Sport Clips

As&nbsp;<a href="https://sportclipsfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=sport-clips-franchise-growth-strategy-2732090" target="_blank" rel="nofollow">Sport Clips Haircuts</a> continues to grow across the United States, it is actively seeking not just growth, but the right franchisees. The nearly 1,800-unit system has built its reputation on its culture and a model designed for multi-unit ownership. Rather than targeting passive investors,&nbsp;<a href="https://1851franchise.com/sport-clips/info">Sport Clips</a> looks for operators who are engaged and capable of building strong teams. That approach has helped the brand scale while maintaining consistent performance across its locations.“It’s not just about opening that first store,” said&nbsp;<a href="http://linkedin.com/in/brent-greenwood-cfe-b6a5527?utm_source=1851franchise.com&utm_medium=article&utm_campaign=sport-clips-franchise-growth-strategy-2732090" target="_blank" rel="nofollow">Brent Greenwood</a>, vice president of franchise development, on a&nbsp;<a href="https://www.youtube.com/watch?v=DxgE30nTaM0&utm_source=1851franchise.com&utm_medium=article&utm_campaign=sport-clips-franchise-growth-strategy-2732090" target="_blank" rel="nofollow">recent episode of the “Meet the Franchise” podcast</a>. “It’s about being able to scale in a reasonable amount of time and achieve both personal goals and brand expectations.”Greenwood worked in sales before he got into franchising with Jan-Pro, later moving to Firehouse Subs and, now, Sport Clips. At Sport Clips, he works directly with prospective franchisees who are evaluating business ownership.&nbsp;“All the success stories along the way really made franchising something that resonated with me,” Greenwood said. “I just got more and more passionate with each and every success story that I came across. As you know, the world of franchising is filled with success stories, and that’s probably what keeps all of us franchise development folks driving for that next right franchisee for our brand.”Sport Clips does not ignore the financial side, but the process goes beyond checking capital boxes. The team spends time with each candidate to understand how they lead, how they would fit the culture and whether they can stay involved without running the day-to-day operations themselves.The brand also places equal weight on intangible traits like grit and determination. While capital is necessary to grow within the system, Greenwood said operators who bring strong leadership and a willingness to stay engaged tend to outperform over time.Sport Clips has also taken a different path to growth. The company has remained privately held, which has helped the brand avoid some of the disruptions that can accompany outside investment.“It’s tempting to take private equity money to scale faster, but it changes the relationship,” Greenwood said. “We don’t have that pressure. We focus on selecting the right team leaders and building long-term relationships. We’re not chasing store count. We’re focused on doing it the right way.”Today, the model continues to attract interest from prospective owners looking for a business with recurring demand and resilience to technologies like AI.Greenwood joined 1851 Franchise Publisher&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=sport-clips-franchise-growth-strategy-2732090" target="_blank" rel="nofollow">Nick Powills</a> to discuss what draws franchisees to Sport Clips, how the brand evaluates candidates and why staying private gives the system a competitive edge. A transcript of Greenwood's interview with Powills has been provided below. It has been edited for brevity, clarity and style.Nick Powills: I like to kick all these off with the accidental franchise story. How did you accidentally fall into franchising? What’s your backstory?Brent Greenwood:&nbsp;It’s so funny that it does seem to be an accident for so many. For me, it was no different. I met the woman of my dreams, and that led me to needing to move to a different area.I had spent my entire career up to that point in sales and sales leadership roles, so I was really just looking for a sales-centric opportunity and stumbled on an opportunity with a brand called Jan-Pro Commercial Cleaning Systems. I was working for the master franchisee, running their book of business and really running the entire business.It wasn’t specific to franchise development, but I found that the part of that role I absolutely loved the most was the franchise development piece. That was really my first exposure to franchising. I knew little to nothing about franchising at that time, so I have to credit Jan-Pro with helping me become passionate about the world of franchising. That led me to seek out another opportunity more focused on franchise development, and then I stumbled on good old Firehouse Subs, and the rest is history.Powills: How long did it take you to actually get it? And once you got it, what do you find to be your magic tool for helping people make those big decisions?Greenwood: I don’t think it probably was until a good six months into my role before it really clicked for me on the relationship between franchisor and franchisee. I had a passion for sales even before franchising. What I love most about sales is helping solve a need, and franchising wasn’t much different than that. I found that I was able to help people realize dreams of business ownership.All the success stories along the way really made franchising something that resonated with me. About six months in, I think I really fully understood the nature of the relationship, and I just got more and more passionate with each and every success story that I came across. As you know, the world of franchising is filled with success stories, and that’s probably what keeps all of us franchise development folks driving for that next right franchisee for our brand.Powills: Over your career, has education gotten better? Or do you still have to start at the foundational level of what franchising is before you can actually sell a franchise?Greenwood: I think there is improving knowledge, especially from the younger generations with exposure to entrepreneur classes in college. I do think there’s a better general understanding of franchising. But