SweatHouz

Currently&nbsp;<a href="https://globalwellnessinstitute.org/press-room/press-releases/the-global-wellness-economy-reaches-a-new-peak-of-6-3-trillion-and-is-forecast-to-hit-9-trillion-by-2028/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mike-tan-franchising-strategy-sweathouz-2730552" target="_blank" rel="nofollow">valued at just over $6 trillion</a>, the worldwide wellness economy is primed for explosive growth, a valuation expected to reach $9 trillion in the next three years.&nbsp;SweatHouz is growing alongside it. Founded in Atlanta, Georgia, by Jamie Weeks in 2019, the brand began franchising just three years later. SWTHZ currently operates more than 70 units in the United States.&nbsp;Delivering an immersive experience within a membership-driven model, SWTHZ supplies health and relaxation, catering to privacy via suites touting an infrared sauna, cold plunge tub and Vitamin C shower.Prioritizing people, health and innovation, SWTHZ delivers a convenient, personalized wellness experience.“The people aspect is critical. If you do that well, you can go farther,” said CEO Mike Tan. “Franchising at scale is challenging. It becomes hard to grow quickly and keep the company’s ethos when you have so many variables. I’ve always believed in small teams that do mighty things. That’s true in franchising. If you need to pivot, you can do it together and make great decisions as a smaller organization.”An emphasis on the importance of quality sets SWTHZ apart as the company continues to grow, delivering a convenient, customized wellness experience in a science-backed environment.Mike Tan joined 1851 Franchise Publisher&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mike-tan-franchising-strategy-sweathouz-2730552" target="_blank" rel="nofollow">Nick Powills</a> on the&nbsp;<a href="https://www.youtube.com/watch?v=VnjrRVGmE9M&utm_source=1851franchise.com&utm_medium=article&utm_campaign=mike-tan-franchising-strategy-sweathouz-2730552" target="_blank" rel="nofollow">“Meet the Franchise” podcast</a> to discuss his entry into franchising, lessons learned during his time with Orangetheory and the unique emphasis on quality and people that set SWTHZ apart. A transcript of Tan’s interview with Powills, edited for length and clarity, has been provided below.&nbsp;Nick Powills: All right, Mike, before we get into business, I want to start with you. So many people watching, live or recorded, are going through some sort of transition, thinking, “What is franchising? Maybe I should join it.” What’s your franchise backstory? How did you accidentally fall into franchising?&nbsp;Mike Tan: This is exciting. For those of us in franchising, we’ve all landed here through different paths, but mine was absolutely not planned. I got into the wellness industry by complete fluke. I thought I was going to be an investment banker but I got an opportunity from the founder of 24 Hour Fitness to run some of his locations.Fast forward a few years, and Orangetheory — a brand a few of us had heard of — was scaling quickly and had begun its international expansion. I was recruited to help lead and drive revenue for Canada. What a ride that was.Of all the growth vehicles, franchising has become one I truly admire and love because you get to work with incredibly successful people and help others become entrepreneurs while building strong brands. You get the best of both worlds.&nbsp;We like to move fast at SWTHZ, and franchising allows you to move fast too.Powills: I want to unpack a few things. When you were pursuing investment banking or finance, did you understand franchising’s depth? When did that “Aha!” moment, where you thought, “That’s really good business!” come?Tan: No, I didn’t.&nbsp;When I think about the perfect recipe for franchising, it’s great real estate, great systems and incredibly engaged franchisees. That last part is key. You can have all the numbers but, at the end of the day, your franchisees and their teams must drive the mission.I’ll never forget jumping on my first call with a franchisee who was going through challenges, even though the business was growing. It occurred to me that&nbsp; it had nothing to do with not understanding the business case. It was about the relationship they wanted with the head office.That lesson stuck with me. The people aspect is critical. If you do that well, you can go farther. They say, “If you want to go fast, go alone. If you want to go far, go together.” That’s very true in franchising.Powills: I love that. Before I get to a follow-up, let’s jump to your Orangetheory experience because it gives you a unique lens as you look at SWTHZ. Orangetheory was a rocket ship in a category with limited innovation. What did you see there that impressed you? What have you carried over to SWTHZF?Tan: A lot of us at Orangetheory experienced rapid growth. We went from 15 to 120 units in Canada in less than three years. Jamie Weeks, the founder of SWTHZ, went through similar growth to 150 units.Being a science-backed business is really important — it’s at the core of what we do at SWTHZ. But franchising at scale is challenging. It becomes hard to grow quickly and keep the company’s ethos when you have many franchise partners.I’ve always believed in small teams that do mighty things. That’s true in franchising: a few franchise partners who want to do great things. If you need to pivot, you can do it together and make great decisions as a smaller organization.Powills: You mentioned earlier the importance of the right people. How have you learned to say no — to protect culture and choose the right franchisees?Tan: Great question. There are two common paths: many franchisees with small territories or few franchisees with large territories. It comes down to your DNA. Some people move fast, some don’t. You can feel that through the process.We go through the traditional vetting — net worth, experience, all of that — but it really comes down to vision and speed. After 30 or 60 days of conversations, you know in your gut: Do I want to go to war with this person? If the answer is yes, you go with it. That gut has proven right for us so far.Powills: I was with a client last week who turned down a half-billion-dollar candidate because they lacked hunger. They were afraid the person would stall out. You’re looking for someone financially strong but still hungry — someone playing the game for growth.Tan: Exactly. There’s a famous Theodore Roosevelt quote about “the man in the arena.” When selecting a franchisee, we’re not just awarding a territory — we’re making a bet that we want to be in the arena with that person. If they won’t be in their building with us, it’s probably not the right fit.