How do you start a barbershop business in 2027?

The three labor models, compared side by side

Everything downstream of your labor model — how much capital you raise, what your P&L looks like, whether you can enforce a dress code, how many hours a week you personally work — flows from a choice most first-time owners make casually in a conversation with a friend. It deserves a spreadsheet and a week of thought. There are three structures in wide use, plus hybrids that borrow from two of them.

Booth rental (chair rental). You are functionally a landlord who happens to own scissors. Independent barbers, operating as 1099 contractors or their own single-member LLCs, rent a chair from you at a flat weekly rate — commonly $200 to $450 per week depending on your market, with dense coastal metros at the top of that band and rural or small-town markets at the bottom. They keep one hundred percent of what they charge clients, set their own prices, choose their own hours, and buy their own product. Your revenue line is rent, not haircuts. The appeal is obvious: near-zero labor cost, no payroll to run, no payroll taxes, no workers' comp on service providers, no unemployment exposure, and no risk of paying someone who sat idle all Tuesday. An eight-chair shop fully leased at $300 per week produces roughly $125,000 in annual gross rent against maybe $70,000 of fixed overhead, which is a real income for genuinely part-time involvement.

The cost is control, and it is total. You cannot dictate pricing, so the barber in chair three charges $30 while the barber in chair five charges $65, and your clients notice. You cannot mandate hours, so Saturday morning — your single most valuable revenue window — may find half your chairs dark because two renters decided to take the weekend. You cannot enforce a service standard, a dress code, a phone-answering protocol, or a rebooking discipline. You cannot build a coherent brand, because the shop is a collection of independent businesses sharing a mirror wall. And when a renter leaves on a week's notice, they take their entire client book with them and your rent line drops immediately with no ramp-down.

Commission. Barbers are compensated as a percentage of each ticket they produce — most commonly the barber keeps 40 to 60 percent, with 50/50 and 55/45 in the barber's favor being the two most frequently seen splits in independent shops. Tips typically stay with the barber entirely. The shop sets prices, sets hours, owns the client relationship in the booking system, sets the service menu, and captures the retail margin. This is the structure most shops with a real brand identity use, because it is the only one that lets you promise a consistent experience.

You pay for that control in overhead and management burden. You carry payroll processing, employer-side payroll taxes, workers' compensation premiums, potentially unemployment insurance, and — critically — the cost of a barber standing at an empty chair. Under booth rental, an idle chair costs you nothing because the rent already cleared. Under commission, an idle chair costs you nothing in variable pay but everything in the fixed rent and utilities you are burning to keep the lights on for someone producing zero. Commission also demands actual management: schedules, performance conversations, training, conflict resolution, coverage when someone calls out.

W-2 employee with hourly base plus commission. The barber receives an hourly wage at or above your state minimum, plus commission on production above a threshold, or a tiered commission that escalates with volume. This is the most expensive structure and the most legally defensible one. It is also, increasingly, the structure that wins recruiting battles — a barber with a mortgage and a kid values a predictable floor under a slow February more than a slightly better split in a good June. Some shops layer in a small benefits package, paid time off, or a health stipend, which almost no independent shop offered a decade ago and which is now a genuine differentiator in tight labor markets.

Hybrids. The pattern that has quietly become the 2027 default in well-run independent shops: a core of four to six commission or W-2 barbers who define the brand, staff the peak windows, and get developed through a skill ladder, plus one or two booth-rent chairs reserved for established independents who arrive with a full book and simply want a professional room to work in. You get brand coherence from the core and low-risk incremental revenue from the renters. The friction is real — the renter charges different prices and keeps their own hours right next to your W-2 barber — so you paper the arrangement carefully and locate the rental chairs where the difference is least jarring.

There is one more consideration that a lot of founders discover too late. Worker classification law has been tightening. California's ABC test, and similar three-prong tests adopted or proposed elsewhere, make it genuinely difficult to defend a 1099 commission barber, because the barber performs work squarely within your usual course of business. Booth rental survives the test far better when it is structured honestly — the renter genuinely sets their own prices, keeps their own clients, controls their own schedule, and supplies their own tools. The dangerous middle ground is the shop that calls barbers 1099 renters but schedules them, prices for them, and requires them to wear the shop shirt. That is a misclassification finding waiting to happen, with retroactive back taxes and penalties attached. Get a read from an employment attorney in your state before you open, not after an audit letter arrives.

