Should You Open Your Own Esthetics Business? What I Wish I Knew Before Becoming an Owner

At some point in many estheticians' careers, the same thought appears:

"Why am I working for someone else when I could be doing this myself?"

Maybe your schedule is getting full.

Maybe clients are requesting you by name.

Maybe you're frustrated with your commission structure.

Maybe you've calculated how much revenue your treatments generate and started wondering why you don't simply keep all of it.

Maybe you've spent enough time watching estheticians on social media open beautiful suites and thought:

I could do this.

Maybe you can.

But before you sign a lease, buy equipment, create a logo, or announce your new business on Instagram, there is something I want you to understand:

Being a successful esthetician and owning a successful esthetics business are two different jobs.

I learned that by actually doing both.

I'm Erica Roybal, an esthetics educator, entrepreneur, permanent makeup artist, author, and founder of Denver Dream Medspa and Colorado Aesthetics Academy.

I've built businesses, hired employees, purchased equipment, marketed services, managed payroll, dealt with slow months, trained providers, worked through operational problems, made expensive mistakes, grown revenue, and experienced the parts of entrepreneurship that rarely make it onto Instagram.

I also built businesses while raising my son.

So when I talk about entrepreneurship, I'm not talking about the aesthetic version of it.

I'm talking about the real version.

The version where you have clients, employees, bills, taxes, equipment, regulations, marketing, payroll, family responsibilities—and decisions that still need to be made when you're exhausted.

If you're wondering whether you should open your own esthetics business, this is what I would want you to know before you do it.

First: Why Do You Want to Own an Esthetics Business?

Before we talk about money, business plans, suites, equipment, or marketing, answer this:

Why do you actually want to work for yourself?

Be honest.

Is it because you want:

• More income?

• More control?

• Flexible hours?

• Your own treatment philosophy?

• Creative freedom?

• To build a brand?

• To create something bigger?

• To become a leader?

• To stop working for someone else?

Or is it because:

• You're frustrated with your manager?

• You dislike your commission percentage?

• You had a bad week at work?

• Someone on Instagram made entrepreneurship look easy?

• You think business owners keep 100% of what clients pay?

Those are very different motivations.

Leaving a bad job and building a good business are not the same decision.

Being Fully Booked Does Not Automatically Mean You Should Open a Business

A full clientele is an incredible asset.

It can give you:

• Predictable demand

• Referral momentum

• Professional credibility

• Income stability

• Evidence that people value your work

But a full book does not automatically mean you're ready for business ownership.

You may be excellent at:

• Facials

• Skin consultations

• Laser treatments

• Permanent makeup

• Client retention

• Retail

• Rebooking

And know almost nothing about:

• Accounting

• Payroll

• Taxes

• Commercial leases

• Insurance

• Marketing

• Employment law

• Inventory

• Cash flow

• Regulatory compliance

• Financing

• Leadership

That's okay.

Nobody is born knowing those things.

But you need to understand that those become part of your job when you become an owner.

The Math That Tricks New Esthetics Business Owners

This is one of the most important sections of this entire guide.

Imagine you perform a $250 treatment.

As an employee, perhaps you receive some combination of hourly pay, commission, bonuses, or tips.

It's very easy to think:

"The business charged $250 and I only received a portion of it. If I owned the business, I would make the whole $250."

No.

You would collect $250.

That is not necessarily what you would make.

The business may have to pay for:

• Rent

• Payroll

• Payroll taxes

• Credit-card processing

• Products

• Consumables

• Equipment

• Equipment financing

• Repairs

• Software

• Insurance

• Laundry

• Utilities

• Marketing

• Website

• Phone

• Accounting

• Legal expenses

• Licensing

• Continuing education

• Cleaning

• Administrative labor

• Merchant fees

• Refunds

• No-shows

• Taxes

And potentially much more.

Revenue is not income.

And revenue is definitely not profit.

Learn that distinction before you become an entrepreneur.

Revenue vs. Profit: The Difference Every Esthetician Should Understand

Let's simplify it.

If your business generates:

$20,000 in monthly revenue

that does not mean you personally made $20,000.

If business expenses total:

$15,000

then the business has $5,000 remaining before considering other obligations that may apply.

This is a simplified example, but the principle matters:

Never judge a business by revenue alone.

