Kristen Pechacek: Clarity, Accountability, and Smarter Growth

Name: Kristen Pechacek
Title: President and CEO
Company: MassageLuXe
Years in franchising: 14
Number of units: 104

Kristen Pechacek, CFE, is the president and CEO of MassageLuXe, a premium massage and facial franchise that surpassed 100 units in 2025. Kristen joined MassageLuXe as chief growth officer in 2020 and is now entering her third year of leading the brand through a period of disciplined growth, operational modernization, and long-term brand building.

Kristen has been recognized as one of Entrepreneur magazine’s Top 50 Game Changing CMOs, named a Top 50 Era Defining Women to Watch by Global Franchise, and listed as one of the 100 Most Influential Women in Franchising by Business Women Magazine. Her leadership is grounded in a practical, people-first approach that balances performance, accountability, and trust across franchise systems.

Prior to MassageLuXe, Kristen held leadership roles at Self Esteem Brands, now Purpose Brands, where she supported franchise and consumer marketing strategies for more than 5,000 global locations. Earlier in her career, she worked with the Minnesota Vikings, gaining experience on the franchisee side of one of the most recognized brands in the world. Kristen has also served as an adjunct professor of marketing at the University of Wisconsin-River Falls.

Outside of work, Kristen lives on a family farm in Wisconsin. She is a proud girl mom, an unapologetic overachiever, a lifelong hockey player, and someone who finds as much joy in muddy boots, cows, and dogs as she does in building strong brands and meaningful relationships.

Personal  & Leadership Journey

What inspired you to pursue leadership in franchising/branding? I fell into franchising early in my career without realizing that’s what it was. I started my own business focused on social media and brand building right when Facebook launched, back when no one really knew what to do with it yet. One of my clients ended up being the Minnesota Vikings, and that eventually turned into a full-time role. It was my first real exposure to franchising. At the time, I didn’t call it that. I was on the franchisee side of the NFL. It wasn’t until my time at Self Esteem Brands, now Purpose Brands, that it really clicked for me. I fell in love with franchising.

I think most people don’t know they want to be in franchising until they’re in it, and then they get it. Being entrepreneurial myself, there’s no better role for me than helping other people bring their entrepreneurial journeys to life.

Can you share a defining moment that shaped your leadership style? There wasn’t one big cinematic moment. It was a bunch of really hard ones: sitting across from franchisees when things weren’t working, realizing that leadership shows up most in the hard moments, and learning that avoiding tough conversations helps no one. Early on, I learned that leadership isn’t just about being liked; it’s about being trusted. That realization changed everything for me.

How has your personal background influenced the way you lead? I’ve always held myself to really high standards. I played hockey growing up and learned early how to push limits, work through discomfort, and keep going even when things aren’t easy. That mindset stuck with me. I get energy from accomplishment not just professionally, but in my personal life too. Progress matters to me, and many family members helped instill that.

Who or what has most influenced your philosophy as a leader or changemaker? Honestly, the people around me. My amazing franchise family, the franchisees who took real risks, and the team members who challenged me. Also, it’s worth noting that I have seen plenty of organizations fail because leaders were too afraid to evolve. I’ve learned just as much from what not to do as from what to do. I pay attention, probably obsessively, and I adjust.

Driving Change & Innovation

What significant changes or innovations have you led within your brand? We’ve made significant investments in modernizing the business, positioning MassageLuXe as a premium, operationally disciplined brand by upgrading our technology across the system. That includes smarter online scheduling, better data visibility, and rolling out AI-driven tools that help franchisees make clearer decisions faster.

But I’m very clear that technology can’t replace leadership or relationships. You can’t hide behind dashboards or automation. Real progress still comes from real conversations, especially when things aren’t perfect. We’ve paired tech with a renewed focus on how we show up for franchisees. The goal has always been to use technology to strengthen the human side of the business, not distance ourselves from it.

How did you implement those changes, and what results did they bring? We didn’t roll out change all at once or from a distance. We tested, listened, adjusted, and communicated constantly. Change only sticks when people feel included, not surprised. The result has been stronger operators and a more resilient brand. Franchisees have better visibility into their businesses, and teams are more aligned. We’re making smarter decisions faster. Just as important, trust has grown.

What role have you had in adopting new technologies, including AI? I’ve been very hands-on in how we approach technology and AI. We’re using AI built into our systems to help fill open appointments, support guest communication, and move more quickly internally through tools like chat and automated responses. At the same time, AI is a tool, not a crutch. It can support the business, but it can’t replace leadership, culture, or accountability, and it definitely can’t replace strategic thinking.

How do you identify when it’s time for a brand to evolve? If you’re identifying it all at once, you’re probably already too late. Evolution shouldn’t be a reaction to a crisis; it should be happening continuously. Brands that wait for a big moment to change have usually waited too long.

Have you led similar change initiatives at other brands? Yes, throughout my career. When social media first came on the scene, I started my business, Above Mainstream, helping brands figure it out before there was a playbook. When the Minnesota Vikings began using digital content to better engage fans, I was part of that shift. Later, at Self Esteem Brands, now Purpose Brands, I helped move marketing from traditional approaches to performance-driven, digital-first strategies.

