FACE FOUNDRIÉ franchise unit economics
FACE FOUNDRIÉ franchisees run an express facial bar of six to twelve beds selling facials, lashes and brows, with about a third of sales coming from monthly memberships. 49 franchised facial bars open the whole of 2025 averaged $791,091 of gross sales against a median of $627,647. The franchisor also publishes a line-by-line profit and loss for four corporate locations. That is where profit ran from 30% of sales down to a 10% loss.
- Primary source
- FACE FOUNDRIÉ, 2026 Franchise Disclosure Document
- Items read
- Items 5 and 6 for fees; Item 7 for cost to open; Item 19 for sales and any profit figure; Item 20 for the location count
- Population
- 49 of 59 locations
- Our calculations
- Marked on the page with an asterisk. Method
- Last reviewed
- 26 September 2026
Disclosure-based. Not a forecast, not an offer to sell a franchise, and not advice.
Rent settles everything at a facial bar. Minneapolis pays 5.4% of sales in rent and clears 28% profit. Austin pays 20.8% and loses 10%. Put Austin on Minneapolis’s rent rate and it turns a $98,520 loss into a $49,655 profit without changing anything else.
- Rent at 20.8% of sales instead of 5.4% turns a 28% margin into a 10% loss. Austin pays $200,135 on $961,555 of sales; Minneapolis pays $90,736 on $1,679,141.
- The three mature corporate bars cleared $696,512, $474,321 and $288,363 of profit. 29.9%, 28.3% and 20.3% of sales.
- Labor takes 31.2% to 37.0% of sales at maturity and 45.7% in a first full year. On 18 to 28 employees at the mature bars and 11 to 13 at the newest.
- Membership is 35.9% of franchised sales and 38.7% in the top quartile. Services take 49.4% and product 12.9%.
- Franchise fees take 12% of sales plus $5,100 a year. 7% royalty, 3% marketing fund, 2% local marketing and a $425 monthly technology fee.
How much does a FACE FOUNDRIÉ franchise make?
The average FACE FOUNDRIÉ unit reported $791,091 of revenue in the 2026 FDD, and the median reported $627,647. The brand’s disclosure document discloses revenue and not profit, so what an owner keeps depends on the cost structure set out below. Fees come off the top first, at about 12% of sales across royalty, brand fund and the rest of the stack. Revenue is not income. Rent, wages, cost of goods and the franchise fees all come out before an owner is paid. The figures for the highest-selling and lowest-selling businesses are below.
Sales
Franchised sales by quartile.
| quartile | Bars | Average | Median | Highest | Lowest | Membership share |
|---|---|---|---|---|---|---|
| Top 25% | 12 | $1,339,408 | $1,149,854 | $2,074,655 | $992,771 | 38.7% |
| Second | 12 | $820,683 | $806,847 | $982,776 | $689,937 | 33.1% |
| Third | 12 | $585,620 | $606,988 | $627,647 | $539,104 | 36.3% |
| Bottom 25% | 13 | $447,302 | $450,369 | $536,976 | $303,779 | 35.4% |
| All 49 | 49 | $791,091 | $627,647 | $2,074,655 | $303,779 | 35.9% |
As the brand reported it.
The top quartile bills three times the bottom and runs the highest membership share. $1,339,408 against $447,302, with membership at 38.7% of sales against 35.4%. Across all 49 the mix is 35.9% membership, 49.4% services, 12.9% product and 1.9% gift cards. So the highest-selling bars are the ones converting a walk-in facial into a recurring monthly charge.
Corporate bars run a lower membership share than franchisees do. 29.8% to 33.4% at the four corporate locations against 35.9% across the 49 franchised. On the P&L above, the corporate bars still clear 20% to 30% profit. So membership share is one route to volume. The corporate bars get there on service and product instead.
The median franchised bar bills $627,647 while the average bills $791,091. The gap is the top quarter's tail, and 18 of 49 bars reach the average. Plan against the median and treat $1.1 million as the top-quarter entry point.
Sales by years open.
| Years open | Bars | Average | Median | Highest | Lowest |
|---|---|---|---|---|---|
| Three or more | 22 | $1,175,365 | $1,080,000 | $2,373,635 | $445,593 |
| Two to three | 12 | $667,654 | $562,118 | $1,116,570 | $484,736 |
| One to two | 19 | $597,792 | $552,527 | $1,126,216 | $303,779 |
As the brand reported it, combining corporate and franchised bars.
Franchised bars go from $577,964 in years one to two to $1,070,961 past three years. A factor of 1.85, and the step between years two and three is small, $667,654 against $577,964. The move happens in year three, which means the second full year is the one working capital has to have.
