Woodhouse Spas

<a href="https://www.linkedin.com/in/leann-bridges-toth-a695713/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=this-vp-left-corporate-america-to-become-the-first-franchisee-to-make-a-million-dollars-in-revenue-in-a-year-with-woodhouse-spas-2727885" target="_blank" rel="nofollow">LeAnn Toth</a>, a former executive vice president in the software industry, made a life-changing decision to go into franchising after 25 years of climbing the corporate ladder. Driven by a desire for more control over her future and inspired by her entrepreneurial family, Toth transitioned from a high-stress corporate career to owning a&nbsp;<a href="https://www.ownawoodhouse.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=this-vp-left-corporate-america-to-become-the-first-franchisee-to-make-a-million-dollars-in-revenue-in-a-year-with-woodhouse-spas-2727885" target="_blank" rel="nofollow">Woodhouse Spa</a>. Alongside her sister, Toth has built a thriving business in Naples, Florida, that not only provides a luxurious spa experience to its clients but also offers a fulfilling and flexible lifestyle for herself.In a&nbsp;<a href="https://www.youtube.com/watch?v=NEBcAF5VFh8&utm_source=1851franchise.com&utm_medium=article&utm_campaign=this-vp-left-corporate-america-to-become-the-first-franchisee-to-make-a-million-dollars-in-revenue-in-a-year-with-woodhouse-spas-2727885" target="_blank" rel="nofollow">recent episode of “Meet the Zee,”</a> Toth shares her story with&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=this-vp-left-corporate-america-to-become-the-first-franchisee-to-make-a-million-dollars-in-revenue-in-a-year-with-woodhouse-spas-2727885" target="_blank" rel="nofollow">Nick Powills</a>, founder and publisher of 1851 Franchise, describing how she “accidentally” fell into franchising, the challenges and rewards of starting a business, and the importance of building a strong team culture. She discusses the careful considerations she made before leaving corporate America, the role her family played in her entrepreneurial journey and the strategic decisions that have led to her success as a franchise owner.A summarized transcript of Toth’s interview with Powills has been included below. It has been edited for clarity, brevity, and style.Nick Powills: So how did you accidentally fall into franchising? Take me back to before you accidentally said, this is what I’m going to do. What is your backstory?LeAnn Toth: My backstory is from the time I was very young, I always dreamt of being in corporate America. I was on a college path, honestly, since first grade, because I wanted to go away to school. I wanted to work. At the time — I won’t tell you how long ago — but everyone in my age group wanted to move to Atlanta — we called it “Hotlanta” at the time” — or work in a skyscraper or New York City. I was on that path for a very long time, and I worked really hard to do that.&nbsp;I was in the marketing arena. IBM was big, and all the software companies were sprouting up in the late 80s and early 90s, so I got a degree in information technology and married that with marketing. I ended up in the software company space. For 25 years, I worked up to become executive vice president. It was a dream come true. I got to travel the world, did a lot of public speaking and did everything I loved to do. It was great until it wasn’t. I grew out of it a little bit and grew restless.I come from an entrepreneurial family. My father never understood how I put so many years of my life into somebody else’s company. He was always trying to get my sister and me to do something — open a sandwich shop, a yogurt store. He was always trying to get us to have our own business. I was way too scared. I was risk-averse. I was trying to build up my 401(k). I was risk-averse.My sister, on the other hand, was a risk-taker. She went on a different path and became a massage therapist and esthetician. She helped people relax, and I was tight as a drum. I was in the high-stress world. The whole idea of owning my own business came from our father. After 25 years in corporate America, he got sick and still kept saying, “When are you going to finally get your own business?”&nbsp;I remember saying I could probably do it because I had met some people who had opened a Subway and similar businesses. I said if I had a company behind me that already had all the operational things in place to take some of that risk away so that I wouldn’t be one of the 70% of companies that fail, I would do it. That’s where those seeds were planted — it was more about me being risk-averse but also starting to want to take on that entrepreneurial path as well.Powills: So, you start thinking about franchising. How did you go from that thought process to buying a Woodhouse?Toth: The Woodhouse came about because my sister, a massage therapist, worked for a Woodhouse day spa in Indiana. As an employee, she had no idea it was a franchise since they’re independently owned and operated differently. When she moved back to our hometown and we started discussing opening a business, our friends suggested we open a spa because we both loved spas but often had terrible experiences locally. Diane said she’d only do it if it was modeled after the Woodhouse she worked at in Indiana. Being the type A that I am, I got on the internet, connected with the owner of the spa she worked for, and that’s when she first learned it was part of a franchise. She knew it was the best-run company she’d ever worked for as a therapist, and that’s how it all began.Powills: I mean, that’s great. Did you look at other brands as a part of your process or were you like, Woodhouse is it?Toth: Absolutely. Only because I had been a guest at that spa when my sister was a massage therapist, I knew it was exactly what I was looking for. We live in a high-end touristy area in Florida, and all the spas we would go to were in resorts. Diane and I thought, “How can we take that resort experience and bring it to the people who actually live in a resort area but don’t want to deal with going to a resort? They want to do it in their own neighborhood.” I was just passionate about it.&nbsp;I didn’t have to look anywhere else only because she had worked there. And then, when I reached out to Woodhouse — within 24 hours of us having this conversation — I was on it. They reached out to me, and from that moment, the process was so impressive that I didn’t really look anywhere else, to be honest with you.Powills:&nbsp;You worked your way up to executive VP, living out your dream. Were you thinking, “This is the top; they're not going to make me CEO”? Were you dealing with job politics and wondering if it was really worth it? Did you feel stuck, and was that the moment that opened you up to doing something different?Toth: For me, the chink was that the CEO I reported to made it clear he'd always keep the company private, while others around me were heading to public companies. I knew I was stuck. By that time, I was in my 40s, and the companies going public were targeting younger talent, fresh out of college. I felt like I wasn't in the age group they were looking for, so I did feel stuck.