As Urban Betty grows into three locations and a nearly 100‑person team, Chelle Neff is proving that rapid expansion doesn’t have to come at the expense of culture. By treating values as non‑negotiable, reinvesting in systems and leadership, and prioritizing education that serves the whole human—not just the role—she has positioned Urban Betty for sustainable growth rooted in empathy, inclusivity, and long‑term impact.
Hi Chelle, thank you so much for joining us again. We have learned so much from you each time we have connected! How does it feel to look back on the past year and see Urban Betty grow into three locations and a nearly 100-person team? Was there a moment when the scale of that growth really hit you?
It’s honestly surreal. I started Urban Betty with a single chair and a big belief that people-first businesses could thrive. Looking back at this past year, seeing three locations and nearly 100 team members feels both grounding and emotional. The moment it really hit me was standing in our Round Rock salon during a busy day, watching stylists in action, guests laughing, managers leading with confidence, and realizing that the culture we worked so hard to build was alive and well without me needing to be everywhere at once. That was the moment I knew we had built something bigger than me, and something sustainable.
What went into the decision to expand — especially into Round Rock — and what do you think has driven the faster-than-expected momentum at that newest location?
Round Rock was a very intentional decision because we had capped out all of our chairs at our other two locations. We saw a growing community that valued quality, inclusivity, and consistency, but didn’t always have access to a luxury salon experience that still felt human. What drove the momentum was leading with culture first. We didn’t rush hiring, we invested heavily in education from day one, and we showed up as Urban Betty from the start instead of trying to “test” the market. Guests could feel that energy immediately, and our team felt supported and confident, which always translates into growth.
Rapid growth can sometimes dilute culture, but Urban Betty seems to have scaled without losing its heart. What were the non-negotiables for you when it came to preserving culture, inclusivity, and the guest experience?
Culture is not a side project for us. It is the business. From day one, we built Urban Betty around a clear Code of Honor that defines how we treat our guests, our teammates, and ourselves. That code guides everything, from how we communicate to how we make decisions when things get hard. We also invest intentionally in Culture Club, which creates real connection through shared experiences, not just meetings or policies. Our non-negotiables have always been consistent education, clear communication, and leading with empathy. Every guest deserves the same experience whether they walk into our first location or our newest one, and every team member deserves to feel seen, supported, and challenged to grow. We protect our values fiercely, even when it means moving more slowly, because culture is the reason people stay, both guests and employees.
You’ve mentioned creating a blueprint for future expansion. What lessons from this past year have shaped how you think about sustainable growth moving forward?
This past year taught me that systems matter just as much as vision. When we started to lose profit simply because of our size, I had to take a hard look at how the business was being run. I realized I was still trying to operate a nearly 100-person company the same way I ran Urban Betty when we had 20 people, and that is not sustainable.
That meant making some big, uncomfortable changes. I reevaluated our financial team and brought in a new company, upgraded our POS software, and hired an HR firm to support our growing team properly. Every system had to be rethought, from payroll to reporting to communication, because growth exposes every weak spot.
What I learned is that scaling is not about working harder, it’s about rebuilding the foundation so it can hold more weight. By upgrading our software, systems, and agency partners, we’ve positioned Urban Betty to continue growing and even quadruple our numbers without sacrificing profitability or culture. Expansion is no longer just about adding locations. It’s about building leadership, documenting processes, and replicating our values and education in a way that feels intentional and authentic every single time.
With more than 35 new career opportunities opening up, how do you approach leadership and education at this stage of the business to ensure team members continue to grow alongside the company?
Education is our backbone, but it goes far beyond teaching hair. We teach people how to survive and thrive, both inside and outside of work. A great example of that is our annual All Hands meeting, where we step away from the chair entirely. We spend time planning the next year financially, talking openly about money, and working on manifesting personal and professional goals. There’s nothing technical about it, and that’s intentional.
Over 20 percent of our team doesn’t do hair at all, so our education has to serve every person universally. That means leadership training, financial literacy, communication, and personal development, not just technical growth. At this stage of the business, my role has shifted from directing to empowering. We focus on mentoring future leaders, creating clear career paths, and giving people the tools they need for long-term success. When our team grows as humans, the company grows naturally.
As an Inc. 5000 company entering its next chapter, what excites you most about what’s ahead for Urban Betty — both for your team and the communities you serve?
What excites me most is continuing to develop myself as a leader. I’m investing in speaking training, writing my memoir, and launching my own personal brand because I believe growth at the top matters. Showing my team that leadership is an ongoing practice, not a finish line, is part of the process. If I’m asking them to stretch, I have to be willing to do the same.
Beyond that, what truly excites me is the impact. Not just revenue or recognition, but the ability to create stable, fulfilling careers and safe, inclusive spaces in more communities. We’re proving that you can scale a beauty business without sacrificing integrity, creativity, or heart, and that feels incredibly meaningful to me.
If you could give one piece of advice to fellow founders who want to grow without losing their values, what would you tell them based on your experience this past year?
My biggest piece of advice is to ask for help and surround yourself with people who are in the same profession as you. Growth can be isolating, and trying to figure it out alone will slow you down. I meet weekly with a mastermind of five other multi-million-dollar salon owners, and that group has shaped me more in the last year than any generic business coach ever could. Being able to compare notes, challenge each other, and support one another in real time has been invaluable.
