MOVERS & SHAKERS
Describe your role as COO I’m responsible for operations, product development and technology. As often happens in smaller companies (especially start-ups) I wear a few other hats depending on roles we haven’t yet hired for – currently fi nance and business development.
What are you most proud of? That GramercyOne has continued to inno- vate and release new products and features while closing the investment round. Also, because our premier product – Spa-
Booker – was built from the ground up as a SaaS platform, its underlying structure allows us to utilise cutting-edge web and mobile technologies to innovate at a pace that we’ve sustained for over four years, to the tune of more than 100 upgrades.
How will consumers’ needs change? Consumers are moving rapidly from desk- top and laptop computers to mobile devices
SpaBooker is the preferred software supplier for Hilton Hotels and is used by city and resort properties
like smart phones and tablets. This shift is dramatically reshaping not only the technology industry, but everything from fashion – clothes have dedicated phone pockets, to spa treatments – people have hand and arm issues from phone overuse. Since consumers are more connected
than ever, they expect to be able to sched- ule, purchase, and consume information and services wherever they are and when- ever they want. Any services business that doesn’t meet these new expectations will have a hard time competing in the future.
What are the opportunities for growth in the spa industry? I believe the largest opportunities for the spa industry lie in exposing the rapidly emerging middle class in China, Brazil and other developing economies to the benefi ts of spa and wellness services. With the size of China’s middle class
expected to surpass the entire population of the US in the next two years and with India’s only 7-10 years behind, much of the growth opportunity for the 21st century is happening in Asia.
What impact has the state of the economy had on your business and the industry? We saw many spas go out of business in 2009 and early 2010, but new openings have accelerated since the beginning of 2011, especially in Asia and South America. My expectation is that marketing will
play a more important role in the success of all service businesses – particularly spas – especially as some of the new social media channels really come into their own. The recession has had a positive impact
on SpaBooker, because as a SaaS platform, we bill clients monthly on subscription, as opposed to using a traditional software licensing model like many of our competi- tors who typically make up-front charges of US$5k-50k (¤3.8k-38k, £3.2 k-32k). We’ve found that without the barrier to
entry presented by these very high up-front fees, which a spa would typically expect to pay with convectional software, it’s easier to get businesses to commit to SpaBooker.
How would you describe yourself? As someone with a little vision and a lot of motivation.
How would your critics describe you? As a tough but fair competitor.
What’s the best business decision you’ve made? Choosing to focus on the internet and new media for a career over a career in physics.
What advice would you give to someone coming into the industry? Determine what your key operational metrics are and then monitor them obsessively. As an operator or owner you should be able to rat- tle off what your top selling treatment is and how much profi t you make from it. ●
44 spa business handbook 2012
www.spahandbook.com
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