still, much of our conversation with candidates early on is educating them about the franchising model and really helping them fully understand what that model is.For those who are a little risk-averse, franchising is appealing because it helps them achieve their goals of being in business for themselves, but not by themselves. So I do think education has certainly gotten better over the years in the 20 years that I’ve been in franchising, but I think we’ve got a long way to go to really educate the general public on what franchising is all about.Powills: Do you feel like you’ve mastered being able to tell whether someone’s going to succeed, or are there still too many intangibles? How has your sales process changed from when you started to today?Greenwood:&nbsp;For brands that are thoroughly developed and have a long track record of success, it’s easier because they can draw from the success of those franchisees and create a profile of what they’re seeking in new franchisees. For brands that don’t have that track record, it’s more difficult because they have to identify those characteristics without that history.&nbsp;At the end of this, it’s all about people. You can’t just look at someone’s background and jump to conclusions. You really have to spend the proper amount of time getting to know each individual person — what drives them, what made them express interest and what they bring to the table. Then I think you can get pretty accurate with assumptions about their ability to be successful, along with data-driven tools that complement those personal connections.Powills: If you had to weigh grit and hustle versus capital, is it 50/50? Have you seen people overcompensate with grit when they don’t have the capital?Greenwood:&nbsp;I think it depends on the brand. For Sport Clips, there’s no getting around the need to have the proper amount of capital, because we’re designed to scale. It’s not just about opening that first store. It’s about being able to scale in a reasonable amount of time and achieve both personal goals and brand expectations. But I don’t want to discount the importance of grit. Those who come in with determination typically exceed expectations and ramp up more quickly. So I’d say it’s about 50/50 for Sport Clips.Powills: What does a playmaker look like in a franchisee?Greenwood: We look at our entire organization through that lens. From the executive team to in-store staff, everyone is a playmaker in their role. For franchisees, it’s someone who is people-centric, focused on delivering a great customer experience and building strong relationships with their team. Often, these are clients who fell in love with the brand first and then decided to pursue ownership.Powills: How do you evaluate that in the sales process?Greenwood: A lot of that is the intangibles — the connection you make with candidates throughout the discovery process. We also use personality assessments to identify areas where there might be challenges so we can have deeper conversations.We give candidates exposure to the store environment. They spend time in-store, talk with stylists and managers and evaluate whether it feels right. They’re assessing us, and we’re assessing them.Powills: From the outside, the model can look semi-absentee, which can attract the wrong buyer.Greenwood:&nbsp;We really shy away from using the term “semi-absentee.” It’s more of a manager-managed model. Many people hear semi-absentee and think “absent,” and that’s not what this is. This requires highly engaged team leaders.They’re not expected to run daily operations, but they must focus on culture, recruiting, marketing and supporting their team. That’s where success comes from.Powills: From the outside, you’ve built a large system, no litigation, privately held. That carries weight.Greenwood: Absolutely. That’s part of what drew me to Sport Clips. We’re family-owned and relationship-focused. We enforce brand standards, but fairness and relationships with our team leaders are still a priority. At nearly 1,800 stores, we’re still privately held. That’s rare, and it creates a different environment.Powills: There’s a lot of turbulence when brands move into private equity — leadership changes, systems changes — and that impacts franchisees.Greenwood: It’s tempting to take private equity money to scale faster, but it changes the relationship. We don’t have that pressure. We focus on selecting the right team leaders and building long-term relationships. We’re not chasing store count. We’re focused on doing it the right way.Powills: What’s the state of the union for Sport Clips today?Greenwood: There’s renewed interest because of the recurring, recession-resistant nature of our model. There are also concerns about AI impacting industries, and this is largely AI-resistant. We’ve recovered to pre-pandemic levels, and the industry continues to grow. We still have plenty of white space for expansion.Powills: From a consumer perspective, it’s more than a haircut. It’s routine, stress relief, a moment to reset.Greenwood: Exactly. Many of our team leaders started as clients. It’s more than a haircut — it’s an experience, a human connection. That’s what makes the brand special.Powills: Let’s close on investment. What does the model look like?Greenwood: The path to success is scaling into multiple units. For years, we only offered three-unit entry points because one store is essentially buying a job. We’re nearly 1,800 stores with around 250 franchisees, and the average franchisee owns just over six stores. Operating multiple stores becomes easier because of shared resources and diversification.Powills: Final thought — a franchise sale isn’t signing an agreement. It’s making a franchisee successful. Thanks for your time, Brent.Greenwood: My pleasure. Really enjoyed it.Watch the full episode above or on&nbsp;<a href="https://www.youtube.com/watch?v=DxgE30nTaM0&utm_source=1851franchise.com&utm_medium=article&utm_campaign=sport-clips-franchise-growth-strategy-2732090" target="_blank" rel="nofollow">YouTube</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://sportclipsfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=sport-clips-franchise-growth-strategy-2732090" target="_blank" rel="nofollow">https://sportclipsfranchise.com/</a>.&nbsp;

