Bookings for the globally trending workout were up 92% in 2023*. The roots of Joseph Pilates’ original programme – a workout that could address the bad habits of modern life – are as relevant to today’s members as they were back then. Consumers are increasingly motivated to work out for intrinsic reasons, seeking movement that enhances their wellbeing and helps them live long and healthy lives.
So how can clubs capitalise on this trend to beat the boutiques and bring in new members?
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Strength, Fitness
and the Pursuit of Better .
SResearch revolution
Now we have the tools to test for biological age, research protocols that were traditionally based on chronological age must be adjusted, or studies will never accurately reflect the impact of exercise
o many incredible tools are coming on stream that allow us to measure fitness levels and the effects of exercise on the body and these have the potential to create a much more powerful evidence base for the sector than we have at present.
The aim is to be able to answer every question asked by every policy-maker when it comes to the efficacy of what we do and the impact our work has on the health of the population.
Doing this is so critical to the future success of the fitness, health and wellness sector that it’s important to acknowledge a growing disconnect between the functional gathering of data through things such as state-of-the-art scanning, epigenetic testing and fitness technology and our ability to deliver accurate research in this area of study.
There are two fundamental reasons for this widening chasm. The first is the (now well known) issue of gender bias in physiological research, which has seen women and girls routinely excluded from study samples over many decades.
Research has traditionally been male-only, or malebiased, meaning females and their specific needs have simply not been understood and we need to keep up the fight against this undermining practice.
But another cause for concern is emerging around research which is based on age, because – due to our increasing ability to measure biological age – it’s becoming clear that this major variable is skewing research studies.
Decades ago, banding and researching people by chronological age made perfect sense because there was no alternative, but now we have these tools, it’s time to figure out how we reinvent and refine the research base that describes our sector to take this factor into account.
Studies need to be done which assess people by their biological rather than chronological age to give true-to-life outcomes, rather than results which are questionable in terms of accuracy.
We want researchers and academic institutions to base research protocols on biological, rather than chronological age
We want to see leading researchers and academic institutions committing to overhauling the research protocols they use to underpin their work, so biological age is the basis for studies and we have a new set of standards to guide this work.
Until researchers can tell us how our health outcomes are affected by our biological age, the results of most studies will not reflect reality.
Once this change has been implemented and new standards are in place, the impact of exercise on health and longevity will be more fully understood. l
Liz Terry, editor lizterry@leisuremedia.com
Chronological age is no longer a valid measure
PHOTO: SHUTTERSTOCK/ALESSANDROBIASCIOLI
CONTENTS
Uniting the world of fitness
38 Dean Kowarski is building a new future for Virgin Active
05 Editor’s letter
We must base research on biological rather than chronological age if we are to accurately measure the impact of exercise, says Liz Terry
12 HCM Forum
David Langridge applauds YouTube for restricting access to toxic fitness content for teenagers. Eric Durak says operators must gear up to welcome GLP-1 users
16 HCM people
Oliver Patrick
The co-founder of Future Practice tells us about the company’s new suite of training courses aimed at helping fitness professionals excel in the wellness space
20 HCM people
Jean-Claude Vacassin
Foundry’s MD reveals plans to take its ‘posh spit and sawdust’ training concept to more local markets and also to pilot a franchise package
24 HCM people
Dr Cedric Bryant
The new CEO of ACE says the industry must unite, rather than compete, to secure its future
26 HCM news roundup
LVMH investment house, L Catterton, makes two big industry investments in a month and PureGym gears up to fight for Solidcore
38 Interview
Dean Kowarski
The global CEO of Virgin Active and healthy food brand Kauai talks to Liz Terry about combining both operations in a high-value wellness business
52 Life Lessons
Mark Diaper
The CEO of Gymbox details being torn between risk and security at a key point in his health and fitness career, and reflects on the choices he made
56 World view
The 2024 HFA Global Report reveals a resilient sector, predicts further market growth and highlights the biggest operators
Dean Kowarski
64 A weighty matter
How can fitness providers ensure children are safe when doing strength training?
ACE’s Chris Gagliardi gives his guidance
68 Profile
Peter Roberts & Max Cotton
The PureGym founder and the developer of VOR are working together on a new AI workout builder to help personal trainers scale their businesses
80 Working on wellness
What can health and fitness providers, employers and employees expect to gain from the expanding world of workplace wellbeing? Julie Cramer reports
90 Futureproof
We talk to suppliers about how they create flexible and fit-for-purpose gym floors
102 Product innovations
Julie Cramer rounds up the latest health, fitness and wellness kit
104 Reader services HCM Directory
The HCM Directory is part of a network of resources designed for buyers that includes www.HCMmag.com/CompanyProfiles
106 Research
Fast forward
Research from Stanford shows ageing is non-linear, peaking at 44 and 60
56 HFA finds Life Time is the biggest operator
20 Foundry MD, Jean-Claude Vacassin
16 Oliver Patrick: The future of training
64 Strength training for kids
PHOTO: FOUNDRY
PHOTO: LIFE TIME
PHOTO: SHUTTERSTOCK /ANDREONEGIN
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HCM Forum
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Soon, young people will be chasing impossible standards that aren’t even human
YouTube is changing access to health and fitness content
David Langridge, founder, 1FitLife and FitterStock
I fully support YouTube’s recent decision to limit recommendations of certain health and fitness videos to teenagers, especially those that idealise specific body types.
As a father of two daughters, one of whom is a teenager, I’m acutely aware of how repeated exposure to idealised imagery can deeply affect young people’s self-esteem. In today’s world, social media plays an outsized role in shaping teens’ self-perception, making it essential for platforms such as YouTube to take responsibility for guiding them toward healthier relationships with fitness and body image.
In my professional life, where I’m involved in content creation, I emphasise that there’s no such thing as a perfect body. Humans come in all sorts of different shapes and
sizes and true wellness is about feeling strong, confident and healthy. While it’s important for young people to have access to fitness content and be encouraged to stay active, they mustn’t fall into harmful cycles of comparison or unrealistic expectations. YouTube’s decision is a positive step in protecting teens from these risks, but there’s still much more to be done.
Challenges of AI
The growing role of AI-generated content in wellness is another significant concern. As AI continues to grow in influence, there’s a danger fitness content will become less informed and more harmful, especially if it’s not created based on human expertise. Wellness is deeply personal and relying
on AI-generated advice will see young people being misled.
AI is also being used to generate images and videos of ‘perfect’ young people, based on someone’s idea of perfection. Right now we can still tell what’s real, but soon that won’t be the case and this will accelerate the prevalence of unrealistic beauty standards and increase pressures on young people as they chase impossible standards that aren’t even human.
The human touch is crucial when it comes to delivering accurate and safe information – especially for young audiences – as the potential impact of unqualified fitness influencers is another major issue. They may lack the necessary professional qualifications and experience but still hold significant
David Langridge
PHOTO: 1FITLIFE / BEN RAMSHAW
sway over impressionable teens. Almost 50 per cent of teenage girls report frequent concerns about their bodies, a problem exacerbated by the pressure to conform to unrealistic ideals seen on social media.
Research from York University shows that taking just a oneweek break from social media can improve self-esteem and body image, underscoring the harmful effects of constant exposure.
Alarmingly, this pressure has also been linked to an increase in elective cosmetic surgeries among teens, illustrating how deep these issues run.
Serious health consequences
Beyond the mental health consequences, there are serious
physical health risks. Following advice or workout routines from unqualified influencers can lead to poor technique, overtraining or unsafe practices, resulting in injuries that could have long-term implications, so it’s crucial to counter their allure by elevating expert-led content that fosters body positivity, mental wellness and sustainable health habits.
While I applaud YouTube’s recent decision and those of platforms such as Instagram, which is starting to introduce safety features for teens, such as stricter privacy settings and limiting exposure to sensitive content, these are just the first steps.
The fitness industry should take the lead in creating a more responsible wellness culture.
What action is YouTube taking?
YouTube is to limit recommendations of certain health and fitness videos to teenagers, including those which ‘idealise’ certain body types.
The social media giant says 13- to 17-year-olds will still be able to search for and view fitness-related content, but will not be encouraged into repeated viewing of similar videos. It says it’s acting because of concerns that repeated exposure to such material can lead young people to develop negative beliefs about themselves.
Young people are vulnerable to issues around body image
PHOTO:
Knowing
Better education will help gyms retain their new ‘GLP-1 clients’
Eric Durak, president and founder, Medical Health and Fitness
I write in reference to your ‘call to action’ to the exercise community regarding GLP-1 medications and the absolute need for people to exercise while using these drugs (HCM issue 6 2024 www.hcmmag.com/GLP1training).
There are a few issues I’m observing while gearing up for the task of training professionals in the industry on the use of exercise and nutrition for those on weight loss drugs.
Firstly, few operators are embracing working with this group yet, but consumers on GLP-1s are already making their way into health clubs and many trainers don’t even know it.
Liability issues aside, knowing about this medication and how to optimise exercise could prove to be one of the biggest selling points to position clubs as offering health expertise.
The method of delivery for GLP-1 medications is changing and
Consumers on GLP-1s are already making their way into the health club sector
the next wave of administration will be in small-dose sublinguals taken once or twice per day. This delivery method will bypass some of the side-effects of the injection method and allow for easier exercise training.
GLP-1 medications are now being touted as preventive measures for a number of chronic diseases. Time will tell if this is true, but the same preventive and therapeutic measures may exist with exercise and we’ve known this for decades.
The issue is to get and retain these new members by cultivating a level of emotional intelligence in the profession that recognises the issues related to weight loss and embrace these clients as long-term members of the club.
It’s certainly a challenge for the industry worldwide, but a challenge that should be met, as the benefits are many. However, it all starts with education – of the industry and then the clients. l
Eric Durak
how to work with GLP-1 clients can be a selling point for clubs
HCM people
Health clubs can become the place to get your lifestyle curated
Oliver Patrick
Co-founder Future Practice
Future Practice has launched a suite of courses to empower fitness professionals to become wellbeing professionals. Why? We want fitness professionals to take control of a space where there is currently a vacuum. At the moment 56 per cent of Gen Z are getting health advice from TikTok, because there’s no professional giving it to them. We can’t blame TikTok for that, we can blame the absence of quality provision.
What we’ve got to recognise as a sector is people are already buying wellbeing products to try and fix these problems with no understanding of them whatsoever. That ignorance is creating an enormous boosted market of false products.
If the fitness sector doesn’t step up to wellbeing soon it will fragment and we will be out of the picture, but if we take ownership of recovery, sleep and interventions such as breathwork, health clubs and gyms can become the places to get your lifestyle curated.
Why have you done a course on VO2 max?
This parameter should be tracked and trended as frequently as blood pressure and cholesterol, as it drives the immune system, stress resilience, energetic capability and cognitive clarity.
The fitness industry has pivoted very aggressively towards resistance training and strength work recently, while cardiorespiratory fitness is currently being neglected. People have lost their love of cardio because it has less immediate and obvious effects on
Patrick says
A high VO2 max in your 40s should set you up for an active retirement
Not using this information when there is such robust evidence available is negligent
the way you look, but there comes a point where there’s a biological maintenance requirement.
Cardiorespiratory fitness is the most predictive biological marker of life expectancy. The Copenhagen study of 125,000 men showed that increasing VO2 max by only one millilitre per kg can extend life expectancy by 45 days and when you scale this up it represents a huge impact (www.hcmmag.com/Copenhagen).
The real interest in longevity is not living longer but retaining functionality longer and the game starts in our 40s. From the age of 40, we lose 10 per cent of VO2 max per decade. If you have a low VO2 max in your 30s and 40s, you’ll be the person who can’t get out of the house in your 70s. If you have a high VO2 max in your 40s, you’re the person who’s going on walking holidays during retirement.
And it’s important for Gen Z too: they look fantastic but have anxiety issues and poor sleep. I would be extremely interested in the correlation between a neglect of cardio-respiratory exercise and the feeling, or increased propensity, for poor mental health.
It’s never too late to improve VO2 max. We’re seeing improvements in people in their 80s and the statistical change in their cardiovascular disease risk from those changes is astronomical, but more importantly they can do stuff they couldn’t do before this.
Fitness professionals can bring about these changes, so if we continue to neglect this parameter it will be a huge oversight. This new training course puts cardio back on the menu with clear, objective markers and brings the most powerful longevity predictor back into the gyms.
This should be the language of every fitness professional in the UK, we think that it should be on the curriculum of personal trainers. Not using this information when there is such robust evidence available is negligent.
Is sleep as important?
Sleep disturbances cause excessive eating, increased cardiovascular risk and a pre-disposition for diabetes. If we want to be preventative as an industry, it’s not enough to just move people, we have to get them well rested too and almost everyone in the country is interested in sleeping better.
Sixty per cent of people in the UK have sleep issues and at least half of those figures are driven by behaviour, so we identified a space for a pre-clinical consultation to rule out behaviour-led sleep disturbances, such as mis-managing caffeine, alcohol, naps, or the regulation of daily rhythms. We’re talking about tens of millions of people who don’t sleep well because they don’t understand that blue light interferes with melatonin, or don’t even know what melatonin is.
We need to empower gyms to sell sleep consultations as part of their offering, which would allow personal trainers to increase their hourly rate
Currently there are no pre-clinical sleep specialists, so we need to empower gyms to sell sleep consultations as part of their offering, which would allow personal trainers to increase their hourly rate. Designed in collaboration with Dr Vicky Pico, an NHS GP and lifestyle specialist, the sleep optimisation course screens sleep behaviours and creates a strategic roadmap for improvement.
How about breathwork?
Working with the breath is a very powerful stress resilience tool and we’re seeing breathwork explode as a concept, but it’s rarely explained.
We partnered with one of the top breath coaches in the country, Jamie Clements, who founded The Breath Space, to create the breathwork course. We go through two types of breathwork: functional
Oliver Patrick (left) and Harry Jameson (right)
PHOTO: FUTURE PRACTICE
Future Practice course details
Sleep Optimisation
3.5 hours and £347
breathing to optimise everyday breathing, ensuring it’s not too shallow – not mouth breathing and that the diaphragm is engaged. Secondly, we look at how breathing techniques can be used to regulate the nervous system, so people spend more of the day in a physiologically calm state rather than a stressed one.
What’s the inspiration behind the business skills course?
Building Your Personal Wellbeing Brand is aimed at high-end personal trainers, who are interested in emulating Harry Jameson’s career* working with highnet worth individuals and companies, or becoming brand ambassadors. This is a workshop-based course that helps PTs to identify their brand values, who they would like to represent, which companies reflect and mirror that and how they could engage with them.
Practical Breathwork for Lifestyle Professionals
90 minutes and £179
Indirect VO2 max and Lifestyle Coaching 2.5 hours and £227
Building your Personal Wellbeing Brand
90 minutes and £119
Tens of millions of people don’t sleep well because they don’t understand blue light interferes with melatonin production
How did you decide on the price point?
This is 25 years of clinical knowledge distilled into digital courses, made up of bite-sized chunks and ready to be applied,.