&nbsp;On top of that, I was making really good money, and when I met with Woodhouse, I realized it would take five years or more to build the business to match my income. There were a lot of things to consider before making the switch, but I was done with corporate America — the politics and moving around. I was living in Naples, Florida, and I didn't want to relocate. I was ready to stay put.Powills: As an executive VP, you're evaluating every aspect of the business and considering what your pro forma will look like. But I imagine when you talk about income, it wasn't just about cash — it was also about happiness. You likely weighed the time it would take to build the business against the past 25 years of making money for others. Did you factor in happiness, living where you want, and the currency of life alongside traditional money in deciding whether you were comfortable with this decision?Toth:&nbsp;It's interesting you say that because not too long ago, I started buying books on how to change your trajectory, and I even got a life coach. I was trying to figure out how to get out of corporate America, which I once loved, because I wanted a better quality of life. When I look back at my notes, I wanted more free time, more me time, and more flexibility. Those things were never going to happen in my corporate job.&nbsp;You're right — it wasn't just financial. I had to weigh giving up that corporate job, with its security and benefits, but I reached a point where quality of life became more important than just income.Powills: Why do you think corporate America misses out on recognizing and retaining people like you who hustle, care and are loyal by not offering flexibility before entrepreneurs decide to leave?Toth: A hundred percent. I see it with my own adult children now — COVID changed a lot. Executives can work from home, and the mindset has shifted. It doesn't matter if you get the job done at 2 a.m. But when I was at this stage, about 12 years ago, it was still about clocking in and out. If you were on a business trip over the weekend, you were still expected to be there Monday morning. It was a different time for me, and that definitely weighed on my decision.Powills: Where’s your head at now? Are you proud of what you’ve built? Are you thinking about scaling?Toth: This has been the most amazing experience of my life. I'm so happy we did this. My sister and I became business partners, so I wasn’t alone — I liked having that support. I came at everything from an operational standpoint, focusing on building the right team, work environment and company culture. I managed the people, and with my sister’s legitimacy as a therapist, people wanted to work for us.We worked hard, doing everything ourselves with our husbands helping out. We thought we’d be slow at first, but when we opened our doors, we hustled, put together a good marketing plan and were busy from the start. We won the award for being the first franchisee to have over a million dollars in revenue within the first 12 months for Woodhouse, which was especially impressive in a seasonal market like Naples.We were also mindful of our financial decisions, paying off our SBA loan in three years, personal loans in four and being debt-free by year five. These decisions, guided by our core family values, ended up being smart business moves too.Powills: That’s awesome. What’s the dream now? Are you going to, or do you want to scale? Are you happy with one?Toth: We did want to scale and made a few attempts at opening multiple locations — that’s always the dream. When we first joined, Diane and I became regional developers for the Woodhouse brand, focusing on finding like-minded franchisees. We helped open locations in St. Pete and on the East Coast. I was passionate about helping others transition from corporate America to franchising because it made such a huge difference in my life.&nbsp;However, Woodhouse changed direction and bought that piece of the business back, which altered my trajectory. We then focused on opening multiple units, but the market in Florida — with skyrocketing rents — made it tough to find the right fit. Now, we’re open to selling the business, possibly to an existing franchisee or one of our team members. Even if we sell, we’d love to keep a connection with Woodhouse — we love the brand and the business.Powills: When Woodhouse sees this, they should consider you for their franchise growth team—you clearly know what you're doing. Also, the true beauty of franchising, which is underrated, is the value of resale. It shows the protection of the business, the transition of assets, and the infusion of new blood. It’s the whole life cycle of why you get into business in the first place.Toth: I’ve noticed over the last 12 to 18 months within Woodhouse that many resales have been to other Woodhouse franchisees. I think that’s a great sign. It’s nice to see franchisees buying from each other within the brand. If my sister and I end up selling, it’s only because of where we’re at in our lives, with our husbands retiring and other priorities like learning golf.Diane and I have always been hands-on owners, not absentee. We've kept a presence in the spa, but now our lives are in a different place, and I'm not sure we can continue as much as we used to.Powills: The story I heard is three years to pay off the SBA loan, four years to be debt-free. Some people buy a franchise for passive income, but in my opinion, passive income doesn’t really exist in business — you still have to hustle. You put in the work and look at the return: you became debt-free, built a wealth generator and created an asset you can eventually exit from. That’s exactly how it should play out. Kudos to you — it’s a really cool story, and you’ve proven you know what you’re doing.Toth: We’re now in year 11 or 12, and our spa director has been with us for a decade. We have very little turnover, and our team is strong. This summer, my sister and I both spent 30 days away from the spa, enjoying time with our families, and it worked really well. Now we're wondering if we really want to sell, because we’ve built such a strong team that gives us more freedom than we had in the early years.Powills: The goal we set is to have the option to sell in three years, starting from the beginning of this year. That doesn’t mean we’ll sell, but we’re positioning the business so we can make that decision. If we can operationalize it to ensure predictable income, we might keep it going or consider acquiring. It’s about creating a milestone to reach that point.Toth: And its options. If you go back to what I said, you know from the beginning I wanted flexibility, I wanted options. And I have that all sitting in front of me because of franchising.Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/watch?v=NEBcAF5VFh8&utm_source=1851franchise.com&utm_medium=article&utm_campaign=this-vp-left-corporate-america-to-become-the-first-franchisee-to-make-a-million-dollars-in-revenue-in-a-year-with-woodhouse-spas-2727885" target="_blank" rel="nofollow">YouTube</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/woodhouse-spas">https://1851franchise.com/woodhouse-spas</a>.

