Friday, 19 September 2025

Does the Fitness Industry Need a Representative Body for Private Gym Operators?

When we talk about representation in the fitness industry, it’s easy to assume that every corner of the sector already has a voice. Public leisure operators are supported by well-established lobbying groups. Recreation has the Recreation Alliance. Group exercise instructors have EMD. UKActive has a broad remit and is often presented as “the” voice of the industry.

But here’s the reality: none of these bodies exist specifically to represent private operators — the independent gyms, franchise facilities, boutique studios, and hotel fitness clubs that together make up around half of the sector.

This matters because the private market is the part of the industry that most people interact with daily. These are the facilities rooted in local communities, led by passionate owner-operators, creating jobs and improving health at a grassroots level. Yet when policy is discussed, funding is allocated, or partnerships with government are formed, this sector is too often absent from the table.

So the question we must ask is simple: are we missing a trick by not having a body dedicated to fighting the corner of private operators?

Why Representation Is Needed

The private fitness sector makes up a huge proportion of the industry. Independent gyms alone account for nearly half of all facilities in the UK. Yet their voice is often absent when policy decisions are made.

Here’s why that matters:

Access to funding: Public leisure operators can apply for government grants and local authority funding streams. Private operators are largely excluded, even though they deliver many of the same health outcomes.
Government engagement: The private sector is often left out of discussions on national health initiatives. We talk about working with the NHS, but when schemes are announced, it’s usually public leisure that’s invited to the table.
Support networks: Public operators have established forums, knowledge-sharing platforms, and lobbying groups. Private clubs rarely have a structured network where owners can learn from and support each other.
A strong voice: When government does listen to the sector, the loudest voices tend to be the big corporate chains. Independents, franchises, and hotels are rarely heard, despite their unique challenges.
Collaboration: There is no central mechanism for private operators to collaborate — whether on campaigns, training, or standards. Everyone is left to fight for themselves.
Policy blind spots: Issues like business rates relief, VAT, or access to health funding are often shaped without private clubs in mind, leaving them disadvantaged.

Put simply, the private sector is being under-represented, under-supported, and overlooked.

What Could Change Look Like?

Imagine if there was a dedicated body that spoke directly for private gyms, studios, franchises, and hotel operators. What should it offer?

A strong lobbying presence to ensure private clubs are included in government and NHS-funded initiatives.
Access to funding opportunities or at least advocacy to create parity with public leisure.
National and local campaigns to promote fitness and drive membership growth, not just for the big chains but for every operator.
Shared standards and benchmarking tools so independents can measure themselves against best practice.
Networking, mentoring, and collaboration opportunities, giving owner-operators the support they often lack.
A positive public narrative that highlights the role private clubs play in improving community health and wellbeing.
An organisation that can collaborate with local authorities, public leisure, and other organisations to bring the whole sector closer together.
An organisation that can put private leisure into the rooms where decisions are made.
Provide members with access to support and professionals to help drive success.
National campaigns that drive new business for all in the sector.

Final Thought

The private sector has been left to fight its own battles for too long. Independents, franchises, and hotels make up the lifeblood of the fitness industry, yet they lack a clear voice at national level.

That situation could be changing very soon. But here’s the key question: if we had a body dedicated to representing the private sector, what would you expect it to deliver? What benefits would make membership valuable to you?

Because if the industry is serious about growth, collaboration, and a stronger voice in shaping national health, then private operators need more than passion — they need representation. They need a body that isn’t afraid to challenge the current status quo, push for meaningful change, and build a future where the private sector is not just heard, but respected.

Monday, 15 September 2025

Why Isn’t the Nation’s Health at the Top of the Political Agenda?

Every election cycle, the same themes dominate headlines and manifestos: immigration, the economy, taxation, cost of living, crime. But one issue rarely appears with any real weight — the health of the nation.

And yet, poor health underpins so many of the crises politicians claim to be addressing. The cost of living crisis is exacerbated by sickness absence and reduced productivity. Economic growth is stunted when a large portion of the workforce is living with preventable conditions. The NHS crisis is inseparable from obesity, inactivity, and poor lifestyle choices.

So why isn’t population health treated as a national priority?