How to decide which model fits you

The right answer is not universal, and anyone who tells you booth rental is always simpler or commission is always better is selling something. The decision turns on four honest questions about yourself and your market.

How much control do you actually need to execute your concept? If your differentiation depends on a consistent experience — a guaranteed 25-minute in-and-out for busy professionals, or a slow premium ritual with a hot towel and a straight-razor finish — you cannot deliver that through independent contractors who set their own pace and pricing. Control-dependent concepts require commission or W-2, full stop. If your concept is essentially "a nice room where good barbers work," booth rental is coherent with it.

How much capital do you have, and how much runway? Booth rental is dramatically cheaper to sustain through a slow ramp because your variable labor cost is zero. A commission shop that opens into a soft first quarter burns cash on rent and utilities while producing thin revenue, and if you also carry an hourly base, you burn faster. Thin capitalization pushes toward booth rental for survivability reasons alone.

Do you actually want to manage people? This is the question founders answer dishonestly most often. Managing six barbers means scheduling conflicts, personality friction, someone's star performer developing leverage and using it, difficult conversations about production, and someone quitting the week before Christmas. Some owners find this energizing. Some find it corrosive. If you are the second kind, a commission shop will grind you down regardless of what the spreadsheet says.

What does your state's classification law permit? In strict-test states, the practical menu narrows to genuine booth rental or genuine W-2, with 1099 commission effectively off the table.

A practical sequencing note: whichever model you choose, paper it before you open. A written booth-rental agreement covering rent, term, notice period, insurance requirements, license verification, sanitation obligations, and what happens to shared supplies. A written commission agreement covering the split, tip handling, product commission, scheduling expectations, and termination. Shops that operate on handshakes discover the gaps at exactly the worst moment — when a barber is leaving angry and taking clients.

The concrete numbers behind each option

Abstract comparisons are useless without arithmetic. Here is what each model actually produces, built from the per-chair unit economics upward.

Start with a chair's physical capacity. A barber working a full 40-hour week, at an average of 35 to 45 minutes per service including turnover and cleanup, performs roughly nine to thirteen cuts a day, call it 45 to 60 per week. At a $45 average ticket, a fully utilized chair grosses $2,000 to $2,700 weekly, or $100,000 to $135,000 annually. At a premium $90 ticket, the same chair grosses north of $200,000. But full utilization is a fiction. Real-world chair utilization runs 50 to 80 percent, and a healthy mature shop targets 70 percent or better. Utilization is the master variable in this entire business, and every other number bends to it.

Booth rental math. Eight chairs at $300 per week is $124,800 in gross annual rent, assuming every chair is leased every week — which it will not be. Model 85 percent occupancy and you get roughly $106,000. Against that, fixed overhead on a shop that size — rent of $3,500 to $5,500 monthly, utilities, insurance, software, supplies, maintenance, marketing — runs $65,000 to $80,000 annually. Owner income lands in the $30,000 to $55,000 range for genuinely light involvement, higher if you also work a chair yourself. Revenue is predictable and the downside is shallow, but the ceiling is hard. There is no operational lever that turns $300 weekly rent into $500 without market rent rising.

Commission math. Six chairs at 70 percent utilization and a $48 average ticket produces roughly $420,000 to $560,000 in service revenue. At a 55/45 split favoring the barber, the shop retains $189,000 to $252,000 of that. Add retail — a shop attaching product to 12 to 18 percent of clients at 40 to 55 percent gross margin adds meaningfully, and the incremental cost is nearly zero since the barber is already standing there. Subtract fixed overhead of $80,000 to $120,000 for a shop that size, plus employer payroll taxes and workers' comp on the W-2 portion. Owner-discretionary earnings land around $90,000 to $160,000. Same shop at 50 percent utilization barely clears break-even, which is the entire argument for not over-building chair count.

Startup capital, line by line. A realistic all-in figure to open a quality six-to-ten chair shop in 2027 is $65,000 to $185,000, and the spread is driven almost entirely by the condition of the space.