Sport Clips Franchise Growth Strategy and Franchisee Model

1851 Franchise

https://www.youtube.com/embed/DxgE30nTaM0

The nearly 1,800-unit brand continues to prioritize engaged operators and long-term growth over rapid expansion or outside investment pressure from private equity. 

Sport Clips Haircuts Isnt Chasing Growth - Its Building Better Franchisees

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Inside Sport Clips Position as the Largest Franchise in the $100 Billion Men's Haircare Category

How Sport Clips Haircuts Keeps Men Coming Back and Why That Loyalty Is Fueling the Brand’s Next Phase of Growth

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In a category where most haircut experiences feel interchangeable,&nbsp;<a href="https://sportclipsfranchise.com/">Sport Clips Haircuts</a> has built something distinctly different: a brand designed entirely around the needs, habits and preferences of men and boys. Instead of trying to serve everyone, the company leaned into a specific customer and built an experience that keeps them coming back every few weeks.That focus has helped make Sport Clips one of the best-known names in men’s grooming, with nearly 1,800 locations and a steady base of repeat customers. Now, with the global male grooming market&nbsp;<a href="https://www.esteticaexport.com/the-rise-of-the-barber-industry-how-tradition-meets-innovation-in-a-global-grooming-revolution/">expected to reach a whopping $110 billion by 2030</a>, Sports Clips is well-positioned to continue its impressive growth.&nbsp;<h2>A Service Built Specifically for Men</h2>From the moment a customer walks into a Sport Clips location, the visit feels tailored. The sports-themed environment, complete with TVs playing live games, creates a setting that feels more like a casual hangout than a traditional salon.That positioning matters. For many men, getting a haircut is about efficiency, comfort and knowing what to expect. It also serves as valuable social stimulation in a time when a&nbsp;<a href="https://aibm.org/research/male-loneliness-and-isolation-what-the-data-shows/">male loneliness epidemic</a> continues to make headlines.&nbsp;“It’s a very consistent experience for the client,” said&nbsp;<a href="https://www.linkedin.com/in/brent-greenwood-cfe-b6a5527">Brent Greenwood</a>, vice president of franchise development. “No matter where you go, you know what you’re going to get.”Sport Clips offers a&nbsp;<a href="https://sportclips.com/services">lineup of services centered around its signature MVP Haircut Experience</a> — a service designed to elevate a routine haircut into a relaxing, repeatable service. The MVP includes a precision haircut with a professional consultation and style, paired with a legendary hot steamed towel infused with lavender, eucalyptus and chamomile, a seven-point massaging shampoo with leave-in conditioner, and a neck and shoulder treatment. For customers looking for an even more indulgent visit, the Ultimate MVP doubles each of these elements.Beyond its flagship service, Sport Clips provides a range of haircut options to meet different needs and price points. The Varsity Haircut serves as the brand’s core offering for men, kids and seniors. The Triple Play builds on that foundation by adding a hot steamed towel and massaging shampoo.Sport Clips also offers quick grooming and maintenance services that keep guys looking sharp between haircuts. These include beard trims and detailing, the "All-Star Treatment" for those who just want to relax without getting a haircut, and complimentary neck trims to help maintain that clean look between visits.Sport Clips complements its service lineup with a&nbsp;<a href="https://sportclips.com/products">selection of professional-grade grooming products</a> available in-store, including shampoos, conditioners, styling products and beard care essentials tailored specifically for men.