I see people online say:

"I built a six-figure beauty business."

That might mean $100,000 in annual revenue.

What did it cost to produce that revenue?

What did the owner actually earn?

Those are much more important questions.

Step 1: Decide What Kind of Esthetics Business You Actually Want

"Starting an esthetics business" can mean very different things.

You could become:

A Solo Esthetician Renting a Suite

You work independently in a small private space.

This may provide:

• Lower overhead than a large spa

• Schedule control

• Pricing control

• Personal branding opportunities

But you're responsible for operating the business.

A Booth or Room Renter

You rent space inside another business.

Depending on the arrangement and applicable law, this can sometimes provide independence without taking on an entire location.

Make sure the actual working relationship is structured legally and appropriately.

A Home-Based Esthetician

Some jurisdictions permit certain home-based businesses when zoning, licensing, sanitation, insurance, and other requirements are met.

Do not assume performing services from home is automatically permitted simply because you own or rent the property.

An Esthetics Studio

You may lease your own commercial location and operate independently.

This increases control.

It also increases responsibility.

A Spa Owner

Now you may be managing:

• Multiple treatment rooms

• Employees

• Front desk

• Payroll

• Inventory

• Scheduling

• Marketing

• Operations

Your job begins shifting away from purely providing services.

A Med Spa Owner

This is an entirely different level of complexity.

Medical aesthetics may involve:

• Medical oversight

• Scope-of-practice requirements

• Professional licensing

• Delegation requirements

• Medical documentation

• Devices

• Insurance

• Compliance

• Medical personnel

• State-specific laws and regulations

Do not assume that being an esthetician automatically qualifies you to independently own, operate, or perform every service associated with a med spa.

Get qualified legal and regulatory guidance for your jurisdiction.

Step 2: Ask Yourself Whether You Actually Want to Be an Entrepreneur

There is a major difference between:

"I want to work for myself."

and:

"I want to run a business."

Working for yourself sounds like:

• Flexible schedule

• Choosing your clients

• Setting your prices

• Designing your space

Running a business sounds like:

• Bookkeeping

• Taxes

• Marketing

• Customer complaints

• Insurance

• Inventory

• Cleaning

• Maintenance

• Compliance

• Cancellations

• Vendor problems

• Software problems

• Financial decisions

You get both.

You don't get to choose only the pretty half.

Step 3: Evaluate Your Clientele Before Going Independent

One of the strongest things you can have before becoming independent is demand.

Ask:

How many active clients do I actually have?

Not Instagram followers.

Not everyone you've ever treated.

People who currently return.

How frequently do they book?

Monthly?

Quarterly?

Once per year?

What do they spend?

Know your average ticket.

How strong is your retention?

Do clients actually return?

Where do new clients come from?

Do you generate demand yourself, or does your employer generate most of it?

This last question is especially important.

Your Employer's Clientele Is Not Necessarily Your Clientele

Be careful here.

Clients may request you, but they may have originally discovered:

the business.

The company may be providing:

• Google visibility

• Advertising

• Website traffic

• Reputation

• Reviews

• Front desk

• Promotions

• Referral programs

• Location

• Brand recognition

If you leave, some clients may follow you where legally and contractually permitted.

Others won't.

Do not build your entire business forecast around assuming every person you've ever treated will become your independent client.

Step 4: Understand Your Employment Agreement Before Leaving

Before opening a competing business, review any agreements you've signed.

Pay attention to provisions involving:

• Confidentiality

• Non-solicitation

• Client information

• Intellectual property

• Trade secrets

• Social media

• Company materials

• Notice requirements

• Restrictive covenants where enforceable

Laws vary substantially by jurisdiction.

If you are unsure what an agreement permits, speak with a qualified attorney.

Don't build your new business on someone else's confidential client database.

Build your own reputation.

Step 5: Calculate Your Personal Financial Runway

Before I opened a business, I wish I had understood just how important cash is.

Businesses don't fail only because they're bad businesses.

Sometimes they fail because they run out of cash before they have enough time to become good businesses.

Before leaving stable employment, ask:

How many months of personal expenses can I cover?

Consider:

• Housing

• Food

• Transportation

• Insurance

• Childcare

• Debt

• Utilities

• Personal bills

Then separate that from your business reserves.

Do not assume your new business will immediately pay your current salary.

