Stepping into a franchise network that already has strong brand equity and high expectations can be a daunting move. But for Emma Higgins, the Director of Sales for the UK and Rest of World at House of Colour, the job began with a number of clear objectives to modernise how the business supports its owners.
She recalls: “When I first stepped into the Director of Sales role, my priorities were clear: strengthen the commercial foundation of the network, modernise our sales infrastructure, help to improve our marketing and deepen connection with our franchise community.
“Over time, these priorities have shaped a journey of alignment and empowerment: building tools, data, and structures that help every franchise owner grow a profitable, sustainable business.”
The shift has included new recruitment frameworks, sharper onboarding and strategies to support performance from day one.
Building a stronger commercial foundation
House of Colour has a strong training offering, but Higgins and her team have taken that foundation and doubled down on its depth.
She explains: “Training sits at the heart of everything we do. From initial Colour and Style training to advanced skills in Colour, Style and Cosmetics, every owner experiences an immersive, hands-on education led by industry experts.”
That training now runs through every stage of ownership, backed by business coaching, peer dialogue and reflective sessions designed to build both skill and self-belief.
“Our HQ team provides structured business coaching, peer-to-peer reviews and ‘Success by Numbers’ sessions that blend practical sales strategies with reflective goal-setting,” adds Higgins.
Listening-led collaboration
One of the most notable changes has been a more open line between HQ and the various franchise owners, with the introduction of the Franchise Advisory Board (FAB) and Franchise Liaison (FL) structures.
Higgins describes it as “transformative”. “It’s helped us move from a top-down approach to a more collaborative, listening-led model,” she says.
That shift has also strengthened pastoral care, giving the leadership team clearer insight into the emotional and operational pressures facing owners.
Brand visibility driving results
The last year has seen the brand appear in major publications, awards lists and national campaigns, but the strategy behind it has been rooted in authenticity.
Higgins explains: “We’ve moved away from transactional PR and focused instead on telling real stories and spotlighting our franchise owners, their clients, and the transformational results they create.”
Alongside that sits investment in digital growth and new partnerships, with Higgins noting: “Our influencer and brand partnerships with names like Uniqlo, The White Stuff, Astrid & Miyu, Pandora and Matalan have also extended our reach to younger, values-driven audiences.”
The commercial impact has been clear, with a clear uplift in both client enquiries and conversion rates across the network following national press, awards and partnerships.
Owners, says Higgins, are reporting fuller diaries, stronger retention and the momentum that comes from a nationally recognised brand.
Inclusive ownership and global ambition
Inclusivity is also becoming a pillar of the network’s growth.
“We recognised that traditional franchise entry costs can be a barrier,” says Higgins, “so we launched the Inclusive Business Ownership Programme (IBOP).”
Combined with mentorship and structured guidance, the goal is to open the door to people who may never have considered franchising.
And internationally, House of Colour is choosing markets carefully. As Higgins puts it: “We take a strategic, people-first approach to global expansion.”
That includes local adaptation, cultural fit and the right partners.
Looking ahead, the next chapter has a focus on innovation, digital tools and brand consistency — but the core mission remains unchanged.
“Our focus remains the same,” concludes Higgins, “empowering every franchise owner to build a business they love, in a brand they’re proud to represent.”
