After realising I had gained all I wished from my time at sea, it became clear that pursuing management with Steiner wasn’t the right path for me. Without prior leadership experience and recognising that my personality didn’t align with the corporate management style I had witnessed, I knew it was time to consider other options. Business and education intrigued me, and I was eager to explore where my skills could lead.
Upon returning to the UK, I decided to reconnect with my beauty college, hoping to seek guidance from my former tutor about pursuing a career in education. During our conversation, she suggested I reach out to Michelle, my former work experience mentor from The Body Shop’s beauty department in Brighton. Michelle had since progressed in her career and was now managing a spa at a prestigious golf club in Kent. With no hesitation, I followed my tutor’s advice and contacted Michelle. While there were no positions available at that moment, fate intervened a few weeks later when a therapist announced her departure to move to Australia. I was invited to interview, and soon after, I began working at Nizels Golf and Country Club in the spring of 2003.
Nizels, part of The Club Company chain, offered an environment where I could further expand my expertise. I undertook additional training with premium brands such as Clarins, Espa International, and Jessica Nails, enhancing my knowledge and treatment repertoire. Alongside these luxurious services, we offered a comprehensive range of beauty treatments, including waxing, electrolysis, spray tanning, and eye treatments. Before long, I established a loyal client base, often finding my schedule fully booked weeks in advance. Michelle’s leadership and ambition continued to inspire me, and when she moved on to new opportunities, I was honored to be offered the position of Spa Manager just eight months after joining.
Aura Beauty, the spa within Nizels, operated seven days a week with four treatment rooms, a sunbed room, and direct access to the fitness and wellness suite. With up to 15 staff members, including therapists and receptionists, my goal was to maximize room occupancy while maintaining high standards of service and staff morale. Managing the department presented a rewarding challenge. I drew on the operational skills I had refined during my time at sea, strategically balancing my team’s schedules to optimize room occupancy while maintaining staff morale. Working as a hands-on manager, I oversaw all operations while continuing to serve my dedicated clients. Additionally, once a week, I assumed the broader responsibility of overseeing the entire club’s operations—a role that further developed my leadership and problem-solving abilities.
Building a strong, dynamic team was one of my proudest achievements. I had the privilege of selecting talented therapists who brought passion and dedication to their work. Collaborating with esteemed brands like Clarins and Espa provided opportunities to host events, offer exclusive services, and continually enhance our offerings. Every success was a reflection of our collective efforts, and I took immense pride in fostering a thriving environment where both clients and therapists felt valued.
In 2007, I was overjoyed to learn I was expecting my first child. As I prepared for maternity leave, I began transitioning my responsibilities to Lindsey, my head therapist, whose dedication and leadership made her the ideal successor in my absence. I stepped away from my role in November 2007, fully embracing the precious time ahead with my baby boy.
Returning in late 2008, I anticipated resuming my management duties with a renewed perspective. However, at my return-to-work meeting, HR strongly suggested I step down and return as a part-time therapist. With little room for negotiation, I faced a difficult decision. While I was deeply disappointed to relinquish the role I had poured my heart into, I chose to prioritize my growing family. Stepping back opened an opportunity for a different kind of growth—one that would allow me to create a more flexible and independent future.
Determined to forge my own path, I resolved to remain at Nizels part-time for a transitional period while planning my next move. Though I was unsure of the exact steps ahead, I knew I wanted to build a business of my own. The confidence I had gained from managing a thriving spa, combined with the resilience instilled in me from ship life, gave me the belief that I could succeed. I understood that leaving the corporate world meant entering the unknown, but I welcomed the challenge.
After two years of careful planning and navigating the emotional challenges of leaving Nizels, I took a leap of faith. In December 2010, Carrina Jane Beauty was born—a venture that marked the start of a new chapter. Looking back, every lesson learned and experience gained, from the structured rigor of cruise ships to the strategic leadership at Nizels, prepared me for this moment. It was the culmination of my past and the beginning of a future I could shape on my own terms.
