2 Gyms, 1,140 Clients—How Daniel Dobbs Brown Does It in Chile

2 Gyms, 1,140 Clients—How Daniel Dobbs Brown Does It in Chile

Mike Warkentin (00:00):
A CrossFit gym with 723 clients? Yes, it can be done. And I’ve got the guy who did it here today. Welcome to “Run a Profitable Gym.” I’m your host, Mike Warkentin. Before we go further, please hit subscribe. I want you to get every show, including insights from Chris Cooper, Two-Brain founder, and interviews with top gym owners that I do here every month. So hit subscribe now. Here we go. We talk a lot on the show about the 150-client model. You can earn a hundred thousand dollars a year with 150 clients who pay about 205 bucks a month. What most people miss is that these are just your first targets. You can, of course, go way beyond them. Daniel Dobbs Brown did just that. He runs two gyms in Santiago, Chile. One, Accion CrossFit Providencia, was number one on our leaderboard for clients in August. He had 723 members at that gym. His second location in Las Condes was fourth with 418. So he took up two spots on our top 10 leaderboard for a total of between 1,100 and 1,200 members. These are CrossFit gyms. We’re gonna find out how he did it. Daniel, welcome. How are you today?

Daniel Dobbs Brown (01:01):
I’m here at the, at the other side of the world.

Mike Warkentin (01:05):
I love it. I haven’t had someone from South America on the show yet, so I’m happy you’re here. We met in Chicago briefly, and I said I would have you on the show here. You being number one on our leaderboard, I’m gonna put you on the spot right off the bat. People wanna know: what’s the single biggest reason that you have so many members at your gyms?

Daniel Dobbs Brown (01:22):
Mainly it’s about the mission. Like we’re pretty clear about we wanna attract as many people as possible. Like here in Chile and South America, sedentary (behavior) is really a big issue. And when I found CrossFit, I really found a way to make an impact in people’s life. So at that starting point, I decided I want to make it available for everyone. Like CrossFit not being this like elite thing. Like just for regular dudes. Like how to get your health better, how to improve your health. And that’s the main reason I continue pushing to get new members. Like every person counts. You can have an impact in their health, in their lives. And that’s our main driver in the end. So when I start working with Two-Brain I worked with my mentor, and he told me about the 150-member business model and all that. And I told him right away, “I want big numbers. I wanna get to as many people as possible.” And that’s my mission, and that’s what we’re trying to accomplish in here.

Mike Warkentin (02:21):
Okay. So that’s great. What I wanna do now is I wanna dig in because big numbers like that, that’s a great goal. It has two parts. The first one is acquiring clients, and the second part is retaining them. So I wanna talk to you about those two things specifically so that people understand exactly how you’re doing it. Because you can’t obtain big numbers if you’re bad at sales. You can’t obtain big numbers if all your clients are bleeding out the back door while you’re filling them in the front door. So first things first: how do you get these clients? How do you acquire clients? What’s your sales process like? Walk me through that.

Daniel Dobbs Brown (02:50):
We used to have a different approach. Like pre-COVID, really focused on social media, Instagram and Facebook. And we were really like really hard on that with posts every day. We create content every day. And that was our main strategy at first. Post-COVID, things kind of changed. It’s more paid media right now. Like we’re gonna have a change in strategy, but we have to keep pushing those numbers. Like everyone in my team knows how many members we need to attract today, like how many trial classes we need in one day. I’m really like driven by numbers, and I try to make my team driven by numbers. So that’s one of the first things we are applying here: it’s like getting small goals and being able to know “okay, we need to attract like a hundred members, 25 per week. Okay, we need seven each day and we are getting seven each day. We’re on the right track.” If not, we need to keep pushing and try new stuff. Like I’ve always been trying new stuff. If I had to be like a hundred percent honest, we have always been trying new stuff. Like I’ve been like researching Two-Brain materials since like 2013, something like that. I read Chris’s book and I joined the mentorship like in 2019 at the end, but I was consuming all the free information.