A Brief Look at the History

Public health has always had a complicated relationship with politics. In the 19th and early 20th centuries, reforms in sanitation, housing, and clean water transformed national health outcomes. These were political interventions born of necessity, not choice.

Since then, political will has wavered. The creation of the NHS in 1948 put treatment, not prevention, at the centre of government focus. Successive governments have introduced piecemeal initiatives — the “Change4Life” campaign, the Soft Drinks Industry Levy, Boris Johnson’s proposed obesity strategy — but very few have been consistently funded, implemented, or allowed time to make a difference.

Unlike the big-ticket issues of immigration or taxation, national health rarely wins votes. It requires long-term investment and consistent cross-party support, two things politics in its current form rarely delivers.

The Overlooked Crisis

The scale of the issue is undeniable. Poor health is not just about personal wellbeing — it impacts the nation’s stability and prosperity:

NHS Costs: Obesity alone costs the NHS more than £6 billion annually, projected to rise to £9.7 billion by 2050 if nothing changes (Public Health England).
Economic Productivity: Ill health costs the UK economy an estimated £100 billion a year in lost productivity, absence, and reduced capacity (ONS).
Sick Days: In 2022, UK workers took 185 million sick days, the highest on record, with stress, musculoskeletal issues, and obesity-related illness leading the way (ONS).
Life Expectancy: Improvements have stalled and in some communities are falling. Preventable lifestyle diseases such as type 2 diabetes, cardiovascular conditions, and certain cancers remain major contributors.

Politicians talk about boosting productivity, reducing NHS waiting lists, and supporting household incomes. Yet all of these are directly affected by the nation’s health — and the silence on this front is deafening.

Why the Silence?

Several reasons explain why health is often absent from the political agenda:

Short-term political cycles: Politicians work to four- or five-year cycles. Public health change often takes a decade or more. There’s little appetite for initiatives that won’t deliver immediate results.
The responsibility debate: Health is framed as individual choice. Obesity and inactivity are seen as personal failings, not systemic issues that require intervention. This creates political hesitation.
Complexity: Immigration, taxes, and interest rates can be debated with numbers and policy levers. Health is more complex. It requires joined-up thinking across education, housing, transport, and business. It isn’t soundbite-friendly.
Powerful distractions: Brexit, Covid-19, inflation, geopolitical crises — all have consumed political energy in recent years, leaving prevention-focused health policy even further down the list.

Whose Role Should It Be?

The truth is, improving national health cannot fall solely on government or the NHS. It requires a coalition:

Government: To set clear policy, provide funding, and create incentives.
Education: To teach children early about healthy eating, exercise, and lifestyle habits.
Employers: To invest in employee wellbeing, recognising the link between health and productivity.
The fitness industry: To lead by example, deliver accessible services, and reach beyond the 17% of the population already engaged in structured exercise.
Communities: To create local solutions, from walking groups to school outreach.

It is everyone’s responsibility — but it needs to be coordinated, consistent, and sustained.

What Could Change Look Like?

If the nation’s health was prioritised, we could see:

Tax incentives for healthy living: As we have with the cycle-to-work scheme, why not reward those who take part in structured activity or commit to health programmes?
National lifestyle campaigns: Not one-off events like National Fitness Day, but long-term campaigns comparable to anti-smoking initiatives that genuinely shifted behaviour.
Investment in prevention: Shifting just a fraction of NHS budgets from treatment to prevention would create long-term savings.
True collaboration: Engaging independent gyms, private operators, and community facilities alongside public leisure, creating inclusive and scalable solutions.
Integration with education: Embedding health, movement, and nutrition into the school system, so future generations grow up with the right habits.

Final Thought

Immigration, taxation, the economy, the cost of living — these issues dominate political debate. But none of them can be solved without addressing the foundation of national health.

A sick population means lower productivity, higher costs, and shorter lives. A healthier population means economic growth, reduced NHS strain, and communities that thrive.

It is time for politicians, policymakers, and the public to stop treating health as an afterthought and start recognising it for what it is — the foundation on which everything else depends.

Until then, we will continue to patch holes in our economy and services, all while ignoring the root cause.

