a> and downtown Greenville fit together very well.&nbsp;We’re excited. It’s our third location in Greenville.”<h2>Keys to Growth: Talent and Teamwork</h2>Founded in Denver, Colorado in 2004, Sola Salons has grown into a franchise business touting 750 locations across three countries in less than two decades.&nbsp;Chidsey attributes Sola’s success to attracting talented beauty professionals and building strong internal teams. The system also now offers a broad range of resources, including insurance, technology, marketing support and community engagement initiatives, that are designed to help salon owners thrive.“Two primary things have supported our success,” Chidsey said. “It’s the range of services we provide. The sense of community, participation in community events and the culture we’ve built. And the second cornerstone is our team, both within our organization and across the Sola system. Those are the two foundations of our success.”<h2>The Future of Sola Salons</h2>Following the downtown opening, Chidsey sees the opportunity for continued growth, further cementing a franchising partnership two decades in the making.“It’s been a journey. And a good one. We certainly see opportunities for more Sola Salons locations both nationally and within the markets where we already operate. That’s what gets us excited every day,” Chidsey said. “We were certainly one of the earliest franchisees. And I feel like we were among the earliest to scale the business with a purpose behind that growth. There’s no doubt we’re a better business today than when we started.”As Sola Salons marks 750 locations, the milestone reflects not only expansion but also the brand’s deep impact on the entrepreneurs and stylists building their futures within its salon suites.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sola-salons">https://1851franchise.com/sola-salons</a>.&nbsp;ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with more than 750+ locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.

Sola Salons Marks 750 Locations With New Opening By Haynes Chidsey, One of the First Franchisees With Nearly 60 Locations

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LAKEWOOD, Colo. —&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the premier salon suites franchise empowering independent beauty professionals, has wrapped up another milestone quarter, reaching 21,000 Sola Pros across its system — a fitting achievement in the brand’s 21st year. The third quarter brought significant technological innovation, operational enhancements and a new philanthropic partnership, solidifying&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola’s</a> commitment to supporting both its franchisees and the wider beauty community.“It’s really amazing to see how far we’ve come,” said President and Chief Operating Officer&nbsp;<a href="https://www.linkedin.com/in/daryl-hurst-619903137">Daryl Hurst</a>. “We’ve been saying for a while that we have 20,000 beauty professionals, and now we’ve officially reached 21,000. It’s such a powerful milestone that speaks to the strength and evolution of our brand.”A major driver of Q3 growth was the rollout of enhanced communication tools designed to streamline lead management and improve response times. Through new automated systems and templated messaging, franchisees can now engage prospective beauty professionals more quickly and consistently.“Before, franchisees had to figure out on their own how to communicate with leads,” Hurst said. “Now, the copy and messaging are all baked in and ready to go. This creates a much better experience for new Pros coming in — it’s faster, it’s more consistent, and it ensures that everyone across a multi-location franchise is delivering the same great message.”This consistency not only helps franchisees scale but also ensures that new beauty professionals — often evaluating multiple suite options — connect with Sola first.“When you’re shopping for a new car, you don’t stop at one dealership,” Hurst said. “You reach out to several, and usually the first to respond and build a relationship is the one that wins. The same is true here — the faster we connect and communicate, the more likely we are to bring that new Pro into the Sola community.”In Q3, Sola also saw a surge in engagement through its newly launched learning management system (LMS), The Studio. After months of development, The Studio officially launched at the end of Q2 and became a key resource for franchisees in Q3, offering education, training, communication tools and community access all in one platform.“It’s a beautiful site,” Hurst said. “Franchisees can access learning materials and get answers to questions faster. It’s a place where they can find documents, take courses and connect with experts. It’s created this amazing sense of community and ongoing support.”Beyond education, The Studio also provides a dynamic home for operational resources — transforming traditional static manuals into a searchable, interactive playbook.“Most playbooks are big PDFs that just sit on a shelf,” Hurst said. “With The Studio, we’re making it a living, evolving experience. It’s interactive and it’s always up-to-date with our latest tools and best practices.”In Q3, Sola Salons took a major step in strengthening its philanthropic footprint, partnering with&nbsp;<a href="https://beautychangeslives.org/">Beauty Changes Lives</a>, a nonprofit dedicated to empowering beauty professionals through scholarships and mentorship.“When I joined Sola, one of the first questions I asked was, ‘What about philanthropy? How do we give back?’” Hurst said. “Our brand is built around helping people, and I wanted to formalize that commitment.”The partnership includes $30,000 in grants and scholarships to support aspiring beauty professionals. “After attending their gala and learning more about their impact, it became clear that this was the right fit,” Hurst said. “Our community is passionate about helping others, and now we have a formal way to channel that energy into something truly meaningful.”Looking ahead, Sola continues to invest in innovative technology designed to improve franchise and Pro experiences. Hurst announced the launch of Fix It, a new maintenance communication platform that enables Pros to report issues through an integrated HubSpot-powered system with ease.“If a Pro has a clogged sink, they can scan a QR code, submit the request, and the right people are notified instantly,” Hurst said. “It streamlines maintenance requests, improves organization and creates faster responses for Pros without losing the human touch.”While Sola continues to support its core beauty categories — hair, nails, skin care — the brand is also welcoming a diverse range of service providers, from tattoo removal and injectables to stretch and wellness professionals.“We’re seeing more and more entrepreneurs realize they don’t need a big retail storefront to succeed,” Hurst said. “Our model offers flexibility, affordability and the freedom to grow your business your way — whether you’re a single-suite operator or running multiple locations across states.”ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with more than 750+ locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/.">https://www.solasalonstudios.com/.</a>&nbsp;