Mike Warkentin (04:21):
So if I’ll summarize that for you, listeners. So first of all, extensive research into the business of gym ownership. That’s been going on. Daniel’s been doing that for a long time. Next you’ve got it sounds like a heavy organic social media publication plan. So you’re doing that every day. You’re putting out content all the time, correct?

Daniel Dobbs Brown (04:40):

Yeah. Also, we are like 50, 55 people in my team. Like I’ve got three people in marketing, and I’ve got five people in customer service. Like we’re a really big team. So that’s also a way to support that kind of numbers. Like I got to a point where I realized that if I wanted to go big, I need to form a big team. I need a good team to support all that. And that’s building my leadership. It’s been one of my main challenges and what I’m working every day with my mentor.

Mike Warkentin (05:13):
Wow. So that’s a huge team. And that team actually has marketing people on it, and you are doing paid marketing. And what I heard from you is exactly what our top salespeople in Two-Brain tell me. They know their exact numbers. “I Need this many leads to get this many appointments to get this many sales to support this many members that support this business and this profit margin.” They know those numbers cold 100%. Daniel just rattled them off the top of his head because he thinks about ’em all the time. So that’s a secret. If you are looking for larger member counts, you have to know these numbers, and the best marketing people, and these are people outside the gym industry that we consult with, they’ll tell you “you need to know how many leads you need to get to figure out how many appointments you need to get to get sales.” That whole funnel needs to be laid out perfectly. Two-Brain does have these funnels built for clients. So that’s fascinating. So I need to know, how do you get people in the gym to make sure that you retain them? Because we often hear that big gyms with big, big numbers struggle to retain people because it’s just such a huge collection of people. How do you onboard your new clients to make sure they stay for years, not months.

Daniel Dobbs Brown (06:14):

I’ve been doing something like a little bit counterintuitive. Like I haven’t been able to apply the No Sweat Intro model because it kind of like stopped the amount of people we’re getting in. So we kind of like accept kind of like failures in the first 90 days process. Like we got our 90 days like delivered, and normally we’re fighting. Nowadays we’re struggling with the 30 first days. Like that’s where my CSM is working and where my front desk is working right now. And we normally get a churn there, like 50%, something like that.

Mike Warkentin (06:50):
Sorry, how many percent?

Daniel Dobbs Brown (06:51):
That’s why we need to keep pushing. 50%.

Mike Warkentin (06:53):
One-Five or five-zero?

Daniel Dobbs Brown (06:54):

Mike Warkentin (06:55):

Daniel Dobbs Brown (06:56):
So we lost kind of half of the members we get in one month. Normally it’s people who don’t come back again. It’s like we don’t have any contact points of them, they don’t reply and that’s it. But we keep pushing that. We keep sending emails, we try to bring ’em back. Like we gotta really figure out the systems. Like we’re contacting people who used to be members, like people who wanna be able to work with all the customers we’ve got and try to push them. Like having a big team gives you lots of opportunities for failure and to keep pushing. Like it’s kind of that idea. It’s harder—like it requires much more systems built, but in the end it pays off in how many numbers you can get. Like if you really like push it, it will bring back.

Mike Warkentin (07:44):
Okay. So you said your 90 days are mapped out pretty carefully, correct?

Daniel Dobbs Brown (07:49):
Yeah. My first 30 days. I gotta be honest. To apply to 90 days, we haven’t been able. But also we have found out that from 90 days, like from 30 to 90, we normally get a good number of retention. At that point, we need to push out past the 30 days. So normally we get it done.

Mike Warkentin (08:12):
Aha. But you’ve got a client success manager, right? So this is an interesting one, gym owners out there. If you do not have this, a client success manager is someone who’s going to be very, very important in acquiring and retaining members because that person’s job is essentially to acclimate new people to your gym, retain them, and maybe even reacquire them. Daniel, would you tell me a little bit about what that client success manager does at your gym day to day?

