You're in the wellness business. It probably doesn't feel like it.

Your business shouldn't need you in it to run properly. Moonshot Ops builds the operating systems that let wellness retailers grow, hand off and eventually sell without the owner holding the whole thing together.

Score your business in 3 minutes Book a call with Mike

Built for retailers in hot tubs, swim spas, saunas, cold plunge, massage chairs and outdoor leisure, across showroom, service, installation and e-commerce.

Nine questions. One honest read on your business.

Every owner already has the moonshot. The second location, the exit, the year you finally take a real vacation. What's usually missing is the instrument panel that tells you whether you're on trajectory. This is a small version of it. No email, no follow-up sequence.

Growth assessment question 1 of 9

Operations

Question

0out of 100

Where I'd start

Want this emailed to you?

Optional. I'll send your score and the full breakdown across all three areas so you have it in writing. No sequence, no newsletter, no follow-up unless you ask for one.

Sent. Check your inbox in the next few minutes.

If we talk, here's what actually happens

Thirty minutes, with me, not a salesperson
We go through your lowest-scoring area in detail and I tell you what I'd do first
You leave with something useful whether or not you hire me
If I'm not the right fit, I'll say so on the call rather than after an invoice

Talk through your score with Mike

You can sell. That was never the problem.

Revenue hides a lot. Most wellness retailers I meet are growing and still losing money in places nobody is watching, because the business outgrew the way it's run.

Service quietly eats the margin

Nobody can tell you what a truck roll actually costs once you count drive time, the second visit and the part that wasn't on the van. So service gets priced on what feels fair rather than what it costs, warranty work absorbs the technicians who should be generating revenue, and the department gets treated as the price of selling hardware instead of a business in its own right.

What the invoice says

Billed labour

What it actually costs

On-site time Drive time Return visit Parts & truck Admin

Illustrative, not your numbers. Working out your real figure is usually the first thing we do together, and it is usually the moment the pricing conversation changes.

The process lives in people's heads

Your strongest closer has a method nobody has written down. Your best technician knows which customers need handling. When either one leaves, the knowledge leaves with them, and the person who replaces them starts from nothing. Performance swings by individual and by location, and you find out at month end.

Marketing runs disconnected from capacity

Leads arrive on a schedule that has nothing to do with whether the showroom can work them or service can deliver the install. Spend can't be traced to closed revenue, so every budget decision is a guess, and the leads that do convert create a delivery backlog that shows up later as a bad review.

You are the escalation path

The pricing exception, the upset customer, the scheduling conflict, the thing nobody else will decide. It works, because you're good at it. It also means the business runs at exactly the speed of your attention, and you can't be away from it for more than a few days without something going sideways.

The difference between a job and an asset

Most owners think of systems as an efficiency project. It isn't. It's the single thing that decides whether you own a business or a very demanding job, and what the business is worth the day you want out of it.

When it runs on you

Growth is capped by how much you can personally oversee
A second location multiplies the problems instead of the profit
Key staff hold leverage because their knowledge isn't written down
Time off costs you something every single time
A buyer sees inventory, a customer list and a dependency on you

When it runs on systems

Managers make the decisions you used to make, the same way you'd make them
A new location is a playbook to execute, not a gamble
Training replaces hiring luck, and turnover stops being a crisis
The business performs to standard whether or not you're in the building
A buyer sees repeatable earnings, and pays a multiple for them

Three levers. One person who has pulled all of them.

Most consultants fix one area and let the other two undo the work. Marketing floods a sales team that can't follow up. Sales books installs that service can't deliver. I've owned all three inside a real retailer, which is why they get fixed as one system.

Make service a business, not an obligation

Service is where wellness retailers lose money and customers at the same time. Fixing it means redesigning the work rather than pushing technicians harder: pricing built on true cost, dispatch that respects drive time and parts readiness, and accountability people can actually see.

True service economics, pricing and margin recovery
Dispatch, routing and first-time-fix discipline
Multi-site process standardization and documentation
Customer experience and closed-loop feedback systems
Salesforce and field service implementation
KPI cadence, dashboards and leadership rhythms

What changes

You get a service department with a known cost per hour, a published price book that reflects it, and a weekly review where drift shows up in days rather than at quarter end. Technicians stop being a cost line and start carrying revenue.

