Hair & Beauty Training
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Start & Run a Profitable Salon

The whole business in one course — the numbers, the premises, the staff, the tax and the compliance, in plain English.

  • 12 CPD hours
  • 12 lessons
  • Intermediate
  • Online, self-paced
  • Certificate included

What you will be able to do

  • Read your own profit and loss account and say where the money went
  • Calculate column utilisation, average bill and rebooking rate, and know which one to fix first
  • Understand what a commercial lease commits you to before you sign it
  • Choose between employed, commission and chair-rental staffing on more than gut feel
  • Plan for the VAT threshold rather than being surprised by it
  • Run stock and retail as a profit centre instead of a cupboard
  • Meet the insurance, COSHH, data protection and licensing obligations a salon actually has
  • Build a simple monthly numbers routine that takes under an hour

About this course

There is a particular kind of salon that is fully booked six days a week, has a waiting list, is loved by its clients, and cannot pay its VAT bill. It is extremely common, and it is not caused by laziness or bad hairdressing. It is caused by nobody ever sitting the owner down and explaining where the money in a salon actually goes.

This is that explanation. Twelve hours across ten modules, taking the business from the profit and loss account outwards: what each pound through the till has already been spent on before it reaches you, how column productivity and average bill decide your income far more than footfall does, what a lease commits you to, which staffing model suits which salon, what HMRC expects and when, and the compliance that quietly sits behind all of it.

It is written for the owner who does not enjoy this part, in the language of the salon rather than the language of a textbook. Every module ends with something to actually go and do, and the course comes with a set of spreadsheets and templates rather than only a certificate.

Curriculum

3 sections · 12 lessons

Start here1 lesson
  • How this course worksFree to read
The modules10 lessons
  • Where the money actually goesFree to read
  • The three numbers that decide your income
  • Premises: lease, licence, rates and the fit-out
  • Staffing: employed, commission, or renting the chair
  • Stock, colour usage and retail
  • Building a price list that works
  • Tax, structure and getting paid
  • Compliance that actually applies to a salon
  • Systems: booking, deposits and no-shows
  • Growing without breaking
Assessment and certificate1 lesson
  • End-of-course assessment

What you need

  • A salon profit and loss template (spreadsheet)
  • A column utilisation and average-bill tracker (spreadsheet)
  • A staffing cost calculator covering employed, commission and rental
  • Checklists for lease review, stock control and monthly numbers

Reviews

Reviews here only ever come from people who actually enrolled and completed the course, so there is nothing to show until somebody has. We would rather leave this empty than fill it.

Questions

Is this accountancy? I have an accountant.
Good — keep them. This course is not a replacement for an accountant and does not pretend to be. It is the course that means you can have a useful conversation with yours, understand what they send you, and spot a problem in month three instead of at the year end.
Are the tax figures kept up to date?
Thresholds and rates change with each Budget. The course teaches the mechanisms and flags every figure as one to check, and the material is reviewed and updated — updates are included free if you bought the course outright. Always confirm current rates with HMRC or your accountant.
I only have two chairs. Is this too much?
The arithmetic is the same at any size, and small salons feel a pricing or utilisation mistake faster than big ones do. The growth module is the only one heavily weighted towards larger businesses, and it is the last one.
Does it cover buying an existing salon?
Only briefly, inside the premises module. Buying a business properly — valuation, due diligence, goodwill, transfer of staff under TUPE — is a different subject and we would rather point you at proper advice than cover it in twenty minutes.

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