Driving Next Generation Wellness Solutions in Fitness Facilities

Soapbox Readers,

Spending time with Casey Conrad in the last month has been very inspirational and motivating. With her passion and drive, along with her 35 years experience in the fitness and wellness space, she really is a great tool to have for your business. From founding international weight loss franchises to authoring industry- standard sales and marketing books, Casey has empowered countless businesses and individuals to thrive.

After a personal journey into natural health and alternative modalities, Casey expanded her mission to help people not only get fit but also heal and recover fully. Today, she continues to innovate at the intersection of fitness, recovery, and wellness—consulting with health clubs, wellness centers, and medical facilities to integrate cutting-edge biohacking and restorative services.

Through her insights and practical strategies, Casey is committed to sharing what she’s learned so that more people—and the businesses that serve them can embrace a more complete approach to health, healing, and human performance.

Please enjoy the knowledge, insights, and professional recommendations that Casey will to share with you and feel free to reach out if you are interested in learning more.

“The need is great and so are the opportunities to make a difference.” – Paul Newman

– John & Shannel

Pause for Profit
Why Smart Operators Are Expanding Beyond Fitness

By Casey Conrad

If someone had told me a decade ago that I would be living in Tennessee, running a wellness and recovery studio using all-natural modalities—and consulting with fitness professionals on how to integrate recovery into their operations—I would have laughed it off as crazy talk.

But that is exactly what happened.

Wellness and recovery are the next major wave in the global health movement. According to the Global Wellness Institute’s 2024 report, the wellness economy has reached $5.6 trillion—far surpassing the fitness industry—and is projected to hit $8.5 trillion by 2027, growing at twice the rate of the global economy.

Why this incredible growth is occurring has many factors: the increased focus on health during COVID, post-pandemic anxiety levels among younger generations, and a Baby Boomer population trying to defy aging are three significant contributors.

But a shift toward recovery actually began years ago.

Back in August 2018, The Wall Street Journal ran a story titled “The Post-Gym-Gym,” with the subhead: “If your regular workout leaves you limp, go directly to one of these techy new fitness studios to… recover.” It highlighted a shift: gym-goers were paying extra—upwards of $150—for services like infrared saunas, laser therapy, and pulsed tech-based treatments.

Although the article noted the trend was growing in Hollywood and among professional athletes, it was a clear early signal of what was coming.

I’ve been fascinated by trend forecasting since the release of Megatrends by John Naisbitt in 1982. In 2000, I launched a franchise that combined weight loss with mandatory exercise and stress-reduction, scaling to 122 locations before selling in 2008. In 2007, our consulting company began teaching internet marketing to operators, using squeeze pages and video blogs.

Convinced that wellness and recovery would be the next trend, I wrote an article in the September 2018 edition of Club Insider. After reminding readers of what Paul Zane-Pilzer predicted at the 2003 IHRSA conference about the Wellness Revolution, I urged operators to begin incorporating these new-tech modalities into their facilities.

Despite my efforts, the concept didn’t gain traction. With the exception of one forward-thinking client—also a successful weight loss franchisee—most operators weren’t yet convinced recovery or wellness belonged in their facilities.

In January 2020, I did what every frustrated entrepreneur does—prove it by opening my own wellness and recovery center. Although small, this stand-alone, key-fob access model offered PEMF, biofeedback, red light therapy, detoxification, and nutrition. The grand opening was a success and we were off to the races… until March, when the world shut down.

When the pandemic hit, most health and fitness businesses were forced to close and lay off staff. But our wellness center flourished. Why? Because our PEMF device is a Class II cleared medical device—deemed “essential.” After the initial two-week lockdown, we reopened and remained operational. Clients recovering from COVID reported faster recoveries, improved sleep, reduced stress, and other health benefits. Word-of-mouth referrals exploded.

Ironically, as my 30-year career as a sales and marketing consultant in the fitness industry was temporarily paused, my work with wellness practitioners grew exponentially. Chiropractors, nutritionists, naturopaths, acupuncturists, and coaches recognized the market potential for integrating these technologies into their existing businesses. I was able to re-purpose my books and marketing materials for this vertical.

Although the business was thriving, in 2021 I made the life-changing decision to move to the Smoky Mountain region of Tennessee. The studio had been located in my office building, which I sold to a buyer with different plans for the space. I wound down the business with a vision to open something bigger and better down south.

Now located on a 24-acre farm co-owned with my sister and her husband, I eventually built a new home with a 1,000-square-foot wellness studio attached.

