Sola Salons

After successfully completing his education at the University of Southern California,&nbsp;<a href="https://www.linkedin.com/in/strongbrands/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=greg-sieck-usc-sola-salons-franchise-2728958" target="_blank" rel="nofollow">Greg Sieck</a> had a range of franchise-related and entrepreneurial experiences. With a career path that spans working for a local McDonald’s, working with Taco Bell and running his own marketing firm, Sieck had a strong understanding of what business ownership would mean and what it could provide him — something that would be much harder to obtain in a traditional corporate environment.“There is zero reliability in working for big companies,” Sieck said. “They might pay you a lot, but you can get fired with no warning. If you’re expecting to live until you’re 90 or 95, you better start thinking about what that’s going to take. When I started thinking about that, I began looking for the next chapter.”<h2>The Journey to Professional Freedom Through Franchising</h2>Sieck had been aware of&nbsp;<a href="https://www.solafranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=greg-sieck-usc-sola-salons-franchise-2728958" target="_blank" rel="nofollow">Sola Salons</a>, the national salon suites franchise, for about a decade before he ultimately invested. A friend and coworker had gotten into franchising, opening dozens of Supercuts locations before transitioning to&nbsp;<a href="https://1851franchise.com/sola-salons">Sola</a>, and Sieck was inspired by the growth potential and attracted to the Sola Salons model, specifically.“With McDonald’s, Burger King and Taco Bell, I was responsible for driving consumer traffic,” he said. “Here, I’m not directly responsible for that. I have 143 suites to fill. I don’t need 5,000 people per week to come through my doors.”Rather, Sieck can focus on supporting the beauty professionals who join his Sola Salons locations.“What I really represent about this business is that if you enjoy, are good at, or are motivated by helping or mentoring people, it’s a real opportunity to do that,” he said. “You need to care about supporting and mentoring entrepreneurs. Beauty professionals are hard-working, skilled, trained and spend a lot to get where they are. We need to care about their success because when they’re successful, our business is successful.”With this commitment to the success of both his business and the beauty professionals within it, he has been able to scale from two units to four, and he and his wife plan to grow to about 10 locations over time.<h2>Key Skills Developed in College Continue To Propel Sieck’s Success</h2>While Sieck says there was “never any doubt” that he would be going to college, the expectation propelled him to an environment of “ambition and success” at USC. He carries those same lessons and values with him today.Throughout his educational journey, where he explored a range of subjects from photography to accounting, Sieck developed a well-rounded skill set and began learning how to blend creativity with strategy.“There’s a skill set that is acquired during school in terms of writing and critical thinking that can’t necessarily be trained,” he said. “But one of the key things I took away from my college experience and the people who were in my community during that time was that you can accomplish anything you want if you will just focus on it for some period of time. There is a lot of opportunity out there. That empowerment was really important.”As he continues to grow his Sola portfolio, Sieck sees even more opportunities on the horizon.“The beauty industry is evolving, and at Sola, we’re looking for new ways to support our professionals beyond just providing a space,” he said. “Technology, marketing, financial services and even insurance — these are all areas where we can make a real impact on their businesses. We’re constantly finding new ways to add value for beauty professionals, which makes this an even stronger investment.”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;

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Greg Sieck: USC Graduate Builds Franchise Empire With Sola Salons

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From working at McDonald’s to becoming a multi-unit Sola Salons owner, Sieck’s journey showcases the transformative power of entrepreneurial vision, grit and strategy.

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USC Alum Greg Sieck Transforms Corporate Career Into Franchise Success With Sola Salons

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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;

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Why a Supercuts Area Developer Bet Big on Sola Salons

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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;

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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;

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Why This Oncology Nurse Invested in a Sola Salons Franchise

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After 22 Years of Military Service, Warren Simmons Opens Sola Salons in Northern Virginia To Support Others’ Dreams