We could have made it a premium product and sold it to elite gyms, boutiques and luxury spas, because we know there’s a market there. However, we think every PT in the country should know this, and we’re noticing a shift in interest, so we chose to democratise these teachings and make them available at an affordable price. At least for the time being. ●
* About Harry Jameson... The Future Practice cofounder has worked as a wellness business consultant with organisation such as Apple and Nike and curated wellness retreat programmes with Four Seasons, Rosewood Hotels and One & Only. His personal clients include celebrities, CEOs and world leaders
There wasn’t time to implement change slowly, so we just had to rip the Band-Aid off
Jean-Claude Vacassin
MD, Foundry
What led to you joining Foundry?
I previously had my own operationally robust gym called W10 and off the back of that set up a consultancy, helping other gym owners to replicate the model with their own brands.
Two years ago, the guys behind Foundry called me and said they’d got an under-performing business with a lot of brand equity and decent leases in overall reasonable locations, but they’d lost their way a little bit in terms of operating systems, personnel and standards.
They asked if I wanted to put my operating systems and model behind their brand.
What were the main issues?
It was very busy, but not very profitable, with 23 different membership options. We had a lot of freelance instructors and even those that were on PAYE were allowed to use the premises to train their own clients, so they were basically using Foundry as a platform to grow their own businesses. People would come in on a Classpass and the PTs would recruit them as their own clients.
There needed to be boundaries. We needed to clean the house and professionalise, while at the same time conveying to the members the plans for the business.
Previously there had been a lot of collaboration with clients, but the way the business was trending there wasn’t time to implement change slowly, so we just had to rip the Band-Aid off.
What model did you introduce?
It’s a small group training model with a 50-minute class on the hour every hour. Although we have a
Vacassin says Foundry is selling ‘relationships, service and coaching’
strong training culture, it’s marketed to slightly older people who either don’t like the gym, have never been to a gym, or have failed in the gym. We offer the type of environment you can be in at 6.00am without your face on – no mirrors and no judgment.
It’s a recurring revenue model, so we charge a monthly fee that includes coaching, which makes us an expensive gym but a cheap way to have personal training. The monthly subscription is between £250 and £500 depending on how much inclusive personal training people choose to have.
At first glance the price point isn’t for the faint-hearted, but we offer access to personal training with no more than six in a group – plus large group training classes of up to 16 and an open gym membership.
People can buy a four-, eight- or 12-pass monthly membership or all-access that gives them unlimited small group sessions. Depending on the site, we run sessions from 6.00am until 9.00pm.
The larger group sessions are what they say on the tin: Stretch, Build, Hybrid, Run Club in the summer and an erg class called Sweat. These complement the personal training sessions and there are 15 of them each week.
We’d like to take Foundry to other local markets. We don’t need a lot of chimney pots. Just 200 people in a given location to agree we’re the right fit
What have been the impact of the changes?
It’s now a 90 per cent recurring revenue model, with 45 per cent revenue growth and 30 per cent membership growth in 2023, as well as 15 per cent site-on-site growth and so far two new sites in 2024.
How would you describe Foundry?
The vibe is posh spit and sawdust. Industrial chic. We’ve got common themes in terms of the brand and the style, but each one looks slightly different
Foundry offers a small group-ex model with hourly classes
PHOTO:
We don’t waste money on marble walls or glamorous fountains, but spend on best-in-class equipment, invest heavily in staff and keep clubs spotlessly clean
because we want them to feel like local sites and individual, so we've deliberately made them look and feel a bit different from each other.
All our fit-outs have an eco/sustainability thread running through them. We try to buy remanufactured and refurbished kit. We don't waste money on marble walls or glamorous fountains, but spend our money on best-in-class equipment and invest heavily in our staff, as well as keeping clubs spotlessly clean.
Ideally we’d always choose natural light over a nightclubby vibe, but that’s not always possible. Our Aldgate club is in a basement so we’ve gone for a loungy, members’ club feel. At Richmond, North Kensington and Bank, we've got natural light, floor to ceiling and Tunbridge Wells is a converted barn.
How many sites do you have?
Seven, including the acquisition of a former client of mine near Tunbridge Wells, which was a profitable club with an established membership base. It
started operating as Foundry on 1 September. We also have a new build at Aldgate, east London. When you start from zero you've got to come out the traps hard to meet the fixed costs and break even as quickly as possible. Typically we sell a 21-day challenge to get people into the gyms.
What are the expansion plans going forward?
We’ve recently taken on some investment and brought in a new chair, Rob Foreman, who is ex-private equity and has worked with lots of consumer-based businesses to steer us through the next phase of growth. Steph McCall has joined as finance director. Formerly with The Gym Group, she’ll be holding the purse strings.
We’d like to take Foundry to other local markets. I think there are lots of opportunities in pockets of London to do that and more opportunities in the south east, especially areas similar to Tunbridge Wells. We don't need a lot of chimney pots: only 200 people in a given location to agree that we’re the right fit for them.
Could you go beyond London and the south east? Could it work in a rural area?
My consultancy spent five years working with around 600 gym owners to introduce the model under their own brands, so there are examples of it across the UK. Franchise is one of the options for us as we grow and we've got a franchise package ready to pilot.
PHOTO: FOUNDRY
It’s a model that lends itself to franchising and working with other owner operators. Supporting this, we've got a very robust CIMSPA-accredited education pathway.
Do you still have a charitable arm?
Yes, we continue to work with the Black Prince Trust on various community projects, as well as the Felix Project. We donate to a charity called Magic Breakfast: we pay forward £2 for every direct debit line that we run every month and give our customers the opportunity to match it. We’ve paid for well over 100,000 breakfasts and climbing.
We've always been acutely aware that the price isn’t inclusive and accessible to everybody. We can't provide the product we want at a price everybody can afford, but we can pay it forward and do social enterprise work. As we evolve, this will become an increasing focus for us.
As chair of UK Active’s Independent Gym Owners’ group, are there issues which are specifically impacting independents?
It’s a broad and eclectic mix that sits under the independent umbrella, but there are some macro challenges affecting us all. Anything in the brick and mortar service sector is volatile, and there are some real challenges around rising costs in terms of rents, utilities and staff. Recruitment is an issue globally. As an independent, in order to be sustainable you have to be very good operationally and position
yourself in a place where you've got a unique edge. If you try to do the same thing as the larger operators, but not as well, it’s gonna be a tough ride.
But independents are well placed because they're so nimble. We can't splash the cash, or be the first to market and we’re not necessarily going to be seen as innovators, but we can move quickly and adapt to trends.
Fundamentally, what a lot of us are selling is relationships, service and coaching – services that have a human element. We’re seeing increased demand when it comes to people wanting really good quality, in-person service. l
Foundry sells a 21-day challenge to attract members to new locations
The vibe at Foundry is described as ‘posh spit and sawdust’ PHOTO:
We need to change our approach so we truly appeal to the population who don’t view being physically active as a priority
Dr Cedric Bryant
CEO, American Council on Exercise
Congratulations on being appointed CEO of the ACE. What brought you to this point?
After my PhD I taught and did research at universities. A lot of this focused on the use of exercise to help with the prevention, treatment and management of various chronic conditions using StairMasters, which led to a relationship with the company.
StairMaster invited me to head up their R&D team, which I did for about 10 years and during that time I started serving on the scientific advisory board for the American Council on Exercise. This led to me joining as vice president of science and research in 2001, after which I became chief science officer, then president and now CEO.
As the new CEO, what are your plans?
I really want to build on the great foundation we've already established. One of the opportunities is looking at how we deliver education, as Gen Z are quite different in their approach to previous generations. They didn’t grow up with thick textbooks full of dense content and they like to get their information in microbites so we’re trying to make our content multi-modal, with some video, some reading and some interactive components. We’re aiming to be first in class in that form of education delivery.
I’m also excited about leveraging the various technological opportunities, such as AI, and looking
at how we can use it to be more efficient and effective, as well as help our professionals run any businesses they’re in more efficiently and effectively.
As consumers look for more personalised experiences, exercise professionals who learn how to smartly integrate these technologies into their processes are going to be the powerful forces. It would be wise for coaches to embrace, utilise and capitalise on this technology, rather than see it as a threat. The only threat is getting left behind.
What do you consider to be the most exciting trends?
Wearable technologies and hybrid fitness are enduring trends, as are the increased focus on mental health and wellness. Going forward, I think we’ll see more integration of that type of programming into the fitness experience, including mindfulness practices, meditation and stress management techniques. This will definitely become an integral part of ACE’s educational offerings.
A holistic approach to health goes hand in hand with longevity. People are starting to understand that by focusing on nutrition, sleep, recovery and stress management they will be able to add years to their life, or life to their years.
The medications for weight loss also provide some opportunities for our industry, as people
PHOTO:
There
who use them will need help to change their lifestyle in order to sustain the improvements they make and training needs to keep up with this.
What are some of the challenges?
Retention and engagement is the ultimate challenge: how do we keep clients consistently engaged and motivated. If you look at the physical activity participation rates worldwide, it's been a neverending challenge of how we get people started and more importantly keep them going.
For decades we’ve appealed to the same audience, so we need to change our messaging and our approach to onboarding so we can truly appeal to that other population who right now don't view being physically active as a priority.
As an organisation, ACE believes that being able to enjoy the benefits of being physically active should be available to everyone, and another high priority is to look for a way to allow activity to be more acceptable to a broader audience and to make it equitable. We really want to champion equity and accessibility so we can get all people moving. Often many of the folks who could benefit the most from an overall health perspective typically have the least amount of access to these types of services, because of cost, location and so forth. We want to see if we can play a small role in helping to address that.
One of the things that’s inhibited growth in the industry is that we’ve traditionally viewed each other as competitors, as opposed to peers who are trying to achieve the same mission
I think one of the things that's inhibited growth in the health and fitness industry is that we have traditionally viewed each other as competitors, as opposed to peers who are trying to achieve the same mission of getting people more physically active. If we could learn to work together, I think we could be a stronger force and have more impact. l More: www.acefitness.org
1Rebel launches contrast therapy concept
Boutique London studio, 1Rebel, is moving into the recovery space with the launch of contrast therapy concept, Reset.
The first site opened at 1Rebel’s High Street Kensington studio on 17 October and more are planned.
The 45-minute self-guided session involves 10 to 20 minutes in a Nordic sauna, followed by a 30-second to five-minute dip in a temperature-controlled cold plunge. There is the option to repeat this process two to four times.
New from 1Rebel, Reset alternates between a Nordic sauna and cold plunge
Timers and breathwork guidance are provided throughout. Breathwork practitioner, Louise Mortimer, is acting as 1Rebel’s recovery and contrast therapy expert and will be used in the marketing campaigns and to educate and engage members.
CEO, James Balfour says: “Contrast therapy is continuing to
grow in popularity and is quickly becoming a cornerstone of recovery and wellness. More people than ever are seeking ways to enhance performance, manage stress and improve overall health and we saw this as an ideal opportunity.”
More: http://lei.sr/C2G3Q_H
L Catterton takes majority stake in Solidcore
Private equity company,
L Catterton, which is part of LVMH, is acquiring a majority stake in Pilates operator, Solidcore, from VMG Partners, Peterson Partners and Kohlberg and Company, valuing the company at US$700 million.
The L Catterton investment will support new growth opportunities in both new and existing markets. Delivering 50-minute classes on a proprietary reformer machine called Sweatlana, Solidcore says its workouts have been “scientifically designed to break down muscles to failure so they build back stronger.”
Currently there are 130 locations across 25 US states and the District of Columbia, with a significant presence on the east coast.
L Catterton is an experienced investor in the wellness and fitness markets. Marc Magliacano, managing partner at L Catterton’s Flagship Fund, says: “We believe there’s a significant runway ahead for expansion both domestically and internationally, as more consumers discover the category and its long-term benefits.”
Myers says: “As we considered potential partners, L Catterton quickly rose to the top of the list given our aligned values and its deep industry knowledge that gives the company a unique ability to accelerate our growth and success.”
L Catterton’s current and past investments include Equinox, SoulCycle, Xponential and Peloton.
More: http://lei.sr/Z6q5N_H
PHOTO: SOLIDCORE
PHOTO: 1REBEL:
Solidcore has taken on investment for the next phase of growth
People are seeking ways to enhance performance and manage stress
James Balfour
PHOTO: REBEL1
PureGym all set for Blink Fitness acquisition
Pure Gym has raised the necessary funds to allow the purchase of Blink Fitness, which filed for protection under Chapter 11 of the US Bankruptcy Code on 12 August, with losses of US$500 million and assets worth US$100 million.
Earlier this month PureGym had made a US$105 million bid for the assets, gaining stalking horse bidder status, ahead of an auction on 28 October.
PureGym’s holding company, Pinnacle Bidco, has secured commitments from an investor which will give the low-cost gym operator more than £450 million in available funds.
Humphrey Cobbold, CEO of PureGym says: “I’m very pleased with the investor support for this
UK
Afund raising. Securing a substantial commitment rapidly and from a single investor underscores PureGym’s reputation in the bond markets, as well as confidence in our management team and our business’ future prospects.
“International expansion is a central part of our strategy as well as a priority for our equity investors – Leonard Green & Partners and KKR – who also strongly support PureGym’s bid for Blink Fitness,” said Cobbold. “We’re excited by the prospect of acquiring Blink Fitness, which we view as a strategic platform from which to further build in the US.” Blink is owned by Equinox.
More: http://lei.sr/y8h7j_H
Humphrey Cobbold is moving to secure a substaintial portfolio of clubs in the US from Equinox
physical activity market worth £38.3 bn
new research report from the Global Wellness Institute, called The Global Wellness Economy: United Kingdom shows the industry has bounced back from the pandemic, with physical activity the leader of 11 defined wellness sectors.
Globally the wellness industry was worth US$5.6 trillion (£4.2 trillion; €3.8 trillion) in 2022 compared with US$4.9 trillion (£3.7 trillion; €4.4 trillion) in 2019. The GWI will publish new numbers at the Global Wellness Summit in November in Scotland.
At US$223.8 billion (£169.3 billion; €201 billion,) the UK has the second largest wellness economy in Europe and the fifth largest in the world, says the institute.
Physical activity in the UK was worth US$50.4 billion (£38.3 billion; €45.3 billion) in 2022, an uptick of 18 per cent from 2020. Pre-pandemic it stood at US$43.43 billion (£32.8 billion; €39 billion).
Of this, sport and active recreation was worth US$16.55 billion (£12.5 billion; €14.9 billion) fitness US$8.01 billion (£6.1 billion; €7.2 billion) and mindful movement US$1.04 billion (£0.8 billion; €0.9 billion)
Enabling sectors – which include apparel and footwear, equipment and technology – were worth US$25.14 billion (£19 billion, €22.6 billion).
Segments measured are public health, prevention and personal medicine; personal care and beauty; healthy eating, nutrition and weight loss; wellness real estate; traditional and complementary medicine; mental wellness; spas; wellness tourism; workplace wellness and thermal/mineral springs.
More: http://lei.sr/Q5g5N_H
PHOTO:
PHOTO: PUREGYM / DG-CORPORATE.CO.UK
Physical activity in the UK grew by 18 per cent between 2020 and 2022
Gym beats pub for Gen Z finds TGG insight
Socialising is an increasingly important aspect of the Gen Z workout experience, according to research commissioned by The Gym Group to understand this cohort’s attitudes to health and fitness.
