Revenue Rocket Ship: When You Work on a Gym, Not in It

Revenue Rocket Ship: When You Work on a Gym, Not in It

Mike Warkentin (00:02):
Two-Brain’s revenue leaderboard for November 22 is out, and the numbers are crazy. The top 10 runs from $46,000 all the way up to 73 grand. Can you imagine if your gym grossed 73 grand? The big question: how do these gyms generate so much revenue? The answer is coming up in this edition of “Run a Profitable Gym.” I’m your host, Mike Warkentin. My mission every week is to connect you to the top gym owners in the world so you can find out their secrets and have the exact same success. Every week, real insight from real gym owners. No secrets. Be sure to subscribe so you don’t miss a tip. With me today is Ashley Sell of Midwest Strength and Performance. She’s right near Chicago. She’s got two gyms. One of them earned a spot on our top 10 leaderboard for revenue in November. Before the show, she showed me a graph of her gym’s growth in revenue. At 2020, it looks like a rocket ship is taking off. The thing goes almost straight up, and it keeps going all the way into 2022, with 2023 on the horizon. Ashley is here today to tell us how she did it. Welcome to the show, Ashley.

Ashley Sell (01:02):
Hi, Mike. I am so happy to be here. Thank you for having me. I’m really excited to talk about this milestone and share with the Two-Brain community how much mentorship has meant to us and what it’s done.

Mike Warkentin (01:13):
Well, I really appreciate it because back in the day, if I had looked at your graph, I would’ve just been head in hands: “I don’t know how to do this.” And I would’ve loved to find you and ask you questions. So now I get the privilege of as asking you those questions, and you get the honor of telling other gym owners how you did it so they can do the same thing. So I’m gonna get right into it so people don’t have to hit the fast-forward button on us. Gimme the one-minute summary of your business model. So what are you selling? Who’s your perfect client? Put this in perspective for us. What is your business?

Ashley Sell (01:41):
Yep. So we have a few different major revenue streams. Our highest grossing revenue stream is our private training. We also have group fitness, and that took us a little bit to figure out. And actually Two-Brain was really helpful with that because for most gyms in Two-Brain, that’s like kind of the bread and butter. And then we also do group training, so that’s more of a semi-private feel, mostly with athletes.

Mike Warkentin (02:03):
So private training is one on one?

Ashley Sell (02:05):
Yes, exactly.

Mike Warkentin (02:07):
Perfect. so athletes are a big deal for you. Is that your actual avatar, like athletes—and are we talking high school, college, professional or what else are you focusing on?

Ashley Sell (02:16):
So it’s almost a misnomer, Mike. Our name is Midwest Strength and Performance. And so people initially think that our avatar is actually athletes. We do have a lot of athletes, and it’s actually more so at our other location, but it really is about strength for general-population adults. And so I would say our avatar is actually between like 30 and 50, and it’s working professionals primarily. And that’s really the avatar of who comes to our gym. It’s people that are looking to get stronger looking to get in shape. And then we do specialize in athletics as well. So we do train a UFC fighter. We train D1 football players, but they really are a minority.

Mike Warkentin (03:03):
Okay. I know that avatar. That’s the exact kind of thing that my wife wants to serve. It’s that 30 to 50 year old. She specializes in women. She has some men, but she wants people who wanna get stronger and generally fit. So we’re on kind of the same page there. So that’s the one-minute summary. You’ve got a big emphasis on personal stuff. You’ve got some smaller groups, you’ve got larger groups. That’s very similar to what a lot of the gym owners in the microgym community are doing, but you’re having greater success. So I referenced the graph, the revenue graph, earlier and when I look at 2017 to 2020, things are increasing, but the rate isn’t dramatic. It looks like the rate of growth is starting to slow down in as you approach 2020, but then all of a sudden 2020 explodes, and 2021, same thing. It looks incredible. So the big question: in 2020, what happened to change that trajectory?

Ashley Sell (03:52):
Yeah, several things. So the first few years were really hard for the business. I actually was not part of the business at the time. And that’s one key thing, Mike, that I wanna share. Like, we are not the normal Two-Brain gym in the sense that like, there’s one owner and staff. We actually have six owners across the two locations. And our team is large. So we actually have, I think we have a total of 16 people right now including our owners. So there’s, you know, 12 staff as well, coaches. And so that’s a huge thing to note. This gym started with these five guys that wanted to risk it all and started gym together. And they really were the best coaches in the area. And so they started doing what they love and started really kind of pursuing their passions. But like most gym owners, they realized pretty quickly that they didn’t really wanna run a gym. And so at that point, like I was asked by my husband, who’s one of the other owners, to come in and take a look at the business and see if I could help. And it was a perfect match.

