Ep. 56: Sit Still Kids Salon

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This week on Retail Intel, host Brian Sheehan sits down with the amazing Amy Leclerc, Co-Owner and President of Franchising at Sit Still Kids Salon. 

🎧 Tune in as Brian explores how Sit Still is revolutionizing the niche kids' salon industry—creating inspiring and imaginative experiences for children and their families. Amy shares her insights on how their salons empower kids to express their unique personalities through their hair, turning every visit into a delightful adventure.  

Don’t miss this inspiring conversation filled with wisdom, innovation, and heart! 

Episode Transcript

Brian Sheehan (00:05):
Welcome to Retail Intel, the podcast where we
dive deep into the dynamic worldof commercial real estate.
I'm your host, Brian Sheehan,and I'm thrilled to be your
guide on this journey throughthe bustling streets of retail,
the aisles of shopping centersand the world of commercial
property investment.
Today, I'm excited to have AmyLeClaire, co-founder of Sit

(00:28):
Still Kid Salon, with us.
Amy has an inspiring story ofentrepreneurship and innovation
in the retail space.
Sit Still Kid Salon is knownfor its unique approach to
children's haircuts, combiningfun and creativity to make the
experience enjoyable for bothkids and parents.
I'm eager to learn more abouther journey and the story behind
Sit Still Kids Salon.

(00:48):
Well, Amy, I'd love to startwith your background.
Can you tell us more about yourcareer journey and what led you
to co-found Sit Still KidsSalon?

Amy Leclerc (00:59):
Sure.
Well, you know, given that I'malmost 48, I've been working for
a long time.
My career started in New YorkCity.
Well, you know, given that I'malmost 48, I've been working for
a long time.
My career started in New YorkCity.
I moved to the East Coast aftergrowing up and going to college
on the West Coast and doveright into the media industry.
I was working.
My first like real J-O-B jobwas at a big ad agency called

(01:24):
gray advertising.
So as a young 20 something thatwas a really exciting place to
start a career and I thinkthat's where I really learned a
lot about branding andstorytelling around brands,
which I think has actually beenreally well developed for me,
even through a long linearcareer since then.

(01:45):
But that led to getting intothe modeling industry.
I was in a lot of indie fashionpublications from downtown New
York really devil'sproduct-esque experience.
And after meeting my nowhusband, we moved back to the
West Coast.
So I'm from Oregon originallyand I found myself in the

(02:06):
Portland area taking exerciseclasses at a brand new boutique
fitness studio called Bar 3, andreally fell in love with that
class and that studio experience.
I'd always been reallyinterested in health and
wellness and the long storyshort, found myself at the

(02:28):
dining room table of Bar T'sfounders, who shared with me
that they wanted to grow SitStill 3, the franchise model.
At the time I knew nothingabout franchising and in fact,
I'm pretty sure, said youshouldn't do that.
That's what McDonald's does.
Franchising is where brands goto die.
Don't do it.
And they were very sweet andsmart in saying understood that

(02:54):
actually franchising can be anincredible way for women
entrepreneurs to bring a smallbusiness to their community and
create a legacy for themselvesand their families.
And so I got behind that andbuilding a plane while flying.
It is a great descriptor ofwhat happened in those early

(03:16):
years of R3.
But my time there, we took thebrand from a handful of
locations to over 150.
By the time I left, he createda digital business.
We were in almost every singlestate.
I opened my own Bar 3 in theWest Village of New York and it
was just an incredible wild ride.

(03:37):
Really felt like I got my MBAin franchising thanks to Bar 3
and all the opportunities thatcame.
You can imagine, from 2010 to2018, boutique fitness was doing
a huge board.
Long gone were the days of justmom and pop yoga studios.

(03:57):
It's like no.
Spin bar, yoga, hybrid Pilates,specialized fitness was growing
in just a really really rapidcadence and it was really
exciting to be a part of that.
I think I really saw myselfworking at Bar 3 forever.
I mean, there was many yearsthat I just thought, gosh, this

(04:19):
is it.
There is so many places we cantake this, so much momentum, and
it was really a happenstanceopportunity that puts Sit Still
literally like right in my lap.
I, while at Bar 3, had two smallchildren and went to Facebook
to say where do I take my kiddosto get their haircut in

(04:41):
Portland?
And it was really interestingbecause from every corner of
Portland the answer was sitstill.
There's this really cute place.
You have to drive to thesuburbs but sit still, sit still
, sit still.
So I followed that advice, tookmy son for his first haircut at
sit still and had a real ahamoment.
At this point, knew enoughabout what it took for a

(05:03):
franchise to tick and really sawthe recipe for an incredible
franchise brand in that one SitStill location 2018, had coffee
with the woman who had startedthat location, had been
operating it for 11 years.
She said I want a franchise andreally the rest is history.