&nbsp;<h2>Consistency That Turns Routine Into Habit</h2>Haircuts are one of the most repeatable services in consumer spending. Most customers return every three to four weeks, and Sport Clips has built its entire model around capturing that recurring behavior.The brand’s systems are designed to deliver the same experience across locations, which is critical for customers who prioritize consistency over novelty. Whether someone visits a store near home, work or while traveling, the expectation is the same: a reliable, comfortable experience without surprises.“The systems are in place so that you can deliver the same level of service across every location,” Greenwood said. “That’s what keeps people coming back.”For customers, those systems are invisible. But they show up in shorter wait times, consistent service quality and an experience that feels easy to say yes to again and again.<h2>Convenience That Matches Modern Consumer Expectations</h2>In an era where many industries are being disrupted by automation, haircare remains inherently human. It’s a hands-on service that requires skill, interaction and trust — factors that are difficult to replace with technology.At the same time, Sport Clips continues to evolve its customer experience through digital tools and operational improvements that enhance convenience without complicating the core service. For example, Sport Clips has invested heavily in tools that remove friction from the haircut process, most notably through its&nbsp;<a href="https://www.youtube.com/watch?v=MRkORl_Noqs">online check-in system and Haircut Tracker app</a>.Rather than waiting in line without visibility, customers can check in remotely, see estimated wait times and plan their visit accordingly. The system functions much like an appointment without requiring the rigidity of traditional scheduling.“We’re a very technology-centric company. You can see exactly what’s going on in the store before you even walk in,” Greenwood said. “That level of visibility makes it easier for customers to plan their visit.”<h2>Simple, Repeatable Service That Builds Loyalty</h2>While some brands rely on constant menu or service innovation to drive traffic, Sport Clips has taken a different approach: keep the core offering simple and execute it consistently.The service itself is straightforward, the inventory is minimal and the experience is easy for both customers and staff to navigate. That simplicity creates fewer opportunities for inconsistency, which in turn strengthens customer trust.“The operation is pretty simple. Inventory is pretty simple,” said&nbsp;<a href="https://www.linkedin.com/in/jesse-keyser-sdmf-94513b10">Jesse Keyser</a>, who now owns more than 30 Sport Clips locations in the Midwest. “At the end of the week, I can look at the productivity numbers and track that.”For customers, that operational simplicity translates into faster service, fewer errors and a smoother overall experience. Over time, those small advantages compound into strong brand loyalty.“When you build a system that works and stick to it, you create something that can scale,” Greenwood said. “And that’s what we’ve done.”For consumers, it’s a haircut experience that feels easy, familiar and reliable. For franchisees, it’s a business model built on recurring visits, predictable demand and long-term growth potential. And that’s why the Sport Clips brand shows no signs of slowing down.&nbsp;To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://sportclipsfranchise.com/">https://sportclipsfranchise.com/</a>.

image of a sport clips franchise being successful and a sport clips hairstylist being friendly  

With its sports-themed setting and signature MVP service, Sport Clips has created a consistent haircut experience that keeps men coming back every few weeks.

