Spa Owner Takes a Holistic View to Business

"Our mission is that we are a relaxation space; that is our niche market. We are not trying to beautify or sweat like at a gym. I think when people tack on a massage at a hair salon, it has a different feel. Here, our customers know they're coming for rejuvenation and relaxation."

Balance of Power

Breitbard says she offers employees a well-balanced operational manual. "I've worked very hard at creating a balance of systems, so that everyone can function at a high level, but not such that the rules are dominating; and people feel cheerful. I make sure our staff knows who does what at Betty's." She has at any given time about 40 on her staff, 10 to 12 employees and about 30 independent massage practitioners and aestheticians.

"Our customer service people at the front desk are conscientious and the caliber of our therapists are top notch. As you know, New Mexico is the healing state. We have so many schools here to draw from: The New Mexico School of Natural Therapeutics; the Academy of Healing Arts; three acupuncture schools; and the only Ayurvedic Institute in the country. We have the best massage therapists in Albuquerque. We've established a great reputation."

Letting Go

It is important to have clear operational guidelines in place, and to "let go," she says. That is, to delegate responsibilities.

"With a well-trained staff, one can delegate responsibilities," she says. "The person picking up the responsibilities is happy to be trusted and to have a richer, more complex job description."

Through the years, she learned not to micromanage. "Owners who have tight, tight control -- that's a tough role model," says Breitbard who was very hands-on the first three years of her business, but now is able to trust her staff so that she only has to work 20 hours a week. This allows her the time to raise a very young child that she and her partner recently adopted.