Mike Warkentin (05:01):
What were you doing at the time?

Ashley Sell (05:02):
So I was actually a legal technology sales consultant. So I was I was selling software to law firms, and I split my time in New York and Boston. So I was a political science major in college, pre-law. Loved attorneys, loved working with attorneys. I’m that person. And I really loved it. But there were some changes. And I was looking for something new, and it was just a perfect fit. I was able to use my skill set and come in. So the first thing we did when I came on board, we tracked our members—where were they coming from? And we realized that 98% of our membership base was actually coming from Wheaton, which is where we are now. We opened up about 15 minutes west down the road. And so that was a quick, “Whoa, all of our people are commuting. That’s a problem.” And so we actually relocated in January of 2021 to Wheaton. And that was the first really, really big thing, because now our community could actually refer their friends. And that affinity marketing was now something that we could plug and play. And then we also did a couple of other things. You know, that was when I officially started. Like I started helping mid-2020, and then in 2021 I was officially part of the business. And that was the first time that the gym had had a dedicated owner to business growth, which was crazy.

Mike Warkentin (06:39):
That’s a big one right there. People who are listening, someone must be dedicated to growing the business. If you don’t have that, you need that. And it can be you, but if you don’t have that person, someone needs to fill that chair. So tell us what you did.

Ashley Sell (06:53):
Yeah. I have since become a coach. I am a certified personal trainer and have lots of things, but for the first year, I was solely focused on how I could grow the business and make it successful for these guys. Because, I mean, like our first year was $86,000 across five people. Like that’s like not surviving.

Mike Warkentin (07:17):

The first year? Like gross revenue?

Ashley Sell (07:19):

Right. And so I came in and was like, “Okay, how do I, like we need to like triple this, right?” And so you can see every year got better, but then in 2020, like when I was able to come on and start thinking about systemizing the gym in an ideal market, things really took off. I also at the same time found Two-Brain, and I had actually interviewed a lot of mentoring companies as part of my onboarding just to start understanding the industry because it was a change for me. So for about a year I just consumed Two-Brain’s content. We did lots of really important things like moving to subscription personal training. We focused on “how do we fix these classes where our average attendance is four and fill those spots?” We started doing things like marketing, advertising, focusing on the customer journey, right? Those just weren’t things that we had ever done. And then earlier this year we actually got a mentor. And I gotta tell you, it was one of the best things we did. And I’m not just saying that. Chris Plentus—shout out to our mentor. He is the best. There is something really valuable about being able to engage regularly with someone that understands your business, like really understands your business and can give you that third-party insight, right? They’re not in the situation. They’re just slightly removed. And like, I have a big team, right? So like talking with my five other owners is really helpful, but being outside of the middle is so critical. And so I really recommend it. He has been able to see things that we don’t see, and he has been able to guide us. And so, I mean, like, I love you guys.

Mike Warkentin (09:13):
And we love we love sharing your story with other people because there are people out there that are struggling, and they’re stuck in that spot where you were and where I was in that pre-2020 range where it’s like “we have too many mouths to feed and not enough revenue.” And listeners, I’m gonna point out a couple of things here that I’ll pull out of what Ashley just said. She’s got a bit of a sales background, which is definitely a helpful thing, right? Like Ashley, you have sold some stuff to some lawyers and accountants, correct? So selling is a thing, and that is not a skill that most people are born with. It is a learned and acquired and practice skill. If you’re bad at selling and don’t know how to do it, you can learn. And it is important. Cause if nobody in your business is selling, the business will not grow. Next thing that was really important that she said: she came on with a mandate specifically to grow the business. So I imagine, Ashley, that I followed a similar path to your husband and his partners. I liked fitness, so I opened a gym, and I liked coaching, and I thought I was a decent coach, and I thought the business would grow. It didn’t. So having someone dedicated to actually working on growing the business, not just delivering the service, that’s a big deal. Ashley was then talking about things like moving to an ideal location, right? That’s a big one. If your gym is in the worst part of town and no one comes there and no one wants to come there, and it’s a 35-minute commute, that might have worked like 10 years ago, when you were selling a really specific thing that people couldn’t find anywhere. It doesn’t necessarily work right now. You need to be where the clients are. And then you’ve got situations where you’re looking at “what are my offerings? What am I selling my clients. How am I selling it? How am I connecting with people?” All of it comes back to dedicating time to grow the business. And the big one that every single gym owner says on this show: systems, putting systems in place. Because if you don’t have those, you have a hobby, not a business. So I wanna dig into a couple of those things. Ashley, if you don’t mind. Tell me about a couple of the systems that are the absolute backbone of your revenue in the gym. Like what is holding this thing together?