More than 2,000 18- to 24-year-olds from around the UK were questioned for the survey, which was conducted via Focaldata’s in-house platform.
The survey found that 37 per cent of Gen Z view working out as a way to socialise and
We know how important gyms are to our Gen Z members and it’s great to see our research support this Will Orr, CEO, The Gym Group
More young people are choosing the gym over the pub as a way to socialise
42 per cent have formed new friendships while keeping fit.
Almost half of respondents (47 per cent) said they had decreased their alcohol intake or stopped drinking entirely in the last six months. The main driver for reducing alcohol intake was linked to improving physical fitness (36 per cent).
Will Orr, CEO, The Gym Group, says: “Our gyms not only help young people stay active and enjoy the benefits of exercise, but also offer a great space to meet with friends. Many of our members join us to feel part of a community.”
More: http://lei.sr/C4m7W_H
Businesses may receive MIFs compensation
Mastercard and Visa are facing a claim worth more than £4 billion for imposing illegal, multilateral interchange fees, which could lead to UK retailers being owed millions.
The Competition Appeal Tribunal recently gave the go-ahead for the collective action, being brought by Class Representatives, that could see businesses compensated for the unlawful multilateral interchange fees (MIFs) set by Mastercard and VISA that applied to transactions involving commercial cards in the UK.
The claim alleges businesses that received payments by commercial cards paid fees that were much too high, causing them significant losses. The claim period runs from June 2016 to June 2022, with damages accruing until the date of judgment or settlement.
Stephen Allen, the director of the Class Representatives, says: “UK businesses in the retail travel and hospitality sectors have been particularly hurt by Mastercard’s and Visa’s multilateral interchange fees.”
Jeremy Robinson, a partner at Harcus Parker Limited, representing the Class Representatives says: “We are pleased that this important claim will now proceed, despite Mastercard’s and Visa’s attempts over the last two years to deny thousands of UK businesses a straightforward and effective route to justice through the Competition Appeal Tribunal.”
For more information visit www.commercialcardclaim.co.uk
More: http://lei.sr/T7B8q_H
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Les Mills deep dives into next gen development
Les Mills has published research looking at how Gen Zers perceive career opportunities in the sector.
Called Nurturing the Next Gen, the report is designed to future-proof the industry from both a staff and membership perspective and also to unlock growth opportunities when it comes to the recruitment of group exercise instructors.
The research is a follow-up to last year’s study, Gen Z Fitness: Cracking the Code, which threw light on this cohort’s attitudes to fitness.
Insights for Nurturing the Next Gen were gathered from a representative sample of 2,500 16- to 34-year-olds living in the USA, UK, Germany, Nordics, Japan and China who are open to working in the fitness industry.
Researchers found a strong interest in the idea of turning a hobby into an income stream and being paid to work out, while the lack of a mentor was the biggest barrier to becoming an instructor.
The ‘hot prospects’ – those respondents with a high level of interest in training to be a group exercise instructor – liked the idea of working in a fitness environment and upskilling, but also had the perception of it being intimidating, the training being overwhelming and of the work not being well paid.
The hot prospects are mainly motivated by their love of training (55 per cent) and turning their hobby into an income stream (45 per cent).
More: http://lei.sr/k6M8t_H
Egym hits $1 billion valuation and new investor
Fitness technology and corporate wellness company, Egym, has secured US$200 million of growth capital to expand its global fitness and healthtech platform.
Led by L Catterton and Meritech Capital, the investment will support Egym’s continued expansion of Wellpass – its corporate wellness network – as well as further development of innovative digital solutions, its smart strength equipment and tech-enabled products for data-driven, personalised training, all aimed at moving healthcare from treatment to prevention.
Egym CEO, Philipp RoeschSchlanderer, said: “L Catterton and Meritech were my two absolute dream investors for our mission to build the leading global platform at the intersection of fitness and healthtech.
“We’re strengthening our board with both fitness industry and technology experts. They share our
vision of turning the world’s largest market, the healthcare industry, from repair to prevention.”
Egym says its company valuation is now in excess of US$1 billion. With a 700-person team globally, the company plans to leverage its success in Europe to introduce its offering around the world.
The company has had a dynamic year, hiring three seasoned CEOs – Chris Clawson, Rob Barker and Steve Barton – and acquiring aggregators Hussle and FitReserve.
The Wellpass network is used by six million people every month.
More: http://lei.sr/G7z8b_H
PHOTO: EGYM
PHOTO: LES MILLS
Les Mills finds out what Gen Z think about being group-ex instructors
The team left to right: Marc Magliacano, L Catterton; Patrick Meininger, CFO EGYM; Philipp Roesch-Schlanderer, CEO EGYM; Paul Madera, Meritech
Everyone Active gets into reformer Pilates
Everyone Active has launched its first reformer Pilates studio. Installed as part of a £100,000 upgrade at the Hitchin Swimming and Fitness Centre in Hertfordshire, UK, this is the first of 10 studios that will be rolled out over the next 18 months as part of a £20 million redevelopment of its 230-site estate. Two types of reformer classes are on offer. Reformer FitCore, established by Peak Pilates, uses Pilates-based exercises to strengthen the whole body and is suitable
We’re delighted to launch our first reformer Pilates studio. This is the first of 10 sites
Duncan Jefford
Everyone Active has opened a reformer Pilates studio in Hitchin, UK for novices, while Reformer Ignite is more intense and designed for those looking to elevate their core strength even further while increasing their flexibility. It will be available from November.
Everyone Active’s regional director, Duncan Jefford, says: “We’re delighted to launch our first
reformer Pilates studio space, this is the first of 10 studios to be launched across Everyone Active facilities over the coming 18 months.”
Gymkit UK supplied the 20 Reformers and GT3 Architects designed the repurposed studio.
More: http://lei.sr/Q8R2D_H
CIMSPA announces physical activity platform
CIMSPA is launching a new platform which will pull together the latest data and research into one place for the sector to access to inform decision making. Set for launch next year, the Sport and Physical Activity Workforce Observatory is part of
CIMSPA’s new strategy Releasing the Power of our Profession and is being funded by Innovate UK. The latest data and research into the sector’s workforce will be collated and made available for curriculum and policy development, to support management decisions, as well as to foster new research collaborations and interdisciplinary studies.
Spencer Moore, chief strategy officer at CIMSPA, says: “There is a brilliant existing base of academics and system partner data specialists who already publish research into workforce development in sport, leisure, active wellbeing and physical activity. The Workforce Observatory will draw this community together, encourage collaboration, avoid
duplication and streamline the translation of research into operational practice within the sector.
“It will be integral to informing the future of professional standards development, supporting curriculum design, guiding employer strategies, recruitment and retention plans and informing policy.”
Already data and reports created from the team have supported the Lawn Tennis Association with its tennis coach workforce strategy; provided a recruitment analysis for Hartlepool Borough Council ahead of the launch of a £35 million leisure facility in 2025 and provided PureGym with a detailed look at personal training trends.
More: http://lei.sr/k6B7h_H
PHOTO: CIMSPA
PHOTO: EVERYONE ACTIVE/ MARCEL GRABOWSKI
PHOTO:
CIMSPA is working on a valuable sector resource
Essex County Council has appointed Sport for Confidence CIC to deliver a physical activity model to support adults living with physical disabilities, learning disabilities and longterm health conditions.
The new programme, called Reconnect, uses Sport for Confidence’s place-based model of early help and prevention to embed integrated physical activity pathways across Essex. Based on learnings from a two-year, overwhelmingly positive pilot, it is guaranteed funding for three years, with the option to extend for two more.
Sport for Confidence founder, Lyndsey Barrett, says: “Our approach enables a much earlier intervention, focused on prevention
Our approach alleviates pressure on the traditional clinical pathway to services
Lyndsey Barrett
and support, while also alleviating the pressure on the more traditional clinical pathway to services.”
Physical activity interventions will be offered in community settings, delivered by Sport for Confidence’s occupational therapists.
More: http://lei.sr/4R4p6_H
Essex County Council is embedding a physical activity programme to alleviate NHS pressure
Tara Dillon wins coveted UK Active award Programme supports adults with disabilities
Some 800 people attended the UK Active Awards ceremony on 3 October in Birmingham. Sponsored by STA, the hosts were Professor Greg Whyte OBE and comedian, Esther Manito.
Tara Dillon, CEO of CIMSPA, won the coveted Jan Spaticchia Special Recognition Award in recognition of her hard work and contribution to the sport and physical activity sector. Dillon says she was honoured and humbled to received the award: “To be recognised by the
I never imagined that I would be nominated for an award alongside such brilliant people
Tara Dillon, CEO of CIMSPA
sector that I love so much is wonderful. Starting out over 30 years ago, I never imagined that I would be nominated for an award alongside such brilliant people.”
Other winners included Everyone Active, which won the Outstanding Organisation Award, as well as four others, including National Centre/Club of the Year
for Silksworth Community Pool Tennis and Wellness Centre.
People director at GLL, Lorraine Patrinos, was named winner of the Outstanding Individual Leader Award for her work in designing, driving and implementing organisation change projects for major business impact.
More: http://lei.sr/A5p6c_H
PHOTO: SPORT FOR CONFIDENCE
PHOTO: UKACTIVE
PHOTO: SPORT FOR CONFIDENCE
PHOTO: CIMSPA
Winners celebrate at the UK Active Awards earlier this month
Investment and a new board for BRP Systems
Software outfit, BRP Systems –which took on a new majority investor in the form of Nordic Capital in May this year – has revealed a refreshed board of directors.
BRP’s cloud-based solutions are used in 2,600 health clubs, studios, spas, pools and sports facilities with 3 million end users and the company has its eye on further expansion outside its heartland in the Nordics.
Nina Bjornstad, who has over 20 years’ experience in senior positions at companies such as Amazon, Microsoft and Google, has been announced as the company’s new chair.
“With its scalable platform and leading-industry solutions, BRP is well-positioned for European expansion, driven by acquisitions and market trends,” said Bjornstad. “I look forward to supporting the company through its next growth phase”.
Bjornstad’s career to date has spanned multiple industries beyond
software, including telecomms, sustainable development, Internet of Things and AgTech. She’s also a strategic advisor to companies such as Mace Group, Telenor, Saga Robotics and Utopi.
Lisa Åberg and Tomas Liljeborg have been appointed as board directors.
Åberg – a McKinsey alum – also serves on the boards of SATS Group, Hjo Installation and Avanza, while Liljeborg is chair and founder of Macrobond. Joakim Lundvall and MD, Rolf Torsøe, have also joined the new board.
More: http://lei.sr/V2b7p_H
Gymnation tool boosts LTV by 10.5 per cent
Gymnation has carried out a six-month research study which shows the power of celebrating members’ achievements.
The UAE-based operator carried out a study to see the impact of its Gymnation Round-Ups. These celebratory, digital, progresstracking updates – inspired by Spotify’s Wrapped – are periodically sent to members as a form of engagement to big up their efforts.
The Gymnation Round-Ups generated an immediate viral spike, with members sharing their updates on social media. Digging deeper, Gymnation selected a random sample of 3,500 of its 50,000 members for detailed analysis (group A). It also created a comparable group of 3,500 members (group B) who didn’t
receive the Round-Ups to see how their behaviour differed pre- and post-Round-Up engagement.
The results showed that members who received the Round-Ups had a 10.5 per cent higher Lifetime Value (LTV). Group A’s visit frequency also remained consistent, with only a 0.4 per cent drop-off, but group B’s visit frequency fell by 16.8 per cent.
CTO at Gymnation, Karl Foster, says: “Engaging with members in this context stabilised visit frequency and customer engagement over a six month period and increased lifetime value overall. We found engaging with members about their progress tracking, in the right context, works and works well.”
More: http://lei.sr/D7p7A_H
Nina Bjornstad has been announced as the new chair of BRP Systems
PHOTO: GYMNATION
PHOTO: BRP SYSTEMS / TELENOR
Gymnation has hit on an effective retention strategy
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We’re obsessed with empowering people to change their lives
Dean Kowarski
The group CEO of Virgin Active and healthy food brands Nü and Kauai is taking the combined operation on a journey to be an authentic and highly-valued wellness business. He talks to Liz Terry
How did it all start for you?
Wellness is something I’m incredibly passionate about. It resonates very powerfully with me and has made a huge difference to my life.
I come from an investment banking background – an accountant by qualification. I worked at KPMG and then in New York in corporate finance.
In terms of wellness, my journey was typical of many in that I did sport every day at school then stopped when I went to university – by the time I was working in New York I was eating unhealthily and not exercising and eventually, although I was doing well at work, got Crohn’s disease which I believe was caused by stress. Eventually they wanted to operate, but instead of going down that road I changed my diet and started to exercise again and after a while I was able to take myself off all medication, got tested and the doctors found I’d totally recovered.
I’m the kind of person who has to see, touch and feel things in order to believe them and having gone on that journey, I understood the power of nutrition and exercise and how it can change lives.
How has that experience shaped your life?
I was fortunate to sell my financial businesses and out of pure passion opened a healthy food restaurant about 12 years ago.
At the time, in the fast casual food space in South Africa there were more burger, chicken and pizza brands than healthy eating concepts, so commercially there was an opportunity to do something revolutionary and we started to open restaurants, then bought a health food group and expanded that business. Today this has over 233 stores globally under the Nü and Kauai brands.
What came next?
Healthy eating is only one piece of the puzzle and appreciating what exercise had done for me, I started planning to bring the two together because if people are eating healthily, but not exercising or sleeping well or have mental health challenges that aren’t resolved, they’re not optimising their health.
It’s challenging for consumers when services are siloed. The nutrition industry isn’t aligned with health and fitness, or mental wellness, or
spa and wellness and added to that, they’re also territorial, with a lot of vested interests.
The foundations of wellness for me are nutrition and health and fitness and I realised the way to make it work was to bring these together in common ownership so we could properly align them and that’s when the Virgin Active business came onto my radar.
So you did a deal?
We were fortunate to put a transaction together where we merged our nutrition company with Virgin Active and now they’re one business, with Virgin Active and the two food brands absolutely aligned – commercially, financially and philosophically.
You’ve integrated them very quickly…
The food business is now a hundred per cent owned by Virgin Active. I sit across both and they have the same objective – an obsession with empowering people to change their lives.
The old Virgin Active structure was very territorial. We had businesses around the world that hardly spoke to each other. Never mind aligning food with fitness, just aligning different territories within the same business unit was a challenge.
There was no sharing of best practice, there was a huge duplication of costs and the businesses showed up differently in each territory.
We’ve totally rebuilt the company over the last few years. Overhauled structures, simplified head office and changed the organisation of territories.
We’ve appointed a new group CTO, a new group CMO, new group COO, new head of legal and new chief of customer value and also created a raft of new positions.
We think we’ve brought in some of the hottest talent from outside the industry with skills we know can add value and are complementary to the fitness and wellness space. Although they sit in different countries, they work across the business as one team.
Virgin Active is one of the biggest swimming pool operators in the sector
We merged our nutrition company with Virgin Active and now they’re one business and are absolutely aligned
What’s been the impact of these changes?
It’s the first time Virgin Active has been one company and our new structure gives us the ability to expand fast.