Sola Salons Marks Major Milestones in Q3: 21,000 Pros, New Tech Innovations and a National Philanthropic Partnership

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Sola Salons Launches New Learning Management System, Learning Modules To Support Franchisees’ Continued Growth

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LAKEWOOD, Colo. —&nbsp;<a href="https://www.solasalonstudios.com/franchising">Sola Salons</a>, the leading salon suites franchise, has been recognized on Entrepreneur’s Franchise 500 ranking for 2026. Ranked No. 80 on the Franchise 500, the brand is celebrated for its growth and strength, and&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> was also recognized as the No. 1 player in the salon suites space.Entrepreneur’s annual rankings are among the most competitive and comprehensive in the industry. Each brand is evaluated on its costs and fees, size and growth, support, and brand strength. Through the analysis of over 150 data points, each brand receives a cumulative score, which is then used to establish the rankings.“Maintaining our position as the top salon suites franchise is a testament to the strength of the Sola model and a reflection of the continued emphasis we’ve placed on franchisee support and success,” said&nbsp;<a href="https://www.linkedin.com/in/daryl-hurst-619903137">Daryl Hurst</a>, president and chief operating officer.&nbsp;Sola Salons enters 2026 with strong growth momentum, including 19 new salon suites opened in 2025; a new learning management system, The Studio by Sola; and additional tech partnerships that drive the success of Sola Pros nationwide. Last year, Sola Salons also surpassed 21,000 independent beauty professionals served nationwide, reflecting steady occupancy growth throughout the year.&nbsp;“The level of support and infrastructure we provide our franchisees and independent professionals is a key differentiating factor for Sola in the broader salon suites landscape,” Hurst said. “As we look toward another year of growth, we remain dedicated to these types of advancements, and there are many more resources in the pipeline.”Sola Salons’ 2026 ranking underscores the brand’s sustained dominance in a consistently growing franchise category. With enhanced technology, an expert leadership team and a strong, scalable model, the brand continues to serve not just as a participant in the salon suites space but as the industry’s clear pace-setter.ABOUT SOLA SALONS: In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with more than 750+ locations open in the U.S. and Canada, Sola is proud to offer 21,000+ independent beauty and wellness professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides independent professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.&nbsp;

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Sola Salons Recognized in Entrepreneur’s 2026 Franchise 500, Ranked No. 1 in the Salon Suites Category