&nbsp;I’m on calls every week with a large portion of our franchisees. That connection is important. We can’t lose touch with what’s happening on the ground. The entrepreneurs we admire most are in the weeds and understand their business top to bottom. We want our franchisees to be the same.Powills: In business, we’re told to work&nbsp;on the business, not&nbsp;in it. But in franchising, being “in the arena” seems essential. The multi-unit operator who wants passive income might actually be the wrong fit.Tan: You’re right. Like Tom Brady. He’s not on the sidelines; he’s on the field. If you don’t have your finger on the pulse, you lose the partnership dynamic. Even though we’re HQ, our local market operators — Boston, Chicago, etc. — are the true masters of their regions. You can only own your market if you’re in it doing the work.Powills: Every brand has a bottom third of franchisees. How do you motivate underperforming ones to get back on track?Tan: Over the years, we’ve turned a lot of red-flag locations into top performers. They usually have the same real estate and systems but lack engagement. We do sales and marketing audits of 50 to 70 best practices, identify what’s missing and focus on those opportunities. Sometimes, all it takes is someone saying, “I believe in you. Let’s do this.”&nbsp;It can be lonely at the top. Supporting franchisees through that is crucial. Our ethos is about building a small team capable of incredible things.Powills: Entrepreneurs are crazy — founders more so than franchisees. Founders see opportunity in storms; franchisees might just see rain. So, when franchisees need that motivator, that culture and support become critical.Tan: Completely agree. Michael Dell said it takes a lot of “crazy,” but within that crazy are a few great ideas. A founder’s, CEO’s and franchisee’s levels of “crazy” are different, but in their heads they’re living it fully.We have to recognize that franchising is hard. When franchisees struggle, we can’t dismiss it. We need to support them like we promised when they joined the network.Powills: When high-net-worth individuals join as franchisees, they often underestimate the learning curve. Suddenly, they’re responsible for HR, operations, marketing and more. Many franchisors under-index on how much support these people actually need.Tan: Exactly. When someone joins, we want them “in the arena.” Give them tools and space to grow. We sell large territories using a hub-and-spoke model (one main market hub with smaller surrounding locations). It’s important to be local and move methodically, but we’re scaling fast. We just opened Los Angeles and are moving into New York.&nbsp;Our focus is success in each market — no infighting, just partnership. Business is hard enough without fighting each other.Powills: Before we wrap, I want to talk about technology and your “moat.” When you build a moat, competitors can’t easily get in. Talk about that and the business opportunity for potential franchisees.Tan: It took us six to eight months to figure out how to build a contrast therapy suite in 75 square feet. It’s hard. You have a sauna at 170 degrees, a cold plunge, motors, condensation, heat management — it’s complex.We can now monitor every plunge across our network: flow rate, temperature, water height — even if someone only dips a toe in. This helps us improve the experience and reward engagement.Our moat starts with engineering, extends to hardware and carries into customer experience. That’s how we acquire and retain customers, boost lifetime value and drive the mission. The best way to stay number one is to keep innovating and building for scale.Powills: Final question. What do you want potential franchise buyers to know about the opportunity?Tan: I’ve never heard anyone say they dominated a category by being the last one in. There’s always risk, but when you join a proven team that scales quickly and builds enduring value, you position yourself for success.If you want to be a man or woman in the arena, care about wellness and see the metrics, let’s talk and see if it’s the right fit.Powills: Well said. This is still early, even though the science behind heat and cold therapy has been around forever. This is going mainstream for everyday people, not just athletes. When Massage Envy built a membership-based massage brand, it changed the industry. SWTHZ has that same potential, but with a stronger science-backed foundation and a real moat.When I heard you speak, I thought, “That’s how a unicorn brand is created.” Early adopters are pioneers, betting on the jockey, not just the horse.&nbsp;Mike, thank you for your time.Tan: Thank you, Nick. And I want to thank our incredible franchise partners and HQ team — we wouldn’t be here without everyone. Onwards and upwards, as they say!Watch the full interview&nbsp;<a href="https://www.youtube.com/live/VnjrRVGmE9M?si=a_CWdfmTwm_4PiVy&utm_source=1851franchise.com&utm_medium=article&utm_campaign=mike-tan-franchising-strategy-sweathouz-2730552" target="_blank" rel="nofollow">here</a>.

