For gym owners doing $40k to $300k plus a month
What do you do with this thing now?
You've built a gym that works. Now you're looking at what's next. Sell it. Double down. Open something new, which might mean understanding what to stop doing. Hand it over and step back.
The Syndicate is a room of gym owners who have made these decisions, with the numbers in front of them.
The gym works. It stopped working for you.
Members here have taken all of them.
None of this shows up as a crisis.
The wrong manager
You hire to buy time and it costs you a year. The longer they stay, the more there is to fix after. That is before the damage to your culture and the hours you spend working around them.
$50k to $150k lostPayroll drift
Pay creeps up one hire at a time and nobody resets it. At $50k a month, 44% payroll instead of the group average of 38% is a different business.
$3,000 a monthPricing and delivery
Rates you set years ago. A model running half full. Either way it is money already inside the business, before you spend a dollar chasing new members.
6 to 12% of revenueUnwatched spend
Software and services that made sense once. Most gyms overspend 3 to 6% outside payroll, because nobody owns the list and it never looks big in one month.
$1,500 to $3,000 a monthNobody describes it in numbers. This is roughly how it gets said out loud on a first call.
“I'm always just one person removed from having to put myself back in.”
“When we put people on salary, performance just dips. Happened twice.”
Most people in this space stopped running gyms. I didn't.
I own four gyms and we're still growing, across three states, and I'm in each of them about once a year. Between them it's roughly a thousand members and thirty staff. They run without me standing in them. That's the part I can actually help you with.
I've been consulting gym owners since 2015, and I work with twenty five at a time. I'm not going to explain your business to you. You've been in it longer than I've been looking at it.
What I will do is give you an objective view of the places scaling gyms break. It usually comes down to four things. How you see your own job. What the business actually is. The math underneath it. And the culture it takes to build something that moves without you.
What happens once you're in.
We find the real number.
The first few calls are diagnostic. Where your time goes. Where the money goes. The numbers worth tracking and the ones that are noise. Who is on the team, where the leverage is, and where it isn't. Most owners are surprised by at least one of the four.
We build the model.
We map what your model does today, then build what it looks like at its next stage. Built around your goals rather than somebody else's idea of scale. Once that exists, the hires you need stop being a guess.
We move on the obvious ones.
More of what has already worked for you. Costs cut where they can be. The one or two operational levers that matter most, fixed. Then the team conversation, and a first version of a comp model that pays people for the right things.
Ninety days is the minimum because that's how long it takes to get here. Most members stay well past it, because a model is only useful if somebody keeps holding you to it.
$60,000 last month. The first time he's ever cleared sixty.
Two years ago he told me on a call from Australia: "I need to not be relied on."
He wasn't on holiday. He'd been there with his family for months, running the gym from the other side of the world, still doing the sales and the emails himself. It worked, but only because he never really stopped.
So that summer he hired a manager, and we spent about a year and a half handing the job over properly. Sales first, then the lead follow up, then the day to day of running the floor.
By July 2025 the gym was doing $44,000 a month with just under $13,000 in profit, after he'd paid himself. Across the first seven months of that year the gym cleared $48,000 in profit on top of his own pay. The same seven months the year before, it was $9,000.
His words that day: "Before, it was more like, how do we not lose anything. Now it's how do we ramp it up."
A year on, this July was $60,000. Most members they've ever had. His manager sold a new program at a 97% close rate while he was nowhere near the phone.
He's now writing the plan for a second location. Not because he needs one. Because he finally has a team that could run it.
This isn't for everyone.
Any one of these and you'll get more out of your money somewhere else.
You're in your first two years. You need reps, not a coach.
You want somebody to run your marketing. We'll help you get it right, we won't do it for you.
You want to be told you're doing great. You'll get asked real questions, and you'll answer them.
You want a playbook. We'll build you a game plan based on your goals and your numbers.
See if it's a fit.
Four questions, then a short call. If it isn't the right room for you, I'll say so.
$2,000 the first month, then $1,200 every 28 days. Ninety day minimum.