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For nearly four decades, Steve Breuner has lived and breathed the beauty industry, but before his introduction to the industry and franchising, he spent a decade in advertising. After working with major franchise brands like Burger King and Baskin-Robbins, Breuner realized he had a knack for driving traffic and was fascinated by consumer behavior. Over time, he began to take note of the money he was making for his clients, and he started to think it might be time to make money for himself through franchising. Sitting in a chair one day, having his hair cut, he felt the beauty industry was clearly calling him.&nbsp;"I was completely entranced by the recurring demand,” he said. “Looking out the window of my car, everyone I see has to get a haircut every month. It can’t be outsourced overseas, and Amazon won’t bother the category. And maybe best of all, there are no receivables.”At the time, Breuner was a regular customer of Supercuts, and he admired that they created a new, convenient option between the old-fashioned barbershop and the high-end beauty salon that didn't require an appointment and was open seven days a week. He thought it was a “brilliant” idea, and he began researching opportunities with the brand.&nbsp;Breuner learned that his home market was already saturated. But he was committed to the dream and dedicated to making a path for himself in the beauty space, so he signed on as an area developer and relocated his young family to Pittsburgh. Breuner was warned that the people would be unreceptive in his new market, and he found that to be true. Though he was partnered with a relatively established franchise brand, Breuner was still new to the market, and he had a lot of development to do."It was extremely difficult to launch it,” he said. “I opened the first store and it was dead. The second and third were also fairly slow. We were doing two haircuts a day, and the breakeven is around 45. It was grim."Notably, the biggest challenge was attracting quality people. At Supercuts, success required hiring, training and retaining employees. As the new guy in town, many stylists were hesitant to take the leap and join a new salon operation. Slowly but surely, though, he built a reputable culture, focusing relentlessly on his team while interviewing primarily for “attitude and ambition.”As he grew, he employed 500 stylists, but this required consistent, hands-on management."Being a Supercuts owner was like being a college football coach,” he said. “You have to make a connection with each and every player to light their fuse and drive their total potential. I needed team members, and it really takes a unique individual to succeed in an environment like Supercuts."After learning about culture and team growth through experience, a divorce led to the sale of his 58-store Supercuts empire. Around the same time, a fraternity brother called Breuner about a new concept:&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, which leases turnkey salon suites to beauty professionals. At first, he was unsure."I thought, 'Are you kidding me? You're going to put competing hairstylists right next to each other — 25 of them?’ You’ll create a cataclysmic free-for-all!" he said.Then, he visited a&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola</a> in Denver. That visit changed everything."Once I visited it and came home, I realized this is one of those clarion moments in a category where everything is going to change,” Breuner said. “When I returned from visiting, I thought it was an ingenious idea and that it would reshape everything in the beauty industry."So, he partnered up and opened Sola locations in Nashville and San Francisco. Similar to his experience with Supercuts, Breuner interacted with many beauty professionals who were hesitant to pursue work in the salon suites model — just for a slightly different reason. They feared going out on their own and being independent beauty professionals. Over time, though, they began to realize the benefits of working for themselves, and the salon achieved 100% occupancy.For a former beauty or hair salon owner like Steve, the Sola model shifts the entire business equation. You are no longer a "coach" managing employees. You are a partner to entrepreneurs."Your customers are the entrepreneurs, and they need a supportive partner. They need a collaborator,” Breuner said. “Leasing them a clean, well-lit studio is just the beginning. You’re going to partner with them to help them grow their businesses. If they’re successful, you are successful. It’s that simple."You trade the headache of employee scheduling and performance reviews for the rewarding challenge of supporting independent business owners.Breuner’s love for the salon suites model and commitment to his future wife in Pennsylvania put him in an interesting position when he tried to bring the Sola model home. Pennsylvania prohibited “booth renting,” which regulators insisted encompassed the salon suites model. Additionally, it required a bathroom “continuous to every single salon.” In the context of a Sola building, this would mean a bathroom would need to be built contiguous with each salon suite.These restrictive regulations, which Breuner notes were originally authored by established salon operators to create a "captive labor pool," made opening a multi-suite Sola location with a central restroom nonsensical as it would never pass license inspection. That’s precisely when the challenge became personal for Breuner.“I’m a real patriot and a dramatic, emotional guy,” he said. “These rules really agitated me. I kept thinking, ‘This is restraint of trade.’ And I realized, sometimes you do things not because they make financial sense but because you’re the one who’s going to make a difference.”With this theory in mind, Breuner and his partner, David, did “the scariest, most expensive thing” they had ever done. They sued the state of Pennsylvania. After countless attorneys, a major risk in building a Sola location before the rule was amended — just to get a state inspector on site to see it for themselves, and over a quarter-million dollars spent, they succeeded. In August 2017, the Pennsylvania court ruled in Sola’s favor, declaring the bathroom regulation was preempted."It was an incredible moment," he said. "Not just for Sola ... but for the single mom in Harrisburg that now can use her spare bedroom and the bathroom down the hall as her home salon. It prevented people from illegally doing hair in their basements.”Breuner and his partner continued to grow their Sola empire to over 40 units across multiple states. Though he has now taken a step back from the business, functioning in more of a board role, Breuner’s journey exemplifies a key philosophy: “The difference between ordinary and extraordinary is that little ‘extra,’” he said.Breuner encourages entrepreneurs considering the leap to Sola Salons to keep this in mind."You can be successful in Sola without this love and support that I'm talking about. But you'll be&nbsp;pretty successful," he said. "If you want to be&nbsp;extraordinarily successful, which is a giant difference, you’re going to need a lot of passion, effort and love.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sola-salons">https://1851franchise.com/sola-salons</a>.&nbsp;

