How to Plan for Maternity Leave as a Salon Owner

By Emma Mulvihill, Owner of The Scissor Psychologist

When I found out I was expecting again, of course I felt overwhelming joy, but I also felt a very real awareness that this pregnancy would be different. The first time, I was a freelancer, so stepping back was simpler (I welcomed a co-worker into my space, and she very kindly took on my role, keeping everything running smoothly) but this time, I’m a salon owner. So, in honour of Mother’s Day this week, here are the six key ways I am planning for maternity leave as a hairdresser and business owner:

1. Plan Ahead

While I knew I wanted another child, I also knew I had to put solid systems in place to ensure the business could operate confidently without me. I wanted to enjoy maternity leave properly, and that meant not constantly worrying about what was happening in the salon. So, I started planning early.

If there’s one thing this journey has taught me, it’s that preparation requires time. And time is everything. You can’t install systems at the last minute, so the earlier you begin considering things like team responsibility, financial oversight, client transitions and stock control, the smoother the process becomes. To me, this experience was nesting, but for my business as well as my home. In fact, I actually took it a step further and re-decorated the entire salon over the Christmas holidays. It felt symbolic, but it was also strategic. It reinforced that this was a structured, future-focused business, not one dependent on a single individual.

2. Reduce Your Column Gradually

One of the first operational decisions I made was to reduce my column earlier than originally planned. In early pregnancy, I built more breaks into my day, and by mid-pregnancy, I had reduced to four days per week. As I progressed, I stepped back further and retained only a small number of long-term clients. This allowed me to preserve my energy while using the additional time to prepare systems, support the team and focus on operational structure. Reducing gradually meant clients adjusted steadily rather than abruptly, which removed panic and created confidence.

3. Remove Dependency From Your Team

I’ve built a team of self-employed co-workers who are capable and experienced, but capability alone isn’t enough; your team need to have a strong understanding of what is and isn’t their responsibility. The intention was clear: remove dependency. In preparation for maternity leave, I gradually handed over:

• Daily salon flow and operational decision-making.
• Colour leadership and technical support where required.
• Mentorship for our Saturday assistant, supported by my first-ever co-worker, Debbie.
• Structured training sessions with our business partners, scheduled before and during my leave.
• Retail conversations and product education.
• Resolution of any ongoing operational issues.
• Encouragement of real-time problem-solving rather than deferring upwards.

4. Protect the Client Experience

The transition for my clients had to be approached with intention. In a premium salon environment, relationships are central to the business model and clients trust leadership decisions. I matched my clients carefully based on personality, technical strengths and long-term goals. Detailed notes were recorded, formulas discussed and expectations aligned. This was not about ‘passing clients on’; it was about protecting continuity and maintaining brand standards.

5. Strengthen Operational Support

I was very intentional about not placing pressure on one individual. To support the salon commercially, I work with business coach Michael Convey from My Salon Coach, who oversees figures and strategic direction while I’m away. In addition, an administrator manages bookkeeping, stock control, phone lines and daily operations – this ensures financial accountability and reporting continue uninterrupted. I have found that this financial preparation has been key in my journey. Understanding the numbers, maintaining structured oversight and ensuring support systems are in place has allowed me to approach this chapter calmly.

6. Set Your Boundaries

One of my key objectives is to genuinely experience maternity leave. I will remain reachable if necessary, but the infrastructure is designed so that I am not required in daily operations. If a business cannot operate without its owner for a period of time, it may be worth examining whether it has been structured sustainably.

So, can you own a salon and have a baby? Yes, absolutely! But it requires structure, delegation and commercial awareness. Motherhood and ambition are not opposing forces; with the right systems in place, they can coexist successfully. I feel confident stepping into this chapter knowing the salon is stable, the team is empowered and the foundations are strong. And that, to me, is what business ownership should look like.

Emma Mulvihill, Owner of The Scissor Psychologist