Thursday, 11 September 2025

Why the Fitness Industry Must Lead the Fight Against Obesity

If the fitness industry is serious about working alongside the NHS and becoming a key player in supporting a healthier population, we must start with what we do best. Yes, there is a valuable place for cardiac rehabilitation, post-operative support, and targeted interventions. But the greatest impact we could make, both on individual lives and on the healthcare system, is in tackling weight management and movement at scale.

The Cost of Obesity

Obesity is one of the biggest drivers of healthcare costs in the UK.

According to NHS England, obesity costs the wider UK economy an estimated £58 billion a year, largely due to lost productivity, sickness absence, and increased healthcare costs.
Around one in four adults in England are obese, and a further 37% are overweight.
Obesity is linked to more than 30 medical conditions, from type 2 diabetes to cancer, and contributes to around 30,000 premature deaths per year.
Public Health England has estimated that obesity costs the NHS alone over £6 billion annually, with projections that this could rise to £9.7 billion by 2050 if no action is taken.

These figures make it clear: while specialist rehab services are valuable, the most pressing challenge to our nation’s health is weight and inactivity.

A Missed Opportunity

Back in 2020, Boris Johnson’s government announced an “obesity strategy” to encourage healthier eating and more active lifestyles. The rhetoric was bold, but the follow-through was limited, and the opportunity to create real, sustained behaviour change was lost.

This raises a difficult but necessary question: why can’t the fitness industry itself take the lead? Why are we waiting for government to solve a problem that sits squarely in our area of expertise?

Leading from the Front

Imagine if, instead of fragmented efforts, our sector launched a unified, national strategy focused on lifestyle change and weight management. The industry could:

Run local and national campaigns highlighting the reality of living at a healthy BMI and the benefits of active lifestyles.
Partner with educators to embed healthy eating and movement into school culture, ensuring children grow up with the right habits.
Collaborate with media and community organisations to normalise health as a daily priority, not an afterthought.
Provide entry-level programmes that demystify gyms and focus on safe, effective, and enjoyable activity for beginners.

With government endorsement, this could even be linked to tax incentives for individuals. Just as the cycle-to-work scheme encourages active commuting, why not reward people who commit to structured activity programmes or achieve measurable improvements in health markers? The reward system should focus on individuals taking action, not simply funnelling subsidies into the sector.

Shifting the Narrative

The key is to focus less on treating illness and more on preventing it. That means:

Encouraging lifestyle change rather than quick fixes.
Making fitness accessible to all, not just the confident 17% who already engage.
Involving the whole industry — independents, franchises, leisure centres, and boutique operators alike — not just large public-sector providers.

The skills exist. The knowledge exists. The passion is undeniable. What has been missing is a unified willingness to collaborate without self-interest and to drive campaigns that benefit the population first, and the sector second.

A Call to Action

If we, as an industry, truly believe in our ability to improve health, then obesity and inactivity must be our primary battleground. Not only is this where we can make the greatest societal impact, but it is also where we can prove our value beyond doubt to policymakers, educators, and the public.

The question is not whether we can do this. We can. The question is whether we are willing to work together, with a collective purpose, to make it happen.

The Power of Collaboration

Collaboration does not mean giving up your USP or diluting your brand. It means recognising that when gyms work together, the whole sector gets stronger. Here are just a few ways local operators could start:

Joint community events: Multiple gyms in one town partnering to host fitness festivals, taster days, or city-wide open weekends. Imagine the impact if every club in a city opened their doors for free over one weekend, marketed together, and celebrated the benefits of being active.
Shared challenges and campaigns: A “10,000-step city challenge,” or a joint fundraising event where every participating gym contributes classes and promotion. Not only would this engage current members, but it would draw in people who have never set foot in a club.
Cross-promotion: Gyms with different niches could recommend each other rather than compete. A strength-focused facility could point members interested in yoga toward a local studio, and vice versa.
Joint staff training: Bringing teams together for education days builds professional relationships, raises standards, and reduces costs for each club.
Corporate partnerships: Instead of each gym chasing the same large employer individually, why not collaborate to create a city-wide employee wellbeing package? Shared access, shared marketing, shared results.
School and university engagement: Partnering as a collective to deliver programmes across schools or student unions would have far greater impact than each club trying to go it alone.