Mike Tan on SweatHouz: Scaling Fast, Picking Franchisees and Building a Tech Moat

1851 Franchise

https://www.youtube.com/embed/VnjrRVGmE9M

In this executive Q&A, CEO Mike Tan reflects on the evolution of SweatHouz, the science-backed benefits of contrast therapy and his vision for scaling a modern wellness brand.

Science, Wellness, Growth: How SweatHouz CEO Mike Tan is Shaping the Future of Contrast Therapy Franchising

This brand page has been paid for by SWEATHOUZ. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

mike-tan-franchising-strategy-sweathouz

FRANCHISE INFORMATION

Own a Sweathouz

Beyond a Fad

The Healthiest Form of Recovery

What Sweathouz is all About

Top Reasons To Invest

Learn

Visit Website

SWEATHOUZ

Facebook

Instagram

LinkedIn

TikTok

YouTube

SOCIAL MEDIA

Why SweatHouz? 5 Reasons To Invest in the Category Leading Franchise Now

SweatHouz's Science-Backed Model, Private Suites and Strong Unit Economics are Defining the Future of Wellness

SweatHouz Franchise Expands Into New York City With 12-Unit Development Agreement Across Manhattan and Brooklyn

SWEATHOUZ MOST READ STORIES

1851 LOGIN

GROWTH CLUB LOGIN

ABOUT SWEATHOUZ

CONTACT SWEATHOUZ

facebook

instagram

twitter

linkedin

youtube

First Name

Last Name

Email

Mobile

How did you hear about us?

What city do you live in?

What state do you live in?

Do you meet our financial qualifications? (Minimum of $500,000 in liquid capital and $1,000,000 in net worth)

SMS Subscription

Email Subscription

Terms & Conditions

OWN A STUDIO

In the boutique wellness industry, seasonality is often treated as an unpredictable variable. For&nbsp;<a href="https://sweathouz.com/franchise/">SweatHouz</a>, the shift from the midwinter rush to the warmer summer months follows a pattern. The brand treats the calendar like a plan, using a simple framework that helps franchisees capture peak demand and keep a reliable baseline through the summer.&nbsp;It’s an approach that can help transform the wellness industry’s traditional level of volatility by delivering more predictability. For franchisees, it’s crucial to understand these swings because they can make all the difference between reactive management and strategic scaling.<h2>The Peak of Recovery</h2>The&nbsp;<a href="https://1851franchise.com/sweathouz/info">SWTHZ</a> system is currently in its most active window. As temperatures drop, consumers tend to gravitate toward contrast therapy to boost the immune system in a private indoor setting. This period serves as a critical financial foundation for most locations. But the once sharp decline seen during warmer months has begun to change."While seasonality affects all fitness and wellness concepts, SWTHZ has experienced a diminishing summer slowdown in recent years," said Matt Gregory, Vice President of Sales. "Peak demand remains highest from October through May. But June through September are showing reduced seasonality as client education around our modalities increases and members prioritize maintaining their wellness routines year-round."This shift is rooted in the brand’s focus on education. When members view recovery as a fundamental pillar of health rather than a cold-weather luxury, they stay committed even as their outdoor activities increase.<h2>Operational Agility in the Summer</h2>As summer approaches and the weather improves, the patterns of guests can get harder to predict. People travel, and early-morning demand often slows as clients shift around schedules. SWTHZ helps franchisees adjust their staffing and resource allocation to tighten operations without sacrificing the member experience. Marketing spend is concentrated in proven growth channels to ensure a high return on investment when conversion might otherwise slow. The franchise network also relies on a high level of transparency to stay ahead of these regional shifts."The strength of our network lies in collaboration,” Gregory said. “Franchisees actively share what's working in their markets, learning from each other's experiences. Because no two locations are identical.”<h2>The Human Element of Retention</h2>For new franchisees entering their first full seasonal cycle, the brand emphasizes that the best defense against a summer slowdown is the quality of the team on the ground. While data-driven scheduling is vital, it simply can’t replace the personal connection that keeps a member coming back in July."Seasonality is inevitable. But its impact isn't," Gregory said. "A strong staff that provides consistent client support and authentically cares about member success is your best defense against seasonal downturns. If clients stay engaged with our modalities during slower months, attrition falls and seasonality becomes more manageable."<h2>A Compelling Long-Term Opportunity</h2>The predictability of this growth pattern is what makes the brand a unique proposition for long-term owners. By removing the guesswork from revenue forecasting, SWTHZ allows franchise owners to focus on the compounding benefits of a recurring growth cycle."Having a predictable seasonal growth pattern makes SWTHZ compelling for a long-term franchisee because it is a rhythmic one," Gregory said. "The seasonal cycle allows owners to optimize and plan accordingly, all with lower risk and compounding returns over time."As the brand continues to expand, this ability to master the calendar ensures that franchisees aren't just reacting to the seasons; they’re actually capitalizing on them.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sweathouz">https://1851franchise.com/sweathouz</a>.

As February recovery demand peaks, SWTHZ provides the roadmap for franchisees to leverage winter retention and use data-driven projections to maintain momentum through the summer months.