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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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<a href="https://www.solafranchising.com/">Sola Salons</a>, a leading salon-suite brand with more than 740 locations, gives entrepreneurs a way to grow in beauty and wellness without running a traditional salon. Franchisees operate a real estate–driven model with lean staffing, making it easier to scale. Weighing the factors that contribute to earnings and understanding the&nbsp;<a href="https://1851franchise.com/sola-salons/sola-salons-2025-fdd-breakdown-2729603">Franchise Disclosure Document</a> is key.<h2>The Sola Business Model: Property, Not People Management</h2>Unlike traditional salons operating on an employee-based model that requires owners to hire, train and manage stylists and other unit-level team members,&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> requires minimal labor. Franchisees function as property managers, leasing turnkey salon studios to independent beauty professionals. These professionals are tenants who sign a lease, not employees who must be managed.At most, some Sola owners will hire a small property management and maintenance team should they not desire to be in the units themselves on a regular basis. This model virtually eliminates the complexities that come with labor management, making it easier for franchisees to oversee multiple locations with minimal staff.&nbsp;This lean structure also contributes to what the leadership team calls a “high flow-through model,” where once fixed costs are covered and the break-even point is reached, incremental revenue from leasing additional studios significantly contributes to the bottom line.<h2>The Numbers: Sola Salons’ Franchise Disclosure Document</h2>Sola Salons’ 2025 FDD provides historical financial data from existing franchised locations to help prospective owners assess the potential opportunity. While this data does not guarantee any one franchisee’s financial performance, it does serve as an important benchmark to begin understanding the potential return on investment.<h4>Gross Revenue</h4>Based on reporting from 631 franchised Sola locations in 2023 and 660 franchised locations in 2024, Sola Salons discloses the following revenue data:<figure class="table"><table><tbody><tr><td>Gross Revenue</td><td>2023</td><td>2024</td></tr><tr><td>Average</td><td>$435,678</td><td>$442,438</td></tr><tr><td>Highest in Range</td><td>$1,120,811</td><td>$1,181,814</td></tr><tr><td>Median</td><td>$419,770</td><td>$420,051</td></tr><tr><td>Lowest in Range</td><td>$89,730</td><td>$58,506</td></tr></tbody></table></figure><h4>Historical Occupancy Data</h4>Sola Salons reports the following occupancy data for 399 salons that met the New Location Occupancy Reporting Criteria.&nbsp;<figure class="table"><table><tbody><tr><td>Month</td><td>Average</td><td>Highest in Range</td><td>Median</td><td>Lowest in Range</td></tr><tr><td>1</td><td>47.9%</td><td>100%</td><td>43.8%</td><td>0%</td></tr><tr><td>2</td><td>54.8%</td><td>100%</td><td>50%</td><td>3.8%</td></tr><tr><td>3</td><td>59.2%</td><td>100%</td><td>58.3%</td><td>5%</td></tr><tr><td>4</td><td>62.9%</td><td>100%</td><td>62.5%</td><td>3.8%</td></tr><tr><td>5</td><td>66.3%</td><td>100%</td><td>66.7%</td><td>6.9%</td></tr><tr><td>6</td><td>68.5%</td><td>100%</td><td>69.6%</td><td>3.1%</td></tr><tr><td>7</td><td>71.1%</td><td>100%</td><td>74.1%</td><td>7.7%</td></tr><tr><td>8</td><td>73.2%</td><td>100%</td><td>78.1%</td><td>10.3%</td></tr><tr><td>9</td><td>75.5%</td><td>100%</td><td>80.6%</td><td>12.1%</td></tr><tr><td>10</td><td>76.9%</td><td>100%</td><td>83.9%</td><td>12.1%</td></tr><tr><td>11</td><td>78.2%</td><td>100%</td><td>85.3%</td><td>11.5%</td></tr><tr><td>12</td><td>79.4%</td><td>100%</td><td>86.8%</td><td>11.5%</td></tr></tbody></table></figure>As a model reliant on leasing studio space, occupancy is a critical performance indicator. Similar to the revenue representations made in the FDD, these occupancy rates are not guaranteed. Rather, they should be used as helpful context to estimate potential occupancy rates in your own salons.<h2>Transparency Throughout the Process</h2>While the “How much can I make?” question does not have one single, guaranteed answer, the Sola Salons 2025 FDD provides valuable data to help potential franchisees make an informed projection. And the leadership team has worked to create a clear FDD written in plain English rather than legal jargon.Throughout the due diligence process, candidates have an opportunity to speak with existing franchisees. These conversations are another prime opportunity to gather more data and get a better understanding of what you may expect in more specific scenarios. When working to determine how much you’ll be able to make as a Sola Salons franchisee, be sure to leverage these validation conversations to get an idea of local market conditions, gross revenue figures, ongoing overhead costs and other factors that impact an owner’s final profitability.By thoroughly reviewing the FDD, speaking with existing franchisees and considering the differentiating traits of the Sola business model, entrepreneurs can gain a clearer picture of the financial potential and decide if the Sola opportunity aligns with their goals.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;

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