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Today, we serve local residents with all-natural modalities that include:

• PEMF Therapy

• Scalar Light Therapy

• Plasma Therapy

• Molecular Hydrogen

• HRV Testing

• Biofeedback

• Microcurrent

• Ozone Therapy

• Biophotonic Light Therapy

• Vibration Therapy

• Nutritional Coaching

• Ionic Detoxification

• IV Drip through Local Nurse

Eventually, the grounds will serve as a day retreat center, offering additional services such as:

• Aroma Steam Room

• Infrared Sauna (Outdoor)

• Finnish Sauna (Outdoor)

• Salt Cave (Outdoor)

• Cooking Classes/Demonstrations

• Wellness Seminars

With the rise of recovery areas in major fitness franchises and the explosion of wellness-focused franchises, independent operators are beginning to recognize the potential. Adding modalities can generate ancillary revenue from existing members and attract new prospects seeking non-fitness options.

Companies like WellnessSpace Brands—originally known for HydroMassage—now offer CryoLounge chairs, RelaxSpace Pods, and more. Massage chairs, compression boots, infrared panels, red light pods, and a wide range of other recovery devices are now prominent in fitness trade shows, including the most recent HFA event in Las Vegas.

The question most operators are now asking isn’t whether to add recovery, but which modalities to choose—and how to ensure a strong ROI. This requires a clear understanding of the “who, what, why, and where” behind each modality. Without a solid plan for integration and monetization, success is unlikely.

The team at A1 American recognizes this gap and has decided to run a series of recovery articles in The SoapBox to answer these important questions. We will explore the most popular modalities, explain the science and application behind them, and provide insights into how to incorporate them into an existing facility. When possible, we’ll include case studies to highlight both wins and lessons learned.

Seven years have passed since The Wall Street Journal published “The Post-Gym-Gym.” Despite the craziness of the pandemic, the wellness and recovery space continues to thrive—and shows no signs of slowing down. I now find myself pulled back in to the industry I so love, with a new twist on sales and marketing. 

As a fitness operator, the choice is simple: join the movement or watch your members spend their money elsewhere. Adding one or more modalities may not be the right decision for every operator, but evaluating the possibilities and educating yourself on what’s out there is no longer optional.

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Why Listening Is the Key to Influence: Insights from Bill McBride

By Bill McBride

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What is most important in people management? Finding the right people to manage. Seems obvious, but we don’t always spend the time on attracting the right people for our business objectives and ensuring the people we hire are set up for success. In this article, I’m going to share an approach to People Management we use at Active Wellness: Authenticity, Selecting, Interviewing, Hiring, On-Boarding, Training and Managing People.

One of our greatest contributions to our teams; clarity and role modeling the character and behaviors we hold dear. 

Which brings me to the art and science of people performance. Here is my seven-step process to People Performance.

Authenticity: You have to be authentic, transparent, open, honest and CLEAR. This is critically important regarding the roles you are hiring for. You must know who you are, who your organization is and what you stand for and what you won’t stand for. You have to truly believe in your purpose and core values and be able to articulate why you do what you do and why your organization does what is does. The more commitment and passion you have around your purpose, the easier it is to attract people that as Simon Sinek shares, “Believe What You Believe”. This is a foundational and critical component of successful people interactions.

1.   Share your vision, mission, purpose and values with every applicant.

2.   Tell a story or two about why you and your organization do what you do.

3.   Be focused, be clear & over communicate the expectations to join your team.

4.   Provide a realistic job preview from the hours, stress and demands of the job or lack thereof so the applicants have clear expectations of the positives and negatives of the position.

Screening: There is a saying: “Hire Slow and Fire Fast”. The more methodical your hiring process, the less errors you will make in hiring the “wrong” person for the role at hand. I’m a firm believer in having a structured hiring process. This is a huge responsibility not only for your organization’s best interest, but also for the applicant’s best interest. No one wins when we hire someone and the person doesn’t work out. 

1.   Require a cover letter and resume.

2.   Make sure you obtain a writing example either through email correspondence or a short writing assignment. A good drill is to ask for a one-page summary of what they know about the company and the role they are applying for.

3.   Consider using a Work Style Assessment of some sort. (D.I.S.C. / P.A.E.I., etc.).

Interviewing: This is a serious matter, not to be taken lightly. Your professionalism, preparation, seriousness of the role and your organization’s success are shared through the interview process.

1.    Have at least a three-step / three interviews (at least 3 people) hiring process with the number of interviews the candidate will complete. 

2.    Have a set list of interview questions – don’t wing it. This will allow you to compare candidates based on objectivity along the way. It is tempting to “like” a candidate and then the “halo” effect of the “like” masks critical, objective traits necessary to equally compare applicants.

3.    Ask experience-based questions. 

a.     Tell me about a time…

b.    Give me an example of when you had a conflict with another co-worker…

c.     Share an example of when you…

4.    Have an interview sheet that captures other aspects of the interview process.

a.     Applicant was on time

b.    Applicant was dressed professionally

c.     Applicant was smiling and engaging

5.    Conduct a live tryout for the role you are hiring or let them loose on your fitness floor to engage and interact with members- seeing them in action will solidify your culture fit decisions.

