"Relentless in Life" From Humble Beginnings to Drybar's Second-Largest Franchisee

Name: Cynthia Maxwell
Title: Maxwell Group
Company: CEO
No. of units: 10 Drybar
Family: Husband Derek, and children, Alexis, Margarito, Karlina, David, and Sky
Years in franchising: 20
Years in current position: 20

Cynthia Maxwell reflects on her childhood with perspective: “We were poor, but life was good.” She didn’t realize the extent of her family’s financial struggles then, but those challenges fueled her drive to become a powerhouse entrepreneur, building business assets across a wide range of industries.

The oldest of five children and daughter of a truck driver and a preschool teacher, Maxwell did not think much about money while growing up in a colonia in Weslaco, Texas, near the U.S.-Mexico border. However, an experience in elementary school changed her perception and inadvertently fueled her drive in life.

After a long day on the road, Maxwell’s father came home exhausted, but when his kids asked to go to the beach, he didn’t hesitate. The family piled into their GMC truck, spent the night on a mattress in the back, and fell asleep under the stars. When Maxwell proudly discussed her memorable experience upon returning to school, a classmate chimed in about her family’s stay at a beach house.

“That is when I realized we were poor,” Maxwell says. “It was at that time that I decided I was going to own a beachfront property someday. I didn’t know how I was going to do it, but I was going to make it happen. From that point on, I became relentless in life.”

By high school, Maxwell was already hustling as an entrepreneur, selling purses out of the trunk of her car. She quickly expanded into neighboring school districts, local hospitals, and house parties, adding jewelry to her product line along the way. A few years later, she expanded her business career by purchasing a consignment store.

Today, she is the founder and CEO of the Maxwell Group, a firm with more than 32 businesses spanning real estate, private equity, luxury retail, distribution, medical, tech, staffing, and health and wellness. Maxwell previously owned two staffing franchises and currently operates 10 Drybar locations with more expected to open by the end of the year as she follows her plan to become the brand’s largest franchisee. She’s currently in second place. Maxwell also plans to expand her portfolio with a quick-service restaurant brand.

She was a customer at several Drybar salons in California and knew that franchising provides a proven playbook for owner success. Coming out of the pandemic, Maxwell decided to purchase several units. Running salons carried a personal connection, reminding her of childhood trips with her grandmother for haircuts.

“The first time I got my hair cut and it was blown out straight was when I was about 10 years old. I felt like I was the most beautiful person in the world,” she says. “I received so many compliments and saw
how good going to a salon could make people feel about themselves. The beauty industry always fasci-
nated me, and I became interested in owning a salon.”

Maxwell relishes the role of being a mentor and providing advice for others, especially aspiring female entrepreneurs. Before his death several years ago, Maxwell’s father encouraged her to inspire people by sharing her life story. Those experiences have provided a clear perspective on life.

“I’ve learned to live moment by moment and be very appreciative for today because nothing is promised to us,” Maxwell says. “I’m very proud and humbled that God has given me grace. Looking back at that girl when I was younger, I am very proud of her and grateful I didn’t give up. Life is good right now. I aspire to do more in the future, but in the present moment, I feel blessed.”

PERSONAL

First Job: Selling purses out of the trunk of my car to teachers while I was still in high school. I later expanded it to other school districts and even started hosting house parties for teachers and their friends.

Formative influences/events: My first job taught me how to connect with people, build trust, and find creative ways to make a sale, and it was something I revisited years later as a single mom, trying to make ends meet. My father was a huge influence on me. He believed in me and gave me the space to figure things out on my own. That belief planted the idea that my destiny was in my hands, a mindset that carried me through some of the hardest, darkest moments in my life.

Key accomplishments: My kids are my proudest accomplishments. They’ve shaped my vision, my values, and the way I move through life. They’ve given me grace, love, and perspective, especially during the moments I felt lost. Professionally, when I finalized my first real estate deal that made me my first million, it gave me confidence in myself and the knowledge that I wanted to do something big.

Biggest current challenge: Making sure we hire the right people. I have an extensive background in staffing, and that has helped our portfolios thrive. I set high goals for our business and the people we hire. It is crucial to find the right people to match your culture.

Next big goal: To become the largest franchise group in the Drybar system. I am passionate about the brand and love the way its services make people feel. I am currently the second-largest franchisee, and I’m on track to become the largest.

First turning point in your career: After starting by selling purses from my car, I opened my first consignment boutique, which became the foundation for everything that followed with multiple brands, real estate ventures, and global expansion. This led me to my opportunities with Drybar, and I’m lucky to say I’ve taken on the challenge of expanding the brand from coast to coast with the goal of becoming the largest franchisee in the system.