Leasehold improvements run $35,000 to $110,000 and are the largest and most variable line. A second-generation space that was previously a salon or barbershop — plumbing already roughed for shampoo bowls, electrical adequate for multiple stations, HVAC sized for the use — turns for $35,000 to $55,000. A vanilla shell or a conversion from an unrelated use, where you add plumbing, upgrade the panel, build an ADA-compliant restroom, and address ventilation, runs $75,000 to $110,000 and up. Negotiate a tenant improvement allowance; in a tenant-favorable market $15 to $45 per square foot is achievable and can absorb a real slice of this.

Equipment and furniture: $12,000 to $30,000. Hydraulic barber chairs at $400 to $800 for solid mid-tier and $1,000 to $1,800 for premium — six chairs alone is $2,400 to $10,800. Stations with mirrors, cabinetry, and task lighting at $300 to $1,200 each. Shampoo bowls with reclining chairs at $600 to $1,500 per unit. Waiting furniture, a reception desk, sterilization equipment including UV cabinets and disinfectant stations, a commercial washer and dryer, towels, capes, and a sound system.

Technology: $1,500 to $5,000 up front plus $150 to $500 monthly. Booking and point-of-sale software — Booksy, Squire, Vagaro, Boulevard, or Square Appointments are the platforms most independent shops run on — plus payment hardware, a business line, a website, and cameras. Pick one platform and commit; migrating client histories and rebooking data later is genuinely painful.

Licensing, permits, and professional fees: $1,500 to $6,000. Establishment license, business formation, local business permit, health department permit and inspection, building and occupancy permits, signage permit, and attorney review of your lease and barber agreements.

Opening inventory: $2,000 to $6,000 for the retail shelf and a few months of consumables.

Working capital reserve: $15,000 to $40,000, covering four to six months of rent, utilities, insurance, software, and any payroll while the shop ramps. This is the line founders shortchange most often and regret most bitterly. A new shop rarely covers full overhead before month five to nine, and running out of cash in month seven is the single most common way an otherwise viable shop dies.

Marketing and pre-opening: $3,000 to $10,000 for signage, a launch event, initial digital presence, and founder's-promotion materials.

Funding sources. Personal savings, an SBA 7(a) or SBA Express loan (the SBA is comfortable with established-format service businesses and barbershops are about as established-format as it gets), a home equity line, equipment financing where the equipment itself is collateral, the landlord's TI allowance, and occasionally a partner. Avoid merchant cash advances entirely — the effective annualized cost is brutal and shops that reach for one in month seven usually close by month fourteen.

Revenue trajectory. Model conservatively. A new six-chair shop in a trade area of 25,000 to 40,000 people with four to six established competitors should target $280,000 to $520,000 in year one, $450,000 to $750,000 by year three at 70 percent utilization, and — for operators who get systems repeatable and open additional locations — $1.5 million to $4 million by year five across a small group. Founders who model capturing eight to ten percent of trade-area haircut spend in year one are writing fiction. Clients are loyal to individual barbers, not shops, and you take share one rebooking at a time.

Rent discipline. Target rent at six to twelve percent of mature revenue. Above fifteen percent, the shop is structurally fragile and one soft quarter puts you in trouble. This constraint should shape which spaces you even tour.

Implementation and sequencing from concept to open doors

The stretch between deciding to start a barbershop business and unlocking the door for the first client runs six to twelve months. Treating it as a managed project rather than a series of reactions is one of the clearest dividers between shops that open clean and shops that open chaotic and thin on cash.

Months one and two — concept and validation. Write one sentence: "We are the shop for ___ who want ___, and we are explicitly not for ___." If you cannot finish it, stop and keep working until you can, because an undifferentiated shop competes only on proximity and price, which are the two competitions you cannot win against a discount chain. Pick two target customer segments and consciously ignore the rest. The five real segments are the maintenance client ($18–$32 ticket, price-sensitive, walks for eight dollars, owned by the chains), the style-conscious professional ($40–$75, rebooks reliably, buys product — the engine of the modern neighborhood shop), the premium experience client ($70–$140, treats the visit as a ritual, extraordinary loyalty), the beard and grooming client (high-margin attach that lifts average ticket 30 to 60 percent with minimal extra chair time), and the kids-and-family client (lower ticket, clusters on weekends, clogs peak windows). A coherent 2027 concept usually targets segments two and three. Draft a conservative pro forma. Decide the labor model on paper. Walk your competitors as a paying customer.