Daniel Dobbs Brown (08:34):
We’re working on that position right now. Like we haven’t been able to implement it a hundred percent, but that’s one of the challenges we’ve been working on post pandemic. Like we’re really kind of shrinking the business a little, and we are trying to focus more on continuing with the big numbers but trying to be more like—I don’t know, not try to bring everyone. One of the main things we changed when I started working with Two-Brain was like changing with clients and trying to attract—like changing how we attract. Not everyone is going to be a good fit for my team. And we’ve been polishing that and trying to work on that. And our next step is like really implementing the customer success manager with the idea for them to be able to track more like—goal setting is one of the main challenges I’ve got to finish this year. Like I have been trying to implement that for two years. I haven’t been successful with that, but I know that that can be a game changer. So we’re trying to focus more on retention and trying to focus more on goal settings to help people really gather their goals. Nowadays we’re implementing the customer success managers with that focus and hundred percent that focus. Like just goal settings and retention mainly.

Mike Warkentin (09:47):
That’s interesting. Let me see if I have this laid out correctly. It sounds to me like you have a really, really great marketing plan and you’re able to acquire a lot of members every month. Is that right?

Daniel Dobbs Brown (09:59):
Yeah, normally we’re attracting 70 to a hundred members amount.

Mike Warkentin (10:05):
Wow. Do you mind telling me a little bit about your paid advertising? Are you spending a lot of money on that or a medium amount or how are you doing that?

Daniel Dobbs Brown (10:10):
It’s been trial and error. We’ve been like pushing it hard like for the last four months. And we kind of stopped paid marketing in July. And we’ve been pushing just organic marketing, and we have realized that we’re getting to 75, 80 member members. Today, we’re using more marketing for awareness more than try to bring qualified leads. We are just like putting the brand in and all that and trying to push some of the initiatives we’re implementing. Like we’ve got one initiative. Right now we’re working with people with diabetes, and we’re doing a whole project with that, with 10 people with diabetes, and we’re trying to change their lifestyle with the doctor. We’re working with an MD also.

Daniel Dobbs Brown (11:00):
We’ve got this senior program. Like we train 60-plus people. And we train them for a dollar a month. Like it’s just a huge success in here. Like normally people past the age of 60, they’re not moving a lot here in South America. Like normally doctors prescribe them to stay at home and don’t move at all. So we are trying to change that, and we’re doing CrossFit classes for other people and we charge ’em the dollar for the month. It’s just symbolic, but we’ve got like 70, 80 people so committed to changing their lives. And you really see the impact of CrossFit on those kinds of people. Like they’re really seeing the evolution of how you can recover your health and start being more independent and all that.

Daniel Dobbs Brown (11:47):
It’s pretty wonderful. So we push lots of the marketing from the heart to say lots of things about feelings and how you can make people feel better with exercise. So that’s our approach right now. We’re trying to generate value a lot. Like we’re working organic content, trying to use the coaches, use testimonials a lot. I normally write a blog every week. We push lots of information to social media. If I’ve got one piece of advice to give to everyone, like keep pushing content like that. That’s something I learned Chris Cooper from the beginning. Like he was always pushing new content, pushing new content. And that’s something we’ve been doing like from scratch. That’s something I really copy from what I learned from Two-Brain, and I feel like that pays off in the long run.

Mike Warkentin (12:44):
Sounds like you’re doing an incredible thing by getting that many clients in the door without a ton of paid marketing right now, where you’re using mostly organic stuff. Where can people follow you? What’s the best place for them to look at your social media so they can find out what you’re doing.

Daniel Dobbs Brown (12:56):
Just follow Accion CrossFit. Well, it’s gonna be hard to find that. Accion is “action” in Spanish.

Mike Warkentin (13:04):
It’s A-C-C-I-O-N in English. And it’s pronounced the way Daniel said it. So that’s how you’ll find him. And that’s on Instagram? Is that your best account or where would you recommend people find you?

Daniel Dobbs Brown (13:15):
Yeah, that’s the best account. There you will see all the content we’re pushing every day.

Mike Warkentin (13:26):
Okay. That’s good. Talk to me about average revenue per member. Do you track that stat?