The mature group's minimum is $445,593. Three years open and still under half a million, against a group average of $1,175,365 and a ceiling of $2,373,635. Maturity is a date, and the P&L above shows what a bar at that level looks like once rent and labor land on it.
Top performers
What separates the top FACE FOUNDRIÉ performers
FACE FOUNDRIÉ splits its locations into groups instead of publishing one average. The best group averaged $1,339,408 a year. The worst averaged $447,302. Both run the same brand, on the same agreement, paying the same fees. The middle location sold $627,647. The average was $791,091. More than half the system is below the number the brand quotes.
Decided before you open
- Trade area and site.A 3.0× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
- What you spend to open.Opening costs $365,370 to $621,800, a 1.7× range inside one brand. The high end usually buys more capacity, so the cheapest build is not always the cheapest route to the top band.
Live operating levers
- Members, the operating driver.This model bills on members. The owner watches how many people join, how many cancel, and what a member spends beyond the plan. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- The gift card book.Gift cards are sold before the service is delivered. The top performers are not selling more of them by accident, they are running a deliberate seasonal push into the holidays and out of it again. The accounting follows: a gift card is deferred revenue until it is redeemed, so cash and earned revenue arrive in different periods.
- Service and retail mix.Attachment rate on retail, and the share of customers on the higher service tiers, lift what each hour earns without adding an hour or a room. It is the only lever that raises the ceiling without spending capital.
- Fees, and where the minimum bites.Fees run about 12.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
- The first year.This filing shows how a new location builds up, so the ramp can be underwritten from the document rather than assumed. Read two things out of it: the month sales cross the point where costs are covered, and how much cash you fund before that month arrives. Everything before break-even is paid for by you.
Context you underwrite around
- The reporting screen.49 of 59 locations are behind these figures. Locations open less than the full year, brand-owned, or not meeting the reporting criteria are excluded, so the numbers describe locations that cleared that screen, not the system as a whole.
- What the disclosure leaves out.Item 19 publishes no profit or cost data for franchised locations, no attainment figure. The brand’s own locations are the only margin signal in the document, and they are run by the people who wrote the playbook.
Profit and loss
Four corporate facial bars, line by line.
| Edina MN | Minneapolis MN | Maple Grove MN | Austin TX | |
|---|---|---|---|---|
| Opened | March 2019 | November 2019 | October 2020 | March 2024 |
| Gross sales | $2,331,230 | $1,679,141 | $1,422,437 | $961,555 |
| Cost of goods sold | 14% | 15% | 16% | 16% |
| Rent and utilities | 8% | 5% | 8% | 21% |
| Labor | 31% | 34% | 37% | 46% |
| Operating costs | 7% | 8% | 8% | 17% |
| Total costs | 60% | 61% | 69% | 100% |
| Royalty | 7% | 7% | 7% | 7% |
| Marketing contribution | 3% | 3% | 3% | 3% |
| Technology fee | 0.2% | 0.3% | 0.3% | 0.5% |
| profit | $696,512 | $474,321 | $288,363 | −$98,520 |
| profit share of sales | 29.9% | 28.3% | 20.3% | −10.3% |
| Employees on wages | 24 to 28 | 20 to 22 | 18 to 20 | 11 to 13 |
As the brand reported it.
Austin's rent line is $109,399 higher than Minneapolis's on 57% of the sales. $200,135 against $90,736. Charge Austin rent at Minneapolis's 5.4% and the line falls to $51,960, a $148,175 swing that turns a $98,520 loss into a $49,655 profit. Every other cost line at Austin is a management problem; this one was decided the day the lease was signed.
The three mature bars converge on 60% to 69% of sales in operating costs. Cost of goods 14% to 16%, rent 5% to 8%, labor 31% to 37%, operating 7% to 8%. Add the brand's 10.2% and the profitable range is 20.3% to 29.9% of sales. That is the target shape, and it holds across sales of $1,422,437 to $2,331,230.
Labor at 45.7% is the second thing wrong at Austin, and it is a productivity problem. Austin runs 11 to 13 employees against Edina's 24 to 28, so its labor cost per head is $36,589 against Edina's $27,998, 31% higher. Revenue per employee is close across all four bars at $74,865 to $89,663, so Austin is paying more for people producing the same.
Cost of goods rises as sales fall: 14% at Edina, 16% at Maple Grove and Austin. Two points of purchasing power across the range, worth $46,625 at Edina's volume. Product sales are 11% to 14% of the top line at every bar. So the margin on retail is part of what the bigger bars are capturing.