In the past, if I’d wanted to go into Germany, for example, I’d have had to set up a head office and go deep into the territory to sustain this overhead, as we did with the Italian businesses, where we have 40 clubs.
Now, with this centralised structure, I can go to Berlin, Geneva and Stockholm etc and do flagship clubs without the need to set up head offices.
We’re now much more efficient in terms of our ability to grow the business and for the first time, we’re looking at territories beyond our existing footprint – Qatar will be the first to open, in collaboration with a local partner.
What’s the plan for growth?
Our goal is to have flagship premium clubs in major cities and with our new structure we look at Europe as one ‘country’. We think there are between 28 and 32 cities that can take a flagship club. Some will take two – Paris for example –but never more than two is our initial plan.
Give us a quick recap of the business
Virgin Active currently has 225 clubs in eight countries. We’re in many major cities from Sydney to Melbourne, Singapore to Bangkok and Milan to Rome.
In addition, we have the 233 restaurants, so we’re not just a gym operator; we’re a healthy nutrition and wellness operator at scale.
Virgin Active Italy is known for flagship architecture
We’re moving from clubs being third spaces to being second spaces, which has a material impact on churn
Not a lot of other health club operators can call themselves global at the premium end of the market and with a recognised brand.
What’s the customer journey now through these synergistic businesses?
I’ll start with South Africa because that’s the most advanced, as we have the biggest footprint there in terms of the food business.
You’ll find our food brands in all the Virgin Active clubs and these restaurants aren’t an afterthought. This isn’t just a gym business doing food, it’s an experienced food business with an incredible amount of knowledge, fantastic product, innovation, two menu releases a year and people constantly checking the quality.
Before the deal, Virgin Active had a food offering, but it was organised as a separate business and not aligned with the gyms – they didn’t know who was spending on food and there was no integration.
Club managers have the relationship with members and if there’s a third party food business operating in their club they’re not interested because it doesn’t do anything for their KPIs.
When they start to understand that the more members engage with the food, the quicker they
see results – because they’re eating healthily and are more motivated – it drives usage of the gym and is another reason to come back.
What we’ve done since the deal is give our gym managers incentives to make the food business successful, so they encourage members to use it and understand the benefits of members engaging with the food offering when it comes to churn, engagement and results, as it has a huge impact in all these areas.
What’s the impact on churn?
Ultimately it’s around engagement and usage and how you keep members for life.
I don’t come from the gym industry, so I was shocked to find that even though it’s a subscription business, it’s like a leaky bucket and can have up to 40-50 per cent churn each year – even if operators are selling, selling, selling, it just flows out of the bucket.
This business model makes no sense and doesn’t work for anyone and we’re moving to a better model.
I remember my parents joined a country club and felt part of a community and that’s similar to the environment we want to create. Our managers now understand that this approach is about how we drive engagement by building connections with members.
Spa and wellness is an important part of the mix
This is what the food business has done – we see that come through remarkably in our churn numbers and nutrition percentages when we get it right.
But it’s about a lot more than food. We have what we call social wellness areas in our clubs, with the restaurant and a work component, such as co-working space and the ability to book boardrooms.
They also have a lounge area where we encourage people to engage and socialise and get to know new people, not just their own community.
We’ve got locations now where we’ve got the mix right and what you see is very different behaviour from that of a typical gym, where there are morning, lunchtime and evening peaks. These new-style gyms become all-day spaces. People may still train in the morning, but they don’t leave – they have breakfast, do some work, book a boardroom and have meetings, meet friends and socialise.
We’re moving from these clubs being third spaces to being second spaces – for the time between eight and five where you do multiple things outside the home.
Commercially there’s a strong reason to do it and when you have that level of engagement you start to have a material impact on churn and the success of the operation.
We’re currently retrofitting these new facilities, particularly in the UK, and where we’ve done the upgrade and have a strong food offering plus work and social spaces, it has had a very significant impact on churn. People join and they don’t want to leave.
Commercially it makes sense to expand this model, as it delivers results a gym business alone can’t.
What else can be added to the mix?
Spa and recovery are becoming popular, with things such as contrast therapy and we’ve added cold plunges into quite a few of our gyms, along with heat treatments.
What’s important is making people feel well. Having an after-work gym session, then a heat treatment and a cold plunge, a healthy meal and then some time in the social space just really lifts people.
The Kauai healthy food business is being embedded in clubs
Our learn to swim programmes get people using our facilities more, so are great for engagement
As our members go along this journey of self improvement we want to provide beautiful spaces where all of these things are integrated.
What about product development?
We spend a lot of time redeveloping our gym floor concept and making sure it’s what consumers want. We used to think every market was different and we had to customise, but 80 per cent of what people want is exactly the same all over the world.
Today they want more free weights and more strength and plate-loaded equipment, so we’re being consistent in terms of what the gym floor looks like. When it comes to group exercise we see a big opportunity to encourage the social element of people working out together that drives down churn.
Do you develop your own content?
Most of our programmes are bespoke – from yoga to boxing to strength and conditioning and from Reformer Pilates to three different types of cycle.
We have academies in the UK and Italy developing them and our teams are trained through our own systems in our own academies by our own trainers.
How does your pricing work?
It’s all inclusive – members can come and use the social space, the gym floor, the recovery area and do any of the group exercise classes for the cost of their health club membership.
We have one member category and a youth membership. After that charging differentials relate to the length of the contract – flexi one-month, three-month, six-month etc. We don’t have an a la carte membership.
We still find the majority of our members prefer to take out longer-term contracts.
Tell us about your PT model
All members get a free session when they join to set up their programme and we have fitness instructors on the gym floor to support people with progression. We encourage them to assist members to avoid injury by intervening if they see bad habits in terms of how they’re exercising. Instructors often move up to be PTs.
You’re one of the biggest pool operators...
Most of our gyms have pools, making them a USP. Traditionally we rented them to tenants who effectively owned the relationship with customers, but in the UK we were one of the first to start our own learn to swim programme. Learn to swim by itself is lucrative and from a family point of view it gets people using our gyms more frequently and the more engagement we have, the less likely they are to leave us.
What else is new?
We’ve launched a Virgin Active Padel Club and have 50 courts in South Africa, while Chiswick Riverside in London now has a couple. Eventually most clubs will have padel and pickleball.
This isn’t about the income we can earn, because that’s relatively small compared to gym memberships, it’s more that we know they’re going to play, so we want them to play with us. It’s about engagement and creating another reason for them to visit.
How is the upskilling of teams progressing?
Although we’re working on our facilities, repositioning the brand and ramping up the marketing, none of it means anything without us delivering an exceptional member experience.
It’s a journey getting this service-orientated culture embedded, but we’re making good progress.
The gym floor is constantly evolving
Chiswick Riverside in London is getting major investment
PHOTO: VIRGIN ACTIVE
I think bringing major hospitality elements into the gym represents a huge opportunity to evolve health clubs into wellness businesses.
Has this approach impacted the culture?
The culture has changed considerably – we’re working in a faster, more entrepreneurial and less corporate way, making quick decisions, encouraging people to take risks and be bold in their decision-making.
We’re also cultivating their ability to share views and collaborate, so we develop an entrepreneurial, startup-type culture and embed this into what is a significant global business with thousands of employees.
One of the big parts of my job is embedding this culture and recognising that when you’re trying to create something unique and special it’s not going to appeal to everyone.
We’ve discovered a wealth of talent right across the business, so we’ve flattened the structures to enable everyone to shine.
What’s your take on the way consumers are viewing wellness as a sector?
There are many obstacles when it comes to people exercising or eating healthily – some financial, some around accessibility or education and some just life getting in the way.
It can also be very intimidating because many parts of the wellness industry have – unfortunately – made things complex and inaccessible.
Consumers are bombarded with information about what wellness means and some of this is a load of BS and some is just self-serving, so they don’t know what to believe and either don’t engage or check out.
We’ve got to simplify wellness and make it more accessible if we want to take consumers with us.
Members can train, eat, work and socialise in the same place
The company is rediscovering its playful nature
Each wellness journey is different, so we can’t be prescriptive, we need to be responsive to each customer. We’re always asking ourselves how we can make our services approachable, simple and meaningful.
Virgin has always been a playful brand. Do you still cherish that playfulness?
I think we’ve lost a little of it. What Richard Branson brought to the brand is a rebellious, disruptive, playful attitude, but the company has gone into spaces where the consumer experience is quite traditional, such as the airline.
Now we’re rediscovering our playfulness and when we talk about going on this wellness journey, we want to do it in a very ‘Virgin’ way, by demystifying it and making it fun, accessible and a little bit rebellious.
We don’t want to conform to how everyone else is positioning wellness, we want to do it in an authentic, spontaneous way and our marketing team has been tasked with being bold in positioning Virgin Active as a united global brand.
How are you engaging consumers?
Apps in the fitness world are often functional and basic, whereas if you look at hotel or airline loyalty programmes, they’re very sophisticated, so this is something we’ve been working on.
When we launched our loyalty programme, we started in South Africa with a booking app that also gives rewards for loyalty with instant gratification.
When a member visits a club twice in a week, an instant reward pops up on their phone and they can go to the in-club Kauai restaurant and get a smoothie, totally free, just for being in the gym twice that week.
What we see in terms of attrition is that this just works. People come twice a week to get their free smoothie and once they’re coming twice a week they’re not going to leave.
So the app has brought practices from hospitality into the gym space that have had a huge impact.
It’s not just around loyalty, however, the app also gives us incredibly rich data which we can use to create personal connections with members.
PHOTO: VIRGIN ACTIVE
Virgin offers three Pilates class types, all created in-house
We know when they’re accessing the gym, which classes they booked, how they rate the instructor and which smoothie they had, so we have transactional data, meaning emails we send are relevant.
More than that, I can then understand why they come to the gym and what their goals are, because I can ask additional questions about their motivations.
Once I understand those deeper motivations that underpin the transactional data I can understand members better and provide more tailored solutions.
App and loyalty functionality has been beta tested in South Africa and is rolling out in other countries. It went live in the UK in June and will launch in Italy in November.
How are you handling all this data?
We had so many different gym systems – member management, loyalty, PT – but they didn’t talk to each other, meaning it was difficult to get a single view of a member, so we’ve created a data lake, pulling this from multiple systems onto one platform so we can mine it.
We’re using AI to identify members who are more likely to churn, so we can design effective interventions and use personalisation to build connections and improve the in-club experience.
Our new group CTO was head of technology for the NHS in the UK and involved with building the contract tracing app at the time of COVID and he’s brought immense knowledge to the company. We’ve also increased the size of our data team.
Following your historic lawsuit, have you rebuilt relationships with your landlords?
We have good relationships with the landlords that continued with our leases and we’ve extended our leases with many of them. With the ones where we had to terminate, it was really unfortunate, but I think even they understood it was about the survival of the business.
I wasn’t involved at that time, but I know the shareholders and the management team did an amazing job in very difficult circumstances and this has enabled us to come back stronger.
What results are you seeing?
It’s no secret Virgin Active had its challenges postCOVID, but what we’re seeing now are incredibly strong green shoots and the impact of upgrades at club level coming through in the numbers.
We talk internally about being an output-driven business. The inputs – the hard work and effort – are important, but those inputs are there to achieve outputs and they’ve got to deliver. We ask ourselves, are we achieving our purpose? Are we changing people’s lives for the better through wellness? Are member numbers growing? Have we reduced churn? Are more people doing group exercise?
Our recent access numbers are some of the highest we’ve seen and our churn is below pre-COVID levels, which is good. We’ve also had our first reporting period where all territories are EBITDA-positive and growing, with some – such as Italy and South Africa – way beyond this. We’ve seen 18 per cent year-onyear revenue growth and 80 per cent of this flows into EBITDA, so it’s trending in a good direction.
You’re repositioning the brand in the UK…
We’re working hard to reestablish ourselves as a top operator in the UK to push ourselves back into the premium space. Virgin Active was
in danger of being stuck in the middle of the market and that’s a place we don’t want to be.
However, although we want to be a premium operator, we want to be priced right too. Our brand is about being accessible and we think some of the premium operators are very expensive.
When prices are very high there are only a few locations that can justify those prices and it’s important for us to build a scalable business with enough volume that it will ultimately have a high valuation.
How
are things going in the UK
market?
The UK business was once in excess of 120 clubs and now has 32, however, it’s still an incredibly attractive market for us with growth potential.
I realise we disappointed people in the UK – I’m under no illusions about that – by underinvesting in the estate and delivering poor service and we’ve got work to do to rebuild trust.
That doesn’t just come just from investing in the estate; it’s also around customer service and we’re really focused on that in all areas of the business.
If we can show the investment community we’ve changed the gym model, we’ll get the valuations we’re looking for
Are you interested in buying David Lloyd?
Probably not – we’ve got loads of opportunities to create flagship clubs by going into new territories, such as Qatar.
Will you grow by acquisition?
If the right opportunity comes along, but we have our growth plans laid out independent of any acquisitions.
What are the longer term plans – will you list or go for a trade sale?
It’s too soon to say, but I can share that we don’t want to be seen as a fitness or gym operator because the financial metrics don’t make sense to us – when you’ve got a business that’s churning 40-50 per cent of its customers every year, no-one’s going to be interested.
We want to show we’ve got a model where churn is at Netflix-type levels because we’ve got such a great product people don’t want to leave our clubs.
If we can show the investment community we’ve changed the gym model and adopted a hospitalityfocused model that’s more sticky, we believe we’ll get the valuations we’re looking for. l
We now have the confidence to make evidence-based decisions
Simon Kilby, fitness operations manager, Third Space
Third Space is working with Orbit4 on a system that’s revolutionising the management of its equipment and its operational performance
In the fast-paced world of fitness, gym operators face challenges managing equipment, service contracts and maintenance schedules.
Orbit4 enables operators to manage everything from service requests to supplier contracts from one central dashboard.
Health club management teams can make faster, more informed decisions by easily tracking the costs of service agreements and identifying ageing or problematic assets using real-time data on equipment purchases.
The team at Third Space partnered with Orbit4 last year to reduce operational costs and ensure a smoother, more efficient gym experience for both staff and members, by optimising assets across its estate.
Simon Kilby, fitness operations manager, said: “Orbit4 has been a game-changer for us. First we successfully achieved the key goals we set out from the outset and now we’ve gone even further.
“Analysing our asset base can be done so much faster. Most importantly, we now have the confidence to make evidence-based decisions moving forward.”
GAME
You don’t know what you don’t know “We had incredibly efficient processes for tracking memberships and customer experience and we wanted the same level of visibility of our asset base and the costs tied to it,” says Kilby.
“As operators, we were already excelling in customer service and providing best-in-class clubs, but when it came to our equipment and service levels, we wanted to further heighten our levels of efficiency and service delivery.
“With our policy of buying best-in-class and staying ahead of the market, managing multiple suppliers, warranties and service contracts became a growing challenge,” said Kilby. “Orbit4 consolidated that process into one streamlined platform, allowing us to manage data on both a macro and micro level.”
Scope of works
Steve Ruffell, UK country manager for Orbit4, says: “At the start of our contract, Third Space had 1,300 assets across nine clubs and 10 different equipment brands with 20 service contracts – all with varying end-dates.
