The Rate Increase: Exactly How Fit One Five Got It Right

A photo of gym owner Tim Rainer with the words "raise rates without losing members."

Mike Warkentin (00:02):
Raising rates on members can be scary. In fact, it was so terrifying that I almost ran my business into debt before a mentor helped me raise my rates. With assistance, I was able to stabilize my business without losing all my members. The Two-Brain Playbook works, but you don’t have to take my word for it. Today, on “Run a Profitable Gym,” I’ve got a gym owner here who’s going to share the details of his recent rate increase with you. I’m Mike Warkentin. This is “Run a Profitable Gym.” Please hit “subscribe,” so you don’t miss a show. We crank these out twice a week, and we give away the cheat codes for gym ownership, so you don’t make the mistakes that I made, and you find out the best practices from the industry. So please hit “subscribe.” Now direct from Franklin, Tennessee. We have Tim Rainer, who owns Fit One Five. I love that name. Tim, tell me what’s the “one five” come from?

Tim Rainer (00:44):
It’s our area code. It’s 615. And so, we took it, small logo: 615. And big ones: Fit One Five.

Mike Warkentin (00:50):
Nice. It rolls off the tongue. I think it’s such a great name. I am pumped to dig into this with you because I love hearing about gym owners that stabilize their businesses, and it’s such a scary thing that I think we can help some people maybe not be so nervous about fixing their businesses. Are you ready to go?

Tim Rainer (01:05):
Yeah, absolutely.

Mike Warkentin (01:07):
Alright, so you’ve done several increases; I think it’s about four now at this point. Set the stage for me: How was your business doing, and what made you do a rate increase in the first place, like your very first ones?

Tim Rainer (01:17):
Yeah, so we—our gym started out pretty well. We took out no debt, and we paid cash for everything. And we kind of committed ourself to paying just a minimum amount every month. But what we realized was early on we tried to do group classes, like large group classes, because as every gym owner wants to do, when you start the gym, you want to help as many people as you can. And so, what we started to realize was we come from a background of personal training, and we opened a gym to do large group training. And so, we also know nothing about marketing. We know nothing about all of the things that run a business, but we just were really good trainers, and what we realized was we were doing what we thought was good, but we weren’t making what we expected to.

Tim Rainer (02:07):
And that’s tough, right? Because you’re putting in a lot of hours and you’re just trying to make things work. So, we kind of have two buckets, right? We have personal training revenue, and then we had large group classes. And what we were realizing is that every year that we were open, our personal training revenue was going up and our large group classes were staying the same or going down. And so, when we opened, we maybe started at like 75% group training revenue, 25% personal. But then every year, it just started to flip more. And even at this point, it’s probably 75% personal training and 25% small group training. So, the way that we looked at the first couple rate increases was, “Well, our personal training revenue is good, but our group class revenue is bad, so let’s just do a rate increase on this because we need to get this up because right now we’re losing money, paying out coaches, but we make our margins on personal training.”

Tim Rainer (03:07):
And it’s kind of like this cyclical thinking where it’s like, “Well, we don’t want to raise our personal training rates because that’s a lot of money, so let’s just raise the ones that aren’t making money in that aspect.” And it just kept being the same, you know? I mean, you raise 50 people for a group class by $10, and it’s still only $500 a month, and you could sign up a twice a week client and get more than that. So, it’s not—it’s helpful, and you’re grateful for the extra revenue, but it doesn’t fix the issue.

Mike Warkentin (03:37):
OK. I’m sorry. I want to interrupt. You did three increases, correct? And do you remember what the numbers were, what you went from?

Tim Rainer (03:44):
So, we started at 189, and then we went to 199, we went to 209. And so, we just kept bumping up group classes by $10 every year.

Mike Warkentin (03:53):
When you did that, how did it go? How did the members receive that? How did you implement it, and what happened?

Tim Rainer (03:59):
Yeah, I think that that’s something that you learn too, is you basically—you have to have a reason for this. And like our reasoning and the numbers behind it weren’t super sound. So, it’s just kind of like, “Oh, we’re just”—the common thing you hear is, “Well everyone increases their price, so we should too.” And that’s a really bad reason to do it, you know? And they went OK. We never had anyone who totally lost it, and they understand the value behind it, but it just didn’t fundamentally change our business. So, then it’s like, why are we just increasing to increase if it’s not improving our margins? And if it’s like our business is still growing on the training side, but the group class side is not making a dent in our margins as owners.