(05:25):
We have been activelyfranchising Sit Still Kids Salon
since 2019.

Brian Sheehan (05:31):
It sounds like quite a leap to go from boutique
fitness to just the salon worldgenerally.
But then now a niche of that.
Talk about that transition alittle bit.
Was it helpful to have thatbackground when you moved into
opening so many Sit Still Kidsalon locations?

Amy Leclerc (05:51):
Yeah, yeah, absolutely.
I don't think I would have hadthe confidence, nor would my
business partners or two otherwomen from Bar 3.
We all exited to get into, likethe kids hair space.
I mean it was a real headscratcher for a lot of people.
Enterprise.

(06:19):
It was a sexy category.
It's like kids' hair.
What was so resonant about SitStill one was just the
experience at this salon.
And when you're a mom of youngkids or a parent of young kids,
you are sort of suddenly throwninto these decision-making
scenarios where it's like youknow, taking your kid to the
doctor, to the dentist, hiringnannies or daycare, there's all

(06:43):
these decisions put in front ofyou and when it comes to kids'
hair, there's just was never anobvious answer.
It's like parents were reallyleft to their own devices and I
think any of us who have been inbusiness long enough know a
great business is solving aproblem.
And when we started to lookunder the hood of this

(07:07):
particular business and saw howwell she did and then studied
the category at large, thequestion really became like, if
not us, who?
You're right, it's niche.
The salon category, you know,is what it is.
There are hair salonseverywhere.
But when it came to specializingfor kids and families, we saw

(07:30):
there were very, very fewplayers Now coming from boutique
fitness, which had becomeincredibly competitive.
In the close to decade I hadspent at Bar 3, it was really
exciting to think there's like aton of white space here.
And so, knowing that, andknowing that what did exist was

(07:54):
really lackluster, what didexist was really lackluster
there are a handful of brandsdoing essentially exactly what
we do, but doing so in a waythat feels dated, that feels
uninspiring that my partners andI really felt like an
opportunity to reimagine thisspace and cater to a modern

(08:16):
family, the millennial parentwho expects more when it comes
to their kids.
And that's what we've been upto.

Brian Sheehan (08:23):
Talk a little more about that, then, for
people who are unfamiliar withthe brand.
How do you explain it to people?
What is Sit Still Kids Salon?

Amy Leclerc (08:30):
Short answer a modern day kids salon catering
to children and their families.
The longer explanation is avery high touch, elevated,
experience driven children'shair salon that wows parents and
kids with every appointment.

(08:51):
Something that distinguishes usfrom adult salons, barbershops
and kids' hair salons, you know,at large, is our ability to
really personalize theexperience to meet the needs of
any kiddo that walks through ourdoors.
And that is a tall order, youknow.

(09:13):
Anybody who has kids and issort of in this child rearing
era of their lives knows kidsare not a one size fits all.
Right, you don't necessarilyknow what you're going to get
from a kiddo's first haircut,where you might have a kiddo
who's terrified, to the tweenwho's sort of like I don't want
to go to a kid's hair salon.

(09:34):
What is there at Sit Still?
That's relevant for me andsolving for all of that.
We have, from the get, reallymade it our commitment that we
will meet a child where they'reat, based on whatever needs they
have walking through the door.
So that's everything fromkiddos who have some sensory

(09:56):
sensitivities to cutting anytype of hair.
The depth of what we do is thatmuch more than anything else
out there, and that is ourstaying power.

Brian Sheehan (10:10):
I don't think about that.
How much variety there is, Iguess, in your customer base
when you focus on children.