Months two through four — trade area and location. Validate 25,000 to 40,000 people within a ten-to-fifteen-minute drive, skewing toward your target segments. Prioritize street-level visibility and signage rights over a marginally cheaper interior space; a shop on a second floor or at the back of a strip center starts every month from behind. Study co-tenancy — a coffee shop, gym, grocery anchor, or busy lunch spot generates the ambient traffic that fills gaps. Check parking honestly, because even in walkable areas a meaningful share of clients drive and inadequate parking is a permanent silent tax. Strongly prefer second-generation space. Target 900 to 1,600 square feet for six to ten chairs.

Months three through five — the lease. Negotiate the TI allowance, free rent during buildout (60 to 120 days is reasonable), an escalation cap at two to three percent annually, a personal-guarantee limit or burn-off, an assignment and sublease clause so you can eventually sell the business, an exclusive-use clause preventing the landlord from placing a competing shop two doors down, and a renewal option. Have a commercial real estate attorney read it. This is a five-to-ten-year commitment with no real do-over, and it is where founders eager to just get open surrender protections they desperately want three years later.

Months four through eight — entity, licensing, and buildout. Form the LLC, get the EIN, open the business bank account, and engage a bookkeeper from month one rather than reconstructing a year of receipts in April. Apply for the establishment license and health department permit early; inspections have queues. Verify that every barber you hire holds a current state license and build a renewal calendar — letting a lapsed license cut hair is among the fastest routes to a fine or closure. Bind insurance: general liability at typical $1M/$2M limits, professional liability covering a bad cut or a nicked ear, property coverage on buildout and equipment, workers' comp the moment you have a W-2 employee, and business interruption. Budget $1,800 to $5,500 annually. Run the buildout with a contractor who has done salon or barbershop plumbing before.

Months six through nine — recruiting. Start earlier than feels necessary. Licensed barbers are structurally scarce — school enrollment has not kept pace with retirements while the category has grown — and good barbers give notice to their current shop, so a barber you close in month seven may not start until month nine. Recruit through your existing barbers' networks, through relationships with local barber schools where you offer apprentice-to-chair pathways, and through social media, which recruits barbers as effectively as it recruits clients. Design the senior/master pricing ladder before anyone is hired so growth is visible from day one.

Months eight through eleven — pre-launch marketing. The Google Business Profile is the single highest-return marketing asset you will ever own, because when someone moves to the area or their barber quits, they search "barbershop near me" and the top three local results absorb most of the demand. Complete it fully, load real photos of the actual shop, publish accurate hours, attach the booking link, and then build review velocity relentlessly and ethically from day one. A shop with 200 reviews at 4.8 stars beats one with 30 at 4.6 every time. Second channel is Instagram and TikTok — barbering is intensely visual, fade transformations perform, and each barber maintaining their own tagged feed multiplies your reach while doubling as your best recruiting funnel. Third is rebooking discipline, which is the cheapest revenue in the business: software prompts plus barbers trained to simply ask "want me to get you back on the calendar?" Target a rebooking rate above 55 percent. Fourth is a simple referral structure. Fifth is genuine local partnership — gyms, coffee shops, youth sports sponsorship, the barbershop-as-third-place role played sincerely. Broad paid digital, billboards, radio, and direct mail mostly waste money here because the trade area is too small for blunt targeting. Budget three to six percent of revenue.

Post-open operating cadence. Daily: open with a fully sanitized floor, confirm the day's bookings, identify gaps to fill with standby capacity, run every transaction through the POS with no off-book cash, close with sanitation, laundry, restock, a register reconcile, and a read of cuts, average ticket, retail, and utilization. Weekly: review utilization by barber, rebooking rate, average ticket, retail attach, no-show rate, new clients, and review volume; hold a short team huddle; check the schedule for coverage gaps. Monthly: close books with the bookkeeper, review the P&L against pro forma with specific attention to the rent ratio and labor ratio, sit one-on-one with each barber on their numbers, and plan the next month's promotions. Quarterly: pricing review, competitive scan, equipment maintenance planning, and an honest read on retention risk. Annually: lease and insurance review, the price increase, compensation review, and capital planning.

The throughline across all of it: the owner's job is not to be the best barber in the shop. It is to guard the rhythm, watch the numbers, develop the people, and remove friction. Owners who get pulled onto a chair full-time lose the capacity to do that, and the shop plateaus at whatever one person can personally produce. Plan a deliberate transition off the chair by month twelve to eighteen.

