Tuesday, 22 July 2025

Kids Fitness: Our Industry’s Missed Opportunity—And Moral Obligation

We talk a lot in this industry about wanting more people active. More people in gyms. A healthier nation. But when it comes to one of the most obvious routes to achieving that—engaging children and young people in fitness—we’re still turning a blind eye.

The vast majority of health clubs remain adults-only or, at best, reluctantly child-friendly. Yet this isn’t just a missed commercial opportunity. It’s a failure to take responsibility for the future of our industry, our communities, and our collective health.

So, Why Aren’t We Doing More?

You don’t have to look far to see the contradiction. Golf clubs—often seen as traditional and exclusive—routinely offer junior memberships at a fraction of the adult price. Why? Because they understand something many in fitness seem to miss: you attract and retain families by engaging the next generation.

It’s long-term thinking. They know that by bringing kids into their clubs, they’re not only making the sport accessible early, they’re:

Adding value for parents (who become members or stay longer),
Building community goodwill,
And, most importantly, future-proofing their sport and their membership base.

Imagine if we did the same in fitness. What if we made it the norm—not the exception—to welcome kids into our gyms, run safe and engaging programmes, and instil healthy habits from the beginning?

The Drop-Off Dilemma

It’s well known that most young people drop out of sport by the age of 18–20. And the data tells us that most don’t then magically discover gyms or structured fitness in early adulthood.

But what if they were already comfortable in that environment? What if they’d grown up around fitness—not just in P.E. lessons or sport clubs, but in gyms, studios, and structured programmes that helped them understand exercise beyond competition?

We’d have fewer inactive young adults, a more engaged and loyal customer base, and a society that didn’t see the gym as intimidating or transactional, but as a normal part of life.

The Benefits to the Business

There’s a compelling moral case, but let’s talk frankly about the business side:

More members: Engage kids and you engage parents. Family memberships can significantly boost retention.
Community impact: Running kids programmes earns you positive press, strengthens your local ties, and differentiates your brand.
Long-term value: A 12-year-old who falls in love with fitness could be a customer for the next 40+ years.
Pipeline building: You’re not just getting short-term sales—you’re building a movement that supports the future of your club.

And yet, despite all this, many clubs still hesitate. Why?

What’s Holding Us Back?

Let’s be honest about the perceived barriers:

DBS checks and safeguarding policies can feel like red tape.
Staffing requirements go up—more supervision, more planning.
Adult members may complain if kids are seen as disruptive.
Space limitations make programming difficult for some clubs.

But these aren’t dead ends. They’re operational challenges, and challenges can be solved.

So, What’s the Solution?

We’re not saying every gym needs a soft play area and toddler yoga. But there are accessible, manageable ways to start making a difference:

Offer low-cost or free junior memberships to members’ children, especially during off-peak times.
Create instructor-led sessions so kids aren’t using adult gym space unsupervised.
Run short-term pay-as-you-go programmes, such as 4-week fitness fundamentals for teens.
Use weekends and holidays strategically—when adults are less likely to be in and kids need structure.
Promote family workouts or “open gym” hours where parents can train while kids take part in safe sessions.

Not every club can do everything. But every club can do something.

This Is Bigger Than Revenue

Yes, this is an untapped commercial opportunity. But it’s also a moral obligation.

If we claim to be a health industry, we can’t keep ignoring the formative years of health.

If we say we want to improve the lives of our communities, we can’t keep locking out the one group that most needs early exposure to healthy movement.

If we want to create lasting change in public health, it can’t just start at 18.

Final Thought

The fitness industry is packed with passionate, talented people. But if we’re serious about creating a healthier, more active nation, we must start looking down the road—10, 20 years from now—and ask: who are the members of the future?

They’re not in your club yet.

But they could be.

And if we do this right—they will be.

Friday, 18 July 2025

Are We Chasing the Wrong Kind of Growth in the Fitness Industry?

For years now, we’ve heard the same rallying cry repeated across the fitness sector: We can help the NHS. We can support public health. We can be part of the solution.