Daniel Dobbs Brown (13:31):
A hundred percent. I’ve got to be honest: like I’m a numbers guy, a hundred percent. I’ve been tracking numbers. I used to work on finance, so for me it’s like I’ve got my dashboard, and I’ve got all my numbers. For me, numbers are the reason why I wake up every, every day, every morning. Like I need to know my numbers. If not, I’m, I’m scared.

Mike Warkentin (13:50):
Yeah. I like that. I’m with you on that. So are you comfortable talking a little bit about your average revenue per member or giving us some ballpark ideas? I’d love to know where it’s at.

Daniel Dobbs Brown (13:58):
That’s going to be really like where we are close to $85, $90.

Mike Warkentin (14:06):
Is that U.S.?

Daniel Dobbs Brown (14:06):
Yeah. I tried to give you the U.S. We’re at that point we’ve been pushing like our average revenue per member for quite some time, like the last couple, three, four years. We used to have like 90% of our revenue came from group classes. Now, like we’re close to 78% of our revenue from classes. We also get lots of physiotherapy. Like we’ve got a group of kinesiologists here working, and they bring like 10%, 12% something close to that from revenue. Also, we’ve got personal training, like one-on-ones also. It’s a huge revenue income. And also we’ve got cafeterias, coffee shops in both of our boxes. So also that also brings revenue to the table. We kind of like diversify a little bit because, well, pre-pandemic we realized we were just like group classes and we need to change to a higher value.

Daniel Dobbs Brown (14:59):
Like that’s something from Two-Brain I applied. I said, “Okay, I need to change that.” And we’ve been pushing that, and we’ve been really kind of successful. Like it’s been a huge increase. Like it helps me retain my coaches. Like my coaches better, better wages. I’ve got also a huge offer for my customers. Like it’s been really, really great pushing that. But we are still like far—my target is get to $120. Like that’s my goal. That’s my scope. But we’re working on that. We have some ideas.

Mike Warkentin (15:32):
Do you happen to know off the top of your head what percentage of your revenue comes from personal training?

Daniel Dobbs Brown (15:37):
Personal training is like 9%, something like that.

Mike Warkentin (15:40):
Okay. So that’s interesting. When I ran CrossFit gym, it was a hundred percent group classes. I didn’t even know you could do personal training. So for you to tack on 9% personal training, that’s great. If that number goes up, so much the better. My other question is, you said that you have some members that pay a symbolic fee of $1 a month. Is that right? So does that mean in your average revenue per member that you have people on the other end of it who are paying close to $200?

Daniel Dobbs Brown (16:03):

Mike Warkentin (16:03):
So what is that? If you just take your average $200 client, what is that person buying from you every month? Do you have an idea? Is it personal training and group or something else?

Daniel Dobbs Brown (16:12):
Yeah, normally he’s buying group classes some nutrition service, personal training. We’re changing nutritional service right now, so it hasn’t been that strong in the last couple of months. But normally those are the three services. We normally get people and—the huge success right now is having like group classes and personal training, like having one coach working on some of your weakness and also being able to participate in group classes, the community and all of the CrossFit stuff. That’s really great. Also, if you got injured, I got this physiotherapist who also coaches. So it’s a great matching there.

Mike Warkentin (16:49):
Okay. So what we’ve got here is you’ve got a large number of people and you have increased your average revenue per member, and you’re looking at driving it up probably another, you said about $40, $45, is that correct? Kind of your goal would be $120?

Daniel Dobbs Brown (17:03):
Yeah, yeah. We’re trying to implement new stuff. Like we’ve been working with coaches. I’ve got 30 coaches right now. For my 30 coaches we’re working now with a coaching mentor. He’s mentoring my head coaches, and now I’m trying to push my coaches to be able to give more value. Like from the 30 coaches I’ve got, only seven are giving personal training. So I’m trying to implement a new system to make them all understand how to give value, like using the Help First model, and to try to make them like understand how like here in South America there’s still a huge gap in coaching–how much value you can give as a coach. And we’re trying to work on that. That’s like my main goal. So from 2024, like being able to give my coaches more tools for them to start like working with people and try to make them like build their own brand and all that.