Mike Warkentin (04:43):
And did you do these three increases like every year for three years? Or how did you space them out?

Tim Rainer (04:49):
Yeah, it was every year.

Mike Warkentin (04:50):
OK. And you said you did them without the help of a mentor, correct?

Tim Rainer (04:53):
Just totally on a whim.

Mike Warkentin (04:55):
Yeah. And was it scary? Like when you thought about the first one, were you just like, “This is terrifying”? Because for me, when I even thought about it, it was terrifying.

Tim Rainer (05:04):
Yeah, the first couple, you really overthink it. You’re like, “Oh man, this is—it’s going to be bad.” And it’s like that stoic philosophy. Like if you worry about it and it happens, you’ve just worried twice—like why suffer? So, we were talking about it like, “Man, we’ve got to raise our rates.” And it’s like months at a time and then finally it’s like, “OK guys, I’m announcing it now.” And you send that email out or message, a communication, you’re just waiting, and then nothing typically ever happens so you’re like, “OK, I’m good.” And then by the second one it’s more clear, more concise, like, “Hey, it’s going to happen.” So, it gets easier. But yeah, the first couple times you’re just like holding your breath waiting for it.

Mike Warkentin (05:45):
Yeah. And you didn’t solve the problem, so you didn’t lose your members, but you didn’t solve the problem where you said it didn’t really move the needle for the gym. And your story is very similar to what Chris Cooper had. His is slightly different than that. He had two different gyms where he had a group class gym and a personal training studio that was basically propping up the group class gym. It sounds like you had the same situation right inside one gym where you’ve got the one revenue stream that’s doing really well and the other one that’s kind of not doing so great. And I’m going to guess in your group classes—because this is what happened to me—you probably had like three or four people show up, and you were basically doing person training in a group class. Is that right?

Tim Rainer (06:18):
Yeah, and that’s what the mentor, Tim Caputo, really helped us with is figuring out it’s not a rate problem that we were dealing with; it’s a fundamental offering and business problem that we were dealing with.

Mike Warkentin (06:30):
And so this is a really interesting aspect because there are things where you can do, with a mentor’s help, just a rate increase on your existing products. And you can say, “My group classes are priced at 140, and they need to be 205. I need to add more value in, and I need to do this properly. I need to raise those rates.” And you can just do that. Or in other cases a mentor will look at the business model, and this is like—every business is unique. So, the mentor will look at your metrics, figure out what you need to do and then start looking at that model. And business models, we have a whole mess of them. We tailor them to each individual business. So, it’s not just rubber stamp, one-size-fits-all; it’s how do we make this business better? So, I want to get into how you did it, and you’ve got an interesting situation, but it’s not that dissimilar from everybody else who wanted to run big group classes, couldn’t because it’s really hard to do that, but you had a great personal training stream. So, talk to me about how Tim decided exactly what to do with your model and this most recent rate increase. This was January you did this, correct? And it was a big one.

Tim Rainer (07:26):
Yep, we … everything in January. Yeah, it was.

Mike Warkentin (07:28):
OK, give me the details. Let’s roll.

Tim Rainer (07:30):
So the biggest problem that we have—I don’t even know that’s in our area; it’s really probably just our business—is that we have offerings on two different ends. We have a group class offering at 200 a month, and we have personal training, at the time 89 an hour. So, for most people that’s 712 a month. And so, you have 200, and you have nearing 1,000 with some people training three or four times a week. And those are—it is just drastic. And the biggest thing that we had found is that yes, some of the small group, some of the large group 200 a month, will add on nutrition coaching or training or other services, but it still takes time, right? And it still doesn’t fix the fundamental issue. And so, the other thing is that when you look at adding an on-ramp to your business, it’s really tough because you’re going from personal training and someone that is working one-on-one and has a budget for $700 to $1,000 a month.

Tim Rainer (08:30):
And then if you’re doing a true on-ramp, they should be going into the group class, and now all of a sudden, you’re cutting that revenue from 1,000 to 200. And that’s tough because then not only does the member say, “Well, I’m paying for me, and I want to keep paying for me and my goals and my time and convenience, but I don’t really trust a $200 a month product when I’m getting your time exclusively for four or five times the cost.” And the way that that had went is our training revenue just kept increasing because there’s a lot of value to it. And that’s something that we personally service incredibly well. And we have great SOPs and great people and coaches that make people feel like this is working for them and their goals. And with the group classes, we kept finding that we were, at that price point, competing with the Orangetheories and Burn Boot Camps and the other services that, honestly, we will never be as good as because they just have the community; it’s built for it.