And at its core, that belief is absolutely right.

We know we can play a vital role in helping people get fitter, healthier, more mobile, more resilient — physically, mentally, emotionally. There’s no doubt that movement, community, and lifestyle support have an enormous part to play in solving the public health crisis we face.

But here’s the uncomfortable question: Are we chasing the wrong kind of growth by continually directing our energy at the NHS and central government?

Because let’s be honest — the NHS is in crisis. Chronically underfunded. Overwhelmed. Fighting fires. And government after government has shown a clear reluctance to engage in any meaningful dialogue about long-term prevention, let alone a credible funding model that includes fitness operators.

So why do we keep waiting to be invited to the table?

Are We Asking the Wrong Question?

Rather than asking, "How do we get funding from the NHS?" — maybe we should be asking:

"How do we create something so valuable, so outcome-driven, and so well-delivered that the NHS has no choice but to engage?"

The current strategy — hoping for investment, waiting on pilots, or clinging to inconsistent partnerships — feels reactive, uncertain, and fragmented.

It’s time we stopped looking up for validation and started looking inward to build a stronger, more unified industry with its own momentum.

Time to Refocus on Us

Instead of lobbying endlessly for budget scraps, we should be doubling down on what we control:

Raising standards across the industry, so excellence becomes the norm, not the exception
Creating national campaigns that unite independents, franchises, and chains under one voice — not just to sell, but to shift perceptions
Developing our own programmes and outcome frameworks that mirror the kind of impact the NHS wants to see — delivered with our funding, on our terms
Professionalising our delivery, our data, and our communications, so public health bodies want to work with us — not because we asked, but because we’ve proven we’re the right partner

We’ve waited long enough for external validation. It's time to lead.

Imagine the Power of a Unified Industry

What would happen if — instead of 500 clubs working in isolation — we aligned on delivery models, data tracking, and outcome reporting?

What if we stopped trying to convince government and simply showed them the impact we’re already having?

What if we created open-source frameworks, playbooks, and member journeys that any club could use to deliver health-focused programming — whether in a boutique gym or a community sports hall?

We talk a lot about collaboration, but rarely do we act on it. Maybe it’s time to change that.

Let’s Stop Waiting for Permission

The truth is: we don’t need the NHS’s money to start making an impact. We need clarity, consistency, and confidence in our own direction.

Let’s build the structures first — then invite others to join us.
Let’s stop competing for attention and start collaborating for action.
Let’s stop asking for funding and start showing undeniable value.

If we do that, the NHS won’t need persuading — they’ll come looking for us.

Ryan Charlesworth
Black Raccoon Consulting
📧 ryancharlesworth@blackraccoon.org
🌐 www.blackraccoon.org

Friday, 11 July 2025

Did You Know? Instagram Content Now Appears on Google Search

That’s right, Instagram posts, reels, and profiles are now being indexed by Google. This means your content can show up in search results just like your website does.

For gyms and fitness businesses, this is a massive opportunity, especially if you're competing for local visibility.

When someone searches: 🔍 “Gyms in [Your Town]” 🔍 “Best spin classes near me” 🔍 “Personal training in [Area]”

…it’s not just your website that could appear. Your Instagram posts, your reels, even your profile bio might show up—if you’ve optimised it properly.

🛠️ How to Take Advantage (Without Spending a Penny)

To make the most of this, you need to think of Instagram as more than just social media—it’s now part of your local SEO strategy.

Here’s how to do it:

✅ Use location-specific hashtags Examples: #LeedsGym, #ElyPT, #LondonFitnessClasses Hashtags now support geographic discovery—use them intentionally.

✅ Tag your location in every post, story, and reel It signals to both Instagram and Google where you are.

✅ Write search-friendly captions Instead of “Great session with Sophie today!” try: “Great PT session today in our Ely gym. Sophie is smashing her strength goals with our progressive weightlifting programme.”

✅ Post consistently Regular activity helps Instagram see you as relevant, and fresh content ranks better on Google.