What the competitive landscape looks like and where you fit

The 2027 market has a clear shape — a pincer — and positioning inside it deliberately matters more than anything you put on the walls.

Below you sit the discount franchise chains: Great Clips, Sport Clips, Supercuts, and regional equivalents. They compete on price in the high teens to low thirties, on speed, on convenience, and on brand recognition. Their model is high volume and low loyalty. You do not beat them on price or ubiquity, and you should not try. You concede the maintenance segment entirely and beat them by being a better experience for a client who actually wants one.

Above you sit premium app-booked specialty shops and grooming lounges in major metros, competing on experience, technology, and a $70 to $140 ticket. Depending on your trade area and capital you either compete here directly or position just below as the excellent-but-accessible neighborhood shop.

Beside you sit the other independents, some excellent and some coasting on a default playbook of Edison bulbs, a reclaimed-wood accent wall, a neon sign, and a name combining a first name with "& Co." That default playbook is the trap: when every shop in a trade area looks, prices, and reads identically, the client has no reason to choose yours except proximity and price.

The flanking threat is the salon-suite model — Sola Salons, IMAGE Studios, My Salon Suite, and similar operators renting private individual suites to solo practitioners. This does not compete with your shop for clients. It competes for your ability to keep barbers, because your best independent can decide at any point to rent a suite and keep everything. Your defense is offering what a solo suite structurally cannot: client flow you generate through marketing and walk-in traffic, a brand that draws new clients the barber did not recruit, shared overhead, camaraderie, education, and a visible growth ladder.

There is a useful analogy from a completely different industry here. In RevOps, the same structural dynamic shows up in how sales organizations retain quota-carrying reps: the rep with the strongest book always has the option to leave for a competitor or go independent, so the organization's entire retention strategy rests on providing pipeline the rep cannot generate alone, tooling that makes their day easier, and a comp ladder that makes staying more lucrative than leaving. A barbershop is that same problem in a smaller room. Your barbers are quota-carriers with portable books, and the shop that wins is the one that makes the platform genuinely more valuable than going solo. The operational metrics even rhyme — utilization is capacity coverage, rebooking rate is renewal rate, and average ticket is deal size. Owners who have run a revenue team recognize the shape immediately.

The strategic synthesis: walk your trade area before signing anything, identify who occupies each position, and place your concept in the actual gap — the underserved segment, the missing experience, the hours nobody covers, the community nobody serves well — rather than adding one more lukewarm option to a crowded middle.

The risks that actually kill shops, and how to defend against each

Barber turnover and client flight is the defining risk. When a barber leaves, 60 to 90 percent of their clients typically follow. A shop running 35 percent or higher annual turnover is on a treadmill, permanently rebuilding revenue it already had. A shop under 15 percent compounds. Defense: full chairs, fair economics, modern tools, a growth ladder, genuine respect, and deliberately building the shop's brand so some loyalty attaches to the room rather than only to the individual. Non-solicitation clauses offer partial legal protection, but enforceability varies enormously by state and many states sharply limit them — the real strategy is being the best place in the trade area to work.

Under-capitalization is the most common proximate cause of closure. Defense: fund a genuine four-to-six-month reserve and refuse to spend it on a nicer buildout.

A bad lease sinks otherwise good shops. Defense: negotiate hard, use an attorney, hold rent under twelve percent of mature revenue.

Worker misclassification creates retroactive tax and penalty exposure that can exceed a year's profit. Defense: know your state's test, lean W-2 in strict states, get counsel before opening.

Low chair utilization bleeds you quietly. Defense: right-size chair count to the trade area — over-building chairs is a subtle killer that guarantees half-empty barbers who then leave — plus rebooking discipline and consistent local marketing.

Concept undifferentiation leaves you competing only on price. Defense: enforce the differentiation sentence before signing a lease.

Founder over-involvement on the chair caps the business at one person's output. Defense: a written plan to transition off by month twelve to eighteen.

Compliance lapses — a lapsed license, a failed health inspection — can close you overnight. Defense: a simple compliance calendar maintained religiously.

Almost every one of these is preventable through either planning discipline or operating discipline. The shops that avoid them are rarely the ones with the most capital.

Related questions

Do I need to be a licensed barber to own a barbershop?

In most states, no. Ownership generally does not require a personal barber license, though the establishment itself needs a shop license and every person cutting hair must hold a current individual license. A few states impose additional requirements on owners or managers, so verify with your state board before assuming.