Selecting: People selection is a two-way street. You are selecting the person and they are selecting you and your organization. You want consensus from the interview team and you want the applicant to have shown that they want the job. You want them following up. You want them proactively trying to convince you of their ability to contribute to the organization. You don’t want to just sell them on the job & company or have them just made you sold on them. You want it to be a mutual desire to be in a relationship with one another creating a win-win.

1.    You want consensus among the interview team.

2.    You want to check the applicant’s references.

3.    You want to have any open questions needing more clarification covered before extending an offer

4.    You want to provide a professional offer letter and compensation plan upon making the applicant a job offer.

5.    You want the job offer to be contingent on a formal background check (depending on role and organizational guidelines).

There are traits that can be learned and traits that a person must come with. Use a chart during your hiring process that makes it clear that they have the traits you require they come with. Some examples of those are: Integrity, Goal Orientation, Positivity and Broad Thinking to name a few. 

On-Boarding: So, the applicant has accepted the offer and you have a start date scheduled. Now is not the time to stop short. Now is the time to adequately prepare for the new applicant’s arrival.

1.    Have their tools ready and waiting for them. Uniform (if applicable), Nametag, Business Cards, Phone & Computer (if applicable), Voice Mail, Email, Work Station, Locker (if applicable). Be ready for their arrival.

2.    Have their first two-week training program mapped out on paper so they know what to expect.

3.    Have their new hire paperwork, handbook, and schedule ready to go.

4.    Introduce them to co-workers. Explain the club logistics – where to eat, park, etc.

5.    Make them welcome and comfortable. 

If you are disorganized on Day 1, you will be setting an example of how you manage the business and indirectly showing you don’t have value and respect for the person and their role. You cannot recover from being sloppy on this. Stephen Covey says, “You can be efficient with things, not people… you want to be effective with people”. Respect and care can be a task.

Training: Another saying – “It’s better to train someone and have them leave, then to not train them and have them stay”. You have to have a clear and thorough training program for your team members.

1.    The training checklist should be typed out and clear.

2.    You have to check in on the training milestones – “Inspect what you expect”.

3.    After initial training, there should be an ongoing training calendar for team members.

Managing/Performance Management: Ongoing support and structure for your team members is important to have continued improvement and progress towards the organization’s strategy and goals. There are two primary aspects of performance management in addition to regular one-on-one check-ins & reviews.

1.    30/60/90 Plan so the team member is clear on what they should be working on.

2.    Knowing where issues come up in managing team members. They tend to be around one or more of these six areas.

a.     Goals

b.    Training

c.     Relationships

d.    Feedback

e.     Motivation

f.     Accountability & Performance

When you have performance concerns with a person, it typically is a result of a breakdown in one or more of these aspects of their work situation.

3. Ongoing Reviews. 

a.     Regular one on one meetings (weekly or monthly). These can be

quick 15 minute catch up sessions. A time to set expectations and goals to ensure alignment with overarching departmental strategies and to help employees stay on track.

b. Less formal quarterly. “Here’s what I like; Here’s what I want to see”

c. Formal annual reviews. Caveat: Annual reviews are somewhat meaningless without ongoing feedback and regular check-ins. There should be no surprises on an annual review if you use them. 

If you would like more detail on any of these seven areas or the actual tools to implement this Performance Management Process, feel free to contact me directly. BillMcBride@BMC3.com.

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Innovative Solutions for Fitness and Recreation Organizations

As leaders, one of our most important responsibilities is helping our team grow. When staff fall short, it usually comes down to one of three reasons: they don’t care, they don’t agree, or they don’t know how.

If they don’t care, they’re not a good fit for your team or culture. If they don’t agree, it’s time for a conversation. Sometimes frontline staff have valuable insights, and even if they don’t, explaining the “why” behind your expectations builds buy-in. And if they simply don’t know how, that’s where coaching comes in.

Effective coaching is about more than correcting mistakes. Done well, it increases engagement, improves performance, and builds loyalty. Done poorly, it disengages staff and creates turnover. Here’s a simple six-step framework I’ve used for years:

1.   Address quickly and privately. Correct in the moment, never in front of others.
2.   Explain expectations clearly. Leave no room for misinterpretation.
3.   Clarify the why. People buy into purpose, not fear.
4.   Model the behavior. Lead by example and show how it’s done.
5.   Role play. Practice in a safe environment to build confidence.
6.   Observe and coach again. Praise successes, tweak where needed, and keep investing in growth.

For example, when training staff on how to answer the phone, don’t just hand them a script. Explain the purpose (“It sets us apart and creates a memorable first impression”), demonstrate it, let them practice, then observe and refine.

Coaching isn’t about catching mistakes. It’s about creating opportunities for people to thrive.