Woodhouse Spa is a luxury day spa franchise built around delivering a consistent, elevated guest experience in a neighborhood setting. Known for its resort-style environment, personalized services and focus on relaxation and wellness, the brand offers franchise owners a model that blends hospitality with recurring, service-based revenue. With a growing national footprint, Woodhouse continues to expand into new markets while maintaining a strong emphasis on operational consistency and guest satisfaction.
The balance of structure and scalability is what drew experienced franchise operator Sonal Patel to the brand. Bringing more than 20 years of entrepreneurial and franchising experience, Sonal entered the wellness space after building and operating a multi-unit Dunkin’ portfolio and later owning a supplemental education franchise, giving her perspective across both high-volume and service-based models.
Today, she owns a Woodhouse Spa in Raleigh, North Carolina, which has quickly become one of the top-performing locations in the system. As she looks ahead, she remains focused not only on expanding her footprint, but doing so in a way that preserves the guest experience and operational standards that have fueled her early success.
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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.Franchise Chatter (FC): Can you walk us through your professional background and what led you into franchising?
Sonal Patel (SP): I’ve been an entrepreneur for more than 20 years, with a strong focus on franchising. Earlier in my career, I owned six Dunkin’ locations, which I built over time, and later operated two locations of a supplemental education franchise before selling that business.
Franchising has always appealed to me because the structure is already there. The systems are built, and you have guidance across different parts of the business. That makes it easier to focus on execution and day-to-day operations. If the concept works, I believe the right way to approach it is to grow into multiple units.
FC: What first sparked your interest in the spa and wellness industry?
SP: I’ve always had a personal interest in skincare and wellness. I spend time researching products and trends, and it’s something I genuinely enjoy. A close friend of mine in California, who regularly visited a Woodhouse Spa, encouraged me to look into the brand because she knew it aligned with my interests.
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FC: What stood out to you about Woodhouse Spa when you first explored the concept?
SP: The experience from beginning to end. From the front desk to the locker rooms, quiet rooms, and the service itself, everything felt consistent and well thought out.
It felt similar to a resort-style spa, but in a neighborhood setting and at a more accessible price point. That combination was different from what I had seen before and made the concept stand out.
FC: Why did you choose to invest in a franchise model rather than starting an independent spa?
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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 to see which franchises are still available near you, 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.SP: For me, franchising made sense because the foundation is already built. The franchisor provides support with things like site selection, lease negotiation, construction, training, and operations.
It allows you to focus on running the business instead of building everything from scratch, which can make a big difference when you’re entering a new industry.
FC: Tell us about your first Woodhouse Spa location in Raleigh. What made that market the right fit?
SP: I opened my first Woodhouse Spa in Raleigh in November 2022, in the North Hills area. It’s a mixed-use development with residential, office space, retail, and restaurants, so there is consistent foot traffic and strong demographics for the concept.
At the time, I also saw that there was demand for a luxury spa experience, but limited options that offered a resort-style environment in a neighborhood setting. Those elements made Raleigh a strong fit.
FC: How has the Raleigh location performed since opening?
SP: The Raleigh location has performed very well and is ranked among the top Woodhouse locations in terms of revenue and overall performance.
Right now, about 60% to 65% of our guests are new, and around 30% to 35% are repeat guests. Over time, that repeat base continues to grow as more people return and become familiar with the experience.
We also see a lot of guests coming in for occasions like birthdays and anniversaries, which naturally brings people back more than once.
FC: What do you think draws guests to the Woodhouse Spa experience compared to other options?
SP: Guests are drawn to the overall experience. It’s not just the service itself. It’s how they feel from the moment they arrive through the entire visit.
There’s a focus on comfort, personalization, and creating a relaxing environment, which keeps people coming back and encourages repeat visits.
FC: You’ve spoken about the importance of multi-unit growth in franchising. How are you thinking about expansion?
SP: I believe that if a concept is working, the right way to approach franchising is to grow into multiple units.
Right now, I’m exploring a second location in the Raleigh area, specifically between Durham and Chapel Hill. I’ve also signed a two-location agreement with my family in Chicago. Those locations will be operated by my nephew and his wife, while my husband and I will stay involved at a higher level.
FC: What excites you about entering a new market like Chicago?
SP: Chicago is a strong market because there are currently no Woodhouse locations there. Being able to enter a market like that allows us to introduce the brand to new guests while also establishing an early presence in a region with long-term growth potential.
My nephew has spent time in Raleigh and experienced the spa firsthand, which gave him confidence in the concept as well before moving forward.
FC: What advice would you give to someone considering franchise ownership today?
SP: First, do your research. Understand the concept, the financial model, and what the business requires day to day.
It’s also important to choose something you’re interested in. If you don’t enjoy the business, it becomes difficult to stay engaged.
And lastly, speak with current franchise owners and take the time to understand your own goals before making a decision. Making sure the opportunity aligns with both your long-term vision and the right location can make all the difference.
FC: Looking ahead, how do you define success as you continue to grow your Woodhouse Spa portfolio?
SP: For me, it’s about continuing to grow while maintaining the same level of experience for guests.
As I expand, the focus is on bringing that same consistency to each location and maintaining the experience that guests expect. That consistency is what builds trust over time and supports continued growth across each new location.
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