From Winter Wellness to Summer Momentum: Inside SweatHouz’s Seasonal Growth Cycle

sweathouz-franchise-seasonal-growth-cycle-matt-gregory

ATLANTA&nbsp;—&nbsp;<a href="https://sweathouz.com/franchise/">SweatHouz</a>, a rapidly expanding contrast-therapy franchise known for its private infrared sauna, cold-plunge and vitamin C shower suites, is turning to a familiar face as it enters its next stretch of growth.&nbsp;<a href="https://www.linkedin.com/in/nicovarano/">Nico Varano</a>, the first&nbsp;<a href="https://1851franchise.com/sweathouz/info">SWTHZ</a> franchisee, is stepping into the top leadership role as the brand looks to expand its national footprint while further building its technology platform.“It means the world to me. I started this journey as a 28-year-old opening one studio,” Varano said. “I spent that first year figuring out how to operate it to the best of my ability, and we grew it to the number one studio in the system. I came to corporate every quarter to meet with the team as a board member. So, to have this role now means a lot to me. I believe this is the leading brand in contrast therapy. I can’t wait to continue to share that vision.”Varano’s relationship with the brand started in early 2023, when he purchased a corporate-owned SWTHZ studio in New England. He went on to grow to five locations, including early studios at Boston’s Assembly Row and in Burlington. That hands-on operating experience helped shape the company’s V2 model, which combines the sauna and cold plunge in a single private suite.After two years serving on the SWTHZ board, Varano now shifts from franchise operator to chief executive officer. Based at the company’s Atlanta headquarters, Varano will use his operational know-how to strengthen communication between studio operators and the corporate team with the ultimate goal of not only maintaining but also scaling the brand’s growth in the wellness space.&nbsp;"It’s about making decisions with both the franchisee hat and the corporate hat on and asking what’s best for the brand," Varano said. "If you do the right thing for the client and the right thing for franchisees, more often than not, you’ll succeed."SWTHZ has set an ambitious goal of reaching 250 studios by the end of 2028. Company leaders believe continued interest in preventive wellness and longevity will fuel that expansion."Everyone talks about longevity now. They want to live longer and healthier," Varano said. "The world is moving more and more toward physical and mental recovery. There simply isn’t another place where you can intentionally take one hour to yourself to sauna, cold plunge and take a vitamin C shower, whether for mental or physical recovery. The trends keep pointing in that direction. After you do it and get that dopamine hit, it’s life-changing."As more locations come online, Varano said the brand plans to introduce additional technology aimed at further enhancing the member experience. That includes tools that allow users to track their sauna time and cold immersion minutes digitally. Even as the brand continues to innovate, Varano believes doubling down on core services will drive significant membership growth."We focus on simple things,” he said. “I’d love to return our studios to averaging 300 members each. I’d love 300 introductory sessions per studio per month. And I’d love to reach 250 studios by the end of 2028, which would give us solid footing before global expansion.”Varano continues to operate and develop his own studios while serving as CEO, a dual role he said reflects his commitment to the system."If you’re thinking about franchising or continuing to grow your studios, there should be no better confirmation than knowing the CEO of SWTHZ is also continuing to open his own studios in his market," Varano said. "I’m in it with you. I’m growing my own studio base every day. If that doesn’t get you excited about the future of SWTHZ, I don’t know what will."To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sweathouz">https://1851franchise.com/sweathouz</a>.ABOUT SWEATHOUZ:SweatHouz is a first-of-its-kind wellness concept offering private contrast therapy experiences with infrared sauna, cold plunge and vitamin C showers in luxury, technology-forward suites. Designed for recovery, longevity and convenience, SWTHZ uses smart engineering and a membership-based model to make high-performance wellness accessible and effortless. With franchise opportunities available in select markets, SWTHZ is redefining the recovery space — one studio at a time. For more information,&nbsp;<a href="https://sweathouz.com/">visit https://sweathouz.com/</a>.&nbsp;

SweatHouz, SWTHZ, SweatHouz franchise, SWTHZ franchise, SweatHouz CEO Nico Varano, SWTHZ CEO

Nico Varano’s entrepreneurial journey from private equity to pioneering contrast therapy studios in New England demonstrates the booming demand for wellness experiences and franchisee success.

 From First Franchisee to CEO: How Nico Varano Built a Wellness Empire With SweatHouz