CHANGER
“The company wanted to capture and streamline everything, deploy a solution that simplified the reporting process for facility managers and –once implemented – track, monitor, and present data to aid decisions for future procurement. It was a challenge we couldn’t wait to take on.”
Kilby says “Collaboration and partnership are essential to overcoming challenges and ensuring the system evolves with our specific business needs. The team at Orbit4 has been superb, not only in understanding and delivering on what we were originally aiming to achieve, but also in listening to our future needs and evolving its product in line with those requests.”
The future of fitness asset management
The Orbit4 dashboard provides operators with a comprehensive view of key metrics, including performance averages, asset valuation, maturity forecasts and open service tickets across an entire estate.
The system also has an Action Centre Alerts Manager to identify priorities and provide
system-generated suggestions relating to procurement, based on historical data analysis.
A recent innovation, requested by Third Space, is the introduction of a league table that ranks the performance of service providers and assets, offering clear insights that identify which partners and equipment deliver the best value.
Development and goals
“We pride ourselves on being collaborative partners and continually innovating to better serve our customers,” says Ruffell. “We see our platform as something built by the industry, for the industry and it’s exciting to implement new features that truly make a difference.
“Looking ahead, we’ve also been asked to add facility and operational management checklists, which will make our solution a truly comprehensive package that consolidates everything in one place.
“With this system behind us, we’re excited about the growth of both current and future partnerships.” ● Ready to find out more? Go to www.Orbit4.org
The Third Space team is using Orbit4 to control assets across its estate
PHOTO: THIRD SPACE
It feels like the one that got away and in hindsight I should have found a way to make it work
Diaper moved from his start-up to run Gymbox
PHOTO:
MARC DIAPER
Life lessons
The CEO of Gymbox was torn between risk and security at a key point in his career and refl ects on the choice he made
I’ve been lucky enough not to have had too much adversity in my career – other than dealing with the obvious challenges of COVID 19 – but my biggest life lesson is around the regret of not continuing with a business I’d already got off the ground.
In 2007 I had an idea for an online aggregator. This was before ClassPass, Hussle (previously PayAsUGym) and GymPass [now Wellpass] came along and I invested a lot of money and thousands of hours into the business idea, PickAGym. It was a cross between Google for gyms and a comparison website, with the ability to book and pay for day passes and classes.
I launched it at Leisure Industry Week in 2009 and had recruited someone in business development to on-board gyms. We already had a few thousand
operators, so it was up and running. However, we quickly realised that it didn’t matter how good the website was, the online space was the key to its success and it needed a serious amount of money invested in order to make sure it gained traction.
Until that point it had been funded by my consultancy business, but it needed further investment. I managed to secure an initial £250,000 and this is where the life lesson comes in. The investor wanted me to be full time if he was going to invest, which meant closing down my consultancy to make it my only focus. It felt like I was faced with the choice of having to go all-in, or leave it.
At the same time, Gymbox, which was one of my consultancy clients, offered me the chance to come on board with equity. My dream had always been to
Diaper’s PickAGym concept came at ‘the wrong time’ for him
Gymbox ‘likes to be an early adopter, and to take risks’
own my own gym and this was a great offer from a brand I was a fan of. It was a good proposition and I saw a lot of growth potential. I also had a young family, so weighing it up I could go all in on a start-up, which could have £250,000 backing, but would need follow-on funding, or I could have the security of a good job with great progression opportunity. I felt like PickAGym wasn’t far enough developed for me to change tack and so I parked the business. If I had my time again I would have found a way to make PickAGym work alongside Gymbox. I could have taken the Gymbox job and continued to pursue alternative investment, because I was really passionate about the offering, I had managed to get it off the ground, I’d invested a lot of time and money in it, it was a great platform, it was gaining traction and had onboarded gyms. If I stuck with it – and seeing the impact of other aggregators – I think it would have been successful. It feels like the one that got away and in hindsight I should have found a way to make it work. So my lesson is that if you have a passion for something and the gut feel is that it’s right then go for it. Follow that instinct, because when you look back you’ll probably regret the things you didn’t do. If you’re passionate and think it will work, you can find a way. Looking back, the timing was wrong. If the investment opportunity had possibly come
If you’re passionate and think it will work, you can find a way. I think we regret what we don’t do far more than the things we do
one year earlier or three years later, then I think that it would have been different.
My 14-year career at Gymbox has been really great. We try to be early adopters and we take risks. Gymbox already did that and I’ve continued it.
My experience means that when I see someone who has passion and an idea then I’m happy to support it. Gut feeling is usually right and as you become more experienced in business you find a way to make things work. I think we regret what we don’t do far more than the things we do. l
VIEW WORLD
A new insight report from the Health and Fitness Association shows a resilient sector and predicts further growth, reports Kath Hudson
The Health and Fitness Association’s new 2024
HFA Global Report shows that despite ongoing macro-economic challenges, the fitness industry has rebounded from the pandemic.
The 112-page report includes data from 19 countries, covering 2023 to early 2024. HFA president and CEO, Liz Clark, celebrated the sector’s resilience in navigating the challenges of recent years.
One positive to come out of the pandemic has been the consumer recognising the value of health and the perception of fitness changing from a leisure activity to a necessary, preventative health activity.
Despite this, the World Health Organization reports that one-third of adults worldwide did not meet the recommended physical activity levels in 2022 and this trend is projected to rise.
Alongside obesity, mental illness is an escalating global health problem, with the Lancet Psychiatry reporting that half of the global population is at risk of suffering from depression and anxiety by the age of 75. However, the data on the benefits of physical activity on mental health is building, with research published in The British Medical Journal asserting that exercise is as effective as drugs in managing mild to moderate depression.
Mental wellness continues to be a major concern for younger generations and a motivation for joining
a health club, while seniors are recognising the value of healthy ageing and taking out memberships.
Of those health club operators surveyed for the report, 86.8 per cent expect membership to increase in 2024, and 92.6 per cent expect revenue growth.
Diving
into the trends
GLP-1 is one of the most discussed current trends. According to Morgan Stanley, sales of weight loss drugs reached US$6 billion worldwide in 2023 and are estimated to reach between US$105 billion and US$144 billion by 2030.
A William Blair survey found these drugs could boost health club membership, with people who take them reporting improved motivation, mobility and energy levels after taking the medication.
Having been impacted less than other parts of the sector by the pandemic, franchising is continuing its worldwide growth.
AI is being increasingly embraced to aid personalisation, expand the market and reduce costs. Inclusivity is another talking point, with diversity both in employment and membership presenting a challenge.
Home fitness companies are struggling, as people’s lives return to normal and
individuals increasingly look for more social ways to get more physically active.
Pickleball participation in the US has increased by 224 per cent over the last three years and is also growing quickly in China, Australia and Europe. Fitness facilities are increasingly converting spaces devoted to other racquet sports into pickleball courts.
Life
Time is now number one in the world by turnover
at US$2.2 billion
Seniors are increasingly realising the value of healthy ageing says the HFA
Co-working spaces within gyms are tipped as a burgeoning trend, with Life Time and Equinox in the US, Virgin Active worldwide and Wello Works in Australia investing.
Highlighting penetration rates
A number of countries reported record penetration rates in 2023: the US (23.7 per cent,) Germany (13.4 per cent), Spain (11.9 per cent), Switzerland (14.9,) Portugal (6.9 per cent) and Japan (4.5 per cent) all reported record memberships and penetration rates.
The UK also posted all time highs in memberships and penetration earlier this year (15.9 per cent.)
There is growth potential in Mexico (5.6 per cent), India (0.7 per cent) and Saudi Arabia (5.9 per cent).
Europe
In Europe there was a reported membership increase of 4.3 per cent to 67.6 million. While markets in Western Europe and the Nordics are among the most mature in the world. Eastern Europe is lower at an average of 8.4 per cent.
By the end of 2023, Europe had almost 65,000 fitness clubs with annual revenue at US$34.42 billion and all three indicators surpassing pre-pandemic levels.
Europe is home to many global leaders. Almost 40 per cent of the 25 club companies with the most memberships are based in Europe.
Work spaces within gyms are tipped as a burgeoning trend
Europe is dominated by homegrown players. Among firms based outside of the region, Anytime Fitness has the largest presence, with almost 400 sites. The report says the European fitness market is resilient with performance approaching or surpassing pre-pandemic levels and a promising future.
Five biggest in Europe:
■ RSG Group: more than 5 million members and third largest globally
■ Basic-Fit: 3.8 million and sixth largest in the world, also the largest in Europe with 1,402 sites
■ PureGym: 1.9 million, also 10th largest in the world and second largest in Europe with 573 sites
■ Virgin Active: more than one million members and number 13 in the world
■ Fitness Park Group: has one million members and is the 14th largest in the world.
The UK
The key figures for 2024 are all looking good: fitness sites up by 0.2 per cent compared to 2023; membership the highest it’s ever been at 10.7 million, ditto market value which is 9.7 per cent higher than 2023 at £5.9 billion. The increased value is attributed to premiumisation and there is a buzz of positivity across the sector.
Latin America
Latin America’s market is fragmented and offers untapped potential. Smart Fit is the largest operator with 1,438 units. It saw a 44 per cent growth in revenue from 2022 to 2023, and with 4.5 million members it ranks fourth globally in membership and seventh largest by number of units.
Local players dominate this market, with some US franchises – Anytime Fitness, Planet Fitness
and Orangetheory – each having a small presence. HFA predicts further growth and development in this region due to data showing solid demand.
The Middle East
The Middle East offers significant tailwinds as a result of the high-growth economies. Saudi Arabia is the largest economy in the GCC with independent chains making up 74 per cent of the market. Women-only gyms are an important segment and a lack of nearby facilities has been reported as a barrier for this demographic.
Leejam / Fitness Time is the market leader in the Middle East with more than 180 sites and 396,000 members. In 2023 the company ranked among the top 25 operators globally in terms of revenue at US$353 million.
Other operators include Sports Club Company (55 units, 112,000 members), Kun Sports (50 units, 44,000 members) and Armah Sports Company (12 sites, 13,000 members). Anytime Fitness, Fitness First Middle East, GymNation and PureGym each have a growing presence.
North America
A report commissioned by the HFA and published in the summer showed that the US health and fitness industry is responsible for US$22.4 billion of economic activity in the US, and also supports 432,942 direct jobs.
PureGym is the second largest brand in Europe with 573 sites
Membership in 2023 was 72.9 million: a 13.5 per cent increase from 2019. The biggest operators are Planet Fitness with 18.7 members and 2,575 locations; Anytime Fitness with 4.2 million members and 5,267 sites and Crunch Holdings with 2.6 million members and 458 sites.
At the premium end, Life Time generated US$2.22 billion in revenue in 2023, making it number one globally, with 1.5 million members and 171 sites. Looking ahead in the US, key themes are likely to be strategic consolidation; rethinking the US$10 per month HVLP membership; the convergence of preventative wellness and fitness; the emergence of gyms as social hubs and wellness centres; the potential passing of the Personal Health Investment Today Act (PHIT) and the effects of GLP-1 on fitness.
Canada
Canada’s penetration rate is 11 per cent, down from 16 per cent pre-pandemic. However, Gen Z are flocking to the gym – working out independently, with strength training being the favourite activity – while active ageing has exploded, so there’s the expectation that 2024 will surpass pre-pandemic levels.
The Fitness Industry Council of Canada says there is a massive shift in people joining the gym for their mental health.
Australia
Despite a tightening economy, record numbers of people are joining gyms for social and motivational reasons, as opposed to using online programmes.
Increased media coverage about the benefits of exercise for physical and mental health is
Pilates and strength training are the fastest growing modalities in Australia
helping to drive this, with many new joiners being female and older clients. Pilates and strength training are the fastest growing modalities. AUSActive predicts a rise in more specialised and functional gyms going forward.
China
China was home to more than 36,000 health clubs in 2023. The report says that the fitness industry is poised for further segmentation and diversification. Those facilities offering efficient services, short-term payment options, personalised programming, community-focused experiences and professional services will do best. ●
More: The report is available to buy from www.hcmmag.com/HFAglobal24 for US$399 Anytime Fitness has 4.2 million members in the US
PHOTO:
Anti-slip rubber floor coverings in functional training areas.
Impact resistant tiles in free weights areas.
Durable synthetic turf in indoor or outdoor settings.
Seamless polyurethane surfaces in a multitude of colours.
Sports court, and customisable, line markings.
Our entry into the Saudi market represents a significant milestone in our global growth
strategy
Michael Ellis, ServiceSport chief commercial officer
Michael Ellis
ServiceSport Group has announced the expansion of its global footprint, with the launch of ServiceSport KSA in Saudi Arabia, says its chief commercial officer
Tell us the exciting news
We’re thrilled to announce the expansion of our global footprint with the launch of ServiceSport KSA in Saudi Arabia.
This strategic expansion allows us to further our mission of providing first-class fitness equipment servicing and support across new markets.
We’re committed to bringing the same level of excellence, reliability and expertise as we do in other world regions, to all our partners in Saudi Arabia.
How does this new venture fit with the wider ServiceSport portfolio?
With the addition of ServiceSport KSA, we’re proud to now serve a wider international community. The new venture perfectly complements our existing operations at ServiceSport UK and ServiceSport Europe, which covers Spain, Portugal and Germany.
Tell us more about the company
Established in 1999, ServiceSport has proven itself as a leading independent service provider in the fitness industry, acquiring an impressive portfolio of customers that include Nuffield Health, GLL, Bannatyne Health Clubs, Fitness First, Everlast Gyms, the Ministry of Justice and Ministry of Defence, David Lloyd Leisure, EGYM, Eleiko and many more.
How important is the move into Saudi?
Building on the strong foundations laid by ServiceSport UK and ServiceSport Europe, our entry into the Saudi market represents a significant milestone in our global growth strategy.
Operators in Saudi Arabia will now be able to access ServiceSports’ expertise and support
Collaborating with new operators in Saudi Arabia is an exciting opportunity to exchange knowledge, expertise and innovative solutions in a dynamic market
This achievement also really showcases the expertise and dedication of our team, reinforcing our position as an equipment servicing and repair leader in the fitness, sport and wellness industry. Collaborating with new operators in Saudi Arabia will give us an exciting opportunity to exchange knowledge, expertise and innovative solutions in a dynamic market. We’re looking forward to leveraging our experience and working closely with our new partners in Saudi to deliver exceptional service and quality support.
What’s next on the agenda?
This expansion marks just the beginning of our journey towards further global presence and impact, we’re committed to exploring new horizons, expanding our footprint and providing unparalleled service to our clients worldwide.
This global journey has only just begun for ServiceSport and we can’t wait to share what’s next with HCM readers – watch this space! More: www.servicesport.com
Muscle strengthening activities are a great opportunity to begin leading a healthy lifestyle
A weighty
Chris Gagliardi, ACE-certified personal trainer, gives guidance on how children can train safely with weights
Imatter
n response to comments in HCM by Stephen Rinaldi on children doing strength training (www. hcmmag.com/childrentraining), it’s important to stress that many of the benefits associated with strength training seen in adults are also observed in children and adolescents, including improved muscular strength and muscular endurance, speed and power, motor skill performance and physical literacy. We also see a reduced risk of injury – and resistance to injury – improved body composition, respiratory and cardiovascular fitness, blood lipid profile and bone mineral density, as well as optimised performance gains and improved insulin sensitivity in overweight youths. Also important is improved mental health and an increase in daily levels of spontaneous activity.