✅ Optimise your bio Use keywords like “Gym in Sheffield”, “Group fitness in Norwich”, or “24/7 Personal Training Club” so your profile is fully indexable and aligned with what people search for.

🤔 Why It Matters

Most independent gyms are still treating Instagram as a space to “post when we remember” or showcase the odd transformation. But with this shift, Instagram becomes a discoverability tool, not just a social one.

Your posts are now mini landing pages.

Every reel, caption, and tagged photo is a chance to rank in Google, reach a local audience, and generate inbound leads—without touching your ad budget.

💡 Think local. Think searchable. Think strategic. Your next member might not even make it to your website because they found you on Google… via Instagram.

Instagram for Google Search: Gym Owner Checklist

1. Optimise Your Bio ⬜ Use keywords like “Gym in [Your Town]” or “Personal Training in [Location]” ⬜ Add your website and contact info ⬜ Choose a searchable username and display name (e.g. “[Your Gym Name] | [Town] Gym”)

2. Use Location in Every Post ⬜ Tag your business location on posts, stories, and reels ⬜ Mention your town or area in the caption

3. Add Local Keywords to Captions ⬜ Describe what’s happening using local terms ⬜ Include services (e.g. “strength training in Ely” or “spin class in Cambridge”) ⬜ Avoid one-word captions—think like a mini landing page

4. Use Location-Based Hashtags ⬜ Include 2–5 relevant, local hashtags per post ⬜ Mix popular ones (e.g. #LondonGym) with niche ones (e.g. #NorwichPT)

5. Post Consistently ⬜ Aim for at least 3–4 posts per week ⬜ Include a mix of reels, carousels, stories, and photo updates ⬜ Keep your brand tone and quality consistent

6. Engage Actively ⬜ Respond to all comments and DMs ⬜ Engage with other local businesses or influencers ⬜ Encourage members to tag your gym when they post

7. Track Your Performance ⬜ Use Instagram Insights to review reach, engagement, and profile visits ⬜ Check Google search results by searching your gym name or services periodically

Ryan Charlesworth | Black Raccoon Consuming | www.blackraccoon.org

Thursday, 10 July 2025

“Personal Training Is a Spectator Sport” — Why Visibility, Culture, and Leadership Drive PT Sales and Member Experience

I remember watching a brilliant trainer and friend, Steve Harrison, tell a room full of personal trainers, “Personal training is a spectator sport.” At first it drew a few laughs, but what he said next hit the room like a truth bomb. “You think you're just training the person in front of you. But you're not. You're training them in front of an audience. And the rest of the gym is always watching.”

It’s one of the most overlooked facts in the gym business—yet one of the most important. Because in any well-run facility, every session, every conversation, every gesture is an opportunity to show what your club is all about. Whether it's a PT pushing a client to hit their PB, a receptionist who remembers someone’s name, or an instructor high-fiving a class participant, people are noticing. And what they see shapes how they feel about your brand.

In behavioural psychology, this is backed by what’s known as social proof. It’s the idea that people look to others to decide what’s right, safe, effective, or desirable—especially in environments where they’re not fully confident. This is deeply relevant in fitness, where new members often feel uncertain or intimidated. They're constantly watching for cues: who looks like they know what they’re doing? Who’s helping others? Who seems professional, trusted, warm?

Add in observational learning, a theory popularised by Albert Bandura, and you get the full picture: people learn how to behave by watching others. They don’t just learn what to do—they learn who to trust. So when a member sees a PT actively engaged with a client—correcting technique, giving encouragement, celebrating progress—they don’t just see a trainer doing their job. They see someone they might want to work with.

That’s why visibility matters so much. Not visibility in the marketing sense—but in the real, human sense. Being present. Being consistent. Being switched on.

Yet here’s the issue. In many clubs, visibility is optional. It’s encouraged, not expected. And that’s where we’re going wrong. If you want your PT team to grow their client base, it cannot be acceptable for them to disappear into offices, scroll through phones behind reception, or "kill time" between sessions with headphones in.