Tim Rainer (09:28):
Everyone that comes in there does that product offering. And so, really it’s: Are you competing with other franchises at their price point, and even CrossFit too, or are you personal training, and you’re kind of like a unicorn—you just do really great and people start to understand and know and refer their friends for it? And so, we looked at those two different options, right? No one in PT wants to drop down. The group, you’re competing. And what we’ve done historically is raise rates based on our feelings of “I don’t want to charge my training clients more money because this person’s paying $700, $800, and if I lose that person then I’ve now lost 8,000 a year, but I might increase them by $80 a month, so is it worth it? Probably not.” Which in reality, it is worth it because even if you lost someone, you could still pick someone up for more, right?

Tim Rainer (10:23):
Just talking realistically. So, what we looked at and Tim looked at with us is we need to make our offerings truer to personal training, which is the niche that we’re going towards and our revenue’s going towards. So, the way we did it is based off data, and historically it was on feelings. So, on the data side of it, we also at the time in January had a—we resigned our lease, which if no one tells you, it is very expensive to resign a lease and renegotiate it. And so, we went up by about $6 a square foot, which for 3,300 square feet is substantial, you know, $20,000 or so. And that’s immediately, if we don’t raise them, we’re just going to take that loss. So, on the training side of it, this was the first time we’d ever raised rates, and we went from 89 to 99 an hour.

Tim Rainer (11:23):
And on that side of it, we do about 350 training sessions a month, at the time. And so, the $10 increase literally on the numbers was a $3,500 increase a month. So, our operating expenses, our rent and our operating expenses went up about $1,600 a month. And then if we go off a 4/9ths model for service, that’s going to be about $1,500 a month. So, there’s 3,100 of the 3,500, and then of the extra 400, that’s essentially your taxes, your merchant fees, et cetera. So even at a $10 increase for 350 sessions a month, our margins are not any better. But we get to pay our coaches more, and we get to cover our bills and be more comfortable.

Mike Warkentin (12:09):
And I’m just going to jump in and just say, listeners, if you don’t know what the 4/9ths model is, the short version: You pay coaches 44% of gross revenue, and the gym keeps the rest, which is allocated between profit and fixed operating costs. Keep going.

Tim Rainer (12:24):
Yeah. And so, then that fixed our issue on the rate increase for resigning a lease—the cost of doing business, which is unfortunately high, especially in our area. And so, the other issue was with our coaches, our trainers, we’re paying them out $45 to $60 an hour for personal training. But then on the group side of it, we can only afford to pay about $25 an hour. And the way that it’s going to work out is just if a trainer can do a training session versus a group, it’s just not going to work. Right?

Mike Warkentin (12:59):
This happens to everyone. It’s so common.

Tim Rainer (13:01):
Yeah. And so, it just doesn’t make sense for them to be like, “Hey, you’re going to take five or six group classes because I don’t want to do it, and I can take a training client,” when they go, “Well what if I want to take one?” So, on the numbers side of it, we needed to look at: How do we get our group classes to match the payout of personal training? Realistically, we can’t just add 50 people to group classes in our space. It’s not going to work. And historically we haven’t done it, so why would we do it now? So, what we needed to do instead was look at the price point and work backwards from how we need to pay people out and how many people that looks like. And so, off of a 4/9ths model and off of just paying trainers what they deserve to be paid, that was $350 a month. And so, then we go from branding that is group class or larger group class to small group personal training. And in a lot of ways our members are looking at it from, “Yes, it’s a price increase, but now instead of ‘Who’s going to show up for the class?’ it goes to ‘This is the class, and these six to eight people are getting worked on with a personal trainer.’”

Mike Warkentin (14:14):
I’ve got to point something out here. This is like—this, listeners, is the main point of the show. Figured out what you wanted to make, then you went backwards and said, “How can I provide the value and service that justifies that rate?” Then you did it. People don’t do that normally. I sat there, I’m like—I did what you did. And I said, “Oh, I’ll just tack 10 bucks on or whatever.” It doesn’t work like that. If you want to figure out how to actually run your business, you’ve got to figure out what you want to make. What do you need to earn? What covers your bills; how do you make it happen? Then you start working backwards and saying, “How can I provide the value that justifies this?” And for you, it wasn’t group classes at $400 a month; it was small training classes where people are getting way more attention at a much better rate for everyone, and they’re happier because you said your clients want to get that attention, you are happier because you’re getting the money, and you just backfilled all the value. Is that how it worked? Have I got that right?

