Once a week, four owners and me, working on the business behind the gym. Not a course. Not a community. A room where you bring the thing that is actually stuck and leave with a decision and a date on it.
Only four seats. What it costs drops March 1. The list gets in first.
You did the thing everybody told you to do. You got the gym to a million. And then you looked at your own bank account.
Most owners at this level are working more than they did at half the size, making every decision in the building, and taking home a number that would embarrass them if they said it out loud. The business looks successful from the outside. The person who built it is not being paid like it.
That gap is the only thing I work on.
I ran my company for nine years before I paid myself a real salary. Not because the business could not afford it. Because nobody ever sat me down and told me what I was doing wrong, and I was too busy to notice. I also spent about seventy thousand dollars a year with two coaching companies during that stretch, while taking home nothing myself.
The industry is very good at teaching you how to get to a million. Almost nobody works on what happens to you after you get there.
Everything starts the same way. After that there are two levels, and they are different in kind, not just in price.
An outside read of your numbers and your operation, with a written verdict. Required before anything else. It is how I find out whether I can actually help you, and how you find out whether I am worth listening to.
Four owners, one room, one hour a week, remote. You bring the constraint. I give the verdict. This is where the four founding seats are.
One owner, one on one, weekly, with my CFO, COO and CMO in your building four times a year. I bring the constraint, out of your numbers, before you have seen it. This is the deep end.
For a very small number of businesses there is a level where I take ownership instead of a fee and share in the outcome directly. That is a conversation, not a program, and it starts the same way everything else does.
Nobody works with me cold.
You send your numbers. Financials, payroll detail, whatever your software will export, your standard operating procedures if you have any, and your org chart. I never take logins, only exports, under an agreement in both directions with a date on which I delete everything.
I go through all of it. Then we spend an hour with you telling me what you think your biggest problem is.
The whole point is the gap between those two things. What you believe is wrong, and what the numbers say is wrong, are almost never the same. The difference is usually the exact reason you have been stuck. It sounds like this: you tell me you have a lead problem, and it turns out you have a hundred and seventy six leads a month and half the people who book an appointment never walk through the door. That is not a lead problem. It is a completely different problem, it is cheaper to fix, and you were about to spend money on the wrong end of it.
What you get. A written verdict and a ranked list of what is actually broken, in the order it should be fixed. Not a report. A verdict.
If you do not track anything, which is most owners, the Teardown becomes the set of numbers and systems you need to build first. That is not a lesser version. Knowing you are flying blind, and getting handed the instrument panel, is worth more than an analysis of data that does not exist.
Three things, not thirty. You get three priorities and I will not give you the fourth until the first three have been running for thirty days. Every company in this industry hands owners two hundred documents. You implement none of them and you know it.
If the Teardown says I am not the right person for your situation, I will tell you that, and you keep the verdict either way.
A gym owner doing over a million dollars usually has no board, no investors, and nobody they answer to. Nobody who can see the business from outside and has no reason to be nice about it. That is what this is. Your first board of directors.
It opens with one question. What is your biggest constraint right now. Not how was your week. Not a round of updates. Not a parking lot of items we come back to and never do. The constraint.
Two people go deep every session, on a rotation. You get a real working session on your business every other week instead of twelve rushed minutes every week. When it is not your turn you are in the room for someone else's, and if you have run a gym for five years you already know that watching someone else get taken apart teaches you more than talking about yourself.
The other owners ask questions. I give the verdict. Their job is to widen the diagnosis, to ask the thing you are too close to ask yourself. My job is to tell you what to do. This is not five people taking turns guessing.
Every session ends with one written commitment and a date. Every session opens by reading last week's out loud. That is the whole mechanism. It is not complicated and almost nobody runs it, which is why almost nobody in these rooms actually changes anything. I put my own commitments up too, and the room gets to ask me about them.
What we work on. What you charge, and why an across the board increase usually costs you money. Who stays, because every growth number is a leaky bucket until retention is real. Who you hire, in what order, and what you are actually buying. How you get out of the day to day, which is a measurement problem long before it is a delegation problem. And what you take home, tracked as a number every single month instead of whatever happens to be left.
We work off one page. Your money, your growth, your hours, and what you said you would do last week. Most owners cannot fill in half of it on day one. That is the first finding.
How it runs. Four seats. One hour a week, remote, nobody flies anywhere. A fixed cohort with a start date, so everyone begins together and by month three nobody is explaining their business from scratch. Six months, then month to month if it earned that. Never a twelve month contract. I do not run them at my gym and I will not run them here.
The Board is you bringing me the problem once a week. This is me bringing you the problem, out of your own numbers, before you have noticed it.
I function as an outside operator for your business. Not a coach who checks in. Someone who has your numbers in front of him every week and comes to the call already knowing what to talk about.
The weekly session. Your scorecard updates before every call. I read it first. The topic is whatever I see in it, not whatever is on your mind that morning. The hour has a fixed shape: what you committed to last week, what moved on the board, the thing I brought, and what you are committing to next. That is the difference, and it is the whole reason this level exists. In a room you are limited to the problems you already know you have. Here you get the ones you cannot see.
