When Beauty Care Gallery opened its doors in Madrid in December 2024, it started with a simple question: why should an experienced professional have to choose between working within someone else's structure or taking on the cost and complexity of opening their own center alone?
Less than two years later, the market has already provided an answer: twelve of its fourteen spaces are contracted, with an occupancy rate close to 90%, while Beauty Care Gallery consolidates its evolution towards an increasingly medical and specialized environment, with healthcare professionals, medical societies, and new authorized units.
The most innovative part of Beauty Care Gallery is not visible to the naked eye. It's not in the consulting rooms, but in the regulatory and operational structure behind them that allows different professional projects to operate autonomously within the same model. It is this invisible layer that turns a physical space into something much more difficult to build than a simple rental of consulting rooms.
The proposal thus sits at an intermediate point between the temporary rental of a consulting room and the complete opening of a clinic: each professional develops their own business and retains their brand, their patients, and their autonomy within a shared infrastructure that concentrates a large part of the operational complexity required to practice.
Having your own practice without opening a clinic from scratch
Opening a private practice involves much more than finding a location. Space adaptation, authorizations, supplies, air conditioning, security, medical waste, maintenance, and various administrative requirements must be resolved even before receiving the first patient.
The model is not based on professionals rotating by the hour within the same consulting room; it offers a real alternative to traditional rental. Each professional has a stable space that they can furnish with their own equipment, logo, and visual identity. The space becomes an extension of their own professional brand.
The center operates seven days a week and has automated access via personal codes. This allows, for example, a doctor to combine their activity in a hospital, clinic, or healthcare group with the development of their own private practice.
This flexibility is proving particularly attractive to doctors and healthcare societies.
“"Beauty Care Gallery was born out of a need we constantly saw: excellent professionals who wanted to grow with their own brand, but for whom opening a complete center meant a disproportionate structure. We wanted to create an alternative that would allow them to gain independence without having to start from scratch."
Independence without isolation
The model also incorporates an element difficult to find in a conventional independent practice: the coexistence of professionals from different specialties who develop their activities autonomously within the same environment.
Doctors, nursing professionals, and specialists in advanced aesthetics, equipment, facial and scalp micropigmentation, or eye design share a location without losing their identity or the independence of their projects.
This proximity facilitates mutual knowledge and, when the client's or patient's needs justify it, also referrals between professionals of complementary disciplines, generating new collaboration opportunities within the same center.
An advanced aesthetics specialist may consider it advisable for a client to first receive a medical evaluation; similarly, a healthcare professional may inform about other complementary services available at the center when they are appropriate. Each professional always maintains their scope of practice, and the client or patient retains their freedom of choice.
For those who visit Beauty Care Gallery, this coexistence allows access to different specialties in the same location, optimizing time and travel. For the professional, it means being part of an environment where developing one's own project does not mean working in isolation.
A pioneering infrastructure to integrate regulated healthcare and aesthetic activities
Beauty Care Gallery has managed to articulate within the same infrastructure authorized healthcare activities, such as Aesthetic Medicine and Nursing, with aesthetic activities subject to specific regulation, such as micropigmentation, while maintaining the specific requirements of each.
This regulated coexistence is not common in the sector and constitutes one of the model's unique features. It is not simply about bringing together different professionals under one roof, but about making compatible activities with different regulatory requirements within an organized structure prepared for each professional to develop their activity independently.
Currently, Beauty Care Gallery operates as Health Center C3 and has authorized units U.48 for Aesthetic Medicine, U.2 for Nursing, and U.84 for Drug Storage, the latter already operational, as well as REAC registration for activities that require it.
The incorporation in 2026 of unit U.2 for Nursing also demonstrates that the structure can continue to evolve. Beauty Care Gallery plans to study new specialties when there is professional demand, provided that the technical requirements can be met and the corresponding authorizations obtained.
Resolving this regulatory coexistence has also become part of Beauty Care Gallery's know-how and one of the most difficult elements of the model to replicate. This capability positions the project as a pioneering proposal in the regulated integration of different healthcare and aesthetic activities within the same professional infrastructure.
What changes when you don't have to start from scratch
The value of Beauty Care Gallery is not just in offering a space. It's also in everything the professional doesn't have to set up separately before starting to develop their practice.
The center centralizes supplies, air conditioning, heating, security, maintenance, and cleaning of common areas, as well as a series of processes associated with the activities carried out on its premises.
In the case of medical waste, for example, Beauty Care Gallery handles the registration and management with the provider, preventing each professional from having to carry out these procedures individually and spend time and resources organizing the process on their own.
The support also extends to issues such as advice on space customization, regulations, civil liability insurance, professional documentation, and certain healthcare or administrative requirements related to each activity.
The aim is to avoid duplicating procedures and structures, saving time and resources on processes that can already be resolved by the center itself.
The logic is simple: allow the professional to dedicate their resources to building their practice, attending to their patients, and developing their activity, instead of having to start by resolving one by one all the elements involved in opening an independent center.
Added to this is a layer of visibility. Professionals based there can be featured in the Premium Directory on beautycaregallery.com, as well as promoted through Beauty Care Gallery's digital channels and displays within the center.
When demand validates more than just occupancy
For Beauty Care Gallery, the nearly 90% occupancy rate is more significant as an indicator of demand than as an isolated real estate figure.
It demonstrates that there is a group of professionals who want to develop their own activity and build an independent brand, but who do not necessarily need to invest the time and resources for the complete structure of their own establishment to achieve this.
The profile of those already using the model further reinforces this validation: independent professionals and companies, engaged in advanced healthcare and aesthetic activities, coexist in the same location.
But there is a second interpretation.
This commercial acceptance reinforces the project's business thesis: transforming a conventional tertiary asset into a specialized infrastructure capable of housing multiple independent businesses, with centralized services and management.
The achieved occupancy thus demonstrates something more important than filling spaces: that the market has understood the model and is willing to contract it.
A model that also looks at the real estate market
The perspective of Beauty Care Gallery doesn't end with the professional seeking a practice.
From a business standpoint, the project combines recurring contracts, different operators within the same asset, centralized services, and regulatory and operational knowledge that is part of the model itself.
Instead of exploiting the property through conventional leasing logic, the space is organized into independent professional units capable of generating activity simultaneously.
For the investor, this organization combines recurring income from annual contracts with a base of occupants distributed among different professionals and companies. The adaptation of the property and the common services support various businesses within the same infrastructure.
But the business value is not just in dividing square meters and renting them out.
It's also in knowing which activities can coexist, how to configure the property, what requirements each needs, how to articulate healthcare authorizations and operations, and how to manage the whole without diminishing the independence of the installed businesses.
It is precisely this combination of real estate asset, specialization, regulation, and management that makes the project different from conventional leasing.
The experience gained at the first location—from the configuration and launch of the asset to the progressive incorporation of new healthcare activities and the daily management of different professionals and companies—also constitutes knowledge that can serve as a basis for studying new locations.
The high occupancy thus introduces a logical business question: if the model is responding to a real need in Madrid, can it also be applied to other assets and markets where there is similar professional demand?
For an investor, owner, or potential partner, Beauty Care Gallery thus offers a different perspective than a traditional property: a specialized asset, multiple independent businesses, recurring income, already proven demand, and a layer of regulatory and operational knowledge that is part of the model's value.
For the professional, all this translates into something much simpler:
Being able to build something of your own without having to build everything.