Ashley Sell (11:06):
So I would say the first thing is the mutual accountability. It felt really hard for a lot of our coaches to even move to a subscription model. I had to do a lot of convincing over a long period of time to do that because it felt weird to them. They had always sold like these packages. But here’s the thing: when we have to have a mutual respect of time, and if those packages are going into six months or people are coming back two years later asking you to honor them, that’s a problem for us. And we find that we have better clients and better adherence to health plans when people are on a monthly rhythm, right? So we are month to month. We charge month to month, and they use it or lose it. Now, of course we make exceptions if people get sick and things like that, but the accountability is way higher. And so some people don’t like that, and we lose clients sometimes because of that, but those aren’t our avatar, right?

Mike Warkentin (12:04):
So I’m just gonna tell people what this model is: subscriptions. So instead of selling PT packages, you know, a 10 pack or whatever it is, and waiting for the clients to use them on their pace or whatever—and it always happens: they don’t use ’em, then they use a bunch, or they try and hold on to the last punch because they don’t wanna rebuy. And then you have to resell every time, right? So that means I have to sell to the same person over and over and over again. It doesn’t encourage retention. It doesn’t encourage progress because the clients are like, “Oh, I, I took four weeks off, and I’m gonna keep my punch card going.” None of that works. The subscription model is just like a subscription for any other service, like your music service or whatever it is that you do. Monthly fee comes with this amount of training. You use it or you lose it, and the classes don’t roll over, but the subscription does. Meaning you don’t have to resell that thing every month. It’s a rollover service where you’re just gonna keep getting billed monthly and we are gonna keep taking you towards your goals. You do not have to resell it every month. All you have to do is make sure that person is super happy and seeing progress, and it keeps going. So when you did that, what happened to revenue? Did you see dramatic movement in revenue right away or in retention? Like what changed in your numbers and metrics?

Ashley Sell (13:19):
Immediately, immediately. And here’s the important thing is it was recurring revenue. Like you can increase revenue one month by doing lots of really cool like merch drops and things. And if you’re trying to hit a specific goal, that’s really helpful. But this is recurring revenue, and that means something way different, right? If you add $10,000 of recurring revenue, I mean, that’s crazy. That’ll, you know, you gotta do something wrong to mess that up. Now what I will say is that you cannot do something like this unless you are also dedicated to the quality of the product. Because it’s not that you can just step back. We view it as we have to win their business every month even though it auto renews. You still have to make sure that they are making progress, as you said, and that they’re very happy. Because these are not inexpensive packages. These are hundreds, sometimes thousands of dollars every month. And so they’re high value, and they require a very white-glove product. And so that’s also really important as well.

Mike Warkentin (14:19):
So who then in your business is in charge of ensuring that there is a white-glove product and that these people stay around? Like do you have a retention person or do you have a coach-development person? Like what is that staff structure?

Ashley Sell (14:35):
That is such a good question. So that is something that the ownership team takes responsibility for. So to your point, I’m usually behind a desk for the most of my hours, right? And the guys are on the floor, right? And they’re coaching their clients, and many of them are professional coaches, and they do that all day. And they do also contribute to business growth, but they’re the ones that are in the action. So they’re on the floor, and they can see what the product is. And here’s the thing, having five owners means that everybody is that much more invested in the product. So of course their private training’s gonna be fantastic. I mean, they’re incredible. They’re incredible coaches. And then they can also see our staff on the floor, right? And so they have a very in-tune idea of the quality that is being delivered by our other coaches. And they’re able to really be the professional development there. And, Mike, that’s one thing I would love to talk about as well, because we sat at a number for many months that didn’t get us on the revenue board. And we were very happy, but we made some changes in the last four months that I think were actually the pieces that made us for the first time he hit the leaderboard. And I’d love to chat about those, too.

