Hannah Milojevich is an entrepreneur, consultant, and former multi-location salon owner with 17 years of experience in the beauty industry. After growing two salon locations, developing a strong internal training system, and strategically selling the businesses, Hannah turned her attention to consulting and a new venture in the hospitality and event industry. Her experience demonstrates how clear systems, measurable expectations, and consistent execution can develop employees, reduce owner dependency, and ultimately increase the value of a business.
Here’s a glimpse of what you’ll learn:
- [02:20] Why Hannah is moving from the beauty industry into hospitality and how her previous business experience is shaping her new venture.
- [05:45] How Hannah uses market research, competitive data, and booking demand to validate opportunities before expanding.
- [08:30] Why Hannah chose an employee-based salon model built around training, growth opportunities, and consistent systems.
- [09:50] How developing talent internally contributed to employee retention, including team members who stayed for more than a decade.
- [10:35] Why Hannah never skipped monthly performance reviews and how metrics helped employees understand exactly what was expected.
- [12:35] How Hannah intentionally removed herself as a revenue producer and used systems, financial targets, and a second location to increase business value.
- [17:00] Why even something as simple as pouring a glass of wine needs a process when you want to deliver a consistent customer experience
In this episode:
A valuable business isn't built by leaving performance to chance. Hannah Milojevich's experience shows what can happen when expectations, training, financial goals, and even the smallest customer experience details are turned into consistent systems.
In this episode, Adi Klevit interviews Hannah Milojevich about her journey from becoming a salon owner at 26 to growing two locations, strategically increasing their value, selling them, and preparing for her next entrepreneurial venture. Hannah explains that she intentionally moved away from the booth-rental model common in smaller markets and created an employee-based organization with training programs, advancement opportunities, and consistent systems for both employees and clients.
Adi and Hannah explore how measurement helped make those systems work. Hannah held monthly performance reviews with every revenue-producing employee throughout her ten years as an owner. Team members knew the number of services they needed to perform, who they reported to, their rebooking and productivity targets, their average ticket, and what they needed to accomplish to reach the next level. That structure created what Hannah describes as “freedom in the framework,” giving people clear expectations while still allowing them to be creative.
The conversation also shows how systems can directly affect enterprise value. After receiving a valuation she wasn't satisfied with, Hannah intentionally stepped away from serving clients so the company would become less dependent on her as a revenue producer. She established financial targets, opened a separately structured second location, and focused on improving profitability and business value. As she now prepares to enter the hospitality industry, she's applying the same principles again: research the market, understand the numbers, build the systems, and create a business designed for growth from the beginning.
Resources mentioned in this episode:
Quotable Moments:
- “I wanted to have these systems that made the experience consistent for both the client and the team.”
- “The most important thing is consistency and showing performance to implement those systems.”
- “I believe people could attain a high bar if you put it before them, but also laid the work out.”
- “There's a freedom in the framework.”
- “Let the numbers speak for themselves.”
- “The experience needs to be consistent.
Action Steps:
- Give employees a visible path for growth. Define the skills, performance metrics, and expectations required to advance instead of leaving career progression subjective.
- Review performance consistently. Establish a recurring review process where employees can see their numbers, discuss progress, and set specific goals.
- Reduce owner dependency before you plan to sell. Identify where the owner still produces revenue or holds critical responsibilities and intentionally transfer those functions.
- Know the numbers behind your business value. Understand your margins, industry benchmarks, operating metrics, and valuation targets so you can make decisions that move the company toward the value you want.
- Systematize the small details. Consistency in seemingly minor customer experiences can reinforce the overall quality of your brand.
- Use structure to support creativity. Give employees clear processes and expectations for the repeatable parts of the business so they have more freedom to use their judgment and creativity where it matters
Sponsor for this episode:
This episode is brought to you by Business Success Consulting Group.
At Business Success Consulting Group, we create custom processes and tailor-made management systems so businesses can thrive.
Businesses simply can’t survive without workable systems and well-documented processes. That’s why our team of experienced professionals takes care of it for you.
We provide business owners, entrepreneurs, and key executives with six phases to success, along with the long-lasting systems necessary to support business expansion.
So, what are you waiting for? Do yourself a favor and cut the chaos out of your business.
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