In the early 1990s, Teresa Holland introduced the Aveda concept to North Alabama, laying the foundation for three thriving salons under the Terra Bacio and DanTera brands.

Over more than three decades, Holland’s role has evolved from working behind the chair to leading from the executive level.

Today, her focus is on growing people as much as the company itself, creating opportunities for the next generation of stylists, and contributing to a professional community that has supported her throughout her journey.

Holland recently sat down with the Huntsville Business Journal to talk about the turning points that defined her growth, her commitment to developing future leaders, and what success looks like after more than 30 years in business.

Can you take us back to the early ’90s and share how you decided to bring the Aveda concept to North Alabama?

In the early ’90s, most salons were focused on trends, and retail shelves were full of whatever sold fastest. When I was introduced to Aveda, it felt different. It wasn’t just products, it was purpose. The plant-based approach, the environmental responsibility, the rituals… it elevated the experience.

At the time, that kind of philosophy wasn’t common in North Alabama. But I believed our community was ready for something more intentional. I wasn’t just choosing a product line, I was choosing an identity.

When you compare your very first location to the three salons you operate today, what was the single most pivotal turning point in your growth?

The most pivotal turning point was when I stopped thinking like a stylist and started thinking like a business owner. In the beginning, growth meant staying fully booked. Later, I realized real growth meant building systems, culture, and leaders within my team.

Expanding to a second location forced me to step out from behind the chair and into true leadership. That shift changed everything.

How important has the Huntsville and North Alabama community been to your growth?

The community has been everything. You can’t thrive for 30 years without trust. North Alabama has supported us, referred us, and grown with us. Giving back through local partnerships, mentorship, and community involvement isn’t marketing. It’s gratitude.

What does success look like to you now? What legacy are you building?

Success used to look like expansion. Now it looks like impact. If I’ve created opportunities, careers, and a positive influence in North Alabama, that’s success. My legacy isn’t square footage, it’s people, as well as raising two successful daughters who now give back to the area and are creating a legacy of their own.

What is your core philosophy when it comes to building, mentoring, and retaining a strong team?

People don’t stay because of pay alone. They stay because they feel seen, supported, and challenged. My philosophy is simple: grow people, not just profits. If I invest in someone’s skills, confidence, and leadership ability, the business grows naturally. Mentorship isn’t optional; it’s essential.

You’ve been an early adopter of new services and revenue streams. How do you evaluate when it’s the right time to invest in something new?

I look at three things: alignment, demand, and sustainability. Does it align with our values? Are our clients asking for it? Can we execute it with excellence long-term?

If it’s trendy but doesn’t fit who we are, we pass. But if it supports our mission and strengthens the guest experience, we lean in confidently.

What are the biggest shifts you’ve seen in the industry, and how have you stayed ahead?

The biggest shifts have been digital marketing, social media influence, independent stylists, and client expectations around wellness and personalization.

We’ve stayed ahead by never getting comfortable. Education has always been a priority. And we’ve embraced change rather than resisted it. Longevity requires flexibility.

What has been the most challenging season of your career, and what did it teach you?

The most challenging season was navigating uncertainty, economic downturns, staffing challenges and moments when growth felt risky. Those seasons taught me resilience. They also taught me that leadership isn’t about having all the answers, it’s about staying steady so your team feels secure.

What do you enjoy most today that might surprise people?

I love watching young stylists discover their confidence. People see the polished side of the industry, the finished hair, the beautiful spaces. What they don’t see is the growth happening behind the scenes. Watching someone evolve from nervous to thriving, that’s incredibly rewarding.

How do you balance creativity with CEO responsibilities?

I protect space for both. Creativity fuels the brand. Operations sustain it. I schedule time to think strategically, review numbers, and develop leaders, but I also stay connected to the artistic heart of what we do. You can’t lose either side.

Was there a specific moment when you realized your business had become something much bigger than you originally imagined?

Yes. It was the day I walked into one of our salons and watched the team operate beautifully without me directing anything. Clients were being cared for. The culture was strong. The energy was positive. And I realized this isn’t just my dream anymore. It belongs to all of us. That was a powerful moment.