Mike Warkentin (15:56):

Tell me who the retention person is or how you retain these clients. Then I wanna go right onto that stuff and talk about the last four months. But I wanna know, first of all, if you’ve got this subscription service and it’s high value, who’s making sure that these people are happy?

Ashley Sell (16:08):
Yes. Okay. So the coaches for the private training, and then like a little bit less in tune is me, right? So I’ve been doing that. I did that for the last two years. We recently hired two CSMs, and they’re dedicated to happiness, right? Client happiness. They’re fantastic. We have full-blown job descriptions, responsibilities for them. So it’s very clear. One of the Two-Brain mentors just talked about having a very clear list of things to do for people. I totally agree. The last six months since we have really focused on making sure that it is super clear that they have these rhythms, right? These are “CSM rhythms.” It’s very clear. These are like, almost like monthly. They know what they should be doing on a regular basis. And it’s almost like it’s systemizing it. It’s systemizing it. And that also now is our built-in role to make sure that everybody’s happy. Not just class people, also private training people. And they’re also our fun like people, right? They run our events. We try and do one a month in Wheaton. And really, there is some profit, but it’s not a lot. It’s really about getting our membership together. So the 5-a.m. can see the 5 p.m. right? And developing community.

Mike Warkentin (17:31):
Did you see a measurable return on investment when you hired these client success managers?

Ashley Sell (17:37):
Absolutely. And it also I think more importantly allowed me to go up the value ladder. As this business has grown, we have had to shift our focus into EHR, right? Because I have a very high, like, that sounds obnoxious. I am willing and I enjoy and I love this business. So if you’re a gym owner, you love your business and you’re willing to do everything that it takes. But I realized maybe about six months ago that I needed to hire some more people to help me because I couldn’t consistently work 80-hour weeks. And I loved it, but I also realized that I needed to make sure for the longevity of my business that I did not burn out. That my team didn’t burn out. And so that was really critical. So the ROI was there absolutely, but it’s going to show up and has started showing up in our EHR and also happiness.

Mike Warkentin (18:37):
So two key concepts there, listeners. EHR—effective hourly rate. That is the amount of money that you take in divided by the amount of time you spend to make it. So if you make a hundred dollars and you make that in 50 hours, you have a $2 rate. But if you make a hundred dollars in one hour, you have a hundred-dollar rate. And some gym owners don’t wanna do the math, but I encourage you to do it. My EHR was I think zero for a very long time. Cause I didn’t pay myself. Don’t do that. But if you are working a huge amount of hours, it’s unsustainable. You can start hiring to increase your EHR, your effective hourly rate. Ashley said “climbing the value ladder.” That is a system that Two-Brain has in place to help you analyze exactly the tasks and roles in your gym that you can offload first to free up the most amount of your time. And then you use that free time to generate more income that will then pay for that role. An example: hire a cleaner for 12, 15 bucks an hour, whatever it is. Take those four hours that you would’ve spent mopping the floors. And all you have to do there is make $60 and you’ve covered the cost of the cleaner. And because you’re great at your job, you are going to make more than $60. That is how you grow business. So you climb that value ladder. So those are key concepts, and they’re not random. There is an actual plan step by step to help you analyze it and do it properly. Because it’s not just magic like “I hire and I grow.” It’s, “I hire. I then dedicate myself to specific growth activities.” So talk to me about those the last four months. What are the big deals that got you on this leaderboard? Because again, I’ve seen the chart, and it’s crazy. What did you do?

Ashley Sell (20:08):
We refocused in on professional development and also EHR for our owners. So as I mentioned, like these guys, they love coaching, but also I want to help them find freedom in their coaching, right? There’s something different when all of your revenue personally, like the money that you bring home to your family, comes from coaching. There is something really wonderful when it doesn’t do that, and when you can coach because you love it. You see, it’s like a lot of them have like golden handcuffs to some extent where they love coaching, but they have to do it. And so our very intense focus the last six months, from my perspective and from our team’s perspective, is “let’s hire some staff. Let’s get them really good. We know we have really good leaders here. Let’s hire coaches. Let’s make them really good and spend a lot of time investing in their professional development and then help them become fantastic class coaches, fantastic at private training.” We hit a point over the summer. We could not take on any more clients, like just from hours in the day. Like nobody was willing to work another hour. And that was a very clear moment where we said, “Okay, well for business growth, right? If we want that, what’s next?” And so that for us was “let’s find really good coaches and let’s make them better.” And so that’s something that we’ve been doing. And that is what we’re working on now. And I am seeing shifts. In the last two months, our coaches are now building careers.

