Rebekah Gronberg never planned to open her own wellness center. In her mid-20s, she was working as a bartender having earned a psychology degree when her father’s type 2 diabetes diagnosis sparked a deeper interest in health, nutrition and wellness.

Gronberg enrolled in nursing school, where she noticed that traditional medicine often overlooked the lifestyle and dietary factors she had already studied as key drivers of chronic illness. “My professor was like: ‘You know way more about this than I do. Do you want to give a guest lecture about keto for diabetes and paleo for autoimmune and all this stuff?’” she recalls. By the time she finished nursing school, and after a stint working in the ICU during COVID, she knew bedside care wasn’t her future. She pursued functional medicine training and began practicing virtually while also working at The Solution — an IV lounge offering nutrition and hydration therapy via IV drip — at 2ND & PCH, an open-air shopping center in Long Beach, California.

This past April, the owners of The Solution announced they were closing, presenting Gronberg with an unexpected opportunity. For her, taking over wasn’t just about keeping the doors open — it was about creating a space where people could learn, connect and take charge of their health. Because the lounge was essentially turnkey, she was able to step in quickly and begin shaping it into her own vision.

In a conversation with ICSC Small Business Center contributing editor Rebecca Meiser, Gronberg shared what it was like to leap into business ownership, how she’s working to attract and retain customers and what she’s learned so far.

Did you ever imagine yourself running your own brick-and-mortar business, and what was it like stepping into ownership so quickly?

No. [When the previous owner let us know] he was ready to move on to other endeavors, it wasn’t really on my 2025 bingo card, but I thought: “Oh my gosh, this place is amazing. It’s already built out.” By then, my little practice [providing wellness advice] had gone from zero to 40 patients, so I thought: “If I take this over, I can keep giving IVs and have a space to really talk to people about my passion — wellness.”

I had no idea what I was doing on the business side. It was total trial by fire. I literally walked into the leasing office and said: “Hi, how do I lease this space? What’s the process?” I had to hire a lawyer to handle the legal stuff and find a doctor [for licensing purposes]. Thankfully, the front desk girl had been there for years and agreed to stay on with me, which helped so much. The owners closed on April 30. I got the keys June 20, and we soft-opened July 3. It’s been a whirlwind.

[The landlords] kind of held my hand while I figured it out. I did pay a lawyer an exorbitant amount to handle the legal side because I didn’t want to mess up any of my licensing. The landlords really helped me understand that the faster I could open, the better — otherwise we’d lose the traffic from people who had already been coming. It became a race to the finish line so those customers didn’t end up going somewhere else.

What was the biggest challenge in taking over the business?

Finances, for sure. Figuring out how I was going to get capital and whether I could live without an income for a few months while I turned this into something. Luckily, I have a very supportive husband and we were able to float during that time.

How did you fund the startup costs?

I got a private loan. I had planned to go for a business loan, but I was talking to a former patient [who] was super supportive, and he said: “I literally come here for my health and wellness, and I only get IVs because you’re here. I am happy to help.” He helped fill the gaps I was missing and gave me some private funding, which I’m paying back as I go. Otherwise, I was going to go to the Small Business Development Center and try to find a women-owned business loan.

What was your approach to rebranding the business?

I wanted it to be obvious that we were still an IV place, but I also wanted to show that we were more than just IVs. That’s why I chose IV & Wellness Lounge. People know that, yes, there are IVs here, but there’s also wellness. I want it to grow into a community space with monthly wellness talks and events that bring people together.

How did you reconnect with the lounge’s existing customers?

Initially I tried to buy the list, [which didn’t work] but in the weeks leading up to the closing, both I and the nurses told everyone I was trying to stay open. [Knowing] nothing about business, I thought: “They’re going to close, and I’m going to open the next day.” Obviously, that didn’t happen. So, I just kept my eyes open, and anyone who was OK with me taking down their information, I did. Then we reached back out to them when we opened.

What strategies are you using to attract new clients?

Definitely by building partnerships, especially with people in this building. I’ve been trying to be more proactive, partnering with other businesses here. For example, I’ve done events with Rumble Boxing, our neighbor, where we tabled and offered B12 [vitamin] shots for their clients. I’ve done the same at various fitness facilities during special weekend events, and also with SweatHouz [which offers sauna and cold-plunge therapy], another new business in the building.

2nd & PCH, the shopping center we’re in, also puts on a lot of great events in the middle of the complex, so I’ve been setting up a table there to get exposure. Beyond that, I’m connecting with physical therapists, integrative doctors and urgent care [clinics] that don’t offer IVs. I tell them: “If you have patients who need IVs but don’t need the ER, you can send them here.”

And now, I’m diving into social media. I just hired someone to help with Instagram and TikTok because that’s not my strong suit. I know the body, wellness and medicine but marketing isn’t my lane. Delegating and outsourcing has been a big lesson for me.

I’m busy trying to get everything done here. Being able to delegate tasks and outsource to people who are good at their jobs has been essential. I’ve never had employees before, so I’ve had to learn that I don’t need to do everything myself. I don’t have to carry the entire thing on my own.

Did the space require any changes before reopening?

Thankfully, no. The space was already built out, which is what made this whole thing possible for me. It was basically turnkey — just add furniture. I didn’t have to deal with permits, new codes or major construction.

What’s one piece of advice you wish you’d had at the start?

That you’ll work way more, not less. Your “days off” aren’t really days off. And the biggest lesson for me has been setting boundaries. At first, I was constantly on my phone — emailing, answering calls — while also missing pickups and weekends with my daughter. She really felt that shift. Learning to turn it off and be present has been the hardest thing.

Where do you see IV & Wellness Lounge in three to five years?

Hopefully opening a second location. But more than that, I want this to be a true community hub. I’d love to host monthly wellness talks, create a buzz about proactive health and help people feel empowered to care for themselves outside of the traditional medical system.