Step 6: Calculate Your Startup Costs

Write down everything you need before opening.

Depending on your business model, this could include:

• Security deposit

• First month's rent

• Buildout

• Furniture

• Treatment bed

• Stool

• Lighting

• Storage

• Sink or plumbing

• Linens

• Products

• Consumables

• Devices

• Computer or tablet

• Booking software

• Website

• Branding

• Signage

• Insurance

• Business registration

• Professional licensing

• Permits

• Marketing

• Legal support

• Accounting

• Initial inventory

Then add a contingency.

Something will probably cost more than you expect.

Step 7: Calculate Your Monthly Break-Even Point

Every esthetics business owner should know this number.

Your break-even point is approximately the level of sales required for revenue to cover the applicable business costs.

Let's use a simplified example.

Imagine your monthly fixed costs are:

Rent: $2,000

Software: $200

Insurance: $200

Phone/internet: $150

Marketing: $1,000

Accounting/admin: $450

Equipment payments: $1,000

Other fixed costs: $500

That's:

$5,500 per month before variable treatment costs and owner compensation.

If your average treatment produces $200 in revenue, you cannot simply divide $5,500 by $200 and assume everything after appointment 28 is profit.

Products, supplies, processing fees, labor, taxes, and other variable expenses still matter.

Build a real financial model.

Step 8: Know Your Average Ticket

Your average ticket is one of the most useful numbers in your business.

If you generate:

$10,000 from 100 appointments,

your average ticket is:

$100.

If you generate:

$10,000 from 50 appointments,

your average ticket is:

$200.

Same revenue.

Very different workload.

This is why pricing, service mix, retail, packages, and treatment planning matter.

Step 9: Know Your Capacity

There are only so many appointments you can physically perform.

If you work four days per week and can realistically perform six appointments per day, your capacity is limited.

You cannot infinitely increase revenue by simply saying:

"I'll work more."

Eventually, growth requires some combination of:

• Higher average ticket

• Better utilization

• Improved pricing

• Retail

• Higher-value services

• Additional providers

• More treatment rooms

• Better systems

Understanding capacity prevents you from creating a business model that only works if you work 70 hours per week.

Step 10: Price for the Business You Actually Have

Do not set prices by simply looking at the esthetician down the street and charging $10 less.

Your pricing needs to consider:

• Cost of service

• Labor

• Supplies

• Overhead

• Equipment

• Market

• Experience

• Positioning

• Desired margin

You can absolutely research competitors.

But your competitor's economics are not necessarily yours.

Stop Being Afraid to Charge Enough

New owners sometimes underprice because they are afraid nobody will book.

Then they get busy.

But the business still doesn't make money.

That is a terrible place to be.

Busy and broke is still broke.

Your prices need to support:

• Quality service

• Appropriate supplies

• Professional environment

• Business expenses

• Sustainable compensation

• Future investment

Being the cheapest provider is not automatically a competitive advantage.

Step 11: Separate Business Money From Personal Money

Create proper business financial systems.

Depending on your structure and professional advice, this generally means establishing appropriate:

• Business bank accounts

• Bookkeeping

• Accounting

• Payment processing

• Expense tracking

• Tax planning

Do not run your business by looking at your checking-account balance and thinking:

"There seems to be money in there, so I'm doing well."

Know your numbers.

Step 12: Understand Taxes Before They Surprise You

Employees are used to taxes being withheld from paychecks.

Business ownership changes the process.

Talk with a qualified tax professional early.

Understand:

• Income taxes

• Self-employment considerations

• Payroll taxes if applicable

• Sales-tax obligations where applicable

• Estimated payments

• Business deductions

• Entity structure

Do not wait until tax season to discover what you should have been saving all year.

Step 13: Choose the Right Business Structure

You may hear terms like:

• Sole proprietorship

• LLC

• S corporation

• Partnership

• Corporation

Do not choose an entity simply because an influencer said:

"Everyone needs an LLC."

The appropriate structure depends on your circumstances.

Speak with qualified legal and tax professionals.

Step 14: Understand Licensing and Scope of Practice

A business license and a professional license are not the same thing.

Opening a company does not expand what you are legally permitted to perform.