Why Collaboration Works

Collaboration has clear advantages:

Market growth: Instead of cannibalising the 17% of already active adults, collaborative campaigns can bring new people into the sector.
Stronger community presence: A group of gyms working together becomes a force that councils, local businesses, and the media can’t ignore.
Shared resources: From marketing spend to outreach, pooling efforts reduces costs while increasing impact.
Member perception: Seeing gyms unite around a cause enhances credibility and shows that the industry cares more about health than about rivalry.
Owner wellbeing: Running a gym can be isolating. Having regular dialogue with peers facing the same challenges fosters support and resilience.

Building the Bridges

Change won’t happen by accident. It starts with small steps:

Pick up the phone and introduce yourself to other club owners in your area.
Suggest a coffee to share experiences — you’ll often find your challenges are the same.
Propose a pilot initiative, whether it’s a joint charity workout or a shared social media campaign.
Create a local WhatsApp group of owners and managers to share quick wins, frustrations, and opportunities.

Collaboration is not about losing your edge or giving away trade secrets. It’s about recognising that a rising tide lifts all boats.

Final Thought

The fitness industry has a choice. We can keep fighting over the same limited market, competing for members who already value exercise. Or we can come together to grow the sector, reach the 83% who aren’t yet active, and create stronger, more sustainable businesses in the process.

Competition has its place, but collaboration could be the game-changer our industry needs. The question is — are we brave enough to try?

Wednesday, 13 August 2025

.Why Gyms Can’t Afford to Forget Gen X and Boomers

Why Gyms Can’t Afford to Forget Gen X and Boomers

In the fitness industry, so much attention is focused on attracting younger members. We build marketing campaigns around Gen Z and Millennials, we invest in the latest digital tools, and we design services with the assumption that everyone wants to track, share and post their workouts.

It makes sense on the surface. Younger members are active on social media, they adopt new trends quickly, and they tend to shout about the things they like. But by putting so much energy into one demographic, we risk forgetting another group who bring something far more valuable than likes and shares. Generation X and Baby Boomers.

These members are not only here in large numbers, they are often more loyal, more consistent and have more disposable income to spend on their health than their younger counterparts. Yet too many gyms give them the impression that modern facilities are not designed for them.

Once you start looking, the signs are everywhere. Programmes delivered exclusively through apps. Class bookings only available online. Inductions that skim through equipment with the speed of a YouTube reel. Imagery in campaigns that shows nothing but lean, toned bodies under 30. The unspoken message is clear – this is not for you.

The irony is that when these members do feel welcome and supported, they stay longer, spend more and become some of the best advocates a club can have. They are often driven by different motivations. Health. Mobility. Independence. Social connection. And these goals tend to deepen with age.

So how can we bridge the gap? Part of it is about choice. Give members the option of traditional programme cards alongside digital tools. Some people genuinely prefer having something they can hold and tick off, without needing to log in or sync up. It feels familiar, and familiarity builds confidence.

Another part is in the onboarding process. Slowing things down, allowing more one-to-one time, and making sure equipment is not just demonstrated but practised under guidance can make all the difference. It’s not about talking down to people, but about meeting them where they are.

Staff training is crucial too. The ability to adapt communication to different generations is a skill that is often overlooked. For some members, technical jargon will inspire curiosity. For others, it will simply confuse and create distance. Staff should feel confident in explaining why each exercise is important, how it benefits the individual, and in checking understanding in a way that feels respectful and encouraging.

Marketing plays a role in the solution as well. If every image you use features someone in their twenties, you are unintentionally sending a message about who you expect to join. Featuring older members thriving in your club, telling their stories, and celebrating their successes can make your brand feel instantly more relatable.

Finally, there is the social side. For many in Gen X and Boomer age groups, the gym is as much about the people as the workouts. Small group sessions, coffee mornings, walking clubs and social events can all strengthen that sense of belonging. When people feel like they belong, they don’t just stay longer – they bring others with them.

The big question for any club owner is this. Could a new member in their fifties or sixties walk into your facility today, feel instantly welcome, understand how everything works without frustration, and leave excited to come back? If the answer is anything other than yes, there is work to do.