Presence on the gym floor should be a non-negotiable standard. Not for the sake of control or image—but because it directly influences how people perceive the service you offer. Members don’t often make decisions based on a flyer or poster. They make decisions based on what they see, day in and day out, on that gym floor. If your PTs are visible, engaged, and supportive—even when they’re not being paid for that specific moment—they’re building trust with every set and every conversation.

For club owners, this is more than a nice-to-have. It's a revenue-driving strategy. Clubs where PTs are actively present and engaging with members consistently outperform those where trainers disappear between sessions. You don't need to run endless promotions or slash prices if your team is visibly adding value every day. People invest in what they trust, and trust is built by proximity and behaviour—not by marketing copy.

The same principle extends beyond PTs. Reception teams, class instructors, managers—they're all on stage the moment they walk through the door. If a member is greeted by name, made to feel seen, or casually congratulated on their recent progress, that’s a retention moment. And over time, those moments compound.

But—and this is crucial—it has to be led from the top. You can’t expect your staff to be visible and connected if your managers are locked in offices at peak times. Leadership, especially in hospitality-driven industries like ours, is visible. Look at the best hotel managers—they’re in the lobby during check-in, greeting guests, solving problems in real time. That’s the level of ownership we need in gyms too. Lead by example. Walk the floor. Speak to members. Interact with your team. Make it the norm, not the exception.

Training your team to embrace visibility isn't about forcing fake conversations or unnatural sales techniques. It's about helping them understand the value of consistent interaction. A quick “Nice effort on that set,” or “You’re getting stronger every week,” said genuinely, builds more goodwill than any paid ad campaign. These interactions aren’t filler—they’re foundational. They create emotional connection, the thing that keeps members loyal and opens the door for upsells like PT, small group training, or nutrition support.

Of course, none of this means your team should be performing or showboating. It's not about being loud or gimmicky. It’s about being engaged. It’s about recognising that every client interaction—whether paid or unpaid—is a window into what your business really offers.

There’s a commercial impact to all of this. Members who interact meaningfully with staff are significantly more likely to convert to paid services. They’re also more likely to stay longer, refer friends, and leave better reviews. It’s not just good culture—it’s good business.

So, if you're a PT, remember: people are watching. If you’re a manager, ask yourself—what example are you setting? And if you're a club owner, be honest—does your current culture reward presence, or tolerate absence?

Steve was right. Personal training is a spectator sport. And so is everything else in your club. So make sure the show you’re putting on is one worth paying for.

Sunday, 6 July 2025

It’s Time for New Leadership in the Fitness Industry – Or We’ll Miss This Moment Again

It’s Time for New Leadership in the Fitness Industry – Or We’ll Miss This Moment Again

For as long as I’ve been in this industry, I’ve seen strategies come and go. Big visions, government-backed initiatives, and policy documents promising to get the nation moving, tackle inactivity, and make fitness part of the national health solution. Yet here we are — decades later — still having the same conversation.

Now, with the announcement of the government’s new 10-year plan, we’re being presented with another chance. But if we allow the same structures, the same organisations, and the same people to lead the charge, I fear we’ll end up in exactly the same place: full of potential, but with very little delivered.

The 10-year plan, formally known as the “National Physical Activity and Health Strategy,” aims to tackle the growing crisis of inactivity, rising obesity rates, mental health concerns, and chronic illness by embedding movement and physical activity into everyday life. It recognises the role that fitness, sport, wellness, and active communities must play in reducing pressure on the NHS and improving the health of the nation. It talks about prevention over cure. About reducing health inequalities. About changing behaviours and building a more resilient society. And on paper, it’s the kind of strategy our industry should be perfectly placed to deliver.

We are the ones who see people daily. Who support them through life’s challenges. Who provide the structure, encouragement, and community that drives long-term change. No other industry has our mix of reach, frequency, and behavioural influence. We are, arguably, the single most underutilised asset in the entire healthcare system.

