For the franchise development team at Woodhouse Spas, it’s not just about selling franchises; they’re there to help people find the right path. That’s the philosophy Karen Garrett, a teacher turned franchise development professional, employs every day.

Garrett doesn’t consider herself a salesperson. Rather, she’s a guide. Her strengths lie in listening and understanding what candidates want, and she works with them to help them decide whether the brand is a true fit for their skills and goals. 

“I don’t love the word ‘sales,’” she said. “My job is to help someone see if our brand is the right fit. If it’s not, I don’t want them to do it. I want quality franchisees who will succeed and love their business.”

This person-first approach is especially impactful when working with a brand like Woodhouse, which is known as a luxury brand. With the higher investment point, the brand naturally attracts experienced business people who will likely succeed in the model. Thus, the focus of development conversations quickly turns to identifying a great fit rather than verifying basic requirements.

“I’m proud of these brands,” Garrett said. “They’re number one in their categories, and that’s because of our owners. They’ve invested a lot and are passionate about what they do. My job is to make sure we’re bringing in more people like that.”

Garrett was recently featured in a webisode of “Meet the Franchise” with 1851’s Nick Powills.

A transcript of the interview has been provided below. It has been edited for brevity, clarity and style.

Nick Powills: All right, Karen, I'm always fascinated by the story of the human, and then we’ll get into the business opportunity. People sell brands, so we need to know who you are. How did you accidentally fall into franchising? What's your franchise story?

Karen Garrett: I accidentally fell into franchising about 14 years ago. I was a teacher looking to make a career change, and someone gave me a chance. I had no experience in franchise sales — didn’t even know it was a career option — but someone saw potential in me to guide people through the process and teach them about the brand. I was good at developing relationships and helping candidates through the mutual evaluation process. That’s how I got here.

Powills: I’ve always felt like “sales” is almost a dirty word. I’m glad you used “development.” If you asked who’s better for franchising — someone in sales or a teacher — I’d say a teacher. You need empathy. This is a big deal; people are investing life savings into something they don’t fully control. It’s not about selling a car — it’s about making sure they’re equipped for this, emotionally and financially. Looking back, were you really just learning how to help people find the right path?

Garrett: Absolutely. I don’t love the word “sales” either. I don’t consider myself a salesperson — I’m a guide. My job is to help someone see if our brand is the right fit. If it’s not, I don’t want them to do it. I want quality franchisees who will succeed and love their business.

Powills: Where have you been able to use those teaching skills with candidates? Do you know the moment when you shift into “teacher” mode?

Garrett: I think it’s always time to be a teacher. I don’t want to bring someone in if they’re not a good fit. One of my strengths is being a good listener. I love to talk, but the most important part of my job is listening — figuring out what the candidate wants and whether our brand can deliver that.

Powills: I have follow-up questions, but first — which brands are you working with now, just to tie your story back to the business?

Garrett: I’m currently working with Sola Salons and Woodhouse Spa.

Powills: Zooming out — what’s special about those brands?

Garrett: I love them. I started with Woodhouse, and I just love how it feels — it even smells good. Our company provides phenomenal support through the full business lifecycle. I couldn’t work in development for a brand I wasn’t passionate about. These are strong brands with great models, and the support is next-level.

Powills: These aren’t low-investment franchises, right? That changes the conversation. It’s not like a “man-in-a-van” concept where someone’s putting in everything they’ve got. These candidates likely have financial or career success already. Does that change how you approach the conversation?

Garrett: Absolutely. These are high-net-worth individuals — smart, experienced, often good at managing teams. They’re special candidates, and we can generally get them through the signing process faster because they see the value in the support and what makes the brand standout.

Powills: What are some objections that come up — things that make people hesitate — where you’re able to say, “Here’s what you need to know”?

Garrett: A big one is fear around real estate — “What if I can’t find the right location?” That’s easy to overcome because we have a strong team identifying the right trade areas and helping secure sites. Our brands are strong, and landlords often come to us.

Powills: Yeah, if a franchisor hasn’t built infrastructure to support real estate, it’s probably not a great business. They should want to get you open — that’s how they make money. Helping franchisees pick the right location is key to royalty growth. That support changes the mindset and moves the process forward.

Garrett: Exactly. Another concern is buildout cost, especially with Woodhouse — it’s a beautiful, luxury day spa. People worry about the expense, but we’ve value-engineered the process to bring costs down. That’s another hurdle I can help them over.

Powills: I love that. What makes you proud in your career?

Garrett: So many things. I’m proud of my life — I feel like I’m a good listener and good at my job because I can relate to people. And I’m proud of these brands. Both are number one in their category. That’s because of our owners — they’re the heart of our system. They’ve invested a lot and are passionate about what they do.

Powills: When you believe in what you’re offering — I’ll stop saying “selling” — those conversations are more authentic. If the candidate trusts that you’re looking out for them, it builds a stronger connection. Many of your franchisees came from executive backgrounds, not franchising. They want corporate support with a warm culture — which you’ve clearly found.

Garrett: That’s exactly right.

Powills: Thinking about the candidate journey — someone inquires, talks to you, then disappears. I get it — it’s fear. Fear of franchising, fear of business ownership, fear of risk. Let’s say that candidate is back at square one. What do you want them to know? Why are you still reaching out?

Garrett: Both of our brands are number one in their category. We have great markets available for both brands, and it’s a fun time to be a part of this company. It’s free to reach out; I’d love to chat!

Watch the entire interview above or on YouTube.

To find out more information on costs to buy this franchise, please visit https://1851franchise.com/woodhouse-spas.