Tim Rainer (15:06):
Yeah, it went, it went pretty well. And I think the only reason that we could justify that is because when our members approach us, we have data that backs it up, and we have, “Well, this is where we’re going to, and this is why.” But if we were to just take that number and like, “Hey, here you go. Like it’s increased $150,” then all of a sudden everyone’s like, “Whoa, what is the difference?” So, it came down to understanding why and the value behind it and how we’re paying our trainers, understanding the benefits and communicating that to them, and knowing too, at this point, we don’t have to keep trying to source these members that are just looking for other options anyway. And we can focus more on these people for less.

Mike Warkentin (15:49):
Yeah, and listeners, I’ll just note here that our mentors have a plan, and it doesn’t include gigantic rate increases for the most part. Like in certain cases, if a gym is just dying and there’s no way to save it, but going for a larger increase, maybe that has to happen. Those situations are rare. What’s more common is for our mentors to plan out, if it has to be a large fix, a stepwise increase so that you don’t shock people all the way. But again, this is tailored to the business, the individual business. Sometimes it’s just a 7% increase to cover inflation and things like that. Other times, if a business is in real trouble, you might need to go 25%, but it might have to happen in two steps or something like that. But know that there is a specific plan, and our mentors have the data and the tactics to know exactly how to execute it and to make the numbers work according to what you need to make and not lose your clients. So, I’ve got to ask you about that. How did you communicate this value to your clients, and did you lose any?

Tim Rainer (16:40):
Yeah, so, we basically sent out an email to everyone, just very clear, concise, not overthinking, “Hey, this is the reason why this is changing. These are some of the numbers behind it.” Again, very brief. “If you have questions, concerns, talk to us directly. We’re happy to answer it.” We lost shockingly few, maybe two or three people. And honestly of those couple people, I kind of say, if you’re going to raise a rate and someone leaves because of that immediately, they were probably looking for a way out anyway.

Mike Warkentin (17:11):
They sure were. Yep.

Tim Rainer (17:12):
Just realistically because we can make it work for them. And so, yeah, it went fairly well. And the one side of it is kind of what I was thinking of is there’s this dichotomy of being a gym owner, and it’s “How can I help everyone?” And then at some point it’s like, “I can’t help everyone because I’m focused on these people.” And especially raising rates from that much, it immediately rules out people with a lower budget, and you can’t really work with them as much. So, it’s tough. But on the business side of it, you also need to look at, “Well, if I increase by this amount, what percent of people can I lose?” And it is unfortunate, but it’s true. So, it’s like, “Well, if we go from 30 people and I increase by this much, now I can still have 20, and I can lose 10, and I can have the same revenue for less people.”

Mike Warkentin (18:02):
We actually have this whole thing laid, listeners, mentors help people go through it. And you actually go through your client list and it’s like: Green check marks are staying no matter what. And you know, yellow check marks are like, I’m not quite sure. Red Xs are probably going to leave no matter what. And you do the math. If I lose these eight red check marks, but my rates more than cover that, that’s great because I am making more money. And everyone who comes in now, comes in at a new rate that’s sustainable for the business. Everything works. So again, this is not just whimsical throw stuff in the air like I was doing in 2013. This is documented, spreadsheets, tactics, do the analysis, and it almost always works out perfectly because the owners know, “These clients are fine. These ones are maybe OK, and I can convince them of the value. These ones are gone no matter what.” You do the math, and then you make smart increases. Do you remember some of the language that you said—and I know that you said the email was brief, but I’m curious—what did you say to when you’re like—a model shift is a big deal where you’re no longer running these group classes; you’re going to like a small group training model at a higher rate. Do you remember what you said by chance?

Tim Rainer (19:02):
In the rate increase, it’s essentially, “Hey, this is great news. We have resigned our lease.”

