HJ Debate

“Does Your Business Feel Safe in 2026?”

CASEY COLEMAN, FOUNDER CHAIR SALONS, CARDIFF

“I don’t think any business owner should ever feel ‘safe’. You always have to be thinking about what’s around the corner. If Covid taught us anything, it’s to be prepared. But I do feel confident in what we’re doing as a business. We give back to our community. We offer free education, opportunities, and the chance to feel part of something, even though everyone is self-employed. Over the past year, I’ve seen huge growth and a lot of that comes down to the environment we’ve created. It genuinely feels like a home from home. Of course, there are pressures. Our rent is going up in April and we need more chair renters. People often assume freelancers are easy to find, but it’s just as difficult as recruiting employed staff. There’s always the fear of people leaving, of income dropping, of clients tightening their spend, or of someone making the move to us and then worrying they’ve made the wrong decision. That imposter syndrome creeps in. But with the help of a good therapist, I’ve learned to accept that what will be will be. We’re building something that we want to stand the test of time. We’ve made changes that set us apart. We offer a sensory experience that includes aromatherapy head massage. We’re neurodivergent and LGBTQ+ friendly, and we support clients through hair loss and gender-affirming hair services. I’m investing in marketing to attract both clients and freelancers, we’re increasing prices and we set money aside for a rainy day. I feel safer knowing that the culture is healthy, that people feel supported, and that clients feel genuinely cared for. That’s what gives a business the best chance going into 2026.”

ANDREA DORATA, DIRECTOR DORATA HAIRDRESSING

“Honestly, my business feels just as safe as it ever has, but only because I’ve accepted that the playing field has changed. For me, safety in 2026 doesn’t come from wishing things were different, it comes from adapting. Things have shifted, and we can’t expect to do what we did five years ago and get the same results. If we’re willing to make changes – sometimes very small ones – I believe salons can continue to grow. Like every year, I’ll be reviewing operational costs. What I won’t do is compromise on quality. I don’t want to reduce the level of our services, the products we use, or the small touches that make clients feel looked after. That said, being smart matters. Buying in bulk, switching suppliers, even changing a coffee brand, these small decisions add up. Another challenge is apprentices. They are harder to find, but I still believe in them deeply. We’ve adapted our service structure so stylists can deliver a full service independently, which reduces reliance on assistants and protects the business. Apprentices are still the future of our salon and our industry, but perhaps we can’t view them as affordable labour in as we once did. This naturally raises questions about pricing and time. Longer, more personalised services should justify higher prices, but we have to respect the wider economic climate. We’re not fully booked 100% of the time, so stretching appointments can balance itself out. And there’s a positive: clients feel more cared for, more spoiled, more connected. The playing field has changed, but what we have is still beautiful and 2026 has the potential to be a great year.”

CHARLES ROSE, FOUNDER CRATE CHESHIRE

“Does my business feel safe heading into 2026? In many ways, yes. As a business, we made the decision to adapt early rather than stand still and hope for the best. Running a business in the hair industry in 2026 means accepting that traditional models no longer guarantee security. Rising costs, changing employment expectations and wider economic pressures have forced many owners to rethink how they operate. I experienced this first-hand in 2025, when budget changes significantly increased operational pressures. We reassessed how the business worked at its core. That led to one of the biggest changes we’ve made since opening in 2018: introducing a hybrid employment model. More experienced barbers were given the option to move into self-employment, allowing them to increase their take-home pay while still benefitting from Crate’s facilities, brand and culture. At the same time, employed roles remained in place for newer barbers who needed structure, support and stability while building their confidence and clientele. This shift was about futureproofing, but a big concern was protecting the team mentality and sense of community that defines Crate. We introduced optional weekly mentoring and regular catch-ups for our self-employed barbers, alongside continued team days, socials and trips. This mindset has helped shape our next phase of growth. In late 2025, we opened Crate Manchester – a co-working barbering and creative space designed for independent pros. We’ve also begun evolving the Crate Cheshire brand identity ready for expansion.”