Before offering any treatment, confirm:

• Your professional scope

• Facility requirements

• Business licensing

• Local zoning

• Required permits

• Insurance requirements

• Applicable supervision

• Device regulations

• Medical requirements where applicable

A certificate from a training course does not override state law.

Step 15: Get Proper Insurance

Insurance is not an optional afterthought.

Depending on your business, you may need coverage such as:

• Professional liability

• General liability

• Property coverage

• Workers' compensation

• Cyber coverage

• Employment-related coverage

• Device-specific coverage

Your needs depend on your business.

Speak with an insurance professional familiar with the aesthetics industry.

Step 16: Be Extremely Careful With Commercial Leases

A commercial lease can be one of the largest commitments a new business owner makes.

Do not treat it like renting an apartment.

Understand:

• Base rent

• Common-area charges

• NNN expenses if applicable

• Annual increases

• Personal guarantees

• Term

• Renewal options

• Buildout obligations

• Maintenance

• HVAC responsibility

• Signage

• Permitted use

• Assignment

• Subleasing

• Default provisions

Have qualified professionals review important agreements.

A beautiful space does not fix a bad lease.

Step 17: Don't Overspend on the Buildout

This is difficult in aesthetics because appearance matters.

We want:

• Beautiful cabinetry

• Perfect lighting

• Custom signage

• Designer furniture

• Expensive finishes

• Gorgeous treatment rooms

I understand.

But your clients cannot admire your marble reception desk if your business runs out of operating cash.

Invest where it affects:

• Safety

• Function

• Client experience

• Durability

• Compliance

• Brand

Be strategic everywhere else.

You can upgrade later.

Step 18: Be Careful With Equipment Debt

A salesperson may show you what a device could generate.

That's not the same as what it will generate.

Before financing expensive equipment, ask:

How much is the monthly payment?

What are consumable costs?

What maintenance is required?

What happens if it breaks?

Is there a warranty?

What does service cost?

How many treatments must I perform monthly to cover the payment?

Do I already have demand for this treatment?

How competitive is the local market?

What happens if the treatment stops trending?

Equipment should serve the business.

The business should not exist to serve the equipment payment.

Step 19: Don't Buy Every Device at Once

You do not need every technology on opening day.

Start with what:

• Fits your scope

• Fits your market

• Fits your expertise

• Fits your budget

• Has demand

Then expand based on actual client behavior.

Cash sitting in unused equipment is not helping your business.

Step 20: Build Your Brand Before You Open

Do not wait until opening week to begin marketing.

Ideally, people should already know:

• Who you are

• What you specialize in

• What you're opening

• Where you'll be

• When you'll launch

Start building:

• Website

• Social presence

• Email list

• Portfolio

• Local visibility

• Professional relationships

• Educational content

Demand should begin before the doors open.

Step 21: Your Logo Is Not Your Brand

This is worth repeating.

Your brand is not:

• Your logo

• Your colors

• Your wallpaper

• Your font

Your brand is the expectation people have when interacting with your business.

Do they expect:

• Expertise?

• Luxury?

• Warmth?

• Results?

• Education?

• Convenience?

• Natural aesthetics?

• Corrective treatments?

Decide what you stand for.

Then make the visuals support it.

Step 22: Build a Website You Own

Social media should support your business.

It should not be your business.

Your website should eventually include:

• Services

• Pricing or pricing guidance where appropriate

• About

• Results

• Reviews

• FAQs

• Location

• Contact

• Booking

• Educational content

You want someone searching your business—or searching for the services you provide—to find you outside Instagram.

Step 23: Learn Local SEO

This has become one of the areas I care most about as a business owner.

Why?

Because search traffic can connect you with someone actively looking for what you provide.

There is a huge difference between interrupting someone scrolling Instagram and appearing when she searches:

"Esthetician near me"

or:

"Microneedling Denver"

or:

"Laser hair removal Denver."

One person is browsing.

The other may be looking for a provider.

Build search visibility intentionally.

Step 24: Build Your Google Presence

For an eligible local business, your Google Business Profile can become one of your most important marketing assets.

Keep appropriate information accurate, including:

• Business name

• Address or service area

• Hours

• Phone

• Website

• Services

• Photos

And build a consistent process for requesting honest client reviews.

Local reputation compounds.

Step 25: Don't Depend on One Marketing Channel

Businesses become vulnerable when every client comes from one source.

Imagine Instagram changes tomorrow.