Mike Warkentin (21:47):
So this is a big deal. So you reach capacity, everyone’s working too much now, and you’re starting to hire some people. And when you hire, how are you doing that? So the question, the big question here, is “how are these coaches making careers?” Because it’s very tough—I’ve been there—to try and like make a full-time coaching career, making $20 an hour coaching classes. Are you using any specific models or systems to pay these coaches in a way that helps ’em make an actual career?

Ashley Sell (22:12):
Yeah. I’ll tell you this, it’s not going to be just classes. It can’t be. And Two-Brain is very clear about that. And I love the way that they talk about the ideal day. We have the career roadmap meetings every 90 days religiously because we have to be in tune with our coaches—and especially when we’re focusing on professional development, right? And classes are fantastic. It is a great skill set, and the product there is really important. But for them to build what they need to if coaching is their passion, they have to include private training. And Two-Brain has talked about this on the gym level and the owner level, but for us, the next step is we’re doing that already as our ownership, right? We’ve now gotten that, but now we need to be able to do that for our coaches. And when a coach can come in and say, “I can have this amount of money from classes, but this amount of money from private training” that builds them freedom. And the Two-Brain model ensures that we pay them above market value, which we love. I’ve had actually coaches tell me that the Two-Brain model that we use actually is the best pay they’ve ever seen in the industry. And that’s from a coach that’s been, you know, working for 10 years in training. And that’s good to hear. And so that’s so gratifying as an owner to say, “Wait, I can really have an impact on these people’s careers and lives and families.” And that’s really exciting.

Mike Warkentin (23:42):
And are you using the standard Two-Brain 4/9ths Model to pay these coaches?

Ashley Sell:

Mike Warkentin:
So listeners, I’m not gonna grind this into the dirt here, but the idea is four-ninths of program revenue goes to the coach. That’s 44%. And then you’ve got profit allocated from the other section and also operational costs. So the gym takes a cut, but the largest share—44% because 33% is profit, 22% is for operating—44% goes to the coach. And what this does is allows coaches to make a very large hourly wage. For example, if you’re coaching a class for $20 an hour, that’s your cap. Can’t do much to that. However, if you create, generate and fill a program, let’s say a weightlifting specialty class or something like that, and you sell 10 of them, 10 spots at a thousand dollars each, you’ve got $10,000, and 44% of that’s 4,400 bucks. You can make a very high effective hourly rate. And this is how careers happen because you can’t coach 15 hours a day. Chris Cooper tried it, and it almost killed him. He created Two-Brain Business to help people avoid that path. So by paying coaches properly, you create careers and you incentivize them to grow those programs. So have you seen these coaches come in and say “I wanna generate a program, make more money.” Is that happening in your business?

Ashley Sell (24:57):
Oh yeah. And it actually, to be honest, we have not had success yet with the programs. I’m inspired by what you just said. That is a great way to do it, and I’m gonna be thinking about that and doing that next. But they, they come in, and that’s exactly right. They’re like, they want careers. They don’t know how to do it. And so we help guide them: “okay, this is how our owners have done it. Let’s help you do that.” We, as I mentioned, like our owners can’t take another client. So we’re able to actually give all of our leads, almost exclusively all of our leads, to these new coaches and really help them grow and succeed. So one of our coaches went to a full-time book of business in 90 days. I mean, it was wild from not having any clients when we first hired him. We’ve seen that with one other coach as well. And that took a little bit longer—it was I wanna say like four months. And we now have two other coaches that we’re focusing on to do that as well. But we’re running outta space now, but it’s working.

Mike Warkentin (26:00):
Put in a rooftop patio workout area. Yeah. Mm-Hmm. So you’re the first owner of a high-revenue gym who’s specifically mentioned career roadmaps. What is that and how does it help you generate revenue?

