This article was originally published on FranchiseChatter.com on August 10, 2026.
VIO Med Spa recently introduced a new store prototype designed to create a more streamlined, flexible, and capital-efficient model for franchisees while preserving the elevated guest experience at the heart of the brand. The updated design reduces the typical footprint by approximately 500 to 1,000 square feet and introduces phased equipment purchases, negotiated vendor agreements, and an approximately one-third reduction in initial inventory.
In this Q&A, Ryan Rao, Chief Development Officer of VIO Med Spa, explains what prompted the redesign, how input from existing franchisees and the Franchise Advisory Council influenced the final prototype, and how the new model could improve site selection, operating efficiency, and franchisee economics. He also discusses the prototype’s role in supporting VIO’s continued national expansion and the retrofit options available to current owners.
Franchise Chatter: What prompted VIO Med Spa to rethink its store prototype now, and what limitations within the previous model were you looking to address?
Rao: As VIO has grown, we evaluate each of our new locations, from how guests move through the space to what franchisees truly need when they open. Our previous model delivered a strong guest experience, but we identified opportunities to improve our prototype. The larger footprint, upfront capex equipment requirements, and opening inventory created complexities at opening. We felt this was the right time to take everything we’ve learned and create a model that was more streamlined but still a consistent brand experience.
Franchise Chatter: The new prototype is approximately 500 to 1,000 square feet smaller than previous locations. How does that affect site selection, build-out costs, and ongoing occupancy expenses for franchisees?
Rao: It gives franchisees more options. In many desirable retail centers, smaller spaces are easier to find and can be more financially attractive. With 500 to 1,000 fewer square feet, owners have less space to build out, furnish, and maintain, along with lower ongoing occupancy costs. The exact savings will vary by location, but the goal is to give franchisees greater flexibility and reduce the amount of fixed overhead they carry each month without sacrificing guest experience.
Franchise Chatter: How did VIO determine which elements of the guest experience were essential to preserve while reducing the overall footprint and investment?
Rao: We focused on the things guests value most: privacy, comfort, personalized care, and an environment that is elevated without feeling intimidating or overly clinical. From there, we looked closely at how each part of the spa was being used and where we could be more intentional with the layout. The result is a smaller space that appeals to the senses — aesthetically pleasing, with a great scent and upbeat music — delivering a premium environment from the moment a guest walks through the door.
Franchise Chatter: The new model includes phased device purchases, negotiated vendor agreements, and an approximately one-third reduction in initial inventory. How significantly do you expect these changes to lower the upfront investment?
Rao: We expect them to make a meaningful difference, although the exact savings will depend on the market, the site, and the equipment plan for each location. The one-third reduction in opening inventory is based on studying ramp sales data showing us what owners need at launch. When you combine that with a smaller footprint, improved vendor pricing, and the ability to phase device purchases, franchisees can be much more thoughtful about where they allocate their capital. They are investing in what the business needs today and adding to it as demand and the membership base grow.
Franchise Chatter: How does the phased equipment strategy allow franchisees to align capital spending with consumer demand while still offering a competitive service mix from opening day?
Rao: Not every market wants the same treatments at the same pace. Franchisees will still open with a strong mix of proven services led by injectables nationwide, but they won’t necessarily have to purchase every possible device before they have a single guest. As they build their membership base, they can add equipment based on real demand instead of assumptions. It gives owners more control of capital allocation while still allowing them to offer a compelling and consistent VIO experience from day one.
Franchise Chatter: What input did VIO’s Franchise Advisory Council and existing franchisees provide during the development process, and which recommendations had the greatest influence on the final prototype?
Rao: Our franchisees are living and breathing our brand and overall operation daily, so their perspective was vital. The Franchise Advisory Council helped us look at the concept through an owner’s eyes, including what it costs to build, what the team needs to operate efficiently, and how the design would translate across different markets. Their input reinforced that owners needed standardization at opening, particularly around real estate, service menu, and equipment. Through our partnership with the FAC, we created a consistent national standard that excited our franchisee base.
Franchise Chatter: Which performance indicators will VIO monitor to determine whether the prototype is improving franchisee economics, operational efficiency, and the guest experience?
Rao: We’ll look at the full picture. That includes what it costs to develop and operate the location, how treatment rooms are being utilized, how inventory is managed, and how quickly the business reaches key performance milestones. Just as importantly, we’ll pay close attention to guest satisfaction, retention, membership performance, and direct feedback about the experience. The Zionsville location gives us a real-world opportunity to see what is working and where we can continue to improve as the prototype rolls out.
Franchise Chatter: What retrofit options will be available to existing franchisees, and how should owners evaluate whether an update makes financial sense for their location?
Rao: Existing franchisees will be able to choose from optional retrofit packages, ranging from cosmetic updates to more extensive renovations. This is not intended to be a one-size-fits-all requirement. An owner with a newer location may only elect for refreshed lighting, furniture, or finishes, while an older spa may benefit from a more comprehensive update. Owners should consider the age and condition of their location, the time remaining on their lease, current performance, and the cost of the improvements. We’ll work with them to determine what makes sense for their specific business.
Franchise Chatter: How does this more flexible, capital-efficient prototype support VIO’s broader franchise development strategy and plans for national expansion?
Rao: To grow responsibly, we need a model that works in different markets and under different real estate conditions. The smaller footprint gives franchisees more potential sites to consider, while phased equipment purchases and lower opening inventory help them preserve capital as they build demand. At the same time, the new design creates a consistent VIO experience that guests can recognize across the country. Ultimately, it gives us a more scalable model for national growth while continuing to support the long-term health of each franchisee’s business.