Overall guidelines
In general, young people can follow similar guidelines for resistance training as adults, but with an additional emphasis on instruction, supervision and exercise form.
Resistance training activities can be both structured and unstructured. Unstructured muscle strengthening activities include tug-of-war, climbing trees and using playground equipment, while structured activities include body weight exercises such as push-ups, weightlifting, and using resistance bands and suspension trainers. The age at which participation begins should be determined based on the maturity level of the child and and their ability. In terms of maturity, youth participants should be able to receive and follow instructions and have the capacity to safely perform the activity or exercise. This means different kids can start at different ages and some might first be ready for unstructured activity (play) before they are ready for a more structured routine. If a child can’t safely follow instructions, the activity is not yet appropriate for them. This doesn’t mean they should do nothing at all, but their starting point or entry into resistance training will be different.
Chris Gagliardi
Need for close supervision
Children doing muscular training should be supervised by qualified adults. This can be a parent, exercise professional, or sport coach, but it’s a lack of appropriate instruction and supervision that can lead to injury. Resistance training itself is not harmful for children but when conducted unsupervised the risk of injury increases.
Muscle strengthening activities are a great opportunity to begin leading a healthy lifestyle and participating in resistance training in the right environment at a young age can have a positive impact
GUIDELINES:
Training young people
To minimise the risk of injury during muscular training with youth, the following guidelines should be followed:
1 Children should be properly supervised and use proper exercise technique at all times Note that traditional exercise machines may not provide the appropriate lever arm for children and therefore may increase the incidence of injury. Free weights or bodyweight exercises may be preferred
2 Children should never be encouraged to perform single maximal lifts, sudden explosive movements, or to compete with other children while performing muscular training
3 Proper breathing should be taught during exercise movements
4 Encourage children to drink plenty of fluids before, during, and after exercise
on a child’s perception of exercise, so it is important to keep things fun and appeal to their interests.
I’d advise the use of body weight as resistance or eight to 15 sub-maximal repetitions of an exercise to the point of moderate fatigue with good mechanical form. It’s also important to teach children how to properly perform the five primary movement patterns (bend-and-lift, single-leg, pushing, pulling, rotation) using their own body weight before adding a load. ●
Chris Gagliardi is scientific education content manager at The American Council on Exercise
5 Tell them they need to communicate with a personal trainer, coach, parent, or teacher if they feel tired or fatigued, or if they feel discomfort or pain
6 Create a dynamic, fun, and age-appropriate muscular training programme
Strength training can harm bone development, so an informed approach is vital
Enhance your member relationships and boost retention by up-skilling your team with training from industry experts
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Gain practical skills to empower your team in fostering trust, instilling a sense of belonging, and create real behaviour change.
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Contact us to find out more today via hello@fitronics.com
Adam Daniels
Keith Smith
Peter Roberts Max Cotton
VOR uses AI and automation to unlock human potential. Kate Cracknell speaks to the investor and the inventor
Peter, let’s start with your CV… Peter Roberts: It all started in the 1990s, when I came on-board as non-executive director for John Treharne’s Dragons Health Clubs. I got a feel for what was happening in the sector – this was the early days of people realising they needed to exercise more – and I really enjoyed it.
I’d just sold my hotel business [Golden Tulip Hotels] and was looking for something to do when someone mentioned low-cost gyms. There was nothing like it in the UK at that point, but it was already happening in the US, Germany and Scandinavia.
The only thing that worried me was why nobody had done it in the UK – but then, the UK market was quite entrenched in its ways back then, with annual contracts and so on.
I became very enthused with the idea and in 2009 launched PureGym, the year after John Treharne
launched The Gym Group. We tried four different types of location for PureGym – business, residential, retail and commuter route – to see which would work. To our surprise they all did. That was our first inkling that we were on to something pretty special. We had a very supportive board and shareholders and after year four went to opening 30–40 gyms a year.
When we first set out, we thought we’d be doing well if we reached 200 gyms. Obviously that’s been blown out of the water under Humphrey Cobbold’s tutelage, with the business exceeding all my expectations [PureGym now has around 600 locations).
I exited PureGym at the end of 2017 when we sold to US private equity firm, Leonard Green & Partners, but I’ve still been involved in the fitness sector via appointments and investments in a number of other businesses.
Peter Roberts (L) and Max Cotton
PHOTO: ANOTHER ROUND
Another Round was Cotton’s original ‘side hustle’
The
challenge of delivering highquality coaching at scale was the same being faced by health club operators
Tell us about those other businesses.
Peter Roberts: Some former senior PureGym colleagues and I founded Gymfinity Kids in 2018, offering gymnastics and ninja classes to young children. I remain chair of that business.
I’m also an investor and mentor for BLOK London, which is a very interesting business with a specialist niche of its own. It has done very well and is on the path to expansion. I’m director of Another Round/VOR, which I’ve been involved with since it was a start-up, advising on the issues around building a business.
I was previously on the board of sports apparel brand Castore. I’d done something in this sector before and it’s very hard, but Castore was started
by two brothers with a real twinkle in their eye regarding what they wanted to do, so I brought a few investors together to raise the initial funding. It has grown phenomenally since then.
I became chair of Coordinate Sport recently, which provides much-needed software to help clubs and organisations manage coaching schemes, classes and clubs for children across a wide range of activities. It’s early days but looks promising.
I’m also doing quite a lot outside the fitness sector now, from flexible office spaces to music businesses – Audoo tracks real-time plays in public spaces to ensure smaller bands get the royalties they’re due – to working with Shalini Khemka CBE to support young entrepreneurs.
VOR cuts the time PTs spend on creating plans
PHOTO: ANOTHER ROUND
What drew you to invest in Another Round/VOR?
Peter Roberts: Ideas are important, but people are normally my top reason for going into a business: the passion, energy and commitment of the team. I also look for businesses that differentiate – that do something no-one else does, but that’s really needed.
With my PureGym background, I knew quite a lot about personal training and the potential for trainers to coach their clients better. It seemed to me that Another Round was going to break new ground in this respect, using AI to improve the offering for the exerciser and to make life a lot easier and more efficient for the personal trainers themselves.
It was a start-up when I came onboard and was B2C back then, offering trainer-led online coaching. Now it’s predominantly B2B and is now operating under the brand VOR, having pivoted.
It’s taken time to work through the technology, but we have some very good, very bright people and I believe we’re on the crest of a wave now.
Max, why did you create Another Round?
Max Cotton: This was never tech for tech’s sake. We had an organic problem.
As a personal trainer, you can spend a lot of time designing bespoke programmes around the specific needs of each client. As you get busier you might also start churning out very similar programmes for different clients with a few tweaks here and there. But you can still have a lot of quiet time. In fact, you can have quiet months where income is tight.
Another Round set out to address all of this, allowing PTs to scale up and service more clients without compromising the quality or the personalisation of the product.
Crucially, this was never about replacing human trainers with a faceless AI PT. Quite the opposite: by taking care of the programming, Another Round aims to enable the trainer to focus their time on the human touch, supporting clients and keeping them accountable.
The app allows trainers to quickly create and send personalised programmes to their clients,
The business has pivoted from B2C to mostly now B2B
with our proprietary AI ensuring workouts are safe and effective for each client. Suddenly, in addition to in-person sessions, one trainer can work with 50–100 people online. It can make PT affordable for people and provides the trainer with additional revenue. It also allows for the scaling of PT.
It started a year before the pandemic, which meant that going into lockdown, I had three businesses: I was a personal trainer, I ran a workplace wellness venture called PE for Grown-Ups and I had Another Round as a side hustle – the online coaching business.
When lockdown came, three went down to one: Another Round. Yet I had an advantage over other PTs in that I’d done it for a year and had a customer base. The business did well.
As we came out of the last lockdown, I realised this was what I wanted to do; I’d always enjoyed personal training, but I wanted to run a business. I began to scale Another Round in mid-2021, with Peter coming on board in 2022. The reviews on our website and on Trustpilot say it all: we created something that met a need and serviced it very successfully.
But your main focus is now VOR?
Max Cotton: Some gym chains had seen Peter’s involvement and reached out to discuss potential collaboration. My wife and co-founder suggested selling our technology to them. I wasn’t sure at first, but they led me to realise that all the issues we had set out to address – the challenges of delivering high-quality coaching at scale –were the same challenges health clubs face.
We asked the operators that had approached us if they’d be interested in a white label version of our technology and they said yes.
Peter and some of my VC contacts also advised B2B as the strongest model in the prevailing climate. And so we pivoted from B2C to B2B, supported by our CTO Jesse Shanahan.
We had to work through a lot of updates to create a universal piece of kit; it had always been a platform designed around our needs as Another Round, which we would have built up over time. However, we secured funding to get us through to April 2024, we got the tech and the branding fully ready and we launched in June this year.
VOR allows PTs to create and send personalised plans to clients
We asked the operators that had approached us if they’d like a white label version of our technology and they said yes
PHOTO: ANOTHER ROUND
VOR
isn’t an app, it’s an AI engine designed to make gyms’
own
‘workout builders’ smarter
As a B2B platform, we now focus on supporting the enhanced delivery of in-person PT; as with Another Round, VOR isn’t there to replace trainers. We believe having a person there makes the experience better in every way.
What will happen to Another Round?
Max Cotton: Over the last few years, Another Round has given us a lot of feedback and knowledge and established us as experts in online coaching. It also helped us raise funding, as many users became angel investors: we raised £40,000 in 24 hours and went on to raise almost a whole investment round through this network. These individuals are also still on-hand to offer their expertise as lawyers, financial experts, HR experts and so on.
Another Round isn’t going anywhere, but we’ll keep it quite small: a handful of trainers and capped at around 500 members.
How does VOR work?
Max Cotton: We recognised that building and hosting apps is not our strong suit – our strengths are AI, automation and fitness – so VOR isn’t an app. It’s an AI engine that we’ve designed to plug in to other technology, making gyms’ own ‘workout builders’ smarter.
In fact, ‘white label’ doesn’t really do our technology justice. This isn’t some large language model plug-in – we’ve built our AI from the ground up.
Every programme is based on a series of questions about the exerciser: their preferences,
It takes VOR just a few seconds to create an in-depth workout plan
health conditions, injuries, goals and so on. Some of these questions are multiple choice, so people can pick more than one option and arrange them in order of importance.
Based on this information, VOR can generate millions of programme outputs. Clubs are also able to add their own questions.
Our engine is also customisable, able to adapt to gyms’ training styles, the ways they use certain pieces of equipment, their layouts and so on. It means programmes can replicate a club’s specific style. It takes under a second for VOR to design a simple programme or a couple of seconds to create something more complex, with the option to design single workouts through to 16-week programmes. Trainers have the option to edit programmes
if they wish; if they do, VOR will track those changes to continue to improve its programming.
It’s great for new trainers who might otherwise spend hours trying to design overly complex programmes. It’s also great for busy PTs, reducing trainer bias – the tendency to always fall back on their favourite exercises – by using hundreds of different exercises. Put simply, it’s there to help trainers do their job better.
By taking care of the programming, VOR upskills PTs to coach whoever comes through the door, whether they have health conditions, are looking for sports-specific training or, postphysio, still need to be careful of their injuries as they build back up. It unlocks the human potential clubs by enhancing what PTs are capable of.
Have any operators taken it on yet?
Max Cotton: We’re in conversation with a number of operators and are about to sign with one, with the first few deals likely to come from outside the UK. The standard of personal training is decent in the UK, however, places such as a club we’re speaking to in eastern Europe are still emerging from a bodybuilding mindset. People there now want a more functional style of training, but PTs are stuck in their ways and not equipped to deliver it. We will need to support not only with our tech, but also through education.
Any plans to evolve the offering?
Max Cotton: We’ll continue to refine our automations, working with our partners to understand what data they take in from their members at the front end; if you’re asking someone to share information, you should absolutely be using that to improve your service to them.
VOR can eliminate PT bias, where some exercises may be over-used
We want to demonstrate that the best use case for AI isn’t to replace trainers, but to enhance what they’re capable of
The algorithm can also be applied to anything from Zumba to Reformer Pilates to physiotherapy. The PT model took us a couple of years to build, but we’ve already created a circuit class model and plan to expand on this with a series of group exercise products. We just need to know what ‘great’ looks like for any given club.
What potential do you see for VOR?
Max Cotton: I want to use VOR to demonstrate how the best use case for AI isn’t to replace trainers, but to enhance what they’re capable of.
In spite of this person-first vision, we’re also looking to create a trainer-less option. However, this will be a quick-fire solution with nowhere near the same level of hyperpersonalisation. We see it as a funnel into personal training, giving people just a taster of having a programme and leaving them wanting more.
Will you tackle other markets/ Max Cotton: We’d ultimately like VOR to transcend fitness and embrace healthcare too.
I’m excited by the opportunities to build in parameters for conditions such as hypertension, Type 2 diabetes, obesity, rheumatoid arthritis and so on, as well as to support pre- and postnatal women. In some cases, trainers will also need specialist qualifications.
Peter Roberts: Before we move into the group exercise and healthcare markets with VOR, we’ll first embed the PT product, with the aim of dominating the market niche we know best.
We’re in a strong position commercially; it would be hard for anyone else to come in now and quickly copy what Max and his team have built, given the amount of development work that’s been done.
We’re ready to deliver and have something I believe a lot of people will want. The door is now open. l
PHOTO: ANOTHER
ROUND / VOR
Serial entrepreneur, Peter Roberts is backing Max Cotton and VOR
We’re not just building equipment; we’re building the foundations for coaches, gym owners and athletes to achieve their personal pursuit of better
The pursuit of
BETTER
Ben Stocks, managing director at BLK BOX, explains how the company is founded on the philosophy of building better, with a commitment to quality and innovation
At BLK BOX, our guiding principle – ‘The Pursuit of Better’ – isn’t just a goal, it’s in our DNA, driving every decision we make, the creation of every piece of equipment we build and every relationship we forge with our 300,000-plus clients. These include everyone from Nike and Adidas to FC Barcelona, PureGym and Irish Rugby, circling the world from Dublin to Dubai and Singapore to Sydney.
From our headquarters in Belfast, Northern Ireland, we strive to transform lives through strength training, pushing the limits of what’s possible.
The principle of constant innovation and improvement sits at the heart of our business, guiding us in creating world-class products that meet the needs of elite athletes, coaches and gym members around the world. Every product that leaves our factory is a testament to our commitment to quality and precision. Our manufacturing heritage ensures each piece of equipment is crafted with care, using the finest materials and cutting-edge technology.
From the paint line to the welding room and from R&D to every completed facility, we believe true progress comes from the relentless pursuit of improvement and that’s what drives us forward every day.
