Joe Terracina is a multi-unit franchise owner with Massage Heights in the Austin area, operating two locations in the city and one in Cedar Park. As the brand transitions to Heights Wellness Retreat, Joe brings a strong background in finance and franchising, pairing an analytical mindset with a deep focus on people, culture, and long-term sustainability. Today, Joe runs his three locations alongside his father and family, with a focus on team culture, client experience, and innovative business practices.
Franchise Chatter (FC): Joe, thank you for joining us. Can you share a bit about your background and what led you here?
Joe Terracina (JT): From an early age, I’ve had an analytical mindset and a real interest in understanding how businesses work behind the scenes. My professional career began in finance, which helped me to develop skills in operations, forecasting, and strategy. I spent six years at a financial technology company managing client relationships across the Western United States. It was a role that required a lot of problem-solving and organization, but it also taught me how important it is to build relationships and create a great client experience, regardless of the industry.
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Colin started as a team member at 21 and now owns 6 locations in Tampa Bay. Lisa came from marketing and built 21 in San Diego. The most successful multi-unit owners move early and secure markets with room to grow. Use our free tool to search multiple ZIP codes and find franchises where you can still stack locations, before someone else does. A franchise specialist will be in touch to present what's available.Before that, I owned a financial services franchise for five years. That experience was my introduction to franchising, and to the concept of building something locally while still benefiting from a proven system and a supportive corporate team. During this time, I learned what separates a good franchise model from a great one – not just the numbers, but the culture, the predictability of operations, and the long-term sustainability of the business.
When I decided to take on a new challenge, I wanted to find a franchise that aligned with my values, and the health and wellness space felt like a natural fit.
FC: What drew you to the Massage Heights franchise opportunity?
JT: I’ve always wanted to build a family business, and this was the perfect opportunity. My father knew Shane and Glenn before we joined Massage Heights, and from the beginning we intended this to be a family operation. Even though I’m the official day to day operator of our locations, the goal has always been to build something we could grow together as a family. We wanted a business that reflected our values and gave us the chance to work side by side while making a positive impact in the community.
What initially stood out was the balance between structure and heart. The operational model is clear, predictable, and built for long-term growth, which appealed to my analytical background. As the brand evolves into Heights Wellness Retreat, that foundation has only strengthened. The broader wellness vision, continued innovation, and elevated focus on client experience make this an exciting time to be part of the brand.
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When I owned a UPS Store, I learned firsthand how much your ZIP code shapes your outcome. I sold my store at a premium because my territory was in a high-value area. The best areas go first, and once they're gone, they're gone. Enter your ZIP code, and a territory specialist will walk you through the franchises still available near you, drawing on information that isn't publicly accessible, saving you months of wasted research.🔴Free Webinar: 6 Under-the-Radar Franchise Concepts That Serious Buyers Should Know
Every month we feature 6 standout franchises that could be the opportunity you've been looking for, each evaluated on disclosed financials and matched to the type of buyer most likely to succeed with it. Can't attend live on October 27 at 6PM EST? Register now and we'll send you the full recording the next day. Reserve your spot here.FC: Is there any area of the business that you believe you’re excelling at? If so, why?
JT: The biggest area we’re excelling at is team culture. Since day one, I’ve been working to build an environment where people feel respected, supported, and valued as individuals. My background in finance taught me how to manage numbers, but this business taught me that people are the real engine behind everything we do.
I make it a point to know my team as people, not just employees. When I visit a location, I’m not asking how many services they’ve completed. I’m asking how their family is doing or how their week has been. Running multiple franchise locations means I can’t be everywhere at once, which is why those small moments really matter. That’s where trust is built.
We also reinforce positivity through a peer-to-peer reward system where employees can give each other points that can be redeemed for services or gift cards. It celebrates teamwork in simple ways, like helping flip a room in between appointments or grabbing coffee for a coworker on a tough day.
The positive feedback we have received tells me we’re doing something right. A regional manager recently shared comments from the team that genuinely brought me to happy tears. Knowing the team members enjoy working here and feel seen means more to me than any metric or data point.
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When I owned a UPS Store, I learned firsthand how much your ZIP code shapes your outcome. I sold my store at a premium because my territory was in a high-value area. The best areas go first, and once they're gone, they're gone. Enter your ZIP code, and a territory specialist will walk you through the franchises still available near you, drawing on information that isn't publicly accessible, saving you months of wasted research.📈Dreaming of Multi‑Unit Success? Lock In Prime Territories Before They're Gone.
Colin started as a team member at 21 and now owns 6 locations in Tampa Bay. Lisa came from marketing and built 21 in San Diego. The most successful multi-unit owners move early and secure markets with room to grow. Use our free tool to search multiple ZIP codes and find franchises where you can still stack locations, before someone else does. A franchise specialist will be in touch to present what's available.FC: What is it like to work with family, and what advice would you give others?
JT: Working with family has been rewarding, but not without its challenges. I mainly work with my father, and while we’ve always been aligned in our careers, we had never actually run a business together before this. It required us to openly communicate, trust each other’s judgement, and learn how to balance our family dynamic with business decisions.
My advice for others is not to let fear stop you. I was hesitant at first because I didn’t want business disagreements to impact our relationship. If you’re already close and you’re willing to communicate, it can be a great experience. You have to create space for breaks and boundaries, but when it works, it becomes one big extended support system.
FC: How do you balance work, family, and other obligations?
JT: For me, it’s about blending work and family, rather than keeping them separate. I was initially reluctant to work with my family because I didn’t want it to negatively impact our closeness. Regardless, everyone needs to take breaks. I am fortunate that our family is close and being in business together hasn’t been an issue.
FC: Any big lessons you’ve learned while running a business?
JT: Never forget your people. Your business doesn’t function without the managers, therapists, and lifestyle consultants who show up every day. Investing in their growth, checking in with them as human beings, and making sure they feel supported strengthens everything, from retention to morale to overall performance.
I’ve also learned the importance of awareness without overreaction. When you operate multiple locations, you see a lot of data points and daily fluctuations. If you respond emotionally to every single dip or spike, you’ll drive yourself crazy and make your team anxious. I’ve learned to stay focused on the trends that matter and trust the systems we’ve built in place.
The last lesson is that small changes add up over time. A five percent improvement here and there doesn’t seem huge in the moment, but those small gains compound. The reverse is true as well – if you ignore even a small part of your process, it eventually shows. Consistency matters more than chasing the quick fix.
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