Amy Leclerc (10:18):
Yeah, so that really points to how you recruit
, train and develop your staffright?
I mean, it's easy for me to sayit, but the proof is in the
pudding.
The proof is in what'shappening in Marymount
Cincinnati right now at oursalon, when a kiddo who needs to
sit on their parents' lap andplay with a certain toy walks

(10:42):
through the door Like, how arewe adapting our experience to
that?
And I mean I could go on and onas to how we prepare ourselves
best to be able to make that asuccessful experience, but that
is our commitment.

Brian Sheehan (10:58):
You know, obviously the focus is on kids
and I'm thinking about some ofthe different, oh, salon and
hair cuttery type users in ourdifferent centers across our
portfolio and what are somethings about working with kids
that people might not appreciate.
I mean, you mentioned a coupleof those things kind of the
variety and the extra touch, butare there other infrastructure

(11:21):
things that you need to make youknow that business successful
or other things operationallythat you need to really focus on
to make it a success?

Amy Leclerc (11:29):
You know, I think what's interesting about our
space is we are cutting kids'hair, but our client's really a
parent, you know, yourfive-year-old is, for better or
worse, not booking their ownhair appointment, and so I think
that is really where we saw theopportunity and my partners and

(11:51):
I, you know being moms, really,in this sweet spot of you know,
we've got kids.
They need their haircut.
Let's design an experience thatwe want as parents, because
we're there.
We're not dropping our kiddooff and picking them up when
their appointment's over.
We are there.
So it's this dual experiencethat are happening in tandem.

(12:13):
How are we catering to mom anddad and how are we delivering
the service for the kiddo?
And at its best, that's such awin-win because it's like we are
surprising and delightingeverybody who's walking through
the door.
An example would be you know,we have drink service at Sit
Still.
Parents are offered sparklingwater, a cold brew, rosé.

(12:36):
They're not expecting that.
That's like no, we see you, likemom, we see you, you know, to
our retail, we have reallycurated retail.
That isn't stuff that you knowyou're seeing every day on
Amazon.
So I think the short answer isour attention to detail, the
level of detail that goes intoevery decision that we make and

(12:59):
back, engineering an experiencethat feels resonant with parents
and kids.
I think that's really just thedifferentiator from if you took
your kiddo to a barbershop where90% of the clientele is men but
hey, they take walk-ins andthey have a booster.
You could go there.

(13:20):
Parents do go there.
They often do.
That's sometimes just what'sthere.
So we really need Sit Still tobe a 360 experience that feels
so personalized to our clientbase.

Brian Sheehan (13:37):
I'm remembering a time when I was a kid and I had
hair and my dad took me to abarber and when I came home and
my mom saw me, she turned whiteand started to tear up a little
bit and the gist of theconversation was what did you
let them do to him?
It was that kind of experienceyou know that I never forgot.

(13:58):
But it's refreshing to knowthat there's a place like this
now that exists, that not onlycaters to the child but the
parent, like you said.
Who's the customer?

Amy Leclerc (14:08):
Yeah.
Yeah, that's interesting.
I mean, people have thesestories that you know.
That to us also is thisindicator that this is really
sort of a moment in time forkids and their memories about
getting their hair cut areeither going to be amazing, or
what you just shared with me.
You know, you went somewherethat just wasn't really equipped

(14:30):
to understand.
You know how to make it whatyour mom wanted, what you wanted
.

Brian Sheehan (14:36):
Right.

Amy Leclerc (14:36):
Your dad was directing or not directing to
the person what your mom wanted,what you wanted, what your dad
was directing or not directingto the person cutting your hair.

Brian Sheehan (14:41):
I think there's a sizable portion of our audience
that listens to this podcastbecause they're interested in
how do I grow my business fromone or two locations to 10 or 50
, or I dream about having 100locations someday.
Can you talk about some of thechallenges that you experienced

(15:02):
or that you knew that you had toovercome in order to grow Sit
Still Kids Salon successfully?

Amy Leclerc (15:10):
Yeah, I mean, I think really at the heart of
that question is really lookingat the operational
infrastructure in place and howtransferable that knowledge is,
because you know to hear sort oflike I've got one or two of
these and they're working and Iwant 10.