Design with Sola Salons logo and photo of Steve Breuner

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After three decades spent in engineering, including nearly 20 years in Silicon Valley,&nbsp;<a href="https://www.linkedin.com/posts/solasalons_solasalons-franchisegrowth-franchiseopportunities-activity-7257440126312615936-I57n/">Dan Karraker</a> decided to pivot away from the corporate world and began considering what his next phase may be. After connecting with a franchise consultant, who had reached out to him over six months before he began the transition, Karraker evaluated up to 25 different franchise brands before landing on&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the national salon suites franchise with over 740 locations.“I decided to quit the corporate world and move on to the next phase,” Karraker said. “I say ‘quit’ because I’m old enough to have called it retirement, I guess, but I'm just not ready for that. So I took off on a path towards a franchise.”As he worked with the franchise consultant, Karraker set forth a certain set of conditions, including the elimination of food service franchises.&nbsp;“I thought that would bring out a lot of things that I had never thought of and opportunities that most people may not ever get offered, and it really did,” he said. “There were a few areas that were interesting, but the one that was the most interesting was&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola</a>. A big part of that was the ability to help create opportunities for people to grow their small businesses.”As he dug deeper with his consultant, Karraker kept returning to the ripple effect of the model.&nbsp;“It was a multiplier effect,” he said. “I make one investment, and many people benefit — including me. To me, that multiplier effect is huge. It makes doing the things that we’re doing worthwhile.”Karraker notes that, as an engineer, he experienced a similar multiplier effect. After he engineered a product, hundreds of millions of that same product would be produced. While he’s always valued the reach he is able to have through his work, supporting other entrepreneurs in building their own businesses as he built his was a new form of multiplication.After identifying Sola as a prime investment opportunity, Karraker acquired two existing locations in Fremont and Cupertino, and he is in the process of developing a new location in Salinas which he aims to open early next year.Though the third Sola location is still in development, Karraker is incredibly happy with his investment and the future he sees for himself and his family with the brand.“I’ve had a lot of different changes in my life with career, life and everything else,” he said. “Every time I make a change, I’m nervous in that time; I find things that I regret a little bit. This is the only change I’ve had where I haven’t felt those regrets. I don’t know what that’s all about yet, but I’m really hoping that the next 12 to 24 months will help me understand why I just feel&nbsp;no regrets. It’s a really great move, and it’s been positive for me all the way through.”While Karraker is the primary leader of the business and the only one in his family solely devoted to Sola, his wife, Kwan, and daughter,&nbsp;<a href="https://www.linkedin.com/in/nikolekarraker/">Nikole</a>, are also involved.“We run this as a family business,” he said. “My wife does a lot of the books, and my daughter handles maintenance concerns and gives a lot of the tours. Each of them have independently rented suites; they’re both a big part of this.”As he looks toward the future of the business, Karraker says he has a straightforward goal to apply his multiplier mindset to the business to ensure each Sola pro is equipped to thrive.“We have single units and doubles, with two chairs, so people can chat as they work. We have some people share suites, so one pro will work Monday through Wednesday, and the other will work Thursday through Sunday,” he said. “We try to be as creative as people want us to be. The more people we have in the space, the more vibrant it is, and that makes it a better place for everyone. It’s simple: I want to keep the suites full and vibrant, because I think that feeds upon itself. That’s how the business stays healthy.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sola-salons">https://1851franchise.com/sola-salons</a>.&nbsp;