sweathouz-franchise-appoints-nico-varano-ceo

Moving from franchisee to the CEO hot seat isn’t the typical workplace trajectory, but that is exactly what&nbsp;<a href="https://www.linkedin.com/in/nicovarano/">Nico Varano</a> has accomplished.Varano, who was the first&nbsp;<a href="https://sweathouz.com/franchise/">SweatHouz</a> franchisee, has been named CEO. It’s a shift that places a longtime operator in charge of helping to sustain the brand’s rapid growth. That decision puts a proven operator at the helm of the broader organization — someone who has worked inside the contrast-therapy studios and managed his own locations.&nbsp;<h2>From Early Investor to First Franchisee</h2>Varano’s connection to&nbsp;<a href="https://1851franchise.com/sweathouz/info">SWTHZ</a> predates wider awareness of the brand. While working in private equity at Prospect Hill Growth Partners, he attended a conference where SWTHZ founder Jamie Weeks was presenting. At the time, Varano was gearing up for a charity boxing match and searching for ways to offset the physical strain of training.That’s when the concept actually caught his attention. SWTHZ is a rapidly expanding contrast-therapy franchise known for its private infrared sauna, cold-plunge and vitamin C shower suites. Beyond the basic appeal of wellness, Varano saw a business model that made sense on paper: low variable costs and a straightforward four-wall structure.That realization helped him move beyond mere interest, building out Boston-area locations as the brand’s first franchisee. During his first year, Varano worked directly in the studio, learning daily operational demands. It was a profound experience and one that would later inform his role on the company’s board of directors."Every day is different," Varano said. "The challenges we see out in the field are the challenges we need to focus on at HQ. And that’s what’s given me a unique perspective. I know the daily challenges that exist, whether it’s equipment issues or anything else.”<h2>A CEO Who Understands Operations</h2>Elevating an active franchisee to CEO delivers a very intentional signal to the broader system. Varano continues to operate his own studios, so he’s familiar with managing the same costs and pressures as other franchise owners in the system. It’s the type of dual role that helps shape how he views decision-making at the corporate level.Efficient buildouts, strong membership growth and disciplined unit economics are all familiar to Varano. As a franchisee, the question is always about payback and how quickly invested capital can generate returns."Franchise owners should feel confident they have somebody in the CEO role who wears both the franchisee and CEO hat," Varano said. "Every decision is made through the lens of, ‘Does this benefit the studios in the field? Does this make the day of an operator easier? Is this going to help me get a return on my investment quicker?’"In Boston, Varano’s operational approach delivered significant dividends fast. His South Boston studio reached $1.5 million in revenue in its first year. Across the broader system, three additional studios that opened in late 2024 each surpassed $1 million in average unit volume during their opening year.<h2>A Focus on Sustained Momentum</h2>Varano stepped into the CEO role in early January, at the start of the industry’s busiest season. Regardless, his focus is on continuity rather than overhaul. Varano is also in the midst of expanding his own territory from five to eight Boston-area studios.SWTHZ is also approaching a significant milestone: the opening of its 100th studio, slated for Kansas City’s Power &amp; Light District. It’s the type of expansion pace that tends to stand out in the franchising space."We’re six weeks away from opening studio 100," Varano said. "And I believe only about 1% of franchise brands get to that point. So, having the opportunity to say we hit that mark only two years after we opened our first contrast-therapy studio is pretty awesome."Even as the unit count climbs, Varano cites the importance of maintaining growth that’s disciplined."You can’t grow if your house isn’t in order," he said. "It’s about fixing the pieces first, then hitting the growth button. So, right now, we’re focused on returning to the basics of what SWTHZ is here for and why we exist, without overcomplicating it. Once we simplify, then we’ll multiply."As the SWTHZ brand moves forward, leadership is now firmly in the hands of someone with a level of operational familiarity that can only come from a boots-on-the-ground approach built on troubleshooting equipment, managing staff and driving local memberships."My journey started with fighting in a charity boxing match,” Varano said. “I came down here and raised my hand for this role for one reason. That was to create the best system for franchisees to succeed in."To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sweathouz">https://1851franchise.com/sweathouz</a>.

Photo of SweatHouz interim CEO Nico Varano

Nico Varano’s rise from first franchisee to SweatHouz CEO reinforces an operator-led strategy focused on unit economics and trust as SWTHZ approaches its 100th studio milestone.