■ Strength training: a catalyst for change
The Pursuit of Better isn’t just about improving our products, but also about pushing ourselves to innovate, grow and deliver excellence in every aspect of our business. Our promise is simple: built better. We know our clients expect the best and we deliver every time. This approach has earned us a King’s Award for Enterprise in International Trade (2023), as well as a Gold Level Innovator Award. This commitment to quality extends beyond the physical products we create. Our goal of
PHOTO :BLK BOX
BLK BOX is proud of its ‘Made in NI’ heritage
Ben Stocks
is on a wider mission to drive positive change through training
“Transforming lives through training,” reflects our broader mission of driving positive change through our work. When we equip a health club or gym, we’re not just providing tools; we’re enabling athletes and everyday people alike to pursue their own version of better.
We believe strength training can change lives and is a powerful tool for transforming physical and mental wellbeing. Whether it’s helping coaches to better support their teams, empowering gym owners to provide top tier training environments or helping athletes reach new personal records. This belief fuels our mission to create the best equipment, trusted by the most demanding professionals in the industry.
n Client obsession: we sweat the details At BLK BOX, every project is treated with the same level of care and dedication as if it were our own. We sweat the details, ensuring every piece of equipment not only meets, but also exceeds expectations.
Customisation is a key part of this approach, as we work closely with owners, coaches and athletes to create bespoke solutions that fit their unique needs. Whether it’s designing a facility
The gym is my favourite space in the building. We tasked BLK BOX with making everything in here and the quality is second to none.
I love the brand, it’s the best equipment supplier in Europe
George Heaton, Represent
layout that maximises performance or branding equipment with a team crest, we go the extra mile to deliver exactly what our clients need.
n Strong philosophy: building foundations Our guiding principle ‘The Pursuit of Better’ is more than a slogan, it helps inspire all parts of our business and as we look to the future, it will continue to be our goal.
We’re not just building equipment; we’re building the foundations for coaches, gym owners and athletes to achieve their own personal pursuit of better. l
More: www.BLKBOXFITNESS.com
BLK BOX
PHOTO:BLK BOX
wellness Working
Julie Cramer looks at what health and fitness providers, companies and employees can expect to gain from the changing world of workplace wellbeing
While adoption of workplace wellbeing programmes has been steadily growing over the past few decades, it took the global pandemic arriving in 2020 to really bring the importance of the concept into sharper focus.
With large numbers of employees having to shift to remote working or self-isolate during that time, many suffered from increasing levels of stress, anxiety and depression – problems that needed a better corporate strategy once people started returning to ‘normal’ work.
But what should a workplace wellbeing programme look like in this post-pandemic world? What can health club operators offer to companies and what should the corporate world be asking of health and wellness providers?
At the heart of the industry lie a number of leading workplace wellbeing aggregators – the all-important connectors – who bring the worlds of health and fitness and big business together for mutual benefit.
According to Epassi UK, 83 per cent of UK employers had reported a rise in wellbeing benefit requests from their employees
From the perspective of the health clubs, aggregators say their deals can decrease or eliminate acquisition costs, although not everyone agrees. As for corporates, they can benefit from the frictionless delivery of services that will bring the desired benefits to their employees and ultimately to the company as a whole.
A growing marketplace
In 2024, workplace wellbeing is certainly a big deal. Across Europe alone, revenues from the workplace wellness market are predicted to expand with a CAGR of 6.5 per cent over the period of 2023 to 2032, according to the recent Europe Workplace Wellness Market Forecast by Inkwood Research. This growth is predicted to be accompanied by a revenue share of US$43 billion over the same period. According to corporate wellbeing company Epassi UK, which works with over 2,000 corporate clients, recent figures showed that 83 per cent of employers in the UK had reported a rise in wellbeing benefit requests from their employees. So it seems that people are continuing to invest in their wellbeing in all areas – from holistic therapies to nutrition services to health club memberships – and are increasingly relying on their employers to help them with this.
Companies can benefit from the frictionless delivery of services that will benefit employees and the company as a whole
And according to The Return on Wellbeing Study launched by workplace wellbeing provider Wellhub [formerly Gympass] in May 2024, companies can look forward to ever-increasing returns on their investment in wellbeing programmes.
The report, based on a survey of 2,000 HR leaders across nine countries, revealed that 99 per cent of leaders found their wellbeing programme increased productivity, while 98 per cent said it reduced employee turnover and 97 per cent claimed that greater engagement in a programme drove higher ROI.
With this in mind, we asked three workplace wellbeing aggregators –Wellhub, Hussle [now part of Egym Wellpass] and Epassi – to talk about what’s currently working in this sector, what advice they’d give to companies looking to introduce or up-level an employee wellness programme and what fitness trends and wellbeing services are likely to be in demand over the next five years.
Wellhub says habittracking app usage is up 111 per cent
There’s
a clear shift towards holistic and virtual wellness
Eamon Lloyd
Wellhub (Formerly Gympass)
Our platform connects employees to fitness, mindfulness, therapy, nutrition, and sleep partners through a single subscription, which is more costeffective for them than buying individual services. We support over 18,000 companies with exclusive gym and studio partnerships, bespoke wellbeing coaching, and seamless integration with HR systems. Wellhub promotes employee engagement, productivity, retention and reduced healthcare costs. Our network also benefits partner organisations by attracting new members and generating incremental revenue.
What’s most in demand?
Traditional gyms remain popular, but digital and integrated wellness solutions are trending. There’s a clear shift towards holistic and virtual wellness. Habittracking use is up 111 per cent, emotional health services by 74 per cent and use of virtual trainers has risen by 44 per cent. Additionally, pickleball checkins have surged by 214 per cent, showing a growing interest in diverse, innovative fitness options.
What advice would you give companies?
Start by assessing employee needs through surveys or focus groups. Choose a provider that aligns with your company culture and offers a broad range of services, including fitness, mental health, and nutrition support. Ensure integration with HR systems, have tools to drive engagement and monitor the data. A well-tailored wellness programme boosts
employee wellbeing, engagement, and overall success. Lastly, gaining buy-in from leaders and champions early on is crucial for fostering a culture of wellbeing.
What are the benefits of your service?
We’ve seen tremendous benefits for corporate clients and their employees: from 99 per cent of HR leaders saying their wellbeing programme increases employee productivity, to 98 per cent saying their wellbeing programme actively reduces turnover. We detailed these findings in our 2024 study, The Return on Wellbeing.
How much do you reduce the cost of acquisition for health clubs?
We’ve shown with our partners that we’re an efficient channel for them to attract members from the corporate wellness market. Since the pandemic many operators have had to scrutinise every penny they spend on acquisition and by working with us they have a plug and play system.
How will the market shape up over the next fi ve years?
We’ll see growth in digital solutions. Expect increased integration of AI and personalised wellness plans, expanded focus on mental health and a rise in virtual and hybrid wellness offerings. Companies will also emphasise data-driven insights to tailor plans and enhance employee engagement, reflecting a shift towards more comprehensive, accessible, and customised wellbeing solutions. More: www.wellhub.com
Eamon Lloyd
UK workplace wellness is just getting started and operators need to position themselves for imminent fast growth
Neil Harmsworth Hussle
Hussle, which is now part of Egym Wellpass, provides employers with an inclusive, multi-venue gym membership package, with services catering for employees’ physical fitness requirements regardless of location, price point or facility-type preferences.
PHOTO:JULIETLEMON
We secure, on average, more than 50 per cent contribution from employers to subsidise employee gym membership packages and this brings new, incremental investment to the fitness industry for the benefit of operators.
The combination of our multi-brand operator network, inclusive price points, variety of gyms, pools and spas and generous employer-subsidised rates means we see three- to four-times the typical employee engagement rates and better ROI than traditional single operator corporate memberships.
What’s most in demand?
Access to physical fitness facilities remains, by far, the most in-demand service for employers and employees. Companies have explored holistic services, virtual offers, apps and bolt-ons and although the ‘sales
pitch’ sounds good, employee engagement remains low. We find many companies no longer want to foot the bill for unused services which remain niche compared to the demand for physical fitness venues.
What advice would you give to companies?
Wellness is a benefit which can get de-prioritised by HR teams who have experienced low employee engagement in the past. This can lead to employers taking the ‘easy option’ with generalist benefit platforms that bury their fitness partners.
As a sector, we need to make a compelling case that things have changed. There are now highly inclusive, expert providers that can achieve high levels of employee participation. On the employer side, they should seek a wellness partner that can provide data which demonstrates the ROI of a healthy
Neil Harmsworth
A good workplace wellness proposition will drive higher levels of engagement
PHOTO: HUSSLE / MATT DAVIS
workforce – something that is now deliverable through things such as smart gym equipment.
What are the benefits of your service?
Very simple, employees use it. Workplace wellness propositions are pointless for all parties if employee engagement is low. We achieve 15-30 per cent employee participation thanks to the inclusiveness and simplicity of our service which keeps corporate clients and employees happy. No complicated tiering or confusing credit models. No expensive niche service bolt-ons. Just a simple, inclusive, broad appeal multi-venue gym membership.
Can you reduce the cost of acquisition?
Operators incur no acquisition costs using Hussle, but typically get a slightly lower yield than a direct
As a sector, we need to make a compelling case that things have changed
membership. As explained, on average we achieve more than 50 per cent employer contribution towards employee gym use, which brings incremental revenue into the sector and subsidises employee memberships and boosts participation.
How will the market will shape up over the next five years?
UK workplace wellness is just getting started and operators need to position themselves for imminent fast growth in this space.
Google Trends suggests UK demand volume for workplace wellness is 21 per cent of the comparable German fitness market but is growing much faster at 57 per cent year-on-year, compared to Germany at 23 per cent year-on-year.
More: www.hussle.com
can demonstrate the ROI of a wellness plan to companies
PHOTO: HUSSLE / MATT DAVIS
We’re noticing a growing demand for more holistic wellbeing options that support physical, mental and emotional wellbeing
Emma Vivo Epassi
We provide corporate wellbeing solutions designed to improve employee health and fitness while helping employers boost engagement, productivity and talent attraction and retention.
We’ve partnered with 4,000 fitness facilities and work with over 2,000 companies across the UK and Ireland to offer their employees discounts on their gym memberships through our two schemes: GymFlex and MyGymDiscounts.
It’s advisable to start with an employee survey
What’s currently most in demand?
We’re noticing a growing demand for more holistic wellbeing options that blend physical, mental and emotional wellbeing.
Meditation, mindfulness practices and stress management are becoming integral parts of many fitness routines as consumers seek a more balanced approach to health and fitness.
Consumers are also looking for services that address things such as nutrition and recovery to sit alongside their traditional gym memberships. That said, traditional health club offerings are still the most popular choice.
What advice would you give companies?
To take an employee-centred approach to find out exactly what their employees want. When a company is considering implementing a wellbeing programme, we recommend they survey employees.
The majority of survey results will identify that employee’s preferences and needs are very different, particularly for a company that has a dispersed and diverse workforce. This is why having a network of fitness options that offers coverage and choice at different price points is so important.
By listening to employees and selecting a provider that suits your company’s values and workplace
PHOTO:EPASSI
Emma Vivo
Yoga, meditation and breathwork are increasingly popular
needs, employers will be more likely to build a wellbeing programme that improves wellbeing and boosts engagement amongst employees.
What are the benefits of your service?
Corporate clients can reap the rewards of increased employee productivity, reduced absenteeism, improved employee attraction and retention and enhanced company culture.
Clients can give their employees access to thousands of fitness options through one network, which reduces admin and costs. Employees can take advantage of a range of health benefits, improved engagement and motivation at work, stronger social connections and corporate discounts.
How much does your service reduce operators’ cost of acquisition?
Absolutely we do reduce cost of acquisition, but it’s hard to quantify, as our network is diverse and our models deliver members to clubs in different ways.
Clubs can join our network free and we promote them to our corporate clients at no extra cost, so it’s low risk.
We deliver pre-paid 12-month members and free leads, connecting clubs to corporate
Wellbeing at Work Summit Europe
The 8th Wellbeing at Work Summit Europe will take place from 13-15 May 2025 in Zurich and Amsterdam. The three-day event will attract seniorlevel business leaders from across the region who want to take their wellbeing and mental health strategies to the next level. Delegates will gather to learn from leading companies in the field, connect with peers in their industry, gain access to the latest insights into wellbeing at work, discuss strategies and validate their own ideas about creating healthy culture at work.
Wellbeing at Work was started in 2014 by Chris Cummings, who was inspired by his partner’s mental health condition to make a positive impact on wellbeing in the workplace and drive positive change. For more information and to book tickets, visit: www.HCMmag.com/WWSE
members, making the member acquisition process smoother through a single corporate channel that manages the relationships, operational processes and marketing, as well as collecting the revenue and renewing the member.
How do you see the market shaping up?
Over the next five years, we expect demand for fitness plans as part of employee benefit packages to keep growing, especially after the surge we’ve seen since the pandemic.
There’s an increasing interest in practices that promote mindfulness, recovery and regeneration, such as yoga, meditation, breathwork, sound baths and cold-water immersion, and we envisage these practices becoming a core part of wellness programmes.
Wearable technology is likely to gain further traction, as advancements continue to enhance the range and accuracy of measurable health insights. Consumers are increasingly interested in quantifying their health metrics, such as sleep quality, stress levels, women’s health, and VO2 max. Fitness trends, such as Hyrox and pickleball, are getting exposure, so we expect to see a significant rise in interest for activities like these from our customers. More: www.epassi.com
Relax, reset, recover
The WellnessSpace Brand team is thrilled to unveil an elevated new model of the HydroMassage, the personalised heated water massage lounger.
Designed to impress, the HydroMassage 440 G3 embodies elegance and functionality, meeting the needs of diverse industries seeking wellness, recovery technology and solutions.
HydroMassage says it’s working to change the game in innovative water massage technology for wellness and muscle recovery. Businesses can transform their wellness space with a heated water massage lounge that targets specific areas of the body for a personalised and relaxing experience for their members.
“We’re particularly proud of the HydroMassage 440 G3 custom features, which include a state-of-
the-art redesigned touchscreen and interface with enhanced, simple controls that offer onetouch selections for targeted massage areas,” says Paul Lunter, CEO of WellnessSpace Brands.
“The model delivers on style and performance with a sporty, long-lasting designer cover that businesses will appreciate for its durability and softer, more comfortable feel.”
Check out this page for a closer look at the new features: www.hcmmag.com/WSB1
Customisable products
The HydroMassage 440 G3 is a culmination of development efforts to fuse design and performance for a superior product that elevates wellness and recovery: “Meaningful innovation is at the
“Meaningful innovation is at the heart of everything we do”
Paul
Lunter, CEO, WellnessSpace Brands
heart of everything we do,” says Lunter. “Our customers expect to see this guiding principle artfully expressed in every design detail built into the G3 model.”
As the focus on wellness continues to grow, WellnessSpace Brands is providing innovative and customisable products for users to relax, reset, and recover. Users benefit from HydroMassage with relief of sore and stiff muscles, and reduced stress, tension and anxiety for a more active lifestyle and improved mental wellness. ●
● Learn more about the new HydroMassage 440 G3 and read the blog post Exercise and recovery: why you need both, at www.HCMmag.com/WSBblog.
PROOF FUTURE
Julie Cramer asks suppliers about their approach to design and the best ways to futureproof the gym fl oor
Little Houses Group worked with Stronger Wellness on Jesse’s House in London
I always encourage clients to resist filling every inch of their club, no matter how much budget they have
Elena Lapetra-Diaz Stronger Wellness
During the design process, we ask customers how they want their members to feel and think. This question is the foundation of every project.