I’ve always been drawn to moments of change. I tend to run toward what’s next, not away from it. That’s where growth happens.

How do you communicate change effectively to franchisees? I share the full thought process. That means the upside, the downside, the trade-offs, and the reasoning behind the decision. I don’t believe in spinning change or selling it like a pitch. Franchisees are smart and experienced, and they can feel when something is being glossed over.

I’m honest about what we know, what we don’t know yet, and why we’re still moving forward. I also remind them that perception matters. Two people can look at the same decision and experience it very differently.

Challenges & Resilience

What obstacles have you encountered while driving change, and how did you overcome them? Honestly, I’ve had change blow up in my face more than once—ha ha! Not every idea lands the way you expect it to, and not every rollout goes smoothly. I’ve learned the hard way that even good change can fail if timing is off, communication isn’t clear, or people don’t feel ready for it.

The way through it has always been to own it, adjust quickly, and keep the conversation open.

How do you maintain momentum when new ideas face resistance? If the pushback is thoughtful, I listen closely and adjust. If it’s coming from discomfort with change, I don’t let that stall progress. Not every good idea feels good at first.

What lessons have you learned from an initiative that didn’t go as planned? I’ve learned that a good idea isn’t enough. Timing, communication, and readiness matter just as much. When something doesn’t go as planned, it’s usually not because the vision was wrong; it’s because the path to get there wasn’t clear enough for others to see.

I’ve also learned not to get defensive. If something misses the mark, the fastest way forward is to own it, listen, and adjust.

How do you balance short-term pressures with long-term vision? I don’t think you ever truly nail this. It’s a constant tension, not a destination. There are always short-term pressures pulling at you, and the challenge is not letting them quietly dictate decisions that were meant to serve the long term.

I try to stay disciplined about asking one simple question: Will this help us three years from now or just solve today’s problem? The balance comes from zooming out before you zoom in.

Culture & People

How do you build and motivate high- performing teams? I think a lot of it comes down to how I show up. I’m very relationship driven, and I genuinely care about the people I work with. I spend time building trust, understanding what motivates them, and creating real connections.

I’m also willing to roll up my sleeves when it’s needed. I don’t ask anyone to do work I wouldn’t do myself. At the same time, I’m careful not to micromanage. I trust people to own their roles and make decisions. When people feel supported, challenged, and trusted, they tend to do their best work.

What practices help you connect with employees and franchisees at every level? I stay close to the people and the work. That means real conversations, not just scheduled updates or polished reports. I ask questions, listen, and pay attention to what’s being said and what isn’t.

I also try to meet people where they are. Every franchisee and every team member experiences the business differently. When you acknowledge that and treat people like individuals instead of roles, connection happens naturally.

How do you build buy-in and bring others along when pushing for change? I bring people into the thinking, not just the decision. I explain the "why," the trade-offs, and what we’re trying to solve. I listen to concerns without immediately trying to win the argument.

At the same time, I’m clear about direction. Buy-in doesn’t mean consensus. It means people understand the decision, feel respected in the process, and trust the intent behind it.

How do you mentor or empower the next generation of leaders or changemakers? Mentorship has always been important to me. I’ve been involved with the Flaherty Family Foundation, which helps high school students. I also taught as an adjunct professor for five years and spent a lot of time focused on leadership development and mentorship outside of my day job. The franchise community is amazing for flexing this muscle!

Future & Vision

What excites you most about the future of your brand or the industry? I’m excited about the shift from wellness being treated like a luxury to being seen as an essential. People are being more intentional about their physical and mental health, and the industry is finally starting to reflect that in a real way.

For MassageLuXe, I’m excited about building the brand thoughtfully, not just quickly. We’re focused on creating stronger operators, smarter systems, and a model that holds up over the long term. There’s a real opportunity right now to raise expectations for what a wellness franchise should be, and that’s the part I find energizing.

How do you stay true to a brand’s core while still adapting for the future? For me, staying true to the brand means being clear about what matters most and being flexible everywhere else. When you know your “why,” adapting the “how” becomes a lot easier and a lot less scary. The core of a brand shouldn’t change, but the way you express it probably should. Markets shift, technology changes, and people’s expectations evolve.

Where do you see the greatest opportunities for women in franchising? Franchising sits at the intersection of brand, operations, data, and human relationships. That combination creates incredible opportunities for people who enjoy building systems, solving problems, and working closely with others.

For people working inside the franchise industry, there’s a lot of room to grow. If you work in franchising, you are not just building a job; you are building a career because of the incredible network we have.

If you could give one piece of advice to your younger self, what would it be? Face it until you make it. Confidence doesn’t always show up before the challenge. Sometimes, it shows up because of it. I spent too much time early on wondering if I was ready instead of trusting that I’d figure it out by doing the work.

You don’t need every answer up front. You need to be willing to step into uncomfortable rooms, ask smart questions, and keep showing up.

What advice would you give to leaders who want to create lasting impact? Don’t let the work outshine the relationships. Results matter, but relationships are what sustain those results over time. If people trust you, they’ll stay with you through change, challenges, and growth.