How many chairs should a first shop have?

Six to eight is the common sweet spot. Fewer than four makes it hard to absorb fixed overhead; more than ten in a first shop usually produces low utilization and half-empty barbers who leave. Size chair count to realistic year-two demand, not to the maximum the space allows.

What is a realistic first-year income for a new owner?

Often close to zero after debt service, and many owners still cut hair full-time in year one to make the labor math work. Well-run shops reach $90,000 to $200,000 in owner-discretionary earnings by year three. Treat year one as a capitalized ramp, not a salary.

Should I buy an existing shop instead of building one?

Often yes, if the books are clean and the barbers stay. You inherit cash flow, a client base, and a working buildout. The risk is that revenue walks with the barbers post-sale, so structure an earnout or retention period and verify the lease is assignable before closing.

How long until a new shop breaks even?

Most shops cover full overhead somewhere between month five and month nine, with premium-positioned shops ramping slower because building a high-ticket client base takes longer. This is precisely why a four-to-six-month working capital reserve is non-negotiable rather than optional.

FAQ

Is a barbershop a recession-resistant business?

Largely yes. Men get haircuts on a three-to-five-week cycle regardless of the economic cycle, and the personal care services category historically shows shallower revenue declines than discretionary retail or restaurants during downturns. Clients may stretch the interval slightly or trade down a tier, but they do not stop. The service also cannot be offshored or automated — no language model performs a fade — which makes it structurally more durable than a lot of white-collar work heading into the late 2020s.

How much should I charge for a haircut?

Price for your positioning, not against your nearest competitor. A style-focused neighborhood shop in a mid-market supports $42 to $58 for a base cut; premium urban positioning supports $70 to $110. Pricing five dollars under a discount chain is a trap — you inherit the price-sensitive client who never rebooks and never buys product, and you cannot afford good barbers on those tickets. Build an annual increase into your calendar; shops that hold prices flat out of fear erode their own margins into fragility.

What software should I run the shop on?

Booksy, Squire, Vagaro, Boulevard, and Square Appointments are the platforms most independent shops use. The features that matter: online booking, automated reminders, rebooking prompts, per-barber calendars, retail inventory, tip handling, and reporting on utilization and rebooking rate. Evaluate carefully and then commit, because migrating client histories and appointment data later is painful and you lose reporting continuity in the process.

How do I raise average ticket without raising prices?

Attach. Make the haircut-plus-beard combo visually prominent on the menu and price it only modestly above the cut alone. Offer a hot-towel or straight-razor neck finish as a small add-on. Train barbers to recommend one specific product at checkout rather than gesturing at the shelf. A shop that moves average ticket from $40 to $52 through attach has grown revenue thirty percent with no new chairs, no additional rent, and barely any extra chair time.

What is a barbershop worth if I sell it?

Single shops generally trade at roughly two to three and a half times seller's discretionary earnings, with the multiple driven almost entirely by transferability. A shop whose revenue depends on the owner's own chair and personal client relationships is worth very little, because the revenue leaves when the owner does. A shop with a real brand, documented systems, a stable team under sound agreements, an assignable lease, and clean books earns the top of the range.

Should I offer walk-ins or appointment-only?

It depends on your concept and it should be a deliberate choice rather than a default. Walk-ins capture impulse traffic and fill schedule gaps but make staffing unpredictable and dilute the premium experience. Appointment-only maximizes utilization predictability and supports higher tickets but forfeits foot traffic. Many shops run a hybrid — appointments with a designated walk-in window during slower midday hours.

Sources

• https://www.sba.gov/business-guide/plan-your-business/calculate-your-startup-costs
• https://www.bls.gov/ooh/personal-care-and-service/barbers-hairstylists-and-cosmetologists.htm
• https://www.irs.gov/businesses/small-businesses-self-employed/independent-contractor-self-employed-or-employee
• https://www.dir.ca.gov/dlse/faq_independentcontractor.htm
• https://www.dol.gov/agencies/whd/flsa
• https://www.sba.gov/funding-programs/loans/7a-loans
• https://www.census.gov/programs-surveys/economic-census.html
• https://www.ada.gov/resources/small-business-primer/
• https://support.google.com/business/answer/3038177
• https://www.osha.gov/smallbusiness

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