Lisa Starr is one of the leading voices in the global spa and wellness industry. With decades of experience, from managing spa chains to consulting internationally, she helps businesses improve operations, marketing, and team performance through practical, results-driven strategies. She is Task Force Chair of the Consulting Initiative at the Global Wellness Institute, Contributing Editor at Spa Business Magazine, and host of the StarrCast podcast. Through workshops, keynotes, and training sessions held worldwide, Starr continues to inspire and guide owners and operators toward building successful wellness businesses.
We interviewed her on several key topics, including the evolution of her career, the major shifts in the spa and wellness market, the challenges of operations, the design of unique guest experiences, the growing importance of water in wellness, and her advice for entrepreneurs in today’s competitive landscape.
1. Career Path & Expertise
Lisa, you have been in the spa and wellness industry for many years, covering operations, management, and education.
Can you tell us how your career evolved and what led you to found Wynne Business Consulting & Education?
I began my career in beauty and wellness several decades ago, as a makeup artist.
I offered my own brand of makeup at several salons in my city, back before spas were common.
But one of these salons was morphing into a spa, so I was there to witness and guide that process, moving through multiple management roles until eventually I no longer performed services and became the General Manager of the company.
I spent 12 years there, as we grew from one location to four, with 200 employees, but profitability was still elusive.
I decided to become a consultant so I could help other businesses reach their goals and avoid the challenges I had encountered; that was about 25 years ago, and I’ve enjoyed every minute!
2. Industry Evolution
From your perspective, what are the most significant changes you’ve seen in the global spa and wellness market over the past decade?
While the COVID pandemic was a terrible event for humankind, it did encourage people to assume responsibility for their own health and wellbeing, and to take positive action.
Spas were already popular, but since re-opening in 2020-21, most spas became busier than they ever had been, and remain so today.
The stress relief and positive physiological results provided by a spa visit continue to drive interest in our services. Additionally, due in no small part to social media apps, clients have become more educated about the potential results of treatments, and more curious about newer methods and technologies, and they are eager to be more adventurous in what they try.
3. Operational Excellence
In your consulting work, what are the most common operational challenges you encounter in spas, and how do you recommend addressing them?
The role of a consultant is to help translate the vision of an owner into a successful and profitable business model.
Occasionally, consultants are called upon to provide guidance for businesses where perhaps a consultant was not utilized initially, or sometimes the owner or operator has a vision that may be clear to them but not necessarily driven by market demand.
The Global Wellness Institute estimates that there are over 190k spas in the world today; how does one stand out from the other? While there is definitely power in creating and marketing a product that is familiar to the target audience, we certainly have reached a point of an abundance of “sameness” in the spa facilities and menus that are available in any particular region, and depending on who you are hoping to attract. (See Guest Experience Design, below).
So, in short, the most successful business wellness business models will blend sought-after and familiar treatments and experiences with cutting-edge environments and features, delivered in a seamless and caring way.
4. Guest Experience Design
In your view, what are the critical elements in designing a spa experience that is both unique and operationally viable?
Further to my point above, while a particular owner, developer or brand may have a vision for a new spa concept, we can’t forget that we are creating spas for potential guests, not for us!
It is crucial to balance vision and newness with features that are sought-after in your market and with your target audience, and then to ensure it can all be delivered in a consistent, easy-to-scale manner that can be replicated as the opportunity arises.
Many architects and designers have incredible ideas that bring visual impact, but it is more important to ensure that the back-of-house operational areas are set up to functionally and ergonomically support the operations team, so they can deliver top-notch services every day.
The high-touch experience we provide to guests is what drives them to return, not the décor.
5. Water Experiences in Wellness Design
Water is a defining element in spa environments, not only in pools and hydrotherapy areas but also through therapeutic water applications such as experience showers, horizontal showers, and multi-sensory circuits. From your perspective, how can these features be integrated to enhance guest well-being while also ensuring operational efficiency and sustainability?
As you suggest, water historically was at the core of a spa experience; globally we lost that connection for a number of years, but I’m happy to see it returning.
In North America, you would find that spas might offer a hydrotherapy tub or Vichy shower, but these treatments were not always well-understood by guests, or effectively marketed.
Along with the heightened interest in personal wellness, guests today are flocking to spas with thermal and bathhouse features.
Mineral pools of all types, cold plunges, experience showers and hydrotherapy circuits, particularly those that can be self-administered, have never been more popular in my years in the industry.
Along with the fact that thermal experiences feel good, they also address another huge trend in wellness activities, which is the social aspect. As Eastern cultures have long known, visiting a bathhouse with partners and/or friends is a fun, healthy, affordable and communal experience, and can be enjoyed on a regular basis!
6. Advice for Spa Entrepreneurs
What is the one piece of advice you would give to someone planning to open or reposition a spa in today’s market?
Offer a great product that is familiar and yet differentiated, fill a niche that you see in your market, and think flexible! Utilize experts to conceive designs and experiences that can evolve over time as new trends arise. Know the expected performance metrics for your business model in your market, and make sure you are reaching them, or have a plan to get there.
But most importantly, let your passion and vision be a driving force for your entire team.
We would like to sincerely thank Lisa Starr for taking the time to share her insights and expertise with us. Her experience, vision, and practical advice provide valuable guidance for anyone working in the spa and wellness industry.
- Team Aquaform
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