If you were part of the salon industry in the early 1970’s, you remember when precision haircutting took the industry by storm.

Haircutting and blow-drying transformed salons as we knew them. The weekly wash and set salons’ days were numbered. Baby boomers wanted more natural hair and absolutely nothing to do with teasing and spraying.

I graduated beauty school in 1971. I was 21 years old and fiercely determined to establish my career in the salon industry.

I was hungry for advanced training to learn everything I could about haircutting, blow drying, curling iron work, color and perming.

In the Fall of 1973, I opened the first haircutting salons in the area and a second one two years later.

I’m sharing my story because what I experienced in the early 1970’s was the beginning of a 30+ year span of what many now refer as the industry’s “Golden Age.”

That Golden Age was fueled by a passion for learning, excellence and elevating the professional salon industry. (I’m focusing on salons because the “day spa” didn’t emerge until the early 1990’s.)

For many of us industry veterans, that “Golden Age” is part of who we are and the careers we have today. And for that, I am deeply grateful.

Fast-forward to today

There is no doubt, that amazing “Golden Age” is part of our history. It was a period in our careers and lives where we challenged ourselves to be our best, learned some life lessons, and evolved. But it’s the past and it needs to stay there.

Today, the youth of the industry are a very different generation — just like we were different.

Today, booth rental has evolved into the rapid expansion of suites that are competing with employee-based salons/spas experienced service providers.

Today, we have the “independents” that prefer the freedom of working alone over being an employee.

Today, we have industry voices saying the days of the independent employee-based salon are numbered.

One recent prediction for the future of the salon industry is as follows:

“The industry will be composed of high-end independent or regional salons, suites and multi-formatted price point chains, and that …

B and C salons go out of business or convert to booth rental … suites eventually take over, and that …

The industry will survive, but not as we know it … more like grocery, drug store, tire stores and gas stations of years past have evolved.”

That is one chilling prediction. Predictions are someone’s best guess based on data, observation and years of experience. I don’t have to like it or agree with it — but I certainly respect this individual’s viewpoint.

Many of the comments that followed shared the common theme that the industry’s Golden Age is dead.

And then there was this uplifting comment by industry veteran Paul Barry, “Then we’ll create a new Golden Age. We create — that’s what we do.”

Then let’s create the next “Golden Age”

As an industry, we can waste our time blaming booth rental, suites, cosmetology schools, product manufacturers, industry associations and others for what we don’t like today.

Likewise, employee-based salons and spa owners can be proactive and create a new and better future.

• Yes, the data says that traditional independent salons are closing at the rate of six to seven percent a year.


• Yes, suites are expanding and will continue to hunt for “stylists with followings.”


• Yes, many owners of employee-based salons lack the business, financial and leadership knowledge to sustain and grow a profitable business. They set themselves up to fail.


• Yes, the questionable, and often illegal practices (1099 and paying cash), the lack of basic employee benefits, antiquated commission plans and fighting over who owns the client, is more proof that the salon/spa business model needs to change.

• We see salons and spas transforming their business models into efficient, profitable and sustainable brands.


• We see owners learning and practicing prudent cash-flow management and growing cash reserves rather than living out of their checkbooks.


• We see salon/spa employees rallying around and driving to hit monthly service and retail goals.


• We see owners creating the team-based cultures that most only dream of — or don’t believe possible.