What happens?

Ideally, your business can attract clients through multiple channels:

• Google

• Referrals

• Website

• Social media

• Email

• Partnerships

• Existing clientele

• Local visibility

• Reviews

Diversification makes your marketing stronger.

Step 26: Learn Client Acquisition Cost

If you spend $1,000 on advertising and acquire 10 new paying clients, your simplified acquisition cost is:

$100 per client.

Is that good?

It depends.

If the average client spends $150 once and never returns, maybe not.

If that client eventually spends $2,000 with your business, $100 may be excellent.

This is why marketing decisions require numbers.

Step 27: Learn Customer Lifetime Value

The value of a client is not necessarily the price of her first facial.

If a client spends:

$200 per month

and stays for:

24 months

she represents roughly:

$4,800 in gross revenue before considering costs and other factors.

That changes how you think about:

• Marketing

• Retention

• Customer service

• Memberships

• Follow-up

Keeping a good client matters.

Step 28: Retention Comes Before Aggressive Growth

If you acquire 100 new clients but almost none return, do not immediately spend more money acquiring another 100.

Fix the leak.

Look at:

• Consultation

• Treatment experience

• Results

• Rebooking

• Follow-up

• Pricing

• Expectations

Marketing cannot permanently compensate for poor retention.

Step 29: Build Systems Early

At first, you may be able to remember everything.

Eventually, you won't.

Build systems for:

• Opening

• Closing

• Inventory

• Client communication

• Consultations

• Documentation

• Rebooking

• Follow-up

• Reviews

• Cleaning

• Ordering

• Refunds

• Complaints

Systems make businesses repeatable.

Step 30: Write Policies Before You Need Them

Decide how your business handles:

• Cancellations

• No-shows

• Late arrivals

• Deposits

• Refunds

• Returns

• Packages

• Memberships

• Gift cards

• Children

• Guests

• Photography

• Treatment contraindications

It is much easier to enforce a policy that existed before the problem occurred.

Step 31: Learn How to Handle Complaints

You will eventually have an unhappy client.

That does not automatically mean you have a bad business.

Listen.

Document.

Investigate.

Follow your policies.

Correct genuine problems.

Don't become defensive immediately.

Sometimes complaints reveal weaknesses in your systems.

Use them.

Step 32: Don't Hire Too Early

Hiring sounds like growth.

Sometimes it is.

Sometimes it is simply more expense.

Before hiring, ask:

Do I have enough demand?

What will this person do?

How will their work generate or protect revenue?

Can the business afford them during slow months?

Do I have systems to train them?

Hiring should solve a real business constraint.

Step 33: Understand That Employees Change Your Job

The moment you hire people, you are no longer only managing clients.

You're managing:

• People

• Schedules

• Expectations

• Training

• Performance

• Payroll

• Communication

• Conflict

• Culture

Leadership becomes part of your profession.

And leadership is a skill.

Step 34: Learn to Give Feedback

Avoiding difficult conversations doesn't make you a kind employer.

It often creates bigger problems.

Employees deserve to know:

• What is expected

• How they're performing

• What needs to improve

• What success looks like

Be clear.

Be respectful.

Document appropriately.

Deal with problems early.

Step 35: Don't Build a Business That Cannot Function Without You

This becomes especially important as the business grows.

If every decision requires you...

Every client requires you...

Every sale requires you...

Every complaint requires you...

Every marketing post requires you...

Every employee needs you...

you don't really own a scalable business.

You own a very demanding job.

Systems and leadership allow the business to mature beyond you.

Step 36: Know the Difference Between Working In Your Business and On Your Business

Working in the business might mean:

• Performing treatments

• Answering phones

• Cleaning

• Checking clients out

Working on the business might mean:

• Reviewing financials

• Improving systems

• Hiring

• Marketing

• Developing strategy

• Building partnerships

• Training leadership

Early on, you may do both.

As you grow, you need time for the second category.

Step 37: Pay Attention to Cash Flow

A profitable business can still have cash-flow problems.

Imagine:

• Payroll is due Friday

• Rent is due Monday

• Equipment payment is due Tuesday

but:

• Insurance reimbursement is pending

• Package revenue was spent months ago

• Credit-card deposits haven't cleared

• A large vendor bill is due

Timing matters.

Learn cash flow.