My team, in your building, four times a year. This is the part nobody else in this industry offers, because almost nobody in this industry has an executive team to send. Quarter one, all four of us, me and my CFO and my COO and my CMO, on site for three days. Quarter two, my CFO on her own. Quarter three, my COO on his own. Quarter four, my CMO on her own. Each of them produces a written assessment of your business through their own function.
My CFO is a fitness specific fractional CFO. Most gym owners at a million dollars have a bookkeeper and a tax guy and have never had a real conversation with a CFO in their life. She looks at your margin structure, your payroll model, your pricing math, your cash position and your financial controls.
My COO looks at staffing, systems, standards on the floor, scheduling, and whether the quality of what you deliver survives you not being there.
My CMO looks at acquisition, your funnel end to end, your ad account, your sales process and the numbers behind them.
Why they go alone after the first visit. Because if the systems only work when the founder is in the room, they are not systems. Sending my team without me is the proof that what I am installing in your business actually transfers. It is also the exact thing I am trying to teach you to do with your own people.
What else is included. Email answered inside twenty four business hours. A direct line for real emergencies, and we define in advance what counts as one so neither of us has to guess at nine on a Saturday. And a running log for everything that is not an emergency, answered at the top of the weekly call, so nothing gets lost and nothing interrupts your day or mine.
Capacity. A very small number of businesses, ever. That is not a scarcity tactic. My executive team runs a real company with two locations, and every business we take on costs that team roughly fifteen days a year on the road. There is a hard ceiling and it is low. I also work with operators east of the Mississippi, because that is what my team can actually cover four times a year without it costing your business quality.
Who this is for. Owners at two million and up, usually running more than one location or about to be. People who have already fixed the obvious things and are now dealing with the ones that require somebody else's eyes.
Who this is not for. Anyone who wants the work done for them. I do not run your ads, write your emails, or manage your staff. If I do it, it leaves when I leave. You are paying me to make it permanent.
By application. Details and terms drop March 1.
Owners doing a million or more, with paying clients and a real team, who are done guessing on the business side. It does not matter what your training model is. Private, semi private, small group, classes. Almost everything we work on sits underneath the training model, not inside it.
Anyone looking for a course, a certification, a vault of templates, or a group to hide in. There are no modules. There is no library. You will not get two hundred documents you never open. And if you are not going to do the work, do not take a seat. This only functions if the things you commit to actually get done between sessions. That is the entire product.
Advice only counts if the person giving it has actually done it. I have, and I still do it every day.
A thousand people over nine years with two hundred on the floor at any given time is not a churn number, it is a retention number, and it is the reason the business works. Anybody can put a thousand people through a door. Keeping them is the part nobody puts on a sales page, because most companies cannot.
I am not a coach who used to own a gym. I own two right now, I am in them this week, and everything I put in front of you is either something I am running or something I got wrong first and had to fix.
Tell me who you are and what you would fix first. When the doors open March 1, the list gets first access and founding terms before anyone else. Four seats in the room, and the only way in after that is waiting for one to open.
Yes, every time, no exceptions. I am not going to take a seat from someone I cannot help, and you should not hand money to someone who has not looked at your business. The Teardown is how both of those get settled.
Most owners do not, including me for the first several years. The Teardown becomes about what to start measuring and how, and that is usually more valuable than analysis would have been anyway.
No. Exports only, never logins. Your software holds your clients' contact details, payment information and in a lot of cases their medical history. That is not something I want sitting on my machine, and you should be suspicious of anyone who asks you for the password instead of the file.
Yes, in writing, in both directions, with a date on which I delete the material. Nothing about your business goes anywhere public without you saying yes to the specific thing.
Almost all of it transfers. Margin, payroll structure, hiring, standards, systems, retention, how you get yourself out of the middle. The part that does not transfer cleanly is my specific pricing model, which rests on premium private training, and I will tell you that in the room rather than pretend otherwise.
The Board is remote, so it does not matter where you are. Fractional Operator involves my team being physically in your building four times a year, and for that I work east of the Mississippi. If you are west of it, say so anyway and I will tell you honestly whether we can make it work.
The Board is an hour a week plus whatever the commitment you made requires. Fractional Operator is an hour or two a week plus your numbers being current before each call. The work itself happens in your business, not on a call with me, which is the point.
Sessions are recorded and your commitment still stands. Missing the call does not pause the clock and it does not remove the question you will be asked about it next time.
You will be asked about it in the room, and asked properly. Why not, what got in front of it, what does that tell us. That is not me being difficult, it is the product. If nobody ever asks you that question, you have hired a very expensive audience.
Yes. That is what you are paying for. If you want someone to agree with you, that is a much cheaper service and it is widely available.
Yes, and it happens. The Board is where a lot of owners find out what they actually need.
Those companies are built to get an owner to a million dollars in revenue. That is a real thing and it works for a lot of people. I was a client of two of them. I start where they finish. My work is not about getting the business bigger, it is about the owner of a business that is already big enough finally getting paid, and getting their week back.
Six month minimum, then it is month to month and you can leave whenever you want. There is no twelve month agreement. I do not run long term contracts at my own gym and I am not going to start with you.
March 1, along with everything else. The list sees it first and gets founding terms.