Tim Rainer (19:10):
“Unfortunately that comes with a major increase in the cost of doing business. We haven’t really increased our rates—we haven’t increased our rates on training in three years, and the group classes are $10 a year, so they haven’t really increased dramatically, but it’s time for a dramatic increase, and this is the reason why. Let us know if you have questions, concerns, et cetera.” As far as the group specifically, which I’ve sure most people are more interested in, it’s essentially, “Hey, we’re taking this product, and now we are going to small group personal training, and instead of looking for people to just come in and just do the workout and leave, our trainers are now going to get paid more.” And I did mention our trainers will be getting paid extra now to keep up with what they deserve to be paid. And I think that that goes a long way too because then people are like, “Oh, my trainer is making more, not like this money’s going right to their pockets,” because that’s hardly ever true. And then it just—“Now we’re going to focus all in on you six, and this is the cost of that, so now we’re not sourcing.”

Mike Warkentin (20:21):
There it is. That’s the value.

Tim Rainer (20:22):
Yeah. Scarcity and value all drive a price.

Mike Warkentin (20:27):
Yeah, like what you said there—and again, listeners, we have our mentors help our clients write these letters, and we don’t go into the graphic endless details of justification of being defensive. There is a playbook for how we roll these things out. We know the language, keep it simple and direct, and you build the value. And what you said there is, “We’re focusing on building a sustainable gym that you guys can come to for the next 20 years as opposed to a rickety ship that’s going to sink in a week. We’re paying our coaches more because they’re amazing, and they are now focused on fewer of you to get better results faster. And the rates are going up.” Yeah, the rates are going up, right? And like people are like, “Well it makes sense. I’m getting better results; my coaches are paid better.” There’s like—pan over, if you don’t mind, to your gym for a sec, so people can check this out. Can you just turn the camera again and show people what you got going on there? It’s a sweet space. Right? Like, look at that. That’s awesome. What a clean looking place. It looks pro.

Tim Rainer (21:17):
We try to be clean. And then we got a park out here we’re attached to. So yeah, it’s—we try to put everything into the clients truly. So.

Mike Warkentin (21:28):
And you built the value and that’s the key. And again, it’s not just whimsical; it is actually a system, and we know how to tell people how to build value. Think about this if you’re listening. If your rates are low and you know it, the cost of mentorship would be more than paid for by a solid rate increase that gets you where you need to be. Think about that, and you can book a call in our show notes later on if you want to talk to someone about that. When you sent this letter out, big rate increase; again, it’s your fourth one. So, you’ve done—you’ve had some experience, but this is a big one and a model shift. Were your hands sweaty? How did this go?

Tim Rainer (21:58):
Yeah, but I think that we were mostly—I think that the biggest thing that our mentor, Tim, has brought us is confidence. You know, I think that a mentor’s role is to make sure that your short-term habits, your business, lines up with the long-term vision of where you’re going. And for him it’s like we’re telling him month after month, “Man, this part just isn’t working our business, and this part isn’t working, and I’m not going to build an on-ramp for training at this cost to just put people in group.” And, and even for him, his business is very similar to ours, and it just is like something’s not adding up. And so, at some point he goes, “OK, we need to build efficiencies. We need to change this.” And now it’s like—everything that you go through on the on-ramp for Two-Brain, when we first started, it didn’t make sense to us. And now it’s like, it makes sense. If someone comes in, you’re doing personal training so that we can get to build a relationship. We can work on you and your goals, and now you can keep that, or we can transition you to small group personal training, which is still a much higher level of accountability than group. And so, everything just makes more sense now.

Mike Warkentin (23:11):
Yeah. And when clients—listeners, when you come into Two-Brain, you’re going to come in and you’re going to get a whole bunch of foundational stuff. And some of it’s going to seem tedious, right? Like creating business systems isn’t the sexiest thing in the world, but everything that you’re doing is creating the foundation for a business that’s going to last for 30 years, pay you at least 100 grand a year, and let you live the life that you want. So, some of the stuff there, you’ve got to do some work, get your hands dirty, but you’re going to push through it really quickly. It doesn’t take that long to do it. And the intro program is set up to give you a bunch of quick wins so that you are actually making better money right away. And part of that is coming from structuring your offer and your pricing. That is addressed, helping you market and get clients. So that stuff all happens right on intake now. How essential, Tim, is a mentor in this process?

Tim Rainer (23:52):
We wouldn’t have done so many things that are, at this point, you just look and you’re like, “I should have done this years ago.” And for the record, we had a great gym. We have a great gym, and we were profitable every year, but there were just things missing, and there were things that my wife and I, we try to control too much, like cleaning. We didn’t hire a cleaner, and the first month we were with Tim, he’s like, “Hire a cleaner,” and we haven’t looked back since.