Mike Kitchen Founder and principal

Built by an operator

Mike spent fifteen years at a leading North American wellness retailer, starting on the sales floor and finishing as Chief Operating Officer. He ran a multi-location business spanning showroom retail, field service and installation, e-commerce, and a full marketing function. He carried the number at the end of every quarter.

I didn't just oversee operations. I built and led the sales organization, designed the training for multi-location teams, and directed the marketing behind omnichannel growth. That's the view I bring to every engagement.

He led an enterprise systems transformation across Salesforce Sales, Service, Marketing and Field Service Lightning, and brought AI-enabled agents into customer-facing and internal workflows. Today Moonshot Ops works with multi-location hot tub, spa and pool retailers across Ontario and the United States on service turnaround, sales training and CRM implementation.

SpaRetailer Top 30 Under 40, 2025
SpaRetailer industry panellist, 2026
Salesforce certified in Sales Cloud, Service Cloud, Marketing Cloud and Field Service Lightning
Fifteen years in wellness retail, front-line sales through to COO

How this starts

No pitch deck, and no forty-page proposal before we've spoken.

Step 1

A conversation

Thirty minutes, free, directly with me. What's working, what isn't, and whether I'm actually the right person for it.

Step 2

A diagnostic

A structured review across operations, sales and marketing. You get a written report with immediate quick wins and a twelve-month roadmap.

Step 3

The work

We implement together through project work, fractional leadership or training, scoped to where you are and what the team can absorb.

Ways to work together

Every retailer is different. We'll land on the right shape during the first call.

Growth assessment

A diagnostic engagement across operations, sales and marketing, ending in an actionable report with quick wins and a twelve-month roadmap.

Clarity before committing

Project transformation

Defined scope against a known problem, such as service profitability turnaround, Salesforce implementation, sales training build-out or e-commerce launch.

A specific problem to solve

Fractional leadership

Embedded as your COO, VP of sales or CMO, or across all three. C-suite capability without the full-time cost or the hiring risk.

Ready to scale properly

Training and workshops

Half-day or full-day intensives on operations, sales or marketing, delivered to your team in person or remotely.

Fast capability lift

On scale and budget. A workshop is the smallest way to work together and a fractional leadership engagement is the largest. Most project work lands in the low five figures, and fractional arrangements run monthly with a minimum term. I'll give you a real number on the first call rather than after a discovery process you paid for.

Before you reach out

Which kinds of retailers do you work with?

Wellness and outdoor leisure retail. Hot tubs, swim spas, saunas, cold plunge, massage chairs and related categories, along with pool retailers adding wellness lines. The common thread is a business that sells a considered, high-ticket product and has to service it afterwards, because that combination is where the operational difficulty lives.

I only need help in one area. Is that a problem?

Not at all. Plenty of engagements start with a single pressing issue, usually service profitability or sales consistency. What tends to happen is that fixing one area exposes a constraint in another, and you decide whether to keep going. That's your call, not a condition of working together.

How is this different from a general business consultant?

A generalist arrives with a framework and spends the first month learning your business. I arrive having run one. I've managed the technicians, set the service pricing, built the sales training and answered for the numbers at the end of the quarter. The recommendations come from having lived the consequences of getting them wrong.

What size of business do you typically work with?

Most commonly single-location retailers preparing to expand, and multi-location operators whose systems haven't kept pace with their footprint. If you're running one showroom with two staff, a workshop is usually better value than an engagement, and I'll tell you that on the call.

How quickly would we see something change?

Early wins are usually pricing corrections, follow-up gaps and routing inefficiencies, and those don't require new systems to capture. Structural change such as CRM implementation, training infrastructure and multi-site standardization runs on a longer horizon and gets mapped out in the roadmap so you know what lands when.

Do you take over, or work with the team I have?

Work with the team you have, in almost every case. The point is to leave behind something your managers can run without me. If the honest answer is that a role needs to change, I'll say so early rather than quietly working around it.

When are you not the right person to call?

If you want someone to write a strategy document and leave, I'm the wrong fit, because the work only pays off when it's implemented and the team is held to it. If you're looking for the cheapest option, I'm not that either. And if the real problem is that a partner or a family member in the business needs to be managed rather than the operation, that's a conversation for someone other than me. I'd rather tell you that on a free call than three months into an engagement.