Franchising Isn’t a Solo Sport: How Interdependence Drives the Strongest Results

We just wrapped up the regional Great Clips Zone Meetings where I was reminded of something that is often undervalued in franchising: The most successful franchisees are the ones who don’t go it alone—they rely on each other.

In other words, franchising is not a solo sport.

This year’s Great Clips Franchisee Community Award winners embody that idea. They don’t just manage their own salons well—they model how collaboration, consistency, and connection lead to long-term success.

Franchising, after all, is a unique business model, especially for owners of franchised hair salons, who understand that their own growth is multiplied when others grow too.

Here are several examples of what that looks like among Great Clips franchisees who were recognized as Community Award recipients.

Franchisee Michelle Iacovetta owns 5 salons in the Denver market: Michelle’s success starts with relationships. She’s built a culture of belonging—remembering every stylist’s name and milestone, encouraging collaboration, and making her salons a reflection of the communities they serve. Beyond her own walls, she helps other owners recruit and hire by sharing strategies and school partnerships. That’s what leveraging the network looks like in action.

Franchisees Sarah & Scott Floy own 10 salons in the Chicago market: When the Floys took over 10 salons, they approached it like operators, not investors. They spend time in salons, talking with stylists, joining performance visits, and coaching managers firsthand. They also share what they learn—helping peers strengthen performance and engagement. That kind of visibility isn’t just good leadership; it’s what creates sustainable, profitable growth.

Franchisee Bob Bell owns 11 salons in the Pittsburgh market: Bob has spent two decades proving that consistency is the real competitive advantage. His managers attend retreats and training sessions—those presented by the Great Clips corporate team and ones he’s developed and shared with others—helping entire markets improve leadership skills. His approach shows how doing the “small things” right—training, culture, collaboration—adds up over time.

The Ohio Franchisee Co-op Presidents: When customer counts in Ohio started to dip, co-op leaders didn’t point fingers—they got together. They planned a statewide haircut sale and launched a shared marketing campaign. The results were measurable: more traffic, better team morale, stronger market performance. It’s a great example of franchisees seeing the brand as something bigger than any one salon.

Franchisee Mark Blessing owns 13 salons in the Dallas-Ft. Worth and Abilene-Sweetwater markets: Mark takes a data-driven approach to local promotions—and he doesn’t keep his findings to himself. Whether it’s refining promotion structures or timing offers for maximum impact, he shares what works (and what doesn’t) with others. That openness accelerates learning across the system.

These Franchisee Community Award winners remind us that owning a franchise isn’t about independence—it’s about interdependence. When franchisees use the system to build each other up, the entire brand wins.

If you want to know more about how Great Clips franchisees and the home office create this kind of culture, let’s talk.

Beth Nilssen

Director of Franchise Development | Great Clips, Inc.
800-947-1143 | [email protected]