Blowouts, lashes, massage, waxing, and workouts … apart from facial aesthetics, there isn’t much in the way of beauty and wellness services that Denver, Colorado-based WellBiz Brands is missing in its ever-growing roster of franchise businesses. 

Founded in 1983 and acquired by KSL Capital Partners in 2015, WellBiz initially consisted of just two franchise businesses, Fitness Together and Elements Massage. Post-acquisition, the company has been on a bit of a spending spree, snapping up Amazing Lash Studio in 2018 and Drybar and LunchboxWax three years later. In the company’s sole rebrand thus far, LunchboxWax morphed into Radiant Waxing in 2022. 

Steering the ship and driving growth and expansion both domestically and internationally is CEO Amanda Clark, who joined WellBiz a little over a year ago following an extensive career in the restaurant industry. 

Clark’s pre-WellBiz highlight reel includes stints as EVP of Restaurant Experience at Taco Bell, where she was tasked with ensuring customer satisfaction across 7,000 locations, followed by Papa John's, for which she most recently served as COO International.

Which isn’t to say Clark lacks beauty and wellness chops; prior to her foray into food, she logged 12 years at Procter & Gamble, marketing major brands for the global powerhouse. 

So in a sense, WellBiz represents a return to her roots.

“My transition to WellBiz Brands aligns with my passion for the beauty and wellness industry,” said Clark, who, during the job interview process, made sure to convey her enthusiasm for leading a portfolio of female-centric brands. “My diverse background in operations, development, and marketing positions me to drive innovation and growth within the company.”

Since landing the gig, Clark has been busy vetting potential new additions to the WellBiz bench. And surprisingly, she’ll happily add franchises in existing categories if they check all the boxes regarding proof of concept and scalability.

Another must: serving a very specific audience. 

“We’re less focused on owning just one brand per service category and more focused on serving a shared target consumer,” said Clark. “Nearly all of our brands are united by a common ‘who’—the mass affluent female, typically between the ages of 30 and 55. That lens helps guide our M&A strategy.”

Drilling down even further, Clark says these target consumers are typically financially savvy, with the ability to make or influence major purchasing decisions within their households. “Locked-in on quality and value,” they also tend to prioritize health and wellness. 

As for that all-important scalability, Clark and her team need to see that potential franchise partners are supported by strong financials and are built on a repeatable model with room for US and possibly even international growth. “All of those criteria help us determine whether a brand is the right fit for the portfolio,” said Clark, “even if it overlaps with an existing category.” 

Brands built on membership models are of particular interest to Clark, but not merely because of the steady revenue stream. In her opinion, memberships naturally lead to deeper customer relationships. 

A bulletproof concept is also key, and Clark has found entire sectors that fail that test.

“One example is the nail category—it’s a space we’re very interested in, but it's also incredibly challenging,” said Clark. “When evaluating concepts, we ask whether they offer a unique value proposition that would motivate a consumer to choose a branded experience over a mom-and-pop. And in some cases, the answer has been no.”

While yes, WellBiz’s core consumer has disposable income to spend on herself, bang for the buck is important. 

“We consider whether a brand can deliver what the consumer wants across multiple markets, and whether the experience justifies the price point,” said Clark. “If the benefit of going to a franchise doesn’t clearly outweigh the convenience and cost of a local salon, it’s a red flag.” 

So far, WellBiz’s master plan has been working: within the last decade, the company has boosted its system-wide sales from $200 million to $700 million and expanded its locations from 300 to 900. Per Clark, these growth indicators have positioned WellBiz as the leading beauty and wellness franchisor in the country. 

And Clark is nothing if not bullish about the future of franchising, particularly in this space. According to the International Franchise Association (IFA), businesses like the ones WellBiz is entrenched in are well-positioned to continue capturing a sizeable chunk of consumers’ discretionary budgets. 

“I share the IFA’s optimism regarding the future of personal services,” said Clark. “The sector is projected to experience significant growth, with employment expected to rise by 14% over the next few years, driven by strong demand in areas such as in-home healthcare, fitness centers, and beauty-related services.”

If all goes as planned, international markets will start to account for an ever-bigger portion of the company’s balance sheet.

“Expanding beyond the Americas is a strategic priority for WellBiz Brands,” said Clark. “We’re actively pursuing international growth, as evidenced by our recent initiatives.”

Among those initiatives is what Clark described as a “significant” master franchise agreement with Lekhraib Rose LLC to open 26 Drybar shops across Qatar, Kuwait, and the United Arab Emirates over the next five years. “This expansion targets the Middle Eastern beauty market, which is valued at $40 billion and projected to grow at an annual rate of 12% by 2027.”

Another indication WellBiz is dead serious about making a major global push is a current open position it’s seeking to fill: Director of International Franchise Growth. According to Clark, whoever lands this job will be charged with identifying key partners, developing market entry strategies, and ensuring brand consistency. 

In terms of broader company goals, Clark has tangible markers in mind. 

“I always think in hundreds, so our goal is to reach 1,000 units within the next few years,” she said. “But beyond the numbers, we’re focused on expanding with intention.”

And what does “expanding with intention” look like?

“We’re not going to drop Drybar—or any brand—just anywhere,” said Clark. “We’ll expand where the economic conditions align and where the brand can truly thrive.”