Mike Warkentin (17:56):
Let’s say in fantasy land you get to your goal of $120 or $125 per member. What would you do with that extra revenue? How would that change your business or your life? What would you do with it?

Daniel Dobbs Brown (18:06):
I’m kind of crazy right now because I’m trying to work with companies. I’m implementing wellness programs with companies in order to change how companies normally work. Like they’re focused on performance, making the people work better or work good, but they’re not focusing on giving them the tools to be able to perform better. Like CrossFit lifestyle, how you live your life, it’s going to impact your work. It doesn’t matter what you do for work. If you’ve got a balanced life, you’ve got good relationships, you work out every day, you eat well, you’re going to perform well. I’m trying to work with companies right now and doing some consulting with them. I’m trying to implement some programs. We’ve been working like with three companies right now.

Daniel Dobbs Brown (18:55):
It’s been a huge success and we’re trying to push new companies with that. Also, we’re trying to build a model where we are implementing CrossFit boxes in companies. So we’re trying to work with that. Also, I work with a human resource guy that we are trying to implement soft skills for people using CrossFit in order to develop like soft skills for companies. I’ve got so many things going on right now, and that’s one of the things I love about CrossFit: it gives me the freedom to just do stuff. Like we’re hosting a Level 1 this weekend. And we’re going to host a couple of new in new courses next month. Like we are implementing new stuff every day, and with more revenue on the table, I’ll bring my family to vacation and continue working.

Mike Warkentin (19:47):
Okay. So that’s fascinating. You’ve got big plans. I hope you get there ’cause I wanna see what you do with it. I gotta ask you this question now. So the other half, when we talk about big numbers, is retention. So let’s talk retention. You said that you have some monthly churn. What are you doing to retain your members? How are you gonna get that length of engagement up? What are your plans? Because I know you’re thinking about that.

Daniel Dobbs Brown (20:06):
Yeah, I’m pushing with my team right now. I wanna go all in with the customer success manager. Like we are implementing some stuff, but my team is not a hundred percent convinced. I’m trying to convince them. And I’m trying to push that. Like, I feel like with the tools from Two-Brain and the team we’ve got, I’m on the point that I needed a customer success manager really improve. We’re at 12, 13 right now in churn, and that’s not a number I’m happy with.

Mike Warkentin (20:43):
12, 13—that’s percent?

Daniel Dobbs Brown (20:45):

Mike Warkentin (20:48):
So 12% churn rate every month?

Daniel Dobbs Brown (20:51):
Yeah. That’s an average churn rate. Like we used to work with 15. Nowadays we’re between 12 and 13, but I’m working with my mentor to push it to five, seven. Like he’s pushing me, really holding me accountable to push it to that point, and I’m trying to change. Like changing is hard. And that’s the message for everyone who’s listened to this kind of stuff. Like when you work with a mentor many times your mentor is going to push you in the direction you won’t feel comfortable going, but that’s why you got a mentor. Like he has the big picture. He’s looking from the outside. It’s going to be hard to change, but I’ve got the best mentor in the world, and he really pushed me to be accountable with all my stuff, and we’re going in the right direction. Like I know things are going to get just better.

Mike Warkentin (21:40):
Give him a shoutout. Who is it? Who’s your mentor?

Daniel Dobbs Brown (21:43):
Peter Brasovan.

Mike Warkentin (21:45):
He’s a good guy. There you go.

Daniel Dobbs Brown (21:47):
He’s the best. Sorry for the other mentors, but he’s the best.

Mike Warkentin (21:52):
It’s funny: every client I talk to says their mentor’s the best, and I think they might all be right. So let me ask this: what would it do for your business, what would happen to your business—and I’ll go further and mention the health of your local community—if you got your churn rate from the teens down to 5 or 7%? What would happen if that happened?

Daniel Dobbs Brown (22:08):
I’ll get closer to my goal. I’ve got a personal goal to get to 5,000 members. That’s what I wanna reach. Like pre-pandemic, we used to have three locations, and we got 1,500 members, 1,600 members in three locations. And I wanna get closer to that number. I wanna get a thousand members. Like I wanna have five locations. I wanna have a nonprofit to help like people and address social needs. Like, I’ve got so many plans and things I wanna push so far. Like I really feel CrossFit can change people’s lives. Like I really dig into that. It changed my life. Like I’m an engineer. I coach classes. And I do my best to really lead my life like the fullest I can, like really following my dreams and following my heart to do the stuff I I love.