Best business decision: When I sold one of our companies that had multiple locations across the U.S. It was a highly lucrative and profitable business and one we had poured years of work into scaling. But when the right offer came, we knew it was time. Saying yes to that deal wasn’t just about the price; it was about the timing, the vision, and the doors it would open. That sale gave us the freedom and capital to expand into new industries, build more platforms, and create opportunities for others. It was a defining moment that allowed us to elevate from running one successful brand to building a diverse and global portfolio.

Hardest lesson learned: When I was a young entrepreneur, I bought a business without doing the proper due diligence. I incorrectly assumed the seller shared the same values, integrity, and transparency that I hold. The business turned out to be unscalable, and we faced significant challenges as a result. This experience taught me the crucial importance of thoroughly vetting every opportunity, no matter how promising it seems and reinforced that due diligence is nonnegotiable.

Work week: I prioritize setting clear goals with my leadership teams, reviewing performance metrics, and addressing key challenges. Throughout the week, I also carve out time for innovation and personal development to stay sharp. Even with everything going on, I prioritize my family because they keep me grounded and energized.

Exercise/workout: I mix it up with strength training, yoga, and long walks to clear my head. Some days, it’s a quick 30-minute sweat session. Working out keeps me focused, balanced, and mentally sharp.

Best advice you ever got? “Don’t play small just because it makes other people comfortable.” That came from Ray Nelson, a real estate developer whom I admired. It changed everything for me. It reminded me to trust my instincts, take bold risks, and stay focused on the vision even when others didn’t see it yet. It’s helped me move with confidence, build unapologetically, and stay true to who I am, no matter the room I walk into.

What is your passion in business? Building with purpose and investing in brands and opportunities that not only grow, but make a real impact. I love turning a vision into something tangible, something that creates jobs, opens doors, and inspires others.

How do you balance life and work? It’s not always perfect, but I’ve learned to be intentional. I schedule time for both with the same priority. When I’m working, I give it my full focus. But when I’m with my family, I’m present. I’ve had to let go of the idea that balance means equal time; it’s more about being fully where I am.

Guilty pleasure: Hot chocolate and a great book—hands down.

Favorite book: The Alchemist by Paulo Coelho.

Favorite movie: One of my favorite movies is “The Pursuit of Happyness.”

What do most people not know about you? I love to bake, and according to my family, I make the best homemade pumpkin rolls.

Pet peeve: Gossip and mean-girl energy. I can’t stand it. I believe in women supporting women, not tearing each other down.

What did you want to be when you grew up? I always knew I wanted to be an entrepreneur.

Last vacation: I spent a full month in August 2025 in California at Carmel-by-the-Sea and Big Sur. It was peaceful, grounding, and exactly what I needed.

Person you’d most like to have lunch with: Warren Buffett. His wisdom, long-term thinking, and ability to stay calm and strategic through decades of change are qualities I really respect.

MANAGEMENT

Business philosophy: Build with purpose, lead with integrity, and never lose sight of the people. Every brand I build and invest in is a reflection of vision, culture, and long-term impact.

Management method or style: I lead with trust, clarity, and high expectations. I hire people I believe in. I’m direct and clear about the vision, what we stand for, and where we’re going. I expect excellence, but I also lead with heart. I’ll support and challenge my employees, and I’ll always keep it real.

Greatest challenge: Learning to let go of control, people who no longer align, and the idea that I have to do it all myself. As the business grew, I had to shift from being in everything to trusting others to lead, which wasn’t easy for me. But I’ve learned that scaling a vision means building strong teams, setting clear expectations, and letting go of what no longer serves the bigger picture.

How do others describe you? People often describe me as driven, passionate, and real.

Have you ever been in a mentor-mentee relationship? What did you learn? Yes, both as a mentee and a mentor. Early on, I had a few key people who poured into me, and I learned the value of listening, asking questions, and being open to growth. Now, I’m in a place where I get to mentor others, and that’s honestly one of the most rewarding parts of what I do. It has taught me that leadership isn’t just about what you build; it’s about who you help build along the way.

One thing you’re looking to do better: I’m working on feeling more comfortable speaking in front of large groups. Public speaking doesn’t come naturally to me, and I get nervous, but I know that using my voice more confidently can help me inspire others and make a bigger impact.

How do you give your team room to innovate and experiment? I empower my team by giving them autonomy to test new ideas and take ownership of projects. I believe the best innovations come when people feel empowered and supported.

How close are you to operations? My role is to provide a clear vision and guidance while empowering the people on the ground to execute. Staying connected to operations helps me spot opportunities, solve problems quickly, and keep the culture strong.

What are the two most important things you rely on from your franchisor? I count on open communication and partnership. When challenges or new opportunities arise, having a franchisor who listens, collaborates, and adapts makes all the difference. Wellbiz Brands, for example, does a fantastic job of supporting its franchisees. Regardless of our vision for expansion, they are with us every step of the way.

