Alexander Stukalov: “To Stand Out in a Crowded Wellness Market, You Need More Than Just Massage Oil”

Co-founder of LYAG explains how a rebellious concept in massage studios grew into an international brand and why Bali is just the beginning.

The Indian wellness market is also expanding at a more stellar pace, which would reach over $72 billion by 2025, at a growth rate of roughly 28% annually. The boom, apart from the rising popularity of pre-emptive health and mindfulness, owes much, also, to the rising popularity of spa and massage therapies among urban population groups. Bali, also, has carved a name as the hotbed of global wellness, attracting over 6.3 million international tourists in 2024 arrivals of global tourists, with most of whom travel expressly due to the island’s offerings of spas and healing. Continued investment in the infrastructure of wellness tourism, along with a universal recognition as the destination of relaxation as much as of spirituality, has made Bali the perfect proving ground of global wellness businesses aspiring to showcase their universal appeal transcending cultures.

With such strong growth in massage-specific services as well as overall wellness, the market grows more crowded, and differentiation becomes a necessity, not a plus point. Massage therapy, in fact, has graduated from the indulgence of the past to the necessity of the times, becoming integral to physical rehabilitation as well as the management of stress, transculturally. But how does one truly make a distinction in such a crowded and quickly shifting market?

We caught up with LYAG founder and COO Alexander Stukalov of the edgy, chic chain of massage studios that sprang up in Russia and recently cracked Bali. With over 120 employees and a mantra of marrying street cred, beauty, and b-school savvy, LYAG upends stereotypes and rewrites the wellness playbook. Here, in this special interview with Inventiva, Stukalov explains how innovative thinking, localisation, and operational resolve make it possible to successfully break out of home market complacency and build globally relevant brands.

Inventiva: Alexander, the competition in the massage and wellness industry is getting fiercer. Analysts expect the massage therapy market to increase by 6–8% per annum in the next few years. With thousands of spas being launched in the global marketplace, how do you differentiate yourself?

Stukalov: You require some kind of clear-cut strategy from the outset. Opening a massage salon, posting some ads, and hoping for the best is not going to take you very far in the modern environment. You have to create some kind of unique selling proposition to clearly delineate yourself from the pack. That might involve specialising in some kind of massage, for instance, coming up with some kind of proprietary techniques, creating some kind of distinctive sensory experience. For us, it meant creating a concept based on urban aesthetics, professional standards, and customised massage programs. We also did some experimentation with soundscapes — swapping the usual spa music for underground hip-hop and R&B. Every aspect — from the design of the space to the lighting to scent — reinforces the brand story. That helped us create a truly identifiable personality in a crowded marketplace.

Your first studio was unconventional. By design, natural evolution, or changing times?

It was extremely intentional. When we first launched our first studio 10 years back, we were aware we did not want to be just another wellness centre or spa. We created it like an artistic space with raw edges, bright colours, and atmospheric lighting. Even the massage’s rhythmic flow was in sync with the music. Everyone at first assumed we were just oddballs. But soon enough, we began to get some momentum and, thereafter, imitation.

You started in one massage studio to more than 40 locations in several cities and even different nations — quite a feat in the extremely competitive industry you’re in. What were the most important factors behind this scale, and how were you able to ensure quality and uniformity in the process?

I don’t love the word “chain.” It usually implies standardisation — same look, same colours, same atmosphere everywhere. That’s not our approach. I believe in launching every studio as if it’s the first one: fresh design, new ideas, full immersion. It keeps the concept alive and dynamic, and customers respond to that energy.

In the early stages, we experimented with coupon platforms to quickly boost client flow. And yes, it worked — the demand spiked overnight. But so did the pressure. Our team was overwhelmed, appointment systems failed, schedules broke down, and the overall experience suffered. At one point, it felt like the entire structure was collapsing.

When we broke away from that formula, we finally had space to breathe — and to reboot. The right kind of customers started coming in: those who were interested in quality, not in decreases in cost, those who did show up and return. That’s how we realised the true foundation for the expansion is not advertising modes — it’s people. You need efficient experts, proper training, and the right company culture to appreciate and love employees. Now we proudly employ more than 120 individuals who not only believe in the business they are doing but in the company itself.

You brought your brand to the international scene when you opened a studio in Bali in 2024 — a marketplace already teeming with native massage specialists and established wellness practices. What pushed you to internationalise, and what were the key issues you faced when you opened your studio?

Expanding internationally isn’t just a good strategy — I believe it’s an absolute need for any future business. But you have to prepare seriously. Every state has local administrative challenges. In Indonesia, we had to fit into such regulations as restrictions of payment transactions across the border and lengthy approval of building activity. All these could easily hamper you, given that you are not ready for them.

Staffing the spa was another crucial element. We could not just employ the locals and hope for the best. The level of service and client experience that we have at LYAG far exceeds the norm on the islands. So we brought in and trained the massage therapists from the bottom up, a process that took months. But the process wasn’t just about teaching technique — it was about teaching new employees about our philosophy, our aesthetic, and our corporate culture. That people’s investment made all the difference.

Your Bali studio not only reached profitability within just six months — an impressive milestone on its own — but also earned recognition from international media like BURO 24/7 and Superfuture, who praised it as one of the most stylish and unconventional projects in the wellness industry. How did that recognition impact your vision, and what’s next for LYAG?

That recognition was a turning point. When respected international platforms highlight your project as one of the most distinctive in the industry, it confirms that your vision — from design to service philosophy — has global potential. It gave us the confidence to move forward with international scaling.

We’re now actively preparing to launch a studio in the United States, which we view as a strategic market for innovation and brand development. But we’re also seriously considering India. The Indian wellness market is evolving rapidly, blending traditional practices with modern formats. We believe that LYAG’s concept — a fusion of design, professionalism, and personalised experience — could strongly resonate with Indian audiences, especially in major urban centres where the demand for premium, differentiated services is growing. At the same time, we’re developing our own cosmetic product line, which we plan to launch next year as part of our broader vision to build a holistic, experience-driven wellness brand.

What advice would you give to wellness entrepreneurs in India who are trying to stand out and grow in such a dynamic and competitive market?

Focus on clarity, not complexity. A strong wellness brand isn’t built on offering everything — it’s built on doing one thing exceptionally well, with taste, precision, and consistency. Don’t be afraid to challenge expectations. If everyone else is following the same playbook — soft music, neutral colours, generic packages — ask yourself: what would truly surprise and delight your audience?

As I often say, “to stand out in a crowded wellness market, you need more than just massage oil.” You need a concept, a feeling, a point of view. Also, invest in your team. In service-based industries, people are your brand. Training, culture, and internal respect matter just as much as your external marketing. And finally, if you’re planning to scale — whether across India or globally — don’t just replicate, reimagine. Each new location should feel like a curated experience, not a carbon copy. That’s how real loyalty is built.