Younger generations will always be early adopters of the next big thing in fitness. But if we ignore the generations who have the loyalty, the time, and the resources to become some of our best members, we are leaving value on the table. Small, thoughtful changes to the way we market, onboard and serve these members could make the difference between a fleeting visit and a long-term relationship.

In an industry obsessed with chasing the next trend, maybe it’s time to give a little more attention to the people who will be here for the long run.

Monday, 11 August 2025

UKActive and the Future of Our Industry – Time for Honest Questions

Today I had an excellent conversation with a group of respected industry professionals about the challenges we face and the direction our leadership is taking. Special thanks to @Tara Dillon for her time and valuable insights into the work Cimspa does and some of the challenges they face.

But amid the optimism and shared passion for our sector, a difficult question emerged:

Does UKActive truly represent the whole industry, or just those who pay to be members?

By default, UKActive is seen as our industries voice. Yet in reality, it represents only its members. The great work they produce, reports, initiatives, research, is generally accessible only to those who pay to join. That’s understandable to a point; they are a trade body, not a governing body. But if the aim is to create industry-wide standards, drive engagement, and influence national policy, then we have to acknowledge an uncomfortable truth:

You cannot truly represent an industry you do not fully represent.

And here lies the problem. With membership fees ranging from hundreds to thousands of pounds per year, the barrier to entry is real. For many operators, particularly independents, the tangible return on that investment is questionable.

A Question for Those Already Paying

If you’re already a member, I would encourage you to ask yourself:

What measurable benefits have I received from my membership?
Beyond attending events or reading reports, what has this investment delivered directly to my business?
Has it put more members through my doors? Improved my operational performance? Increased my profitability?

If the only justification for paying is to “support the organisation’s ability to campaign on our behalf,” then perhaps that’s not enough. Advocacy is important, but advocacy without a strong, united, and growing industry behind it will always fall short.

Membership Should Mean More

If UKActive genuinely aspires to represent the entire sector, then membership must be more accessible, more valuable, and more inclusive. It needs to deliver tangible benefits to every operator, from the largest chain to the smallest independent.

That means:

National campaigns that drive direct footfall into fitness facilities - not just generic “get active” messages (which to be fair is rare other than the "1-day national fitness day campaign", but initiatives that convert the public into paying members.
A fair voice for all parts of the sector - independents make up a third of our industry, yet their influence on policy and direction is minimal. The Main board has no representatives from independent, franchise or the hotel sector, and while there is an independent club council the voice they have is ineffective or ignored
Listening to the industry - Whilst a massive undertaking, UKActive needs to listen to the industry and understand why many clubs and business are not members
Practical business support - expert help for clubs in difficulty, resources and templates, operational guidance, access to local projects and funding.
Inclusive programmes - if a deal or project is negotiated on behalf of the sector, it should be open to everyone, not just public operators or members.
Benefits - There has to be more benefits from being a member than just helping the industry and being able to attend events. Even the chamber of commerce offers HR, legal and local business support

Looking Outward Before Looking Inward

Right now, the focus appears heavily tilted towards government engagement, lobbying, NHS partnerships, high-level advocacy. While these things matter, they should never come at the expense of the sector itself. A stronger industry makes for stronger lobbying. The two are not mutually exclusive, but the order matters.

I remember the FIA era, when campaigns like Commit to Get Fit existed purely to drive people into gyms. That focus built industry confidence, engagement, and economic resilience. Without that inward investment, lobbying risks becoming an echo chamber.

A Question of Strategy

We should also ask why, in a climate where private and independent operators often have capacity and capability, we still see millions invested in building new leisure centres without any cohesive approach to integrating all providers in a local area. A joined-up strategy, one that leverages every operator’s resources, would serve communities far more effectively.

Time for the Industry to Speak Up

This is not a new problem; it’s a long-term challenge in UKActive’s direction. Which means we must now ask:

Are they the right organisation to lead us into the next decade?
Does the leadership and governance model need reform?
Or is it time for something entirely new?

These questions are not an attack, they’re an invitation to rethink, to re-evaluate, and to align around what our industry really needs.

Because if we continue to accept the status quo without challenge, we will keep getting the same results: a sector that is fragmented, underrepresented, and underleveraged.