What you need from vendors: Reliability and quality are nonnegotiable. I need vendors who deliver on time and provide products or services that meet high standards. Good pricing is also really important, especially because sometimes vendors know they’re the only option within the system.

Have you changed your marketing strategy in response to the economy? How? Yes. We’ve made changes in that area. People are spending more carefully, so we focused on adding value, strengthening customer relationships, and being intentional with our marketing spend.

How is social media affecting your business? It’s huge. Social media is where we tell our story and connect with our clients in real time. It drives business, but it also gives us a way to listen to what people love, what they react to, and what they want more of.

In what ways are you using technology (like AI) to manage your business? We’re leveraging AI to work smarter, not harder. From automating backend operations to personalizing customer experiences, it’s helped us move faster with better precision.

How do you hire and fire? I hire based on character, hunger, and alignment with our culture. Skills can be taught, but mindset can’t. I look for people who are solution driven, team oriented, and willing to grow. When it comes to firing, I don’t hesitate if someone consistently lacks accountability or disrupts the culture. We’re building something great, and there’s no room for energy that doesn’t match the vision.

BOTTOM LINE

Goals over the next year: We want to scale and continue to expand strategically. We’re aligning ourselves with brands and partners that inspire us and match our energy.

Growth meter: How do you measure your growth? I measure growth in more than just numbers. Of course, revenue and expansion matter, but I also look at how strong our team is, how loyal our clients are, and whether we’re creating opportunities in new markets. Growth to me is when the business is scaling, the culture is thriving, and both employees and customers want to stay connected to what we’re building.

Vision meter: Where do you want to be in five years? 10 years? In five years, I see us scaling with intention, building outstanding brands that inspire, disrupt, and lead in their industries. I want to be surrounded by powerful teams, many of whom have grown with us and now lead with confidence and clarity. Most of all, I want to be at the forefront of a cultural shift where women are breaking boundaries, owning their power, and redefining what leadership looks like. In ten years, it’s about legacy. I see a global footprint, equity in the hands of our teams who helped build it, and a pipeline of bold female founders we’ve invested in and mentored. We’re building a world where women don’t just rise; they lead, they own, and they change the game unapologetically.

Do you have brands in different segments? Why/why not? Yes. I believe in diversification. I build and invest in companies across beauty, real estate, health and wellness, medical, retail, and fashion. This balance allows me to reduce risk and create opportunities for cross-industry synergy.

How is the economy in your region(s) affecting you, your employees, your customers? The economy impacts labor costs, consumer spending, and operations, but my focus is on adapting quickly. Customers today want quality and experiences, and my employees are trained to deliver on that consistently.

Are you experiencing economic growth in your market? Yes. But it looks different than before. People are more intentional about where they spend their money.

How do changes in the economy affect the way you do business? They keep me flexible. I’ve learned not to get too comfortable. If something shifts, we adapt, whether that’s pricing, operations, or even how we market.

How do you forecast for your business? I use both data and intuition. I look at performance metrics and market trends, but I also trust my instincts. After years in business, I can usually feel where the consumer is heading.

What are the best sources for capital expansion? For me, reinvesting profits has been the best route. But I think it depends on the stage of the business. Sometimes, a strategic partnership or a bank is the right move.

Experience with private equity, local banks, national banks, other institutions? Why/why not? Primarily with local banks. You may have relationships with them, and they know you are building something within their community. That was my first lending experience. Whatever profit we make, we pour back into the business.

What are you doing to take care of your employees? Taking care of my employees is at the heart of everything we do. We invest in their growth with training, mentorship, and leadership development. We celebrate milestones and foster a positive work environment.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? To offset these expenses, we’re focused on driving operational efficiency, scaling our businesses, and creating new revenue streams. This approach allows us to stay ahead of the curve, remain competitive in compensation, and ensure that our team members have stability and growth opportunities even in a changing economy.

What laws and regulations are affecting your business, and how are you dealing with them? Because we operate across the country, we see firsthand how laws and regulations impact both businesses and the people they employ. California has some complex regulations that have made it difficult for investors and entrepreneurs to grow there. Minimum wage in California is a big issue. We try to keep our costs down, but it is challenging with the minimum wage in the state being so high. We have to control what we can control with our expenses.

How do you reward/recognize top-performing employees? Recognition is a cornerstone of our culture. We celebrate success through performance-based growth opportunities and public acknowledgment of achievements. For those who go above and beyond, we’ve even gifted life-changing rewards, including cars, trips, and unique experiences.

What kind of exit strategy do you have in place? I don’t have an exit strategy right now. I truly love what I do, and my focus is on continuing to grow, creating more opportunities for our team, and building a legacy we are proud of.