In just a few years, Royal Spa has grown from a small team into an expanding wellness brand thriving in one of Europe’s most competitive markets. Anna Rusak, CEO of Royal Spa in Warsaw, shares her perspective on building a business with strong systems, explains why trust matters more than the most advanced equipment, and reveals the principles that have remained unchanged throughout the company’s growth.
I genuinely love what I do. Maybe that’s why I don’t spend much time overthinking decisions—I make them quickly and always take full responsibility for the outcome. I’m probably the kind of builder who enjoys creating systems, growing businesses, and embracing challenges.
That said, the hardest decisions have never been about numbers. They’ve always been about people.
Before opening our first spa, I worked for another company, and that’s where I realized that a successful business isn’t built solely on strategy or financial performance. It starts with a team that shares your values. Only with that kind of team can you create something truly meaningful, where everyone contributes their own piece to a common vision.
One of the most important decisions I made was to stop trying to control every detail and start building a system instead. Delegating responsibility, standardizing processes, and trusting people weren’t easy steps, but they gave Royal Spa the ability to grow without compromising quality.
I believe scaling doesn’t begin with opening new locations—it begins in the owner’s mindset. It starts with creating a culture that continues to work even when you’re not in the room. Only then is a business truly ready for its next stage of growth.
And I’d like to add one more thing. I’ve been incredibly fortunate to have the team I do. I know many of them will read this interview, so I want to thank every one of them once again. I truly believe our people are Royal Spa’s greatest strength. They inspire me to keep moving forward and to continue building something even bigger.
I’ve lived in Poland for more than twelve years, so sometimes I joke that I’ve become a local consumer myself.
Polish clients are highly informed and intentional. They don’t come in simply for a treatment—they’re investing in their health, well-being, and overall quality of life.
People here pay close attention to the details. High service standards and strict compliance with regulations matter, and clients recognize and appreciate that.
That’s why success in the premium segment isn’t determined by who owns the most expensive equipment. It’s determined by who earns trust. And trust is built through hundreds of small details.
I always tell my team, “We can build the most beautiful, state-of-the-art spa in the world, but if our team isn’t genuinely happy to welcome every client, it will never become a successful business.”
I don’t believe in scaling simply for the sake of growth.
The next chapter should begin only when a brand can consistently deliver the same exceptional level of service, regardless of who’s working that day or which treatment room the client walks into.
To me, readiness means the system has matured. When processes are refined, the team is strong, and quality has become the standard rather than the exception, only then can you move forward without putting your reputation at risk.
We actually began expanding fairly quickly. We opened our first location more than five years ago and our second two and a half years later. In the beginning, our team consisted of just two people. Today, we have more than thirty specialists.
For me, that’s the strongest proof that the system works. Our team members stay with us for years, and many of our guests return time and again. Together, side by side, we’ve continued to grow the Royal Spa brand.
Whether you operate in the premium segment or not, responsibility comes first.
It may sound simple, but responsibility is the foundation of every successful business. As an owner, you have to be accountable for everything that happens within your company—for the quality of your services, your team, your clients’ experience, and even your own mistakes. That’s what ultimately shapes a brand’s reputation.
We never compromise on safety, quality, or integrity—for our clients or for our team. If someone doesn’t actually need a treatment, we’ll tell them honestly. And if we know we can do something better, we’ll always choose to do better.
Our reputation means everything to me because I know how much work, care, and daily attention to detail stand behind what people now recognize as Royal Spa.
I’d tell them not to fall in love with the glamorous image of running a business. And I certainly wouldn’t expect marketing alone to solve everything.
The first step is answering a few honest questions. Why does your business need to exist? Does the market actually need it? Who is your customer, and what value are you creating for them? That’s where everything begins.
It’s equally important to understand the rules of the game: the country’s bureaucracy, tax system, legal framework, and employment regulations. Those things may not be as exciting as a beautiful interior or a marketing campaign, but they’re often what determines whether a business can succeed over the long term.
Interior design, modern equipment, and a great location all matter—but they don’t create a brand. People do. So do standards, daily discipline, and a genuine commitment to delivering the best possible experience.
And one last piece of advice: don’t try to be like everyone else. Really.
The European market is highly competitive, but there’s always room for a brand with its own philosophy—one that’s confident enough to be authentic and patient enough to earn trust over time.
Because today, trust is the most valuable currency any business can have.