Photo of exterior of Sola Salons location with brick front and blue sign

Why This Former Silicon Valley Engineer Invested in Sola Salons

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For oncology nurse Gina Caruso, daily interactions with patients nearing the end of their lives provided incredible clarity, changing her perspective on life, risk and personal fulfillment. This is what ultimately drove her to take the leap and invest in three units with&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the salon suites franchise with over 740 locations nationwide.After a varied career with experience in human resources, property management and nursing, Caruso was directly inspired by her patients. “When you spend a lot of time with dying people, you realize that life is very short,” she said. “There’s not a lot that you can count on outside of yourself and your family, and at the end of the day, you have to make a decision about how you want to live the rest of your life.”That realization became the driving force behind her entrepreneurial journey.Caruso’s career path has been varied, starting with a human resources role in a nonprofit organization. Over the span of about 15 years in the space, Caruso climbed the ladder quickly and ultimately came to support a whole region. When a wave of layoffs came and she was flying around the country closing facilities, she decided it was time for something new.“I just didn’t like how it felt,” she said. “My family had a business. My dad was self-employed and was thinking of expanding his business a bit, so I decided to work for him and create a benefits package and recruiting plan. He also owned some rental property, so I dabbled in that.”After her father retired and Caruso ran the business for a few years, she again realized that she did not want to commit to this specific role or industry for the rest of her career. Around the same time, she had to undergo a medical procedure and was struck by how kind the nurses were to her as she came out of anesthesia.“I thought, ‘I could do this and still help people while getting those interpersonal interactions,’” Caruso said.&nbsp;So, she pursued nursing education as she continued to work in her father’s company. After transitioning fully to nursing, Caruso gained a breadth of experience from cardiac nursing to pharmaceutical roles. As she again climbed the ladder, she found herself making decisions from a very high level that affected other people and began craving a return to more direct care.A return to clinical nursing, this time in the oncology space, provided this, and it gave Caruso additional clarity on her future. “I’ve heard a lot of people, at the end of their lives, say that they wish they had had the courage to go do something for themselves and not be stuck in one position,” she said. “When you’re faced with life and death, you realize that there are opportunities out there that, if you don’t take them, it will be too late.”As she navigated the transition back to clinical nursing, Caruso also began considering opportunities outside of health care. When she learned of&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> through a family connection, she was immediately excited.“I thought, ‘Wow, what a great idea!’” she said. “I can create an environment where I’m giving people the structure to have their own business. I’m empowering them to take control of their lives and helping them in that way, and I’m also helping myself.”Seeing patients with terminal diagnoses and assisting the shift to hospice care on a regular basis made Caruso acutely aware of the need to take advantage of opportunities as they come. Not only did Sola represent one such opportunity, it also aligned with her prior experience in people development and property management, and it offered her an opportunity to continue helping others in a new way.“I’ve been in this nursing role for about four years, and every day, I see that we’re here for a very short period of time, and we have to do the most with what we have,” she said. “This opportunity checked all the boxes. I was in human resources, I managed and worked with people, I developed relationships through nursing, and I’ve worked as an entrepreneur in my dad’s company and property management business. And what we do at Sola is not life and death, but I love that we can still affect people’s lives. The final cherry on the top of all of this was that we don’t live forever, and if you want something, you have to go after it.”As she works to build the business for herself, in partnership with her sister, Caruso says she is just as excited about the prospect of helping others build their own businesses. Rather than “sacrificing their personal time, time with their family or well-being” working for someone else, Sola pros are able to “put all that energy into growing their business so that they can have the freedom and success for themselves.”With plans to open the first of three locations in Athens, Georgia, in about a year, Caruso is embarking on a journey she never saw for herself but is quite excited about.“I never ever thought I would open a franchise,” she said. “It always just seemed like something that other people would do. I didn’t even know this type of industry was out there. While it’s scary, the support from the Sola team has made the process incredibly doable.”For Caruso, the leap to entrepreneurship isn’t just about building a business. It’s about honoring the wisdom of those who have shown her that life is too short to wait.“I’m a relationship builder, and I enjoy people. Right now, I don’t always see people at their best. Often, I see them at their absolute worst,” she said. “I am convinced that this next role is about helping people, too, but in the form of giving them the tools and support they need to become as successful as possible. That will be very fulfilling to me, and I’m really looking forward to that.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sola-salons">https://1851franchise.com/sola-salons</a>.&nbsp;&nbsp;

Photo of Sola Salons franchisee Gina Caruso

Daryl Hurst's People-First Leadership Approach at Sola Salons

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