Q&A with Multi-Brand Franchisee Toya Evans and Daughters Lauren Williamson and Chanel Grant 

Name: Toya L. Evans
Title: Co-owner
Daughters’ names: Lauren N. Williamson and Chanel A. Grant
Brands: 3 Hand & Stone Massage and Facial Spa, one VIO Med Spa
Years in franchising: 11

How did you get into franchising with your daughters, and what has the experience been like for the three of you?

Toya: My daughters saw their dad and me run businesses while we worked, and those were businesses that we started from scratch. When the three of us decided to go into business, we all had corporate jobs, so we didn’t have the headspace or time to do it all. Franchising was perfect because once we landed on the types of franchises we were interested in, having an operational blueprint to start and operate a business seemed like the best path for us.

Has your relationship with your daughters changed in any way since owning a franchise together? If so, in what way?

Toya: We are close in general, often talking or texting all day long, and none of that has changed. What’s been good for me is to see their growth as women business leaders with the types of questions they ask, and the way they approach growing our business makes me proud.

Why did you choose to franchise with a service brand?

Toya: We focused on health and wellness as a sector in which we wanted to own a franchise, and initially had restaurants in that space. We’ve since moved away from food and more towards services. For us, it was the ongoing engagement with clients in a meaningful way by helping them to achieve their goals. Service feels less transactional and is somewhat insulated from Amazon disruption.

Chanel: We chose to franchise with a service-based brand because we were looking for a model that combined proven systems with recurring, relationship-driven revenue. In the service space, especially wellness and aesthetics, you’re not just selling a product, you’re building long-term client relationships and becoming part of someone’s routine. That creates both loyalty and consistency in the business.

Franchising also allowed us to scale faster with less trial and error. Instead of starting from scratch, we were able to leverage established brand recognition, operational playbooks, and vendor partnerships. This significantly reduced risk while still giving us the flexibility to operate and grow as entrepreneurs.

Another key factor was the growing demand for wellness and self-care services. Consumers are prioritizing how they feel and how they show up, which makes this category both resilient and scalable. Being part of a service brand positioned us to meet that demand while delivering a high-touch, personalized experience.

How did you choose the sectors and brands you did?

Toya: We focused on health and wellness and then searched for the top brands in the categories.

Lauren: I’ve always had a passion for the wellness and spa industry. I can remember being in 6th or 7th grade and going to a spa for services. Self-care and wellness were something my dad always encouraged early on, and that stayed with me. Because of that, this industry has always felt like a natural fit for me. It’s not just a business decision; it’s a sector that genuinely aligns with who I am and what I value. When we evaluated brands, we were focused on companies that showed strong growth potential, innovation, and long-term sustainability. We wanted brands that were evolving with consumer demand, investing in the customer experience, and creating real differentiation in the market.

What are the advantages of choosing a service brand?

Lauren: The advantage of choosing a service brand is that you’re building a business around recurring human needs, not one-time transactions. This was an important aspect for us when looking into service brands. The ability to build repeat customers and have people return for the experience and the results they are looking for. It truly allows for a long-term customer as well as a stronger local community presence. Many of our clients bring in their loved ones, friends, or co-workers. From an ownership perspective, we have been able to focus on operational excellence, team development, and customer experience.

What are some keys to being able to operate multiple franchises at the same time?

Toya: Define roles and responsibilities for ownership as well as key leaders. Know your numbers and leverage the analytic tools that the brand provides.

Lauren: One thing we have done to allow us to operate multiple franchises and locations has been to standardize systems. We have in place a hiring system, training, sales process, guest experience, inventory, and who reports to whom across all locations that can be repeatable. We want a guest who visits one location to have the same level of excellence as the guest at another one of our locations. At the end of the day, multi-unit success comes down to strong people/leaders, strong systems, and a clear understanding of the business performance behind every location.

What are some of the top ways in which you have been able to market and promote your business?

Chanel: We invest heavily in digital marketing, so it’s critical that every inquiry is contacted quickly and nurtured through text, calls, and email. We also focus on experience-driven events and promotions. Hosting in-spa events, like injectable and wellness days, or seasonal promotions, creates excitement, drives immediate revenue, and builds long-term client relationships. These events allow clients to engage with providers, ask questions in a low-pressure environment, and often lead to higher-value services.

We’ve leaned into strategic partnerships and community engagement. Collaborating with local businesses, fitness studios, and wellness brands has helped us tap into new audiences while reinforcing our presence as a trusted wellness destination in the community.

Another key driver has been leveraging user-generated content and social media storytelling. Instead of overly polished ads, we focus on authentic, behind-the-scenes content that highlights real client results, provider expertise, and the overall experience. This approach builds trust and performs exceptionally well across the Instagram platform.

What would you recommend to any parents who are considering franchise ownership with their children?

Toya: I would suggest they spend time understanding the what and why of the venture. What do you want to accomplish going into business together, and why? From the beginning, my daughters and I knew we wanted to do something together that would have a lasting impact on our family and the communities we serve. We also wanted to be an inspiration to other women and people of color to consider franchising as an option.