Mike Warkentin (24:20):
You just took the rubber gloves off and walked. Hey, I love it.

Tim Rainer (24:22):
Yeah. And, we were like, “Man, should we do this?” And he’s like, “Do it right now.” And it’s just some of those little votes of confidence of like, “Yes, do this.” Like everything is telling you, but your brain just emotionally is like, “Nope. It’s going to look like crap. Floor’s not going to be clean.” And then it’s—you’re illogical when you are an owner-operator in the business, and you’re focused on it, and you care about it, and having a mentor who’s looking at these things like, “No, look. This is what you should do,” it’s the extra vote of confidence to be like, “OK, I’m in the right direction. This is my next step, and am I doing the things that are going to line up long term with where we’re going?”

Mike Warkentin (25:08):
Drop the mop and sell some PT, Tim. Right? That’s kind of what happened.

Tim Rainer (25:12):
Seriously. Seriously. Yeah.

Mike Warkentin (25:14):
Yeah, so as we close this guy out, if a gym owner’s thinking about raising rates—because there’s someone listening right now, and they know that their business is in trouble, and they need to raise their rates, but they don’t know what to do—what’s your advice?

Tim Rainer (25:26):
Well, immediately, you need to break down your business, and you need to see exactly where you’re at. And you need to make a plan to go backwards and reverse engineer to be where you want to be, right? That’s step one. And a lot of times, businesses have different inefficiencies, like staff turnover, not getting enough members. I mean, the Simple Six—right, ARM, LEG, ROI, headcount, et cetera—kind of explains what’s wrong with your business, and you need to look there and see: What do I need to make, and how do I go backwards from it? But really, I mean, I tell people more and more, we’re in the business of coaching. Hire a coach. Education is free. You can find everything you’d ever want on the internet. And if you could do that, you wouldn’t need someone like Two-Brain to tell you what to do and how to do it. Coaching is expensive, so it’s also worth it. Within our first probably three weeks of Two-Brain, we had already covered our membership plus more.

Mike Warkentin (26:26):
Are you serious?

Tim Rainer (26:27):
Oh yeah, easily. And since then, full transparency, we had gone in December of maybe mid 20s to 30, touching 30,000 a couple months, and we’ll finish this month over 40. And that’s like 15, 16 months in. So, and it’s just a lot of things that are really simple: clarifying your offer, getting your niche down, and talking to someone who knows your business outside of it and can help get you where you want to go.

Mike Warkentin (26:58):
So “Simple Six,” Tim mentioned—that is one of Chris Cooper’s many books. You can get it. I’ll put a link in the show notes for you. You can get that on Amazon. Check it out. You’re going to find all sorts of stuff in there that you can do to analyze your business and make it better. I’ll tell you this, if that book hits home, but you’re just not sure how to do it, you owe it to yourself to take the next step, which is book a call and talk to someone about how mentorship can help you. And you’re not going to get a hardcore sales pitch. You’re going to get an analysis saying, “Your business could use this. We can help you with this.” And they’ll explain things for you and lay out the path forward. And like Tim’s saying, you’re going to get ROI on your investment. Like, Tim, it wasn’t really a cost if you made all that money back right away, hey?

Tim Rainer (27:34):
Yeah, it’s like a coach; it’s an asset and not a cost and not a liability. If you make money off of it, it is an asset, 100%.

Mike Warkentin (27:43):
There you go. I’m super pumped, Tim. Thanks so much for being here, and I’m excited that you’ve covered the cost of that sweet space, and you’re going forward. We’ll have you back in a bit, and we’ll see where you are. Thank you so much.

Tim Rainer (27:54):
Thanks. Appreciate it.

Mike Warkentin (27:55):
If you’re thinking about raising rates, get “The Simple Six.” Then book a call with our team, and we’ll help you talk about it. That was Tim Rainer. This is “Run a Profitable Gym.” This is where the world’s best gym owners tell you exactly what they’re doing so that you can have the same success. Please subscribe on your way out so that you don’t miss a single show. And if you’re on YouTube, I’d love it if you would hit “like” on the button; that would be fantastic as well. And now here’s Chris Cooper with a final message.

Chris Cooper (28:19):
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 to join. Do it today.

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One more thing!

Did you know gym owners can earn $100,000 a year with no more than 150 clients? We wrote a guide showing you exactly how.