When building a business as a solopreneur, much of the journey involves trial and error, figuring out what works and what doesn’t. But in a franchise model, that guesswork is removed. The foundations are already in place, thanks to the expertise and dedication of people like Hayley Limpkin, Razzamataz’s Fractional Strategy and Development Director.
Hayley doesn’t just talk the talk, she’s walked the path our franchisees are on. Having run her own highly successful Razzamataz schools, which continue to thrive under new ownership, she brings real, lived experience to the role. With 15 years at Razzamataz, her in-depth knowledge, strategic insight, and hands-on mentorship are invaluable, something our franchisees consistently highlight.
“The 1:1 coaching sessions with Hayley were particularly valuable, offering personalised insights and strategies that will help take my business to the next level. I’m incredibly grateful for the support and knowledge gained,” Samantha Wingfield-Jones, Principal, Razzamataz Leighton Buzzard
As Razzamataz looks ahead to 2026, Hayley continues to work closely with Founder and Managing Director Denise to create even more opportunities across the network, ensuring everyone within the Razzamataz community is supported to grow, succeed, and create the business that best works for them. We asked Hayley to share some of the exciting plans for 2026 and beyond.
What excites you most about your role for 2026
It is the chance to keep building on work that we’ve been evolving for some time. Two years ago, I worked closely with Founder Denise to build a ten year strategic vision and since then, my focus has been translating that into everyday decisions, what we prioritise, where we invest time and energy, and how the strategy is felt across the network.
What’s particularly exciting right now is seeing that long term work begin to land, building on the strong foundations already in place. There’s a real sense of direction and a network of truly brilliant franchisees who are not only passionate about what they do, but really clear on where they’re heading and why it matters.
How will your role help support franchisees and shape the next stage of growth
This role builds on what’s already working, helping growth remain clear, steady and intentional, while protecting the strength of the brand that the whole network has worked so hard to build.
I’m very aware that strategy and growth aren’t just commercial, they affect how people work, make decisions, and how stretched things can feel as ambition grows. Franchisees are proud of what they’ve built, excited about what’s possible, while often juggling multiple priorities. Strategy has to recognise that reality, or it simply doesn’t work.
I will continue to support Denise, pressure-testing decisions, translating long term thinking into practical direction, and being honest about what has to stop to make space for what’s next. The aim is to make the right priorities obvious, and help franchisees put their time and energy where it will make the biggest difference.
What’s one key focus you’re looking forward to developing as part of Razzamataz’s future strategy?
One focus I’m particularly excited to build on is discipline in how we grow. Alongside my wider work supporting small businesses at different stages, in different sectors and even in different countries, there’s real value in bringing that external perspective back into Razzamataz. Most businesses assume growth comes from doing more, but actually in practice it comes from better choices, knowing what to get behind, what to refine, and just as importantly, what to stop and say no to.
My focus is, and always has been, people first, in whatever I’m doing. From there, it’s about helping shape decisions and embedding a strategy that’s clear enough to act on and flexible enough to adapt as we learn. That ‘adapting’ bit really matters. The landscape is changing, shaped by rising generations and new ways of engaging. It will look very different in the years ahead, and that genuinely excites me. It’s our role to guide and adapt to what’s coming.
When people feel clear on the direction and supported to make good decisions and stay connected, we can keep building on an already strong business, without losing what makes Razzamataz special in the first place.