Why This Woodhouse Spa Franchisee Left Corporate America

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LeAnn Toth left a successful corporate career after having positive personal experiences with Woodhouse Spas. It was a huge success and her story shows the opportunities that exist in franchising.

This VP Left Corporate America to Become the First Franchisee to Make a Million Dollars in Revenue in a Year with Woodhouse Spas

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Established Woodhouse Spas Franchisee to Expand in Chicago With Family Venture

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CHICAGO&nbsp;—&nbsp;<a href="https://www.linkedin.com/in/sonal-patel-015a0510a/">Sonal Patel</a>, a veteran entrepreneur with more than two decades of experience in the franchise space, is now expanding her&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a> portfolio in the Chicago market. This expansion marks an important milestone as Patel partners with her nephew and his wife to bring the brand’s signature high-end experience to the local community.&nbsp;Patel’s journey began with Dunkin’ and JEI Learning Centers, but her transition to the beauty and wellness space was her most fulfilling to date, representing the convergence of her business acumen and personal passion for self-care. Now, by partnering with family, she’s furthering her impact beyond North Carolina and laying the foundation for a multi-generational legacy of entrepreneurship.“In my opinion, it’s always good to bring family in, especially when the family are these young, passionate individuals who bring so much to the table,” Patel said. “They bring a level of passion, dedication and sheer enthusiasm for the business that serves as a very important stepping stone toward making any business a success.”The move to Chicago was motivated by a clear gap in the market. While there are ultra-luxury hotel spas downtown, Patel’s family identified a need for a luxury option that was more accessible to the residential neighborhoods. After the younger partners experienced a transformative&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> treatment themselves, they knew that level of pampering would be well-received in the Chicago market.As the family begins construction and looks forward to the launch, Patel recognizes the brand’s reputation and framework as key contributors to her continued success.“Woodhouse in itself is such a fabulous concept,” she said. “I’m so passionate about what a great franchise this is, and it will be amazing to see what it does in Chicago. We’re only hoping for the best, and we’re very, very excited to bring the incredible Woodhouse experience to Chicago.”ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/">https://www.woodhousespas.com/</a>.&nbsp;

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Sonal Patel, an experienced franchisee in North Carolina, is partnering with her nephew and his wife to bring the luxury day spa franchise to Chicago and fill a major experience gap.