(15:30):
How do I go from two to 10 or10 to 100 really comes down to
the playbook and understandingin that category, like, sit
still where.
It's like we cater to childrenbetween the ages of two and 10
who have hair that needs to becut rinse repeat, rinse, repeat.
It is a business that isappropriate all across the

(15:52):
country.
This isn't regional.
This isn't.
We don't have a nichedemographic.
We need kids and we need aminimum household income.
That sort of points us towardwe could be anywhere so we could
have hundreds of locations.
For the owner who is looking togrow, it's really asking
themselves could I train someoneto do exactly what I do and

(16:17):
they could be successful inwhatever market that is.
Is that a neighboring market?
Well, there's some benefits tothat if you're growing to grow
regionally so that you just haveproximity.
But I think it really justcomes down to tools and
resources and then having peopleon the other side of those
tools and resources, whetherthat's through the franchise

(16:39):
model and a franchise owner orthrough corporate expansion and
having a general manager or achief operator that has the
ability to execute on saidresources.
That's the success plan.
You need the resources and thenyou need the executors to bring

(17:00):
those resources to life.

Brian Sheehan (17:01):
That's fascinating.
I think part of the problemthat you see a lot in retail
today, what's holding peopleback in part, is, you know, if
there's one word for it, it'sjust kind of mediocrity.
There's a mediocre experience,there's not enough product
selection, the food's notexceptional, and it sounds like

(17:24):
you were very intentional whendesigning the physical space and
also the entire experienceabout making it exceptional.

Amy Leclerc (17:33):
Yeah, those are table stakes and you know, I
always think of experiencedriven retail as needing to
appeal to all the senses and,visually, like you've just got
to be stand out, Like our salonsare beautiful they are just
they're beautiful.
They are just they're beautifuland not because we've spent an

(17:57):
exorbitant amount of money, youknow, fine tuning them, because
we've made really measureddecisions to ensure it's a space
where kids and parents feelgood.
So in terms of, like you know,lackluster aesthetics, no way
we're delivering.
One of the best compliments Ithink we've ever received about

(18:20):
our salons was from a creativedirector who shot a campaign in
one of our salons and he saidthis is like the Apple store of
kids' hair.
And that really has gone farwith my partners and I, because
that is what we're striving for.

Brian Sheehan (18:36):
Yeah, it's quite a compliment.

Amy Leclerc (18:37):
And Apple, it's really minimal.
You know, part of the beauty isin what's not there.
We have really restrained fromlike balloons and cartoons and
primary colors and just doingwhat, honestly, has been done
before.
So the space being beautiful,it not smelling like a hair

(18:59):
salon, not smelling likechemicals or you know harsh
products, to being reallyinviting around drink services
and having lollipops for kids,and just every little detail
challenging that status quo.
That I think, if I'm hearingyou, is that mediocrity of like

(19:19):
we can kind of afford to be justokay because we're a utility
and parents have to get theirkids' hair cut somewhere.
So we've really pushed thebounds of what we believe
parents should expect from thisexperience with their children.
And, yeah, mediocrity is notgoing to get us where we want to
go.

Brian Sheehan (19:40):
If you had to describe it visually, are there
certain design elements that youknow is a hallmark of your
salon, or can you talk aboutyour approach aesthetically,
because it doesn't sound likenatural light and great
visibility for parents to beable to see us.

Amy Leclerc (20:13):
The interior does feel very elevated, but it's
definitely a mix of high and lowattributes.
We use a lot of white space, Ithink, hence that apple comment.
But then we have really funaccents.
We have decal confetti that ison part of the wall.
That's just like a nod to thefun and sort of like party

(20:36):
atmosphere.
We host a lot of events in oursalons.
We use natural wood, but thenwe use a ton of IKEA white
furniture to showcase our retail.
So it's really like minimalaesthetics that pop because
we've got this beautiful whitebackground.

Brian Sheehan (20:57):
Kind of a pivot here.
I'm curious are there certainperformance metrics that are
relevant to your business thatmay not be relevant to other
retail businesses, or do you usekind of standard performance
metrics to gauge the performanceof your salons?

Amy Leclerc (21:14):
Yeah, I mean we are looking at, we're slicing and
dicing this business inside out,upside down all the ways.
Some things that are reallyimportant for our owners to be
tracking every single month arenew client visits.
We're a young business.
Most of our salons that areopen have not even been open two

(21:34):
years, so they are very muchcontinuing to build a foundation
.
So getting new clients in thedoor every single day is a must
and then retaining those clients.
So we are not officially amembership model but we somewhat

(21:54):
function like a membershipbecause kids have hair grows,
needs to be cut and we've got areally big opportunity to grab
kiddos when they're two and keepthem till they're 10.
That's a great business, butthey need to rebook and within
that you can imagine kiddos withshort hair come more often.

