In just a few short years, Hot Tub Superstore has grown from a single-location venture in Reno, Nevada, to a burgeoning multistate retailer with a bold vision for expansion.
A unique partnership: Sales meets strategy
Hot Tub Superstore was founded in 2017 by Dan Powers, a contractor who dabbled in hot tub service and sales. Just three years later, the company was featured in the Retail Stars issue of SpaRetailer. In 2021, after years of persistent nudging, Powers brought on his former roommate, Scott Gettings, as a partner. Gettings, who grew up in car showrooms and once ran multiple used-car lots, brought sales acumen and operational experience to the retail brand.
“Dan is really about the backside of the business — expenses, infrastructure, taking care of the customers,” Gettings says. “I come from the car business and sales. I handle the front end — the employees, the training. We each could have had a successful business individually, but together, we believed we could build something five times bigger.”
The two operated cautiously at first, with Gettings joining initially as an employee. This trial period gave both men the chance to assess their working relationship before formalizing a 50/50 partnership, a move that laid a solid foundation for long-term growth.
Navigating the pandemic boom (and bust)
Gettings came on board just as the COVID-fueled hot tub boom was peaking. While many were swept away by surging demand, the partners took a measured approach.
“We plan everything around the political landscape and what’s happening in the world,” Gettings says. “We knew the pandemic surge was temporary. We saved and prepared ourselves to expand when the pullback inevitably happened.”
That foresight proved invaluable. As sales tapered off in 2023 and 2024, Hot Tub Superstore was uniquely positioned to continue growing.
Strategic expansion with local flair
The brand has since opened locations in Phoenix, Arizona, and Las Vegas, Nevada. The expansion strategy has been aggressive but calculated.
“Phoenix made sense because MAAX Spas is based there,” Gettings says. “We don’t pay for shipping, so we offer a lower price and market it as ‘built in Phoenix for Phoenix.’ ”
ocal culture and community involvement are at the center of the store design. The Scottsdale location features murals of Arizona landmarks, turf displays for backyard inspiration and even plans for Arizona State University-branded hot tubs.
“We believe in being a local business wherever we are,” Gettings says. “In Reno, we support the Reno Rodeo, and we’re chasing a steer this year, dressed ridiculously. It’s all about connecting with the community.”
Lessons in leadership and growth
Managing multiple stores across three states is no easy feat. Gettings and Powers often find themselves crisscrossing the West, filling in for sick employees or launching new initiatives on short notice.
“If we have a superpower, it’s our willingness to pivot and our gumption for risk,” Gettings says. “We use technology and process management so we don’t have to be everywhere at once.”
One of Gettings’ contributions to the business has been his approach to sales training, an area where his automotive background comes in handy. “Training is an everyday thing,” he says. “It’s not sporadic. Every interaction is a learning opportunity. If a customer leaves without buying — or even if they do buy — we reflect, debrief and talk it through.”
He brings an athlete’s mindset to coaching, likening postsale reviews to watching film after a game. “You learn the most when you lose a sale,” Gettings explains. “But there’s always something to take away, even from a win.”
That daily discipline helped the Hot Tub Superstore team stay sharp even during the pandemic, when sales came easy. “It felt like working at Applebee’s,” Gettings jokes. “We were just taking orders. But we didn’t let our team get complacent. We kept them acting like salespeople so they were ready when the market shifted.”
This emphasis on continual improvement has helped the company maintain strong performance even as industry conditions evolve. “The top-tier people will always rise,” he says. “But only if they keep doing the work.”
Hot Tub Superstore’s growth shows no signs of slowing. With a goal of reaching 50 stores, the team is eyeing additional markets, and not just through ground-up builds. “We’d absolutely consider acquiring existing businesses,” Gettings says.
For others looking to expand, Gettings offers this practical advice: be honest about your business model, plan for 50% more than your budget and prepare for the grind. “Expansion costs more than you think, and every city has different permit requirements,” he says. “I’m in a market where you need a permit to get a permit.”
Above all, Gettings credits the success to alignment and self-awareness, within the business and the partnership.
“It’s like a marriage,” Gettings says. “You need to be aligned on your goals and communicate constantly. We fight, we disagree, but we never lose sight of where we’re headed.”
And where they’re headed is clear: full steam ahead.