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Woodhouse Spas Franchise - Omaha Nebraska - 1851 Franchise

Woodhouse Spa to Open Luxury Spa in Omaha, Nebraska

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Powered by Partnership: Why Kim Powell Continues To Grow With Woodhouse Spas

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Former Broker and Financial Advisor Expands with Second Woodhouse Spa

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LAKEWOOD, Colo.&nbsp;—&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the nation’s premier luxury spa franchise, has laid the foundation for a major development initiative, identifying capacity for over 100 new locations in key markets across the U.S. Following a record-breaking 2025, the brand is targeting high-growth, affluent suburban markets anchored by major metropolitan hubs.That focus is shaping where&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> wants to plant its flag: lifestyle retail centers outside big cities, in neighborhoods with dense populations and strong household incomes. Put simply, it wants to be near the places people already shop and spend time — alongside retailers such as Whole Foods and Lululemon — and capture a growing appetite for high-end self-care closer to home.“With 94 locations currently open, we are in a unique position where major markets like California, Florida and New York are still available for development,” said&nbsp;<a href="https://www.linkedin.com/in/johnlpantera">John Pantera</a>, vice president of franchise development. “By leveraging a strategy similar to the one that built Woodhouse’s strong presence in high-end suburban Texas markets, we’re giving new owners an opportunity to claim these prime territories and be a part of Woodhouse’s national story.”Many markets within these targeted states are brand new for Woodhouse, meaning franchisees have the opportunity to be first movers and select their ideal territories. For developing markets, new franchisees will enjoy growing brand awareness and the support of fellow franchisees who, in many cases, have recently navigated the onboarding, site selection and construction processes.“Either way, our franchisees have support from us at the franchisor level and from fellow franchisees who are deeply ingrained in the Woodhouse model,” Pantera said.&nbsp;After a record year in 2025 with five existing franchisees expanding and another eight joining the system, Woodhouse is seeing a clear shift from primarily internal growth to a model that drives organic growth with new owners, too.“We’re attracting an amazing audience of brand new owners who are catching on, and they’re coming in and claiming amazing territory,” Pantera said. “People are cherry-picking the best markets, and momentum really starts building when we see that behavior increasing. If folks are interested in Woodhouse and any of these current target markets speak to them, now is the time. I expect another great growth year in 2026, and if we fast forward one year, some prime areas within these markets will likely be considered sold out.”ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing, and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/">https://www.woodhousespas.com/</a>.

Following record-breaking growth in 2025, the luxury day spa franchise has identified key growth markets nationwide, including New York, California and Florida, to continue the momentum.

