Luisa Fernanda Beauty & Soul
Designing an orderly exit and restructuring the business model in the wellness and aesthetics sector.
Initial Situation
The owner of the Luisa Fernanda Beauty & Soul spa was under intense financial pressure. Although the spa remained operational and continued to serve clients, at the end of each month she was left with only around $700.000 COP for her personal living expenses once the business's costs had been covered. The operating model included a partnership with another professional, which meant sharing expenses, while the main equipment and investments belonged to the owner. This combination of factors created a sense of low return on the effort invested, to the point that she was considering closing or walking away from the business.
Services & Objectives
Services Delivered
Business diagnosis
A complete read of the operation to pinpoint where profitability was being lost.
Financial analysis
A month-by-month review of revenue, costs and the liquidity actually available.
Business model assessment
An analysis of the commercial partnership and its real impact on the business's profitability.
Contract structuring
Design of the financed equipment-sale agreement that underpinned the new operation.
Personal financial planning
An investment plan built around the newly generated income stream.
The Owner's Objectives
- 01
Greater financial freedom
- 02
Ease financial pressure
- 03
Recover the investment in equipment
- 04
More stable income
- 05
Build long-term wealth
SWOT Analysis
Strengths
- High-value, fully owned equipment.
- Technical expertise in aesthetics.
- Located in an area with strong purchasing power.
- Financial support from her husband.
Opportunities
- Financed sale of assets.
- Equipment leasing.
- Create a new income model.
- Build wealth through investments.
Weaknesses
- Very low liquidity.
- Dependence on a commercial partnership.
- Tied-up assets.
- Lack of financial planning.
Threats
- Abandoning the business through burnout.
- Loss of equipment value.
- Disputes between partners.
- Risk of capital erosion.
Strategic Choice
The core problem was never about selling more. The business model itself was absorbing the profits.
Following the SWOT analysis, we concluded that the option that best balanced liquidity, capital recovery and financial peace of mind was to end the commercial partnership and structure a financed sale of the equipment under a formal contract.
Financial Results
| Indicator | Before | After | Outcome |
|---|---|---|---|
| Available monthly liquidity | $700.000 | $6.000.000 | 757% |
| Business model | Shared operation | Financed sale of assets | Restructured |
| Structured contracts | None in place | Yes | Implemented |
| Financial investment plan | No | Yes | Implemented |
Project Validation
"As a result of the process, a strategy was implemented that made it possible to change the model the company had previously used, aligning it with the objectives set by the owner. The project helped strengthen financial decision-making and enabled a different asset-management strategy to be put into practice." — Validation Letter, Luisa Fernanda (22/07/2026)