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Few franchise categories offer the kind of built-in demand and recurring revenue that men’s grooming does. Haircuts aren’t optional; they’re routine, and that consistency has created one of the most scalable, resilient business models in franchising today.<a href="https://sportclipsfranchise.com/">Sport Clips Haircuts</a> has spent more than 30 years proving how powerful that model can be. Now, with nearly 1,800 locations across North America and a renewed focus on expansion in 2026, the category leader is entering a new phase and opening the door for experienced operators and growth-minded entrepreneurs to step in and scale.“We’re in a place now where we are ready to really accelerate our franchise expansion, focusing on net positive growth with our store counts after slowing down for the past few years following the pandemic,” said&nbsp;<a href="https://www.linkedin.com/in/brent-greenwood-cfe-b6a5527">Brent Greenwood</a>, vice president of franchise development. “Our leadership team is focused on expanding into both open territories and mature markets, making it a strategic moment for savvy entrepreneurs to get involved.”<h2>A Proven Brand With More Than 30 Years of Staying Power</h2>When Sport Clips was founded in 1993, the company saw an opportunity. While most salons were trying to be everything to everyone, Sport Clips decided to focus exclusively on men and boys. They recognized a major gap in the market and built an experience specifically for that underserved customer. That early decision to be different helped Sport Clips become a leader in the category, and over the last three decades, the brand has perfected and expanded its model.&nbsp;“I’ve been in this industry since 1979, and in the early ’90s, no one was going after the men and boys’ market,” said&nbsp;<a href="https://www.linkedin.com/in/gordon-logan-b711767">Gordon Logan</a>, founder and chairman of Sport Clips. “We felt like there was a real opportunity, and it turns out we were right.”That focused positioning continues to serve as a competitive advantage. Today, Sport Clips is easily one of the most recognized names in men's grooming, having generated billions in total haircut sales and established a massive presence across the United States and Canada.&nbsp;<h2>A Recession-Resistant, AI-Resistant Business Model</h2>According to market research, the global male grooming market is<a href="https://www.esteticaexport.com/the-rise-of-the-barber-industry-how-tradition-meets-innovation-in-a-global-grooming-revolution/"> expected to reach $110 billion by 2030</a>, growing at a compound annual growth rate of 5.5%. Haircuts are not discretionary purchases that can be delayed indefinitely. This creates a level of demand stability that is difficult to replicate in other industries.“This is a recession-resistant business,” Greenwood said. “I’m not going to say pandemic-proof, but it certainly is resilient, and it is also resistant to AI as well, which offers stability that is more important than ever.”Because customers typically return every three to four weeks, franchisees benefit from predictable traffic patterns and recurring revenue streams.&nbsp;“The recurring revenue opportunity is tremendous,” Greenwood said. “As long as men and boys have hair, they’re going to need a place like Sport Clips.”This frequency not only supports steady top-line performance but also allows operators to build strong relationships with their customer base over time. And with an&nbsp;<a href="https://aibm.org/research/male-loneliness-and-isolation-what-the-data-shows/">ongoing male loneliness epidemic</a>, that social interaction is becoming increasingly important to customers.&nbsp;<h2>Built to Scale: A Manager-Driven Model</h2>A defining feature of the Sport Clips franchise opportunity is its manager-led operating structure, which is intentionally designed to support multi-unit growth. Franchisees, referred to as “Team Leaders,” are not required to have experience as stylists. Instead, their role centers on leadership, team development and operational oversight, while licensed professionals handle the technical aspects of the service.“Our model is designed to allow investors to keep their full-time careers as they grow,” Greenwood said. “It’s about leading managers, building culture and driving performance.”This setup gives franchisees room to expand beyond one store without having to manage every daily task themselves. As they grow, they can develop a team to oversee several locations and help deliver a consistent experience across the business. Sport Clips owners usually run around nine stores, which really shows just how well this model supports opening multiple units.“After being in six different franchise systems, Sport Clips stands out because the model is so simple and easy to manage that I can focus on the big picture instead of the day-to-day, which is what’s allowed me to scale across multiple states,” said&nbsp;<a href="https://www.linkedin.com/in/jesse-keyser-sdmf-94513b10/">Jesse Keyser</a>, a multi-unit franchisee who currently owns more than 30 locations.