From First Franchisee to Interim CEO: Nico Varano Takes the Helm at SweatHouz

nico-varano-sweathouz-interim-ceo-operator-leadership

Wellness brands often promise results, but fewer focus on how the experience actually feels from the moment a guest walks through the door.&nbsp;<a href="https://sweathouz.com/franchise/">SweatHouz (SWTHZ)</a> has built its concept around intentional design, science-backed recovery and a business model that supports consistency for both members and franchise owners.<h2>Inside the SWTHZ Experience</h2>A visit to&nbsp;<a href="https://1851franchise.com/sweathouz/info">SWTHZ</a> is designed to feel like a pause in the day rather than another obligation. From the first check-in, guests are guided through the experience so they can focus on recovery instead of logistics.“When a potential member comes to our location, we are really trying to make sure that that is going to be the best hour of their day,” said&nbsp;<a href="https://www.linkedin.com/in/tracey-walsh-mba-1479493/">Tracey Walsh</a>, Chief Franchise Experience Officer. “It’s incredibly luxurious.”That sense of ease carries through every part of the visit, from guided onboarding to amenities that anticipate guest needs before they are asked.Rather than functioning like a gym or a traditional spa, each suite is private and fully equipped, allowing guests to move at their own pace. Entertainment systems, meditation options and stretching programs are built directly into the experience, while post-session areas allow guests to return to their day without rushing.<h2>Science-Backed Recovery, Made Accessible</h2>SWTHZ is built on recovery modalities that have been used for generations, but the brand places equal emphasis on education and approachability. Guests are not expected to arrive with a deep understanding of contrast therapy or infrared heat. What sets the experience apart is how that science is communicated and reinforced throughout the visit.“Our members might not really realize what’s happening to their body,” Walsh said. “So that’s where that member experience and the journey really comes into play.”By pairing recovery with guidance, SWTHZ helps guests understand how hydration, rest and recovery influence how they feel long after the session ends.<h2>A Member Base That Spans Generations</h2>SWTHZ locations are positioned in lifestyle-driven retail areas, placing the brand alongside where members already spend their time. This approach naturally attracts a wide range of guests with different wellness goals.“We typically are looking for locations where our members shop, dine and work out,” Walsh said. “We probably have members in their early 20s all the way up through their late 60s, if not early 70s. Everybody is benefiting from the science-backed modalities that we have.”<h2>Why the SweatHouz Franchise Model Stands Out</h2>From an investor perspective, SWTHZ was designed to be operationally efficient without sacrificing the guest experience. The studio layout allows franchisees to serve a steady flow of members while maintaining a manageable staffing structure.“Having about eight contrast therapy suites will allow you to service a maximum number of members throughout the day,” Walsh said.The brand’s staffing model is intentionally streamlined, focusing on hospitality and sales rather than medical expertise. Walsh noted that the franchise is looking for owners who are very customer-service oriented and who want to provide an amazing service to their guests.&nbsp;<h2>A Membership Model Built for Predictability</h2>SWTHZ gives guests two ways to start: a membership or a session package. That flexibility lets someone test-drive the experience and decide what cadence works best. Once it clicks, many shift into a monthly plan. For franchise owners, those memberships create a more reliable baseline, which helps with planning, staffing and expense control.“That membership is definitely predictable,” Walsh said. “We’re looking to have that stability for that recurring revenue model. Knowing that each incremental member that joins only adds to that.”<h2>A Brand Positioned for Long-Term Growth</h2>As wellness consumers move beyond traditional gyms, recovery-focused concepts continue to gain traction. SWTHZ meets that demand by offering a place where guests can disconnect, reset and focus solely on themselves. That mindset supports repeat visits and long-term engagement, which is essential for both member satisfaction and franchise growth.“When I go, I’m not thinking about cooking dinner, my kids, my husband, or the dog,” Walsh said. “I’m just thinking about me and focusing on me. The experience alone leaves guests wanting to come back time after time.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sweathouz.">https://1851franchise.com/sweathouz.</a>&nbsp;

Inside the SweatHouz Experience and What It Means for Franchise Owners

SweatHouz centers its concept on guided recovery sessions built around established recovery practices, supported by a membership model that allows locations to grow at a measured pace.