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In a thriving beauty and wellness space,&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the 90-plus-unit luxury day spa franchise, occupies a niche of its own. Positioned between lavish resort spas and low-cost chains,&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> brings an accessible, elevated experience to the communities it enters. As consumers continue to emphasize their beauty and wellness rituals, Woodhouse stands out as a prime investment opportunity for 2026.Here are five reasons to invest in a Woodhouse Spas franchise this year:<h2>A Steady Revenue Model in a High-Demand Market</h2>Consumers are becoming increasingly committed to beauty and wellness rituals, and this creates a high-potential landscape for franchisees.“What we’ve seen over the last several years is that the wellness category is accelerating faster than a lot of different service segments,” said&nbsp;<a href="https://www.linkedin.com/in/liam-finn-9a801914a">Liam Finn</a>, director of franchise sales. “Consumers have really shifted from viewing wellness as a treat to something that’s a part of their lifestyle.”Because many guests now view Woodhouse’s services as a necessity, not a luxury, there is a largely repeatable model, driven by guests who return consistently to maintain their results and well-being.To further drive this repeatable model, Woodhouse has begun piloting a membership model that formalizes consistent visits, encouraging guests to return more frequently and offering other exclusive perks.“As a business owner, having recurring revenue every month is a game-changer,” Pantera said. “It’s a game-changer for cash flow and profitability, but also for client retention. If a client is paying a subscription on the first of the month, they’re more likely to come in that month. This increases frequency and feeds into staff retention, too, because there are fewer ebbs and flows in their schedules.”<h2>Diversified Revenue Streams Beyond Massage</h2>While many competitors hang their business on one core service, Woodhouse benefits from a broader mix. Multiple offerings help stabilize revenue, reduce reliance on any single client type and give franchisees more ways to increase the value of each guest visit.“The majority of revenue comes from massages and aesthetic services like facials,” Pantera said. “But we’ve also got a lot of locations offering nail services. There’s a gift card component that really ramps up during the holiday season, and we have the retail aspect with a healthy margin.”The model is set up so these streams support each other, too. For example, after a facial service, an esthetician will educate the client on the products used during the service and direct them to the appropriate retail products to continue the experience at home, turning a single visit into both service and retail revenue.<h2>Unrivaled Market Positioning</h2>Woodhouse occupies a unique space in the market with virtually no direct competitors. By offering a high-end, luxury experience that remains accessible for the client, the brand serves a segment of the market that is seeking something more distinguished than the budget spas without requiring a trip to something like a resort spa.“Most of our franchisees don’t see any national competitors within their market, and I think that goes back to the reason why Woodhouse was founded,” Finn said. “It was to take that luxury, upscale feel of a day spa that you just didn’t have in local markets and develop it throughout the country. These types of spas are not easy to replicate, so there is a barrier to entry for competitors, and we already have both the operational playbook and strong brand identity established.”<h2>Value-Engineered Construction and Strong Economics</h2>The Woodhouse team has worked diligently to value engineer the model and pass cost savings directly to the franchisee. This ensures the investment remains attractive and scalable for entrepreneurs without sacrificing the premium identity.“A major focus for our construction team throughout 2025 was looking for ways to value engineer the model and find cost savings on both construction and furniture and fixtures,” Pantera said. “We looked at the layout and design and found opportunities to reduce costs without impacting the guest experience, and franchisees who are building units are now benefiting from these efforts.”“What’s compelling about Woodhouse is that new locations continue to validate extremely strong unit economics,” Finn said. “We’re seeing high average unit volumes, healthy margins and strong same-store sales growth year-over-year. This model supports a path to multi-unit ownership because our franchisees see the predictable and scalable economies.”For entrepreneurs seeking an investment that blends high-end hospitality with a data-driven business model, Woodhouse represents the gold standard. The team’s commitment to value engineering, coupled with the stability of the revenue model, creates a strong pathway for long-term, healthy growth in a high-demand industry.<h2>A Proven Playbook and Best-In-Class Support</h2>Woodhouse prides itself on a one-of-a-kind business model and a support system that guides franchisees through the complexities of the development process and the demands of long-term operations. The team walks alongside franchisees throughout the life of their business ownership journey, empowering them to focus on the growth of the business while experts at the franchisor level support the more technical demands of the business.“At Woodhouse, we hang our hat on support,” said&nbsp;<a href="https://www.linkedin.com/in/johnlpantera">John Pantera</a>, vice president of franchise development. “The first level of support is how we help folks find a site and make sure they have the best lease possible. We support them through construction, guiding them as they turn that site into a Woodhouse, and we hold their hands throughout that entire project. We’re driving that forward with collaboration from the franchisee so they don’t have to figure it out on their own.”Beyond construction, Woodhouse offers valuable operational and marketing support for both the grand opening and long-term operations of the business.“Once a franchisee is open, they have weekly meetings with their franchise business consultant,” said&nbsp;<a href="https://www.linkedin.com/in/lisa-o-brien-17945b73">Lisa O’Brien</a>, vice president of operations. “In the first 45 to 60 days, they’ll have weekly meetings to get coaching on what’s going well, what’s not going well, where the areas for improvement are, and what the low-hanging fruit is. We discuss what we can do to support franchisees in continuing to do what they’re already doing perfectly, and we help them identify any needs that we can get ahead of.”As franchisees become more established, the support cadence becomes more flexible, allowing franchisees to seek support when and where they need it. However, the Woodhouse team is always there with expert guidance.“That support never goes away,” Pantera said. The entire time they’re a franchisee, they have those teams partnering up with them. A lot of franchises will sell a license and then disappear. We don’t do that; we have the best-in-class support — by far.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/woodhouse-spas">https://1851franchise.com/woodhouse-spas.</a>&nbsp;

With a luxury-tier experience and a model providing owners with strong returns, Woodhouse offers entrepreneurs a scalable opportunity to lead in the booming wellness industry.

This VP Left Corporate America to Become the First Franchisee to Make a Million Dollars in Revenue in a Year with Woodhouse Spas

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