(22:18):
So it's like really cateringour outreach and our reminders
and our marketing to kind ofknow the just the general like
schedule that makes sense forwhatever haircut a kiddo's
getting.
So, yeah, new visits, retentionand then average ticket price.
Because we are a service retailhybrid.

(22:39):
If we are doing our job,parents are leaving our salons
with products to support theirkiddos' hair.
We are big on educating.
You know your kiddo has unrulycurls, well, we have a product
to solve for that.
We're educating during theservice and then selling that
product on the way out the door.

(22:59):
So you know, looking at thataverage ticket to just ensure
that we're really serving ourclientele to the best we can by
suggesting products that areappropriate for their kids, and
then all the add-ons that weoffer as well.
So that's what makes thisbusiness exciting is like you've
got the core product but thenall the things that could be

(23:21):
layered on.

Brian Sheehan (23:23):
Yeah, I love that multi-layered component of your
business and it seems likeanymore, to your point, that's
kind of a table stakes to besuccessful in retail anymore and
I'm curious if, well, whatpercent kind of roughly the
retail sales component makeup isof your total revenue and is
that growing over time?

(23:44):
Is that shrinking Is the goalto grow it?

Amy Leclerc (23:47):
Yeah, it can be up to 20%.
We have salons that sell a lotof retail and that's awesome.
It is not our core offering.
It is not the thing we want ourowners laser focused on.
It needs to be plug and playfrom an operational perspective,
which, transparently, is a hardnut to crack, because what

(24:12):
sells in Scottsdale isn'tnecessarily what's going to sell
in Brooklyn and you can imagine, you know, throughout the
country.
So it needs to be seasonal, itneeds to be marketplace specific
and as we grow, we're able toleverage better relationships
with vendors, which is helpful.
So of the 20%, most of that ishair care.

(24:35):
Most of that is the two-in-onethe shampoo, the detangler, the
pomade.
We have highly efficacious,really clean brands that we
offer within the salon.
So parents love that.
But it's a fine line to havethat be part of our business
offering to a franchisee thatdoesn't overwhelm them.

(24:57):
So, yes, it should be growing.
In our dream scenario, we haveour own line of hair care
products for our families, soit's ever evolving.

Brian Sheehan (25:08):
Think about the future for a second.
But one thing that you said Ithought is interesting it hadn't
occurred to me that essentiallyyour customer is aging out of
the business at a certain point.
How do you think about you know, continuing that relationship
over time?
Where do you think they go oncethey kind of age out?
Is that a part of kind of thefuture for you somehow to stay

(25:33):
engaged with that family?

Amy Leclerc (25:35):
Yeah, it is of high consideration to us.
You know how much effort are weputting toward retaining
somebody from say like 8 to 10and then 10 to 12?
The majority of our servicesare shortcuts, which in most
cases are boys.
Little boys are the bread andbutter of our business.

(25:55):
They can come multiple times amonth sometimes.
So it's a great client for us.
They tend to age out faster.
Around 8 to 10, the barbershopstarts looking kind of cool.
Maybe there's like a sportsclips.
They can go with their dad.
That's not necessarily a clientthat we need to pivot to try to

(26:18):
like bring back.
I'm not putting TVs on thewalls, we're not putting
Nintendos in sit still.
That's just not the path for us.
So that's sort of how we'readdressing that market when it
comes to boys.
Girls have a longer longevitywith us.
Our salons are not kidified.

(26:40):
They don't look baby, theydon't look toddler and we offer
services that are reallyexciting for that tween market.
We can do special styling, wedo sparkle strands, there's
temporary hair color.
We're constantly evolving thatadd-on piece of the business

(27:00):
that inherently speaks more tolong hair girls.
So we can see that client basejust staying with us a bit
longer.
We have brought in skincare,which is a category that again
would speak to more that tweenmarket.
We have some salons that bringin ear piercing certain weekends

(27:23):
of the month.
So there are things that we aredoing that are bolstering that
older kid experience within thesalon.
But we've built the model toabsolutely sustain really
catering to that sweet spot of,call it, two to 10.
I would never want us takingour eye off that core client

(27:46):
base.
There are enough kids in anygiven market that fall within
that age category that you know.
We want to be really authenticto that experience and not get
too distracted just trying tograb on to somebody who's
naturally that attrition is justnaturally going to happen.