Ashley Sell (26:14):
I’m gonna rephrase that. How does it help us create happier coaches that are doing really awesome things in their jobs? So it allows me and the other more like HR head owner to be in tune and in sync with the things that our coaches care about, right? So not only are we caring about the customer journey of our members, but we are really, really caring, especially as we invest in professional development, about the experience of our coaches. So we need to make sure that they’re happy because happy people make other people happier. And like our members, they’re more loyal to the business. They are more in tune with what the business is doing. And I think that that’s really important. And so we have these career roadmap meetings where, yes, they can offer feedback on what’s going on at the gym. It can be like super informal and say like, “How are things going? Where do you need support?” Right? And then we also go through a very like clear list of questions that talks about “okay, are you making the money that you wanna be making? If not, how do we do it?” And I love conversations that really get into the meat of what is needed, but more importantly I love that we have action steps and next steps that we’re actually doing. And so then we that’s really the structure of how we do it.

Mike Warkentin (27:45):

Listeners, have you ever asked your coaches “what does your career path look like? What do you wanna do? Are you making enough money? Are you happy?” Or have you just put your head down, mopped the floor, done the things, worked 80 hours and assumed that your coaches are all kind of happy coaching the class at $20 an hour? I did the latter. It was a mistake. Modern gym owners are now meeting with their coaches in documented 90-day career roadmap sessions and saying, “Are you happy? What can we do to make this the most sustainable career for you?” These happy, motivated coaches are invested in the business, they deliver better service, and they come up with some crazy-interesting opportunities for you to grow the business together. We have a guide called “Intrapreneurialism 101.” I’m gonna put a link in the show notes. You can get a guide that will tell you how to do this. And it’s a documented process again from Two-Brain that just explains how to fire coaches up to generate revenue and not create wage costs—generate revenue that then pays for the wages and kicks in profit to the business. There’s a lot of stuff that I want people to work on. So I’m gonna ask you one final question here: talk to me about the specific steps that Chris is giving you now. Because you are on this great path and your business is taking off and going through the roof. That’s a scary thing in itself, right? You wanna sustain the revenue and keep it going. How does Chris give you specific stuff from month to month to make that happen? Like, how is he focusing you?

Ashley Sell (29:19):
There’s always something to be fixed. And I think that is really it, right? It’s that I come to every meeting and I say, “Here are the things that are going on in our business.” We discuss them and then he actually guides me to what’s most important. And then sometimes there are things that weren’t on my list, which is the best because then I can see the impact that it’ll have. And that type of refocusing, that lens is really, really helpful. One thing that was surprising that I hadn’t focused on, we read “Traction” together. So there are a couple of us that are nominated to meet monthly, and then we are now reading it as an ownership team in our weekly meetings. And so the connectivity and the regular rhythms of our ownership team was something that I hadn’t focused on that Chris pointed out. And that has been dramatically improved—even like our culture as well. We’re now so in sync. I didn’t even know that that was a gap we had, and he was able to help. Like I don’t even think that it was like “you guys aren’t in sync.” It was “here’s some things that I think can help you.” And it was just awesome.

Mike Warkentin (30:30):
Yeah. And that’s important for you because you’re one of the first owners that I’ve spoken to as part of a larger ownership group. It’s more common for me to talk to sole proprietors or maybe like a husband-wife team or things like that, or pairs even. It’s less common to see a group of six. And if you think about the math here, a group of six, that’s six families—I guess it’s five if you and your husband are involved. But the point being if you have a group of owners, it’s more important to figure out who does what when so there’s no stepping on toes. Everything gets accomplished, everyone is happy, everyone gets fed. So if you’re part of a multiple-owner group and you’re struggling and saying, “Wow, there’s just not enough no here to feed everyone,” book a call with a mentor, and we can talk to you about how we can help. Ashley, thank you so much for sharing all this. It’s super exciting. Do you think that that graph is gonna keep doing what it’s doing?

Ashley Sell (31:21):
Mike? We got, we’ve got big plans for 2023. We might see a third location and even higher growth. So hire, mentor everybody. Hire  a mentor!

Mike Warkentin (31:33):
Thank you so much. I wanna talk to you next year at this time and see where that chart went. Will you come back?

Ashley Sell (31:38):

Mike Warkentin (31:40):

All right. That was Ashley sell. She’s one of the amazing gym owners on our November revenue leaderboard. We publish these leaderboards every single month, and then we tell you how people got on them. So follow our blog at This is “Run a Profitable Gym.” The world’s best gym owners come on here and they tell you exactly what they’re doing so you can have the same success. No secrets. Just insight. Please subscribe for more episodes on your way out. And if you’re on YouTube, I’d love it if you hit the like button, too. Now here’s Two-Brain founder Chris Cooper with a final word.

Chris Cooper (32:06):
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.