Daniel Dobbs Brown (23:05):
Working with Two-Brain is one of the things I really enjoy. So I don’t know. I don’t know. I’m just planning. I’m just enjoying myself. I’m enjoying life. Something I got from the pandemic is really like follow my heart and use my head to figure how things will work. Nowadays, I’ve got a beautiful team, people I work with. Every day I’ve got a chance to develop as a coach, as a mentor. I’ve got so many challenges ahead. I’ve got two kids. My life is great—just can’t complain about it.

Mike Warkentin (23:44):
That’s good. So I’m gonna summarize the retention section. I wanna ask you a question at the end of it. You’ve got a client success manager, and you’re working to get your churn down into the 5-7% range so that you can retain more members, help more people, and get into the 5,000-member mark, which is a huge goal, which is gonna allow you to do a lot of really cool stuff with your business and with your life. What are two other small things? I’m talking like more tactical stuff. What are two other things you’re doing to improve your retention? Do you have anything else that Peter’s given you saying “here’s how we’re gonna get to that five to 7% churn”? What are you looking at?

Daniel Dobbs Brown (24:14):
Trying to push now the content creation. Like I’m working with my marketing team where we we’re probably gonna push a podcast for our community. Like trying to be able to deliver more on that. And then secondly we’re starting to push harder with companies like that. Bonding with companies has been giving some dividends right now. So we’re pushing hard on that. And I’ve been doing some structured changes on my team. I’m really working on my coaching staff. I put a mentor with my coaching staff. Both of my head coaches have a mentor right now. I got the service from CrossFit. It’s been like really a game changer. And they’re working with the coaching staff. Having 30 coaches makes it like really hard, but I feel like finally after 10 years working on that, we are starting to, to get to that coaching spot. I always wanted to be able to have coaches that really have impact on people’s life and really like to coach.

Mike Warkentin (25:19):
Did I hear you mention goal review sessions? Is that something that’s on your agenda?

Daniel Dobbs Brown (25:24):
Yeah, a hundred percent. Like that’s something, my CSM, that’s the first task. She’s going to implement it. I haven’t been able to push that.

Mike Warkentin (25:36):
But that’s on her to-do list: start getting goal review sessions in place.

Daniel Dobbs Brown (25:40):
Yeah. Yeah. That’s the first.

Mike Warkentin (25:41):
Okay. I’m really curious to see what happens for you because Two-Brain data suggests that when you start doing goal review sessions with new clients, they stay longer and they end up paying more because they find out about more services that are gonna help ’em solve their problems. So if you’ve got a ton of members and you start chipping away at goal review sessions with that membership group, I’m very curious to see what happens in six or eight months with your length of engagement, your churn rate, and your average revenue per member and your member count. Because if you retain members and you’ve got a marketing machine going, you might be able to add more. So is that just a dream come true for you if these goal review sessions would start to affect all those numbers?

Daniel Dobbs Brown (26:16):
That’s part of the plan. Like normally we got a length of engagement right now of 18 months, something like that.

Mike Warkentin (26:20):
Wow. That’s pretty good.

Daniel Dobbs Brown (26:23):
Yeah, we got good length of engagement, but the last couple of years it’s been harder to push that. So that’s why we’re trying to also implement that. Like we’re kind of changing post-pandemic. I wanna go more for retention. For example, Providencia, that’s our biggest location. Mm-Hmm. We used to have a thousand members in here. Now we are up too 750, something like that. I don’t want to push it to a thousand members again. Like it’s really too crazy. It doesn’t make any sense. We’ve got so many classes going on. But I wanna get close to 850, 900 members, and then working on our average revenue per member. So we are trying to shift right now. We’re going to implement the CSM. We’re trying to think more of how to retain more members and how to have a higher value. Like in South America—probably people don’t realize that—but we’ve got a high average revenue per member. Like we’re expensive box right now with many members. So that’s kind of weird. But normally you’ll find an average revenue per member close to 40 US dollars, like 45. I work with a couple of boxes, and they normally, like a couple of them, like $35 revenue per member. Like it’s really, really low. We try to push that. But in this kind of market, it’s really hard. But we’re pushing. That’s the idea. And we’re struggling to make the fitness industry better, Like that’s our main goal also.