Brian Sheehan (28:03):
What are your growth goals over the next five
years?
Still thinking about the future.

Amy Leclerc (28:08):
I really believe we have just scratched the surface
.
We have 26 locations open.
We have another 47 indevelopment.
So the next couple years we'regoing to be opening a lot of
salons.
We are also going to be sellinga lot of locations.
There are key markets.
I'd love to see us in soonerthan later, but I would imagine

(28:31):
that over the next five yearsthere are hundreds of sit-stalls
open across the country.

Brian Sheehan (28:37):
That's awesome, and what advice would you give
to someone that's looking tostart a business in, call it,
children's retail sector?

Amy Leclerc (28:48):
I think, really like any category, just really
knowing your client, likestarting with from that client
experience and building out whois the core stakeholder, who's
the decision maker.
You know again, based on sit.
Still it wasn't just like ohyeah, balloons, cartoons,
primary colors and a lollipopall kids are going to love that,

(29:12):
my kids would have loved that,but that's not who's making the
decision.
So, really understanding who'smaking the decision and what
makes whatever it is you'redoing defendable against what
else is out there, so that realdistinction, that brand
distinction, that experiencedistinction, really pay

(29:34):
attention to that.
For better or worse, theAmazons of the world, the online
life we all live, has forcedbricks and mortar retail to come
up with experiences that areworth the while to shop, to go
spend money in real life versusonline.

(29:56):
You've got something specialhappening that is justifying
your existence.

Brian Sheehan (30:04):
Absolutely.
You know, if you're doing wellin retail today, you've probably
got a pretty decent experiencefor your customer.
I guess the last question, amy,would be around real estate and
just kind of bundled togetherwhat are your size requirements?
What are you looking for?
Who do you like to be near?
Is there anything specific toyou know, having children as a

(30:26):
core part of your customer base?
That influences the type ofreal estate that you're looking
for?
Where do you do well?

Amy Leclerc (30:33):
Well, last question , first, parking Mom who's got
two kids in a car seat and astroller or whatever it might be
?
Parking is just in most markets.
You know Brooklyn differentstory, but in most markets
parking.
Our square footage on averageis about 1,000 square feet.
We can flex up to 1,400.

(30:54):
Generally those salons have adedicated party room where our
owners can create an eventschedule.
They can rent it out forbirthday parties, sort of
endless opportunities there, butassume a thousand.
We do have smaller locations inNew York that are closer to six
, 700.

(31:14):
It really just sort of dependson the market In terms of
co-tenancy.
We need to be where moms are,and you know moms at the grocery
store, moms at tutoring youknow the Kumons, the Mathnasiums
, you know those are brands thatwe definitely look to.
But more than just there has tobe a grocery store, there has

(31:38):
to be another kid business.
I'm really interested in thepsychography of our client and
understanding how she's behavingin terms of where she chooses
to go.
So, yep, she's going to thegrocery store, but is she going
to a Whole Foods or is she goingto a grocery outlet?

(32:00):
We need our parents to be at acertain income level to be able
to utilize our services.
That's just the reality.
We're a premium brand so I'mlooking for other premium brands
within any respected categoryto sort of work back from.
So I always look for.
You know, what are the boutiquefitness concepts that are out

(32:23):
there High-end coffee shops, toystores.
I love crumble cookie, you knowlike the sort of like cookie
category is really great for usand we can do some really fun
collaborations if we're in theright center.

Brian Sheehan (32:38):
That's awesome.
Well, amy, it was greatspeaking with you today.
Thank you for joining me onRetail Intel.
Be sure to check out Sit StillKids Salon in person and on
Instagram at Sit Still Kids.
Whether you are an aspiringreal estate mogul, a seasoned
pro or simply curious about theplaces where we shop, dine, play

(33:01):
and work, this podcast is yourall-access pass to the world of
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If you want to hear more aboutnew and expanding brands like

(33:22):
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Talk to you next time.