But here's the problem: the government doesn’t fully trust us to deliver it.

Why? Because we don’t act like a unified sector. Because they see division, fragmentation, and a lack of consistent standards. Because every time they look to us for leadership, they get the same handful of organisations offering the same limited reach. Because for too long we’ve been inward-looking, protective of our corners, and unwilling to build something that represents all of us. And until we change that, we won’t be taken seriously as a national partner.

Let’s be brutally honest. UK Active, formerly the FIA, and CIMSPA have played their part — but they haven’t united the industry. In fact, in many ways, they’ve reinforced the divide. Independents feel underrepresented. Hotel and hospitality fitness barely features. The private sector is often treated like an afterthought. And public sector delivery, while important, hasn’t exactly set the benchmark for progress. If it was going to work, it would have by now. We’ve had enough pilot schemes. Enough consultations. Enough of the same voices saying the same things on the same stages.

What we need now is leadership that isn’t based on legacy. We need something new — an organisation, or at least a leadership group, that truly represents the whole sector. One that doesn’t default to the same public delivery mechanisms or assume that only the largest operators should have a voice. The fact is, the big names don’t always know best — and some of the most innovative, community-focused, and impactful work is happening in clubs that never get invited into these conversations.

This can’t be another public-sector-led plan. It hasn’t worked before, and there’s no evidence it’ll work now. We need a plan that includes everyone: public, private, independent, commercial, hotel-based, and wellness-focused. Yes, it’s more complex. But that’s the reality of the industry today. It’s diverse. It’s multi-faceted. And any policy that fails to acknowledge that is destined to under-deliver.

We also have to take a long, hard look at the idea of leadership in our industry. Who decides the agenda? Who gets to sit at the table? Because, frankly, it’s been the same people for the last 20 years. Many of them are good people. Some have great experience. But experience alone isn’t what we need now. We need innovation. We need people who understand today’s consumer, today’s economy, and today’s expectations. And we need to be brave enough to say that the people who brought us here might not be the people to take us forward.

Wellness is another area we need to get serious about. It’s not just a trendy word or a quick rebrand of what we already do. Wellness is its own discipline — and one that needs real experts to lead it. I’ve lost count of the number of operators now claiming to deliver “wellness” with no qualifications, no credibility, and no outcomes. If we’re going to make wellness part of the national conversation, then let’s bring in the people who specialise in it. Mental health professionals. Nutritionists. Recovery specialists. Sleep researchers. Let’s stop pretending we can be all things to all people and start collaborating properly.

It’s also time to stop begging the government for tax breaks and rate relief as our first response to every challenge. That’s not a strategy — it’s a symptom of our lack of confidence. What we should be doing is showing government how we solve their problems. How we can drive down NHS pressure. How we can reduce health inequality. How we can get people moving again in ways that schools, doctors, and public campaigns haven’t been able to. We need to position ourselves as partners, not petitioners.

This isn’t just a call for change. It’s a call to completely rethink how we lead, how we organise, and how we represent ourselves as a sector. If the government is serious about this 10-year plan, then we have to be serious too. That means looking at our own structures. Our own failings. Our own outdated assumptions.

Let’s stop dividing the industry. Let’s stop allowing a chosen few — who, in my opinion, have delivered very little of substance over the last two decades — to control the narrative. Let’s bring in new people. New energy. New ideas. Let’s build something that includes everyone and benefits everyone.

Because if we don’t, then we’ll waste this opportunity just like we’ve wasted the others.

And I’m not the only one who feels this way.

Many of the people I speak to — club owners, consultants, PTs, and wellness providers — all say the same thing behind closed doors: the current model doesn’t work. It doesn’t represent them. It doesn’t deliver for them. And it’s not going to suddenly change unless we make it change.

We need national campaigns that clubs can actually use — with support, resources, and proper backing. We need awareness drives that the government can co-brand and fund, like Change4Life once was. We need boards and committees that include real operators, not just corporate faces. We need governing bodies that give every club — especially independents — something of value. And we need national standards that are affordable, realistic, and supportive.