Mike Warkentin (27:58):
That’s fascinating. So, listeners, to give you a summary here, if you want a lot of members, you need a marketing and acquisition plan and you need a retention plan. Daniel mentioned something really interesting that I’m gonna point out for you as well. Head count times length of engagement times average revenue per member—that is the multiplication table of success for a gym. Because if you have a lot of members and they’re paying a great rate, a high-value rate, and they’re receiving the service that they like and they stay for a long time, you will change those members’ lives. They’ll become fitter and happier and healthier. And your business will support a huge team and provide you with the income you deserve for running a business. So those three parts, again: length of engagement, average revenue per member, client count, you want all of them to be high, and they multiply each other. You can’t just have a ton of clients at $1 a month. Daniel doesn’t have that. He’s got some high-value clients at the other end. They’re balancing out that social work that he does to generate average revenue per member that’s actually double what it is locally. And he’s working hard to make his retention better. So he holds on to more people and changes the city and probably the country. Is that accurate Daniel? Have I got that summary pretty close.

Daniel Dobbs Brown (29:09):
It’s the best summary. Really perfect.

Mike Warkentin (29:15):
That’s good. I didn’t wanna put words in your mouth, but that’s what I’m getting from you is that you have a vision for stuff, and it’s changing your community, but you’ve also got an eye dialed in on those metrics because if you don’t, your business isn’t gonna work. It’s not enough to just say “I want a bunch of members.” You have to have a plan to get them and retain them and support your staff. And then—we’re not gonna get into it today ’cause it’s a huge topic, but you’re leading a team of 55 people. That’s no longer teaching the squat. That’s like leading a small army of people who are trying to do stuff. That is a whole different entrepreneurial skill set when you reach that level. The Tinker Program with Two-Brain is probably where you need to be because you need to level up as a person, not just as a CrossFit coach or a fitness trainer. Like I won’t even ask you the questions Daniel, ’cause I know the pressures of leading a huge team. We’ll leave that to another show. But I wanna thank you so much for being here, and just thanks so much for giving us the perspective from South America and talking to us about your huge client count. I appreciate it.

Daniel Dobbs Brown (30:07):
No, thanks a lot for, for the opportunity just to share what we’re doing here. Thanks. Like just a little piece of advice, like the numbers: Track your numbers, and when you finish tracking your numbers, go then and track them again. Like really be able to know your numbers so well. Like you can have a conversation with anyone and you know how many people you’ve got, your ARM, your Iength of engagement—like know all those numbers and things are going gonna improve. I really push those numbers. Like that’s the main thing.

Mike Warkentin (30:38):
There’s a piece of advice. Track your numbers, and when you do that, track them again, then do it again. That’s how you’ll find success as a gym owner. Two-Brain business has the data you need to compare your numbers to and give you targets and help you exceed the numbers you’re currently at. So book a call with us if you want to hear more about that. That was Daniel Dobbs Brown. This is “Run a Profitable Gym.” I’m Mike Warkentin. Thanks for watching and listening. I really appreciate it. Please subscribe on your way out. And now here’s Chris Cooper with the final message.

Chris Cooper (31:04):
Hey, it’s Two-Brain founder Chris Cooper with a quick note. We created the Gym Owners United Facebook group to help you run a profitable gym. Thousands of gym owners just like you have already joined. In the group, we share sound advice about the business of fitness. Every day, I answer questions, I run free webinars, and I give away all kinds of great resources to help you grow your gym. I’d love to have you in that group. It’s Gym Owners United on Facebook, or go to gymownersunited.com to join. Do it today.

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