What 2024 looked like at the same four bars.
| Edina MN | Minneapolis MN | Maple Grove MN | Austin TX | |
|---|---|---|---|---|
| 2024 gross sales | $1,831,040 | $1,355,272 | $1,245,131 | $582,970 |
| 2025 gross sales | $2,331,230 | $1,679,141 | $1,422,437 | $961,555 |
| Sales growth | +27% | +24% | +14% | Part year in 2024 |
| 2024 profit | $503,386 | $281,497 | $269,664 | −$189,504 |
| 2025 profit | $696,512 | $474,321 | $288,363 | −$98,520 |
| profit growth | +38% | +68% | +7% | Loss halved |
As the brand reported it.
Minneapolis added 24% of sales and 68% of profit. $323,869 more revenue produced $192,824 more profit, a 60% flow-through, because rent and much of the labor base were already paid for. Maple Grove shows the reverse: 14% more sales delivered 7% more profit, because its labor line rose 22% while sales rose 14%.
Austin halved its loss without fixing its rent. $189,504 down to $98,520 on 65% more sales. On that trajectory the location reaches break-even somewhere above $1.15 million of sales. Is above the highest franchised bar in its own age group.
Fees and what it costs to open
What the fees come to.
| Sales level | Gross sales | Royalty 7% | Marketing 3% | Local 2% | Technology | Total | Share |
|---|---|---|---|---|---|---|---|
| Top quartile average | $1,339,408 | $93,759 | $40,182 | $26,788 | $5,100 | $165,829 | 12.4% |
| All 49, average | $791,091 | $55,376 | $23,733 | $15,822 | $5,100 | $100,031 | 12.6% |
| All 49, median | $627,647 | $43,935 | $18,829 | $12,553 | $5,100 | $80,417 | 12.8% |
| Bottom quartile average | $447,302 | $31,311 | $13,419 | $8,946 | $5,100 | $58,776 | 13.1% |
| Lowest bar disclosed | $303,779 | $21,264 | $9,113 | $6,076 | $5,100 | $41,553 | 13.7% |
Ours, applying the 7% royalty against its $1,500 monthly minimum, the 3% marketing contribution, the local marketing requirement of at least 2% of gross sales and the $425 monthly technology fee.
How we calculated this
7% overtakes the $18,000 annual royalty minimum at $257,143 of sales, so every bar in the disclosed tables pays the percentage.
12% of sales is the load, and it changes littlewith size. 12.4% at the top quartile and 13.7% at the smallest bar disclosed. The only variable is the $5,100 technology fee range across a smaller base. That makes this a cleaner fee schedule than most: what you pay is genuinely proportional to what you take.
Two of the twelve points stay in your own market. The local marketing requirement is at least 2% of sales, directed by you, and the franchisor may ask for proof. At the average bar that is $15,822 a year on top of the $23,733 going to the national fund.
The corporate P&L books the brand at 10.2% against 12%. Royalty 7%, marketing 3%, technology 0.2% to 0.5%, with local marketing sitting inside the operating costs line instead. Read the corporate profit figures knowing that the 2% local requirement is already inside the 7% to 17% operating cost line.
What it costs to open.
| Line | Low | High |
|---|---|---|
| Initial franchise fee | $50,000 | $50,000 |
| Building work | $50,000 | $155,000 |
| Initial opening package | $56,400 | $88,900 |
| Furniture, fixtures and equipment | $45,000 | $55,000 |
| Grand opening advertising | $30,000 | $60,000 |
| Architectural plans, permits and signage | $21,000 | $40,700 |
| Training, technology, rent deposit and everything else | $41,770 | $93,200 |
| Additional funds, three months | $71,200 | $79,000 |
| Total | $365,370 | $621,800 |
As the brand reported it, except the two grouped lines. Are marked *. The plans line adds architectural plans and permits with signage. The remainder adds initial technology expenses, initial training, the rent and security deposit, licenses and permits, professional fees, insurance, supplies, the accounting set-up and lease rider review, the background check, miscellaneous and the extension fee.
The grand opening requirement is $30,000, and $24,000 of it goes to the franchisor. Spent across the ninety days before opening and the thirty after. At least $6,000 a month on digital advertising paid to the franchisor to place on your behalf. That is the single largest pre-opening marketing commitment in wellness franchising, and it is spent before the first membership is sold.
Building work swing $105,000 on the site you take. $50,000 to $155,000, and on the corporate P&L the same decision reappears every month as a rent line worth 5% or 21% of sales. A cheaper build in an expensive location is the worst of both. The site selection decides the build cost and the occupancy cost together.