Jesse’s House
We worked on the community-led Jesse’s House by Little Houses Group, a membersonly property in central London.
Preserving the building’s character was a priority during the design process. Despite its size, the space is full of personality, which we aimed to showcase. Early on, creative shifts were made regarding who would use the space and how. Our role was to challenge the customer’s vision and temper the influence of trends, while respecting their ownership of the project.
With a broad user base focused on PT and small group training, the goal was to design an inviting, functional space without flooding it with equipment or cannibalising the use of fitness studios already on site.
We enjoy having that conversation, because although we use tech – such as VR, 3D imagery, and AI drafting – it takes a back seat to designing spaces that resonate with users and create meaningful experiences.
We advise clients they don’t need to buy all the equipment on day one. Gym design evolves, and it’s important to leave room for adjustments.
You won’t fully know how the space will be used in the first three to six months and we recommend purchasing 70-80 per cent of the equipment initially, then waiting for feedback before adding new items – often ones that weren’t on the original list.
It’s an art to balance what you believe will please your existing customers with what will attract new business. Be mindful of big leaps in tech adoption; customers may prefer familiar setups. Also be savvy with infrastructure changes, from wiring and connectivity to partition walls. We help customers plan three to 10 years ahead for efficient use of time and budget, avoiding repeat jobs later. More: www.strongerwellness.com
John Lofting
D2F Fitness
A key consideration is what’s underfoot. We’d recommend avoiding rolled flooring options such as rubber or vinyl. Free weights tiles or functional fitness tiles allow the reconfiguration of the gym space without the cost of having to replace the whole floor.
Floor tiles are also a great way of designating spaces for specific activities, enabling the use of different colours, or integrations of things such as sled tracks.
We also install rigs that are modular, allowing them to be increased or decreased in size, altered in shape, or have attachments added to optimise the space without needing to fit a complete new rig.
We help clubs future-proof their gyms by creating clear, open spaces to maximise functional training areas. As functional fitness becomes increasingly popular, dedicated spaces allow clubs to move with the trends, rearrange and install the latest kit. More: www.d2ffitness.com
As functional fitness becomes increasingly popular, dedicated spaces allow clubs to move with the trends
Modular rigs can be increased or decreased in size as needed
CASE STUDY
Sunderland Aquatic Centre
Everyone Active Sunderland Aquatic Centre has reimagined its two-storey fitness space with designated areas for an Olympic lifting area and a sled track.
Working around the constraints of the building shape and supporting pillars downstairs, we kitted it out with dumbbells, barbells, plateloaded machines and weight trees.
Upstairs we integrated functional equipment such as Altrafit Power Bags, slam and med balls and plyometric boxes, along with more dumbbells. This enabled two levels of functional training separate from the cardiovascular area to meet the client’s brief.
PHOTO:
DESIGN
Our designs incorporate space for expansion, allowing new equipment or zones to be added as demand for specific activities grows
Stephen Meir
Pulse Fitness
We prioritise three things: accessibility, versatility and growth potential. Our creative process begins with understanding client needs and space constraints. We utilise 3D renders to visualise layouts, ensuring equipment placement maximises flow and user experience. These digital tools allow us to experiment with configurations, ensuring the design is functional, aesthetically pleasing and future-proofed. We design gyms to be inclusive, ensuring all areas are accessible for users of varying abilities. This approach anticipates changing needs, such as ageing members or those with disabilities, allowing all facilities to remain welcoming for everyone.
We plan for adaptable power, lighting and flooring to support evolving fitness trends. This allows for easy reconfiguration of the space and equipment, ensuring the club can quickly adapt to shifts in consumer preferences. Our designs also incorporate space for expansion, allowing new equipment or zones to be added as membership increases or demand for specific activities grows. This approach ensures the gym can scale to meet future needs without significant overhauls.
More: www.pulsefitness.com
Vivacity in Peterborough UK has been fitted out by Pulse Fitness and Egym
PHOTO: PULSE FITNESS
CASE STUDY
BFPO Dhekelia
Station
We’re proud of our recent installation at BFPO Dhekelia Station in Cyprus, where we equipped multiple locations, including the 1st Battalion The Rifles.
The brief required equipment to support core fitness standards, with a focus on strength and conditioning.
We used multi-functional equipment to optimise the space and created zones for weightlifting, functional training and cardio.
The challenge of serving various fitness needs in military settings was addressed by incorporating durable, adaptable solutions.
The gym at Vivacity has been laid out with plenty of space for growth
Demographic
Steven Nutt
Matrix Fitness
I like to train in a facility to understand how it flows, observing how other members use the space.
I’m a big fan of usage data, but often the staff
If you don’t do this, you can miss the smaller areas members use that you wouldn’t perhaps design yourself, but these quirks give a facility the character members love.
will have all the answers you need if you ask the right questions.
Demographic profiling is important. Understand your catchment and design for the members you have now (and wish to keep), as well as the members you want to attract. I always encourage clients to resist filling every inch of their club with kit, no matter how much budget they have. Allow the gym to grow and evolve as members interact with it. More: www.matrixfitness.com
University of Warwick
We’ve just completed one of our most challenging, yet enjoyable gym refurbishments at The University of Warwick. When you’re handed one of the most impressive university facilities in the sector and asked to improve it, you know you need to produce something special, which we believe we have. It was even more challenging, because certain areas could not be changed, but through understanding members’ needs we were able to be accurate with equipment selection, creative with new training zones and design-led with the fit-out elements of the space.
Warwick now has a new design-led space that meets students’ needs
PHOTO:
UNIVERSITY OF WARWICK
PHOTO: MATRIX FITNESS / UNIVERSITY OF WARWICK
Tom Harding-Rooke
Indigo Fitness
Plan for the future by researching innovative equipment and designing in phases. By incorporating emerging fitness trends into your layout and allowing for seamless updates in future phases, you’re more likely to stay ahead of consumer demand. Having a clear understanding of your brand’s vision and knowing your demographic are essential. The more aligned your layout and equipment choices are with the aspirations and needs of
your target audience, the fewer adjustments you’ll need to make. When future-proofing club layouts, flexibility and foresight are key. I always recommend leaving room on the gym floor during phase one installation, allowing space-use needs to evolve with changing training habits and user preferences. An open layout not only prevents the fitness space from feeling cluttered, but also serves as a versatile area to deliver functional training.
The ultimate goal is to create designs with functionality and scalability for the future.
More: www.indigofitness.com
The more aligned your layout and equipment choices are with your target audience, the fewer adjustments you’ll need to make
Indigo Fitness is working with Third Space to deliver storage for HIIT equipment
Third Space
We’ve become a Third Space partner by delivering custom solutions that meet its standards for quality and innovation. Equipment is tailored –from HIIT storage units to turf rigs – and we integrate each element, to work with and around the club’s architecture, ensuring a fit that enhances aesthetics and usability.
Equipment is placed to work with the club’s architecture
PHOTO:
The health and fitness industry is constantly changing and training zones are required to flex to meet the latest trends.
Designing multifunctional areas that accommodate various activities, from group classes to personal training, ensures spaces remain relevant and effective in meeting consumer demand.
Functional storage is essential in gym design, delivering on efficiency and enabling better organisation to enhance the user experience.
Solutions such as modular shelving, built-in squat racks or even cable stacks keep equipment neatly arranged and easily accessible, while incorporating strength training. This maximises floor space and minimises clutter, ensuring a clean and inviting environment.
This approach not only improves functionality, but also supports a streamlined workout experience, reflecting modern, practical design principles and future-proofing the space. Adding modular equipment allows for easy reconfiguration, ensuring facilities can quickly pivot to new trends or user preferences.
Our creative process involves taking a deep dive into client needs to find the most fitting design/ equipment solution, while incorporating the latest design trends. Tools such as 3D CAD design software and video walk-through technology visualises layouts and the athlete’s journey through a space to ensure optimal space utilisation before designs are finalised. More: www.blkboxfitness.com
Adding modular equipment allows for easy reconfiguration, ensuring facilities can quickly pivot to new trends or user preferences
Chris Hull
BLK BOX
Hull says clever storage will maximise usable floor space
PHOTO: BLK BOX
PHOTO: BLK BOX
CASE STUDY
Soho House
We recently completed a project for White City House, part of the Soho House group, where we optimised the layout by incorporating modular strength equipment and functional storage and creating a dynamic training zone.
This design met the client’s brief for flexibility and style, while addressing challenges such as space constraints, by using smart functional storage solutions and maximising floorplan efficiency.
The brief for the new Soho House space was for style and fl exibility
Smart functional storage units were designed to tackle space constraints
For more insight, or to get in touch with the companies featured, visit www.fitness-kit.net and type in their keyword
Product innovation
Julie
Cramer rounds up the latest health, fitness and wellness kit
These gamified challenges maintain high levels of engagement and keep members on track, says Jason Thomas
GoXPro, creator of SaaS solutions for personal training, has launched a ‘digitalised challenges’ feature. The new offering is designed to enhance consumer engagement and retention, while also
“It shifts the dial on client experience and retention, and serves as a dynamic lead generator for PT”
Jason Thomas
generating new personal training clients and corporate leads.
Using igitalised challenges, health clubs can create and share customised, gamified challenges to boost motivation and keep members on track. Real-time leaderboards – accessible in-club and in-app – enable participants to track progress and compare results.
PTs can benefi t from the new feature, as the more competitive environment increases demand for their services and participants seek guidance to improve their performance.
Evolution Wellness, one of the largest health and fi tness operators in South East Asia, is rolling out GoXPro’s Digitalised Challenges to its Fitness First
Physical’s adjustable bench delivers a premium user experience, says John Halls
Physical has launched its Performance Adjustable Bench as it continues to expand its Performance line of own-label equipment.
Engineered for use in a commercial gym setting, the bench features a steel frame that supports a maximum weight capacity of 180kg. Heavy-duty synthetic leather cushions are 61mm thick and filled with polymer foam for user comfort; the polyurethane cover is also easy to clean.
The seat cushion adjusts to four incline positions (from 0 to 40 degrees) to target different chest muscles, while the backrest adjusts through six angles (-10 to 80 degrees) to support a variety of exercises, including
and Celebrity Fitness clubs in fi ve different countries. Over 1,000 people have already signed up for Malaysia’s country-wide 90-day Body Transformation Challenge.
fitness-kit.net KEYWORDS
GoXPro
“Each product in the Performance range has been reimagined based on user and customer feedback”
John Halls
decline dumbbell press, incline fl y and fl at bench press.
Polyurethane wheels make it easy to move, while adjustable feet ensure a stable foundation.
“This is a robust and versatile bench that ticks all the boxes for exercisers and operators alike,” says John Halls, MD of Physical.
fitness-kit.net KEYWORDS
Physical
Gamifi ed challenges can keep members on track
PHOTO:
The sound of dropping weights can be distracting and sometimes overwhelming says Marcos Requena
Pavigym’s BigJag flooring has been designed to keep noise levels low in weights areas while supporting a high performance training environment.
The flooring’s multi-layered construction absorbs impact and sound, creating a quieter and more comfortable workout space. This is especially important for health clubs in shared buildings or urban areas where noise complaints can be an issue.
All Pavigym’s floors are made from impermeable non-porous
Pavigym’s floors are made from impermeable non-porous virgin rubber
virgin rubber, which are easy-toclean, antibacterial and prevent the accumulation of odours.
CEO, Marcos Requena, says: “Whether you’re outfi tting a new club or upgrading an existing one, BigJag will make it a quieter, more enjoyable place to work out.”
Pavigym fitness-kit.net KEYWORDS
“The multi-layered construction absorbs impact and sound, creating a quieter and more comfortable workout space”
Marcos Requena
The pulley uses wireless load-sensing technology originally developed in the marine industry to deliver advanced metrics, says Miles Rimell
Cyclops Workout has introduced its new Connected Pulley – the latest in its line of retrofi t sensors that covers cables, straps and bands. The Connected Pulley is designed to transform the value of selectorised equipment, for both gym members and operators.
“While workout apps are booming, the missing link is strength insights that offer valuable, engaging data comparable to those available for cardio workouts”
Miles Rimell
Director Miles Rimell says its introduction comes as a response to two pivotal fi tness trends – a surge in popularity for strength training and a rapid shift towards connected fi tness.
The new fi t-and-forget design seamlessly swaps with existing pulleys, harvesting its own energy from the natural revolutions, ensuring an uninterrupted data stream without the need for a power supply, batteries, or regular maintenance.
The device is designed to be invisible to users and has no effect on the look, feel or functionality of equipment. Users simply connect to each piece of selectorised equipment via a QR code for instant feedback.
As well as delivering live rep count via the Cyclops app, the connected pulley uses wireless load-sensing
technology that was originally developed in the marine industry to deliver advanced metrics such as time under tension, total force, and concentric vs eccentric movement.
Cyclops Workout fitness-kit.net KEYWORDS
The device delivers workout metrics
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The effects of accelerated ageing in the early 60s can be partly offset by
Fast forward
The risk of developing age-related diseases spikes at certain times of life when ageing accelerates, according to new research from Stanford Medicine. Kath Hudson reports
According to research undertaken by Stanford Medicine in the US, ageing is nonlinear and there are periods of significant change around the ages of 44 and 60.
The longitudinal study, Nonlinear dynamics of multi-omics profiles during human aging, published in the journal Nature Aging, followed 108 participants aged between 25 and 75 years of age. Biological samples – blood, stool, skin swab, oral swab and nasal swabs – were taken every three to six months for a maximum of 6.8 years and average of 1.7 years.
The evidence pointed overwhelmingly to ageing being a non-linear process, with the risk of developing age-related diseases spiking at certain ages – especially after 60.
Only 6.6 per cent of molecules displayed linear changes throughout human ageing, a finding which is consistent with previous research.
“We’re not just changing gradually over time; there are some really dramatic changes,” says Michael Snyder, PhD, professor of genetics and the study’s senior author. “It turns out the mid-40s is a time of dramatic change, as is the early 60s. And that’s true no matter what class of molecules you look at in the body.”
At 44 and 60 there are distinct shifts in ageing, including the ability to metabolise caffeine, alcohol and lipids. The ageing of skin and muscle is also markedly accelerated at both of these crests, as is cardiovascular health.
The second wave of changes includes molecules involved in immune regulation, carbohydrate
Changes in the mid-40s were less expected by researchers and were initially assigned to the perimenopause, until they found the changes occur in men as well
metabolism and kidney function. After 60 there’s also a more rapid decline in the immune system, as well as oxygen carrier activity and a higher risk of developing both kidney and cardiovascular disease and Type 2 diabetes.
The mystery of men
While the ageing spike at 60 was not surprising to the scientists, the changes in the mid40s were less expected and were initially assigned to the perimenopause, until they found the changes occur in men as well.
“This suggests that while menopause or perimenopause may contribute to the changes observed in women in their mid-40s, there are likely other, more significant factors influencing these changes in both men and women. Identifying these factors should be a priority for future research,” says first author of the study, Xiaotao Shen.
The team plans emphasised the importance of paying increased attention to health during the 40s and 60s, for example, increasing exercise and decreasing alcohol consumption. l
More: www.HCMmag.com/fastforward
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