We don’t just need a plan. We need a system shift. A mindset shift. A structural shift.

We need leadership that reflects the industry we have — not the one we used to be.

If this 10-year plan is going to work, we can’t just dust off the same strategy, put a new logo on it, and expect different results.

It’s time for something new. And if we don’t act now, we may never get another chance.

Tuesday, 1 July 2025

Building Community in Your Gym: It Starts with Your Team, Not Your Equipment

Every gym wants to say they have a strong community.
But not every gym does.

Community isn’t something you add to your brand strategy or tick off with the occasional member social. It’s not built by slogans on a wall or even by a great class timetable. Community is built by people—and specifically, by your team.

The Foundation: A Team That Wants to Engage

If you want to build a thriving gym community, there’s one essential quality your team must have:
A genuine desire to interact and serve every single member.

We’ve all met those people—the ones who can talk to anyone, who light up the room, who make others feel noticed and welcome. That’s what your front-of-house should feel like. That’s what your instructors should embody. And most importantly, that attitude should start with your leadership.

It’s not about hiring “bubbly” personalities for the sake of it. It’s about creating a culture where enthusiasm, empathy, and visibility are non-negotiable.

You Can’t Build Community From the Office

Culture doesn’t grow behind a desk.

If you want your team to be present and engaged, they need to see you doing it too. Managers must lead from the front—literally. That means being on the floor during peak times, greeting members, and supporting the team with visible leadership.

A brilliant example of this can be found in the hotel industry. Walk into a premium hotel during peak check-in, and you’ll often see the hotel manager in the lobby, speaking to guests, solving problems, and making the experience feel personal. Why should a gym be any different?

In fact, the two industries aren’t that far apart. We both work in hospitality.
And in hospitality, visibility = value.

Small Moments, Big Impact

Creating a community isn’t about grand gestures—it’s about consistently doing the little things that make people feel seen, appreciated, and cared for.

Here are some practical, powerful ways to do that:

Have a team member greet members during quieter hours
A simple “Good to see you again!” can change someone’s day.
Ensure instructors and PTs are on the floor, not in the office
There are very few reasons why gym staff should be hidden away.
Celebrate the wins
A big PB. A great body scan result. A first ever gym class. These are moments that deserve recognition—both for the member and the community vibe.
Encourage advice-giving and casual coaching
Nothing feels more valuable than an expert taking 90 seconds to offer real, helpful feedback.

This is where the magic lies. Not in expensive events or overdesigned campaigns, but in regular, meaningful interaction.

Teach Your Team That It’s a Performance

Here’s the honest truth that few gym operators want to say out loud:
This is a job. And in many ways, it’s an acting job.

Your team doesn’t get to bring their mood to work. Regardless of what’s going on in their personal lives, they have to show up with warmth, positivity, and a “nothing is too much trouble” mindset. That might sound harsh, but it’s the reality of creating a five-star member experience.

If your team can’t consistently be friendly, helpful, and approachable, your community culture will suffer—no matter how great your facilities or programming are.

Why It Matters: Community Drives Retention and Revenue

This isn’t just about feel-good vibes. It’s good business.

Gyms with strong community culture have:

Higher member retention
Greater average spend
More referrals
Higher PT and class engagement

People stay where they feel valued.
They upgrade where they feel connected.
And they talk about businesses that make them feel good.

If you want your gym to be more than just a place to train, it needs to become a place people belong. And that starts with people—your people.

Final Thought: Culture Is Created, Not Inherited

You don’t inherit community by launching a gym.
You don’t buy it with equipment.
You don’t install it with software.

You build it, day after day, through consistent leadership, high standards, and an unrelenting focus on member interaction. The work is subtle. The results are significant.

Because when you get the people part right, everything else—retention, revenue, reputation—starts to take care of itself.