Three months of additional funds runs $71,200 to $79,000. The tightest range in the table. Against a first-to-second-year average of $577,964, or $48,164 a month of sales. A mature cost structure that consumes 70% of the top line, that reserve covers the build-up only if the build-up behaves. Austin's first full year lost $189,504.
The network of locations.
| Year | Franchised start | Franchised end | Net change | Corporate end | Total |
|---|---|---|---|---|---|
| 2023 | 19 | 30 | +11 | 6 | 36 |
| 2024 | 30 | 48 | +18 | 5 | 53 |
| 2025 | 48 | 59 | +11 | 5 | 64 |
As the brand reported it.
The franchised network tripled in three years, from 19 to 59. 40 net additions and zero closures across the period. 13 of the 2025 openings sit outside the sales tables because they were part-year. So the next filing will have them in at something near the one-to-two-year average of $577,964 and pull the reported average down.
The franchisor sold two of its own bars to franchisees in September 2025. Both in Texas, and the Austin corporate bar that stayed on the books is the one losing money. Corporate count has held at five while the franchised side added 29, so the brand is growing through franchisees.
Questions we get asked
What should a facial bar be billing?
Across 49 franchised bars open the whole of 2025 the average was $791,091 with a median of $627,647, ranging from $303,779 to $2,074,655. The top quartile averaged $1,339,408. By age, franchised bars averaged $577,964 at one to two years, $667,654 at two to three and $1,070,961 past three years. The four corporate bars billed $961,555 to $2,331,230.
What does the cost structure look like?
At the three profitable corporate bars: cost of goods 14% to 16% of sales, rent and utilities 5% to 8%, labor 31% to 37%, operating costs 7% to 8%. The brand's royalty, marketing and technology at 10.2%, leaving profit of 20.3% to 29.9%. The fourth bar, in downtown Austin, pays 21% rent and 46% labor and loses 10.3%. Labor excludes any salary for the owner and includes a salon manager.
What does the brand cost in total?
12% of gross sales plus $5,100 a year. A 7% royalty against a $1,500 monthly minimum, a 3% marketing contribution, a local marketing requirement of at least 2% that you direct yourself, and a $425 monthly technology fee. 7% overtakes the royalty minimum at $257,143 of sales. Opening also has a $30,000 grand opening advertising requirement, $24,000 of which is paid to the franchisor to place as digital advertising on your behalf.
How much of sales should come from membership?
35.9% across the 49 franchised bars, rising to 38.7% in the top quartile. Services take 49.4%, product 12.9% and gift cards 1.9%. The four corporate bars run membership lower, at 29.8% to 33.4%. Still clear 20% to 30% profit. So membership is the route the highest-selling franchised bars take to volume.
Who does bookkeeping for a FACE FOUNDRIÉ franchise?
The filed P&L shape is the one you should be reading yourself. Makes the close straightforward and the discipline non-negotiable. Cost of goods, rent, labor and operating costs as percentages of sales every month, against 14–16%, 5–8%, 31–37% and 7–8%. Revenue wants splitting four ways (membership, service, product and gift cards) because the mix is what the quartiles differ on. Gift card accounting changed mid-2025 from recognition on redemption to recognition on purchase, so any comparison across that boundary needs restating. And the royalty definition of gross sales differs from the one in two of the three sales tables, which matters when you benchmark. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.
- No profit figure. The filing reports sales and not earnings, so what an owner keeps is not disclosed.
- No cost lines. Wages, rent and cost of goods are not broken out, so margin cannot be rebuilt from the document.
- No attainment figure. The filing does not say how many locations reached the average it publishes.
Questions worth putting to FACE FOUNDRIÉ
The filing answers what it answers. These are the gaps an owner or a buyer should close directly.
- What do locations at the median spend on wages and rent as a share of sales? The filing reports sales only.
- What separates the highest-selling locations from the lowest: trade area, years open, size, or the owner?
- How long does a new location take to reach the average you publish, and what does the build-up look like month by month?
- At what level of sales do the minimum charges stop applying and the percentage take over?
- How many FACE FOUNDRIÉ locations closed, were sold, or changed hands last year, and why?
Run your own numbers.
The Franchise Finance Diagnostic runs the same checks on your own numbers. It scores where you stand and compares you with Item 19 of your brand’s FDD. It works out what one location earns and spends, and builds a 13-week cash forecast. Checks whether you are ready to open another one. It is free and it runs in your browser.
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