It’s time for every club, every operator, and especially every paying member to ask: What am I really getting for my investment? And if the answer isn’t clear — maybe it’s time to demand one.

Sunday, 27 July 2025

The 5 Real Drivers of a Successful Fitness Business

The 5 Real Drivers of a Successful Fitness Business

When people imagine what it takes to run a great fitness business, they often jump straight to equipment, branding, or spending more money. But success isn't about having the newest machines or the flashiest marketing. It’s built on a foundation of strong systems, high standards, clear communication, an engaged team, and a deep understanding of your numbers.

If you're serious about building a sustainable, profitable gym, these are the five areas that deserve your attention.

1. Solid Processes – The Framework That Frees You

Systems don't limit your creativity – they create space for it. Without clear, repeatable processes, your gym becomes reliant on individuals instead of structure. That’s when performance becomes inconsistent and key knowledge disappears when staff leave.

Processes are what make excellence scalable. For example, a well-designed onboarding process ensures every new member feels welcomed and supported, regardless of who’s on shift. A consistent sales follow-up system ensures leads are contacted quickly, objections are handled professionally, and nothing falls through the cracks.

Real-world example: One club we worked with improved new member conversions by 21% in six months by refining their tour process and automating timely follow-ups.

Solid processes don't replace people – they empower them to do their best work consistently.

2. Impeccable Standards – The Details That Build Reputation

Your brand isn't just your logo. It's the smell when a member walks in, the state of the changing rooms, the tone of your communication, and how well your timetable runs. These small moments create lasting impressions.

Standards matter. They reflect how much you care. Uniforms, music volume, email tone, equipment layout, punctuality, even how a class is introduced – all of it shapes your member experience.

According to a 2022 Proinsight Mystery Shopping report, private gyms scored 83% for cleanliness and presentation compared to just 59% for public leisure centres. That difference plays a massive role in retention and reputation.

Raising your standards isn’t about perfection. It’s about consistency. Every day. Across every touchpoint.

3. Great Communication – Where Loyalty Is Won or Lost

Poor communication creates uncertainty. When members feel ignored or confused, they disengage. It doesn’t matter how good your equipment is if members aren’t sure what’s happening.

Effective communication is timely, clear, and consistent. It applies internally with your team and externally with your members. Are class changes communicated well? Are your team aligned before each shift? Are member queries handled quickly and personally?

Research from Bain & Company shows that improving customer retention by just 5% can increase profits by 25 to 95 percent. That retention is heavily influenced by how effectively you communicate, especially when things go wrong.

Communication is not a box to tick – it’s a relationship to build.

4. An Engaged and Happy Team – The Culture That Sells Without Selling

You can’t force passion, but you can create a culture where it thrives. Your team is your brand. They’re the face, the energy, the difference between a gym someone tolerates and a gym someone tells their friends about.

When your team is happy and engaged, they don’t just do their job – they go beyond it. They smile more, help more, sell more, and retain more members.

What drives team engagement?

Clear expectations and regular feedback
Recognition for great work, no matter how small
Development beyond just technical training
A sense of belonging and shared purpose

One boutique club we supported created a “Wow Wall” where staff could write up weekly shout-outs for teammates who went above and beyond. It took five minutes to maintain. It transformed morale.

Members don’t stay for equipment – they stay for people.

5. Knowing Your Numbers – Turning Insight Into Action

You can’t improve what you don’t measure. Yet too many fitness businesses rely on gut feel instead of real data.

Do you know your average length of membership? Your true cost per lead? Which classes drive the most revenue per square metre?

Tracking these numbers allows you to make better decisions. It helps you know when to invest, when to adjust, and where your blind spots are. It's not about spreadsheets – it's about clarity.

A 2023 global fitness business benchmark report found that gyms actively tracking key performance data grow 35% faster than those that don’t.

When you know your numbers, you stop guessing. You start leading.

Final Thoughts

Great businesses are rarely built on luck. They’re built on systems that support people, cultures that inspire teams, standards that show pride, communication that builds trust, and numbers that provide direction.

None of these require a million-pound investment. They require intention, consistency, and leadership.

So ask yourself: which of these five areas are you overlooking? Because growth doesn't just come from working harder – it comes from working smarter.