sweathouz-experience-and-franchise-model

<a href="https://sweathouz.com/franchise/">SweatHouz (SWTHZ)</a>, the rapidly expanding contrast-therapy franchise known for its private infrared sauna, cold-plunge and vitamin C shower suites, is heading into one of the most competitive wellness markets in the world: New York City.A new development agreement will bring 12&nbsp;<a href="https://1851franchise.com/sweathouz/info">SWTHZ</a> locations to Lower Manhattan and Brooklyn, with nine units in Lower Manhattan and three in Brooklyn. The first studio is planned for Tribeca, which the group is positioning as the flagship for the New York market.Behind the deal is a tight-knit team: one of SWTHZ’s earliest members in Atlanta,&nbsp;<a href="https://www.linkedin.com/in/mehtab-wasi-1b038429/">Mehtab Wasi</a>, her sister&nbsp;<a href="https://www.linkedin.com/in/mehwishwasi/">Mehwish Wasi</a> and Mehwish’s fiancé&nbsp;<a href="https://www.linkedin.com/in/samir-vogan-4b8427114/">Samir Vogan</a>, both based in New York City. Together, they’re betting that New York’s wellness-obsessed, time-starved population is ready for a more convenient, private and tech-forward recovery option.<h2>Becoming a Flagship Developer in Manhattan</h2>For Mehtab, SWTHZ started as a personal routine long before franchising was even on the table.Mehtab has long been passionate about health, wellness, and longevity, gravitating toward concepts that support sustainable performance and long-term well-being rather than short-lived trends“I’m based out of Atlanta,” she said. “I’ve been one of the founding members of SWTHZ in Atlanta. I’ve always been a fan of saunas, they gave me a consistent way to decompress, reset mentally, and recover physically. I used to go to Lifetime Fitness just to use the sauna after my Orangetheory session. So when SWTHZ opened, it was just like, ‘Oh my God, I need to get the membership.’ I’m still a member right now after all these years.”She joined in 2019 and has now been part of the concept for about six years. Over time, the studio played a much deeper role in her life.A few years ago, Mehtab’s husband passed away unexpectedly.“I reached a point where I simply couldn’t get myself to exercise or take care of my well-being. But SWTHZ was the exception. Going to the sauna and forcing myself through the cold plunge became a moving meditation—it was the single catalyst that helped me find my footing and begin to heal”That experience made her rethink how she wanted to spend her time and energy.“I realized I really want to live my life to its fullest,” Mehtab said. “I’d always wanted to start a Large Scale Wellness business, and if I don’t do it now, I may never get the chance.”With a strong corporate background and another entertainment concept in the works,&nbsp; years of passive investments in real estate and trading, Mehtab wanted a business model with structure and turned to franchising, recognizing the value of a proven system like SWTHZ.“I wanted to take that chance, but in a structured way,” she said. “That’s where franchising came in — franchises have playbooks you can follow, so you don’t have to reinvent the wheel. Looking back, I wish I had known this sooner; honestly, I wish I had done it 10 years ago.”Naturally, she looked first at the brand that meant the most to her, whose model offered a clear path to success, including a proven playbook, an understanding of demographics and a defined member journey:<a href="https://1851franchise.com/sweathouz/sweathouz-swthz-franchise-opportunity-consumer-2730421">&nbsp;SWTHZ</a>.“As a SWTHZ member, I kept thinking, ‘It would be incredible if they ever franchised — I’d want to be part of it,’” she said. “When I reached out at the time, they told me they were still Atlanta-based and not franchising yet, but that they’d keep me in mind if that changed.”A few months later, when the team sent her a list of new markets — including New York — everything changed. As conversations with the brand progressed, and the full value of the SWTHZ franchise model became clear, she knew she needed local partners on the ground. That’s when she brought her sister and future brother-in-law into the picture.<h2>“Why Isn’t This in New York Already?”: The Local Perspective</h2>Mehwish moved to New York almost four years ago and has been building a career in technology consulting and project management. She also fits the exact profile of&nbsp;<a href="https://1851franchise.com/sweathouz/sweathouz-recurring-revenue-model-2730627">a typical SWTHZ member</a>.“I’ve been in the corporate world — I’ve been in technology consulting and recently moved over to project management,” she said. “Samir and I had been looking for something similar in New York and it just didn’t exist. That was one of my biggest light bulb moments, being like, this would be really cool to have in New York personally.”Samir, a luxury real estate broker working with SERHANT., comes at the opportunity from both an athletic and market-driven perspective.“I’ve seen that model grow and people that aren’t athletes getting into that health and wellness side of things with the podcasts — the Rogans, the Huberman podcast and those types of things,” he said.Once he understood the SWTHZ model —&nbsp;<a href="https://1851franchise.com/sweathouz/science-backed-wellness-franchise-2730420">private, technology-enabled suites that can fit into a one-hour window</a> — it clicked. “The business model made absolute perfect sense to go gangbusters here,” he said. “There are people like me who just want to get in, get out for an hour, do our thing, have our phone out, take a meeting if we need to, without committing to a communal experience or disconnecting entirely. That flexibility is something you don’t really get elsewhere.”<h2>A 12-Unit Roadmap: Tribeca, Greenwich Village and Downtown Brooklyn</h2>Under their agreement, the group will open nine SWTHZ studios in Lower Manhattan and three in Brooklyn.“The first location we’re currently targeting is in Tribeca,” Mehtab said. “That will be our flagship store.”From there, they’re planning to move methodically through key trade areas.“We’ll focus on the Greenwich Village, Financial District and downtown Brooklyn next,” Mehtab said. “We’ve put together a five-year plan and worked with CEO Mike Tan to create a roadmap for expanding throughout Lower Manhattan and Brooklyn. That’s how we determined our territories and locations.”For Mehwish, growth is about staying visible and present in a constantly churning city.“Living in New York has taught me it can be a transient city,” she said. “If you visit one Pilates club to connect with members, two months later, you’ll be reaching a completely new group. That’s why it’s so important to consistently engage with the community, attend events, and stay active in the city’s health and wellness scene.”<h2>Legacy, Family and Building Something That Lasts</h2>Underneath the business plan, the New York expansion is also a family project — and a tribute.“My sister is older than me, and I’ve always looked up to her,” Mehwish said. “She asked me to join her in this business because she knew my background. I’ve always trusted her vision, so it was an easy ‘yes, let’s do this.”She says her late brother-in-law, Hassan, is also a major motivator.“His story was a huge inspiration for me,” she said. “He was the coolest, smartest person I knew. I want to make sure his legacy lives on through Mehtab and her son, and I also want to create a legacy for myself and Samir. We’re building a family together, and I want to build something meaningful for us. We’re very close-knit.”For Mehtab, that personal alignment is what makes the work meaningful.“Any business I wanted to pursue wasn’t just about profit,” she said. “It’s something we believe in completely, and we’re fully part of it. We’re the demographics. This is something I do every day. Doing something we truly believe in, that we’re part of and live and breathe every day — that’s what matters.”As they push toward their first Tribeca opening and the larger 12-unit buildout, that combination of personal story, family legacy and market opportunity is what keeps them moving forward.“It’s both scary and exciting,” Mehtab said. “But we believe in the concept, the brand, and what it can do for people in New York.”As South Asian sisters leading a multi-unit wellness expansion in one of the world’s most competitive markets, Mehtab and Mehwish represent a new generation of founders shaping the future of the industry: quietly, intentionally and on their own terms. Their partnership brings together complementary strengths across strategy, operations and market execution, underscoring the growing presence of women-led, family-driven ownership in modern wellness.