Ryan Charlesworth
Black Raccoon Consulting
🌐 www.blackraccoon.org
📧 ryancharlesworth@blackraccoon.org

Saturday, 28 June 2025

Building a High-Performance Team in Your Gym: What We Can Learn from Elite Athletes

Elite sports teams and individual athletes rarely claim victory from talent alone. They succeed through highly coordinated support systems—strength coaches, sports psychologists, nutritionists, data analysts, and medical staff—all working in harmony to optimize performance. After all, it’s not just about who runs fastest or lifts heaviest; it’s about ensuring every variable—from mindset to recovery—is dialed-in to deliver peak results.

Why This Matters for Small Businesses

You’ll recognize this model in large corporations too: extensive head offices packed with specialists—from HR and marketing to supply chain and finance—ensuring each department performs at its best. Small businesses, however, often rely on a core handful of people to manage everything. The result? Overwhelm, inefficiencies, and missed growth opportunities.

But here’s the good news: you don’t need a full support team on payroll to benefit from expert insights. Today, it’s often more cost-effective to tap into specialist support through part-time consultants, platforms, and external partnerships—an increasingly popular approach among agile, ambitious businesses en.wikipedia.org+4aaronklein.medium.com+4tandfonline.com+4.

What Research Tells Us

Studies in elite sport show that interdisciplinary, collaborative support teams drive superior outcomes, both in performance and health. The UK Athletics integrated model used at the London Olympics notably combined coaching and medical disciplines to manage training loads and injury risk—which was directly linked to improved performance and medal results pubmed.ncbi.nlm.nih.gov+1linkedin.com+1.

Sports psychologists, an often-overlooked piece of the puzzle, deliver impressive impact. Mental resilience, goal-setting, and visualization strategies consistently improve confidence and competitive performance, even beyond the sports field .

In the corporate world, a meta-analysis revealed that individuals who work with professional coaches often experience a 700% return on investment youtube.com+4performancepsychologycenter.com+4en.wikipedia.org+4. Imagine achieving that level of strategic guidance in running your gym or leisure business.

Bringing Collaboration into Your Gym

Applying this model starts with a clear assessment of where you need support:

1. Identify Your Blind Spots:
What part of your business consistently causes stress? Is it marketing, staff engagement, member retention, or operational consistency? 

2. Source Specialist Help:
Rather than hiring for full-time roles, engage freelancers, consultants, or digital platforms. Need more leads? Use FitLeads and Meta ads. Need service quality? Hire a guest trainer or operational coach. Want better follow-up? Use an assistant service like Tima. 

3. Build a Coordinated System:
Just like in elite athlete support teams, communication and data sharing are essential. Schedule weekly reviews, consolidate data from various providers, and use insights to adjust course.

4. Measure Wins:
For athletes, performance is tracked in split times and recovery. For you, track KPIs—revenue per month, membership growth, churn rate, average visit frequency. The goal: turn expert inputs into tangible outcomes.

Small-Gym Examples: Outsourced Wins

A boutique gym that employed a part-time nutrition consultant doubled PT bookings and increased membership retention by 20%.
Another club layered in a mental-wellbeing coach during peak stress seasons, resulting in a 15% boost in member satisfaction.
A micro-operator eliminated a full-time front-desk role by using an outsourced call service, reducing no-shows and improving follow-up success by 35%.

Why This Approach Works

Cost Efficiency: No payroll overhead—just pay for what you need, when you need it.
Access to Best Practices: Specialists bring broader industry insights you’d otherwise need years to gather.
Greater Flexibility: Scale support up or down based on performance goals or seasonal demand.
Owner Relief: You can focus on strategic growth instead of firefighting every day.

Final Thought

Elite sports don’t win by luck. They win through planned, specialist-driven performance ecosystems. The same approach can apply to your gym—even with a small team and tight budget.

By investing in focused support—on marketing, operations, membership, wellness—you’re effectively building a high-performance business: one that responds faster, runs smoother, drives higher loyalty, and becomes more profitable.

Ready to start building your winning team? Book a 30-minute conversation, and let's design your bespoke performance system—without the full-time cost.