Step 38: Don't Spend Every Good Month

A strong month feels exciting.

Don't immediately increase your lifestyle or buy more equipment.

Businesses have:

• Slow seasons

• Repairs

• Tax obligations

• Unexpected expenses

• Economic changes

Build reserves.

Good months help protect you from bad ones.

Step 39: Expect Entrepreneurship to Affect Your Personal Life

This is something I don't think we talk about enough.

Business ownership doesn't stay neatly at work.

Especially at the beginning.

You may think about:

• Payroll at dinner

• Marketing at bedtime

• Employees on weekends

• Cash flow while driving

• Client issues during family time

If you're also raising children, caring for family, or managing a household, those responsibilities don't disappear because you're an entrepreneur.

You need boundaries.

And you need support.

Building a Business While Being a Mother

Motherhood has changed how I think about entrepreneurship.

There are seasons when the business needs more from you.

There are seasons when your family needs more from you.

Sometimes both need you at the same time.

I've learned that building a business as a mother isn't about perfectly balancing everything every day.

For me, it has been about constantly deciding:

What needs me most right now?

There have been times when I've worked intensely.

There have also been times when I've needed to step back from physically providing services so I could focus on my family, leadership, or the next stage of the businesses.

That can be difficult when part of your identity has been built around being the person doing everything.

But growth sometimes means changing your role.

Your business should eventually support your life.

Not consume all of it.

Step 40: Define What Success Actually Means to You

This might be the most important step.

Do you want:

A beautiful private studio and four working days per week?

That's success.

A six-figure solo esthetics business?

That's success.

A team of three?

That's success.

A multi-location company?

That's success.

To work while your children are at school?

That's success.

To eventually stop treating clients and become an educator?

That's success.

To build something you can sell?

That's success.

You do not have to build the biggest business.

Build the business that supports the life you actually want.

Should You Start an Esthetics Business With No Clients?

You can.

But it increases risk.

If you already have:

• A growing reputation

• Strong portfolio

• Referral relationships

• Online visibility

• Existing demand

you are starting with advantages.

If you're starting completely from zero, you need a stronger client-acquisition plan and potentially more financial runway.

Do not assume:

"If I build it, they will come."

That's not a marketing strategy.

Should a New Esthetician Rent a Suite?

Sometimes.

But I generally think many new estheticians can benefit enormously from working in a strong environment first.

Employment can teach you:

• Client communication

• Treatment timing

• Retention

• Retail

• Conflict resolution

• Scheduling

• Professional standards

• Business systems

You get paid while learning.

That can be incredibly valuable.

How Much Money Should You Save Before Opening an Esthetics Business?

There is no universal amount.

Your needs depend on:

• Business model

• Location

• Rent

• Equipment

• Buildout

• Personal expenses

• Existing clientele

• Financing

• Staffing

• Marketing

At minimum, calculate:

Startup costs

plus

Business operating reserves

plus

Personal financial runway.

Do not combine all three into one vague savings number.

Can You Make Six Figures Owning an Esthetics Business?

Yes, some esthetics business owners do.

But again:

Six figures in revenue is not the same as six figures in owner income.

A business generating $300,000 annually could potentially leave its owner with less income than a leaner business generating $180,000, depending on expenses.

Focus on:

• Revenue

• Gross margin

• Operating expenses

• Profit

• Cash flow

• Owner compensation

not vanity revenue.

If you're interested specifically in increasing your income as a provider, read:

[HOW TO BECOME A 6-FIGURE ESTHETICIAN →]

When I Think an Esthetician May Be Ready to Go Solo

I would feel much more confident if you can say yes to most of these:

I have meaningful hands-on experience.

I have strong client retention.

People request me specifically.

I understand my numbers.

I have savings.

I understand my legal scope.

I have researched insurance and compliance.

I know how I'll acquire clients.

I can explain my specialty.

I understand basic marketing.

I know my pricing.

I know my break-even point.

I understand the costs of my services.

I have professional policies.

I am prepared for inconsistent income.

I actually want to run a business.

If you cannot answer most of these yet, that doesn't mean:

Never.

It may simply mean:

Not yet.