SweatHouz Expansion - Tribeca Opening and 12 NYC Franchise Units - 1851 Franchise

An Atlanta-based entrepreneur teams up with family partners to open a flagship Tribeca location and scale the SWTHZ contrast therapy franchise throughout NYC.

sweathouz-new-york-tribeca-expansion

<a href="https://sweathouz.com/franchise/">SweatHouz (SWTHZ)</a>, the rapidly expanding contrast-therapy franchise known for its private infrared sauna, cold-plunge and vitamin C shower suites, is taking a proactive step to remove one of the biggest barriers facing aspiring franchise owners: access to capital. Beginning Jan. 13, 2026, the contrast therapy franchise officially became eligible for the&nbsp;<a href="https://www.applepiecapital.com/">ApplePie Capital</a>&nbsp;<a href="https://www.applepiecapital.com/franchisees">Core Loan Program</a>, giving qualified operators a new pathway to secure flexible, growth-oriented financing.The partnership positions&nbsp;<a href="https://1851franchise.com/sweathouz/info">SWTHZ</a> among a select group of brands approved for ApplePie’s conventional lending platform, which is designed specifically to support multi-unit franchise development. For candidates who meet the financial and operational benchmarks, the program offers an alternative to traditional SBA financing, streamlining the funding process and accelerating timelines from approval to opening.“Anytime you are looking to open up a new business, financing is challenging, and it is no different in franchising,” said&nbsp;<a href="https://www.linkedin.com/in/jamiedavisapc/">Jamie Davis</a>, Senior Vice President of Business Development at&nbsp;<a href="https://1851franchise.com/supplier/apple-pie-capital">ApplePie Capital</a>. “Even though franchising is, in and of itself, a risk mitigant, most banks are not going to finance a first project for a franchisee. So, we look to change that for the right brands.”Davis says ApplePie’s approach centers on relationship lending and long-term alignment with brands that demonstrate strong unit economics and system-wide stability.“Our goal is to do relationship lending for exceptional franchise brands,” he said. “When we can go out and find great brands that have an excellent track record of keeping franchise locations open and strong unit-level economics, that is a further risk mitigant.”The ApplePie Core Loan is structured as a 10-year, fixed-rate conventional loan with no personal collateral requirements and no prepayment penalties. Unlike&nbsp;<a href="https://1851franchise.com/sba-franchise-loans-what-they-are-and-how-to-get-one-2724719">SBA-backed loans</a> that rely on draw systems and extended approval processes, ApplePie has a streamlined closing and funding process, allowing franchisees to focus on development and operations rather than ongoing financing logistics.“The ApplePie Core Loan is designed for multi-unit franchise growth,” Davis said. “As a result, SWTHZ franchisees will experience a dramatic difference in the process compared to SBA. And they’ll also have the ability to unlock embedded equity in&nbsp; their businesses through our Recap &amp; Growth program.”To qualify, candidates must typically contribute 15% to 20% down and demonstrate sufficient post-closing liquidity. ApplePie evaluates the full investment outlined in Item 7 of the Franchise Disclosure Document, rather than limiting financing to construction or hard costs.“For eligible brands — for a Category 1 brand like SWTHZ — we can do conventional lending with the ApplePie Core Loan for first-time franchisees with no experience,” Davis said. “That is kind of a game changer for a lot of brands.”ApplePie’s relationship with SWTHZ began several years before Core eligibility. Davis says the lender initially worked with the brand through an SBA-first program while monitoring its system development, leadership structure and unit performance.“They are moving and grooving. They have a great leadership team,” he said. “We wanted to be in on the ground floor because of the uniqueness of the concept, the leadership and the franchisees we were talking to.”After meeting ApplePie’s operational benchmarks, SWTHZ achieved Core eligibility in January, opening the door to broader conventional lending for both first-time and experienced operators.Beyond financing, the Core Loan Program is designed to reduce friction for franchisees. ApplePie eliminates the need for traditional business plans, minimizes repetitive underwriting and simplifies closing requirements, helping candidates move faster from approval to launch.“All of those things cut down on friction and speed things up,” Davis said. “Once a brand hits Core eligibility, we look to make it easier for the franchisee on the other side.”ApplePie Capital has assigned a dedicated relationship manager to the SWTHZ brand, so existing and prospective franchisees have a single point of contact for discussing their financing needs.&nbsp; Davis says those conversations focus not only on opening a first unit, but on building a long-term, multi-unit strategy supported by ApplePie’s Recap and Grow program.“It is not necessarily as much about the first location as it is about getting to five,” he said. “It is a more holistic approach than just doing a transaction and getting a loan funded.”With the launch of the Core Loan Program, SWTHZ continues to position itself as a growth-oriented franchise brand focused on equipping qualified operators with the financial tools and institutional support needed to scale. By aligning with ApplePie Capital, the brand is reinforcing its commitment to sustainable expansion and long-term franchisee success.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sweathouz">https://1851franchise.com/sweathouz</a>.

SweatHouz - ApplePie Loan Program - 1851 Franchise

Launched January 13, 2026, the ApplePie Core Loan will make it easier for qualified franchisees to access flexible funding and accelerate expansion.

Science, Wellness, Growth: How SweatHouz CEO Mike Tan is Shaping the Future of Contrast Therapy Franchising

MORE STORIES LIKE THIS