&nbsp;In addition to the inherent strengths of the model, Sport Clips provides comprehensive support throughout the lifecycle of the business. From site selection and lease negotiation to training, marketing and ongoing operational guidance, franchisees are equipped with the resources needed to build and grow their locations successfully.“We only open as many salons as we can support,” Greenwood said. “We want our team leaders to do well over the long term.” At the unit level, Sport Clips reports an estimated initial investment of approximately $226,800 to $580,500 per location, including franchise fees and startup costs. Stores averaged $528,535 in net sales systemwide, according to the brand’s 2026 FDD.&nbsp;<h2>A “Family Feel” Brand Without Private Equity Pressure</h2>In an industry where many franchise systems are backed by private equity firms, Sport Clips has intentionally maintained its independence. This decision reflects a broader philosophy centered on long-term relationships and sustainable growth rather than short-term financial gains.“We’re a huge brand without any sort of private equity influence,” Greenwood said. “We have no interest in taking PE dollars.”This independence lets the company focus on creating a supportive, team-oriented atmosphere for franchisees — something it internally calls a “family feel.” For the operators, this means a closely aligned partnership with the franchisor, where choices are made to benefit the whole system, not just to meet the demands of outside investors.“We want a different type of relationship with our franchisees,” Greenwood said. “ It's more personal, and you lose that with private equity influence.”<h2>Why Now: A Strategic Window of Opportunity</h2>When it comes to deciding on a franchise investment, timing is everything, and the leadership at Sport Clips believes right now is a particularly good moment. The brand has come through the system-wide adjustments following the pandemic with a sharper growth strategy and is eager to expand. New opportunities are also opening up in established markets, and the current economic climate continues to highlight the value of a recession-resistant business model.“We’re opening up mature markets for single-unit entry points,” Greenwood said, “primarily to create bench strength for what we know is going to be demand for future acquisitions.”This strategy lets new operators enter established territories and build toward future expansion. At the same time, Sport Clips continues to identify white space opportunities across the country, particularly in regions where population growth and demographic trends support long-term demand, such as the Pacific Northwest, the Northeast, California, Michigan (including greater Detroit) and select Southern and Midwest markets.“We have an optimization plan that gives us a runway for growth over the next 15 to 20 years,” Greenwood said. “We could technically more than double in size.”For prospective franchisees, this convergence of factors, including stabilized operations, expanded territory availability and consistent demand, creates a compelling case for entering the system now. However, leadership emphasizes that these opportunities will not remain open indefinitely as markets continue to fill.“The runway is not going to last forever,” Greenwood said. “At some point, those who waited are going to miss out. The timing couldn’t be better.”As the brand grows, Sport Clips remains highly selective in its approach to franchise development. The company prioritizes candidates who bring strong leadership capabilities, a commitment to team building and a desire to scale their business over time. While prior experience in haircare is not required, success within the system depends heavily on the ability to lead people, manage operations and foster a positive culture within each location.“We’re very discerning,” Greenwood said. “It’s a people business, and success depends on how well you lead your team.”Many of the brand’s most successful franchisees have backgrounds in multi-unit retail, operations or franchising, allowing them to leverage their experience as they expand within the system.With more than 30 years of proven success and a forward-looking strategy focused on growth and innovation, Sport Clips is well-positioned for its next chapter. For entrepreneurs seeking a franchise opportunity that combines stability, scalability and long-term potential, the brand offers a compelling path forward.“We’ve been successful for over 30 years,” Greenwood said. “But we still have a lot of runway left.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://sportclipsfranchise.com/">https://sportclipsfranchise.com/</a>.

With nearly 1,800 locations, a manager-driven model and new entry points in mature markets, Sport Clips is opening the door for the next generation of franchise owners.

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1851 Franchise Deep Dive design with Sport Clips

Sport Clips Haircuts Franchise Costs, Fees, Profit and Data for 2026

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Sport Clips Haircuts Isnt Chasing Growth - Its Building Better Franchisees

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