Signs You May Not Be Ready to Open Your Esthetics Business

I would slow down if:

• You have almost no hands-on experience

• You don't understand your scope of practice

• You have no savings

• You're using credit to fund every startup expense

• You don't know how you'll get clients

• You haven't calculated expenses

• You believe revenue equals profit

• You're opening primarily because you're angry with your employer

• You're depending entirely on clients following you

• You don't understand your employment agreement

• You haven't researched insurance

• You haven't researched zoning or licensing

• You're already financially overwhelmed

• You hate marketing, sales, administration, and management and have no plan for handling them

These aren't reasons to abandon the dream.

They're reasons to prepare better.

My Esthetics Business Startup Checklist

Before opening, I would want answers for each category.

Business Model

• What exactly am I opening?

• Who is my ideal client?

• What will I offer?

• What will I not offer?

Legal + Compliance

• Is my business structure appropriate?

• Is my professional license current?

• Are my services within scope?

• Does the location permit my use?

• Do I need additional permits?

• Do I have appropriate insurance?

Financial

• Startup budget

• Monthly fixed costs

• Variable costs

• Break-even point

• Pricing

• Personal runway

• Business reserves

• Tax strategy

Operations

• Booking

• Payment processing

• Documentation

• Policies

• Inventory

• Cleaning

• Client communication

• Accounting

Marketing

• Business name

• Positioning

• Website

• Search presence

• Social media

• Reviews

• Referral strategy

• Launch plan

• Email list

Growth

• Capacity

• Hiring trigger

• Equipment strategy

• Revenue goals

• Profit goals

• Long-term vision

What I Wish I Knew Before Becoming a Business Owner

If I could go back and talk to myself before entrepreneurship, I would tell myself:

Revenue will excite you. Profit will sustain you.

Learn the difference early.

Cash matters.

Protect it.

You will make expensive mistakes.

Learn quickly and don't make the same one twice.

Hiring will be harder than you expect.

People are not spreadsheets.

The bigger the business gets, the less your technical talent alone determines success.

Leadership and systems become increasingly important.

Marketing never really ends.

You don't "finish" building demand.

Some months will scare you.

Do not make emotional decisions from one bad week.

Growth can create problems just as quickly as decline.

More clients, employees, locations, and equipment create complexity.

You cannot personally do everything forever.

Trying will eventually become the bottleneck.

Motherhood and entrepreneurship will sometimes compete for the same hours.

You will have to decide what matters in each season.

The business you start may not be the business you eventually want.

Allow yourself to evolve.

The Biggest Esthetics Business Mistakes I Would Avoid

Opening Too Early

Experience is valuable.

Overspending on the Space

Clients care about results and experience more than your marble reception desk.

Financing Too Much Equipment

Demand first.

Device second.

Underpricing

Busy does not automatically mean profitable.

Not Understanding Numbers

You cannot manage what you don't understand.

Hiring Before There Is Demand

Payroll arrives whether clients do or not.

Depending Entirely on Instagram

Build multiple acquisition channels.

Ignoring SEO

People are actively searching for services you provide.

Not Building Reviews

Reputation matters.

Spending Every Good Month

Build reserves.

Trying to Do Everything Yourself Forever

Create systems.

Expanding Because Growth Feels Exciting

Expansion should solve a problem or create a calculated opportunity.

My Advice If You Want to Open an Esthetics Business

Don't rush.

There is nothing wrong with working for someone else while you:

Learn.

Build clientele.

Save money.

Understand operations.

Develop your specialty.

Build your reputation.

Learn marketing.

Learn sales.

Learn numbers.

Then, when the opportunity makes sense, move.

Entrepreneurship is not the graduation ceremony of an esthetics career.

You do not need to own a business to prove that you're successful.

And if you do decide to become an owner, don't build a business simply because you want to escape employment.

Build one because you understand what you're building—and why.

Frequently Asked Questions About Starting an Esthetics Business

Should I open my own esthetics business?

It depends on your experience, clientele, finances, business knowledge, goals, risk tolerance, and desire to actually operate a company. Being a talented esthetician alone does not guarantee a successful business.

Should a new esthetician open a suite?

A suite can work for some new estheticians, but employment may provide valuable hands-on experience, mentorship, client traffic, equipment, and exposure to business systems before going independent.

How much money do I need to start an esthetics business?

There is no universal amount. Calculate your actual startup costs, several months of anticipated business expenses based on your risk tolerance and plan, and your separate personal financial runway.

Is an esthetics business profitable?

It can be. Profitability depends on pricing, service costs, rent, labor, equipment, marketing, utilization, retention, and other operating expenses. Revenue alone does not indicate profitability.

How do I get clients for my esthetics business?

Build local search visibility, reviews, referral relationships, useful educational content, social media, a professional website, email marketing, and most importantly strong client retention.

[READ: HOW TO BUILD AN ESTHETICIAN CLIENTELE →]

How do I market my esthetics business?

Clarify your specialty and ideal client, build a recognizable brand, create a strong portfolio, educate your audience, improve local visibility, develop reviews and referrals, and track which marketing channels actually create paying clients.

[READ: HOW TO MARKET YOURSELF AS AN ESTHETICIAN →]

Do I need an LLC to start an esthetics business?

The appropriate entity structure depends on your circumstances and jurisdiction. Speak with qualified legal and tax professionals rather than choosing a structure based solely on social media advice.

Can I run an esthetics business from home?

Rules vary by jurisdiction. Check professional licensing requirements, zoning, building rules, insurance, sanitation requirements, landlord or HOA restrictions where applicable, and other local regulations before providing services from a residence.

Should I buy equipment before opening?

Only after evaluating scope, demand, financing, maintenance, treatment economics, and whether the equipment supports your actual business strategy.

When should I hire another esthetician?

Consider hiring when you have sufficient demand, understand the financial impact, have clear responsibilities for the position, and have systems to properly train and manage the employee.

Can I own a med spa as an esthetician?

Med spa ownership and operation are subject to state-specific laws involving professional practice, medical services, ownership structures, supervision, delegation, and scope of practice. An esthetician license alone should not be assumed to authorize every aspect of medical-spa ownership or treatment. Consult qualified healthcare counsel in your jurisdiction.

Entrepreneurship Isn't the Goal. Freedom Is.

This is something my definition of success has changed around.

When you're ambitious, it is easy to keep moving the finish line.

One treatment room becomes three.

Three becomes six.

One business becomes two.

Then you want a bigger location.

More employees.

More revenue.

More recognition.

There is nothing wrong with ambition.

I still have it.

But I have also learned to ask:

What is all of this supposed to give me?

For me, building businesses has never only been about revenue.

It has been about creating opportunity.

For my family.

For my students.

For the people who work with me.

And for myself.

I want to build something meaningful.

But I also want to be present for my son.

I want room to evolve.

I want to mentor other people.

I want to share what worked.

I also want to talk honestly about what didn't.

That's part of why I created this website.

Not to pretend I have built everything perfectly.

I haven't.

I've learned through doing it.

And sometimes through doing it wrong first.

So if you're dreaming about opening your own esthetics business, dream big.

But learn the numbers.

Understand the risk.

Build your reputation.

Protect your cash.

Get good advice.

Respect the laws governing your profession.

Treat clients well.

Treat employees well.

Create systems.

And remember:

You don't need to build the biggest business in the room.

You need to build one that is profitable, sustainable, meaningful—and capable of supporting the life you want to live.

— Erica Roybal

Continue Your Esthetics Career

Want to Become an Esthetician?

Start with my complete guide to esthetics school, licensing, career paths, and what I would do differently today.

[HOW TO BECOME AN ESTHETICIAN →]

Looking for Your First Esthetician Job?

Learn what I look for when hiring new estheticians, including interviews, practicals, sanitation, professionalism, and coachability.

[HOW TO GET YOUR FIRST ESTHETICIAN JOB →]

Need to Build Your Clientele?

Learn how to attract clients, improve rebooking, build retention, earn referrals, and become the provider clients request.

[HOW TO BUILD AN ESTHETICIAN CLIENTELE →]

Want to Build Your Personal Brand?

Learn how to market yourself, establish professional authority, improve local visibility, and become known for your expertise.

[HOW TO MARKET YOURSELF AS AN ESTHETICIAN →]

Want to Increase Your Earning Potential?

Read my complete guide to building a higher-income career in esthetics.

[HOW TO BECOME A 6-FIGURE ESTHETICIAN →]

Considering Esthetics School in Colorado?

Explore Colorado Aesthetics Academy and learn more about professional esthetics education in Colorado.

[EXPLORE ELITE AESTHETICS ACADEMY →]