Soapbox Readers,

Casey Conrad is a wealth of knowledge, who has spent the last 35 years helping clubs and studios turn fitness trends into sustainable revenue. With her passions and drive to help operators make practical decisions and investments for their clubs, she does a great job identifying solutions that will work for each individual operation creating a successful program that exceeds expectations.

Read this if you’re tempted by the latest recovery gadgets out there but want to avoid the learning and labor pitfalls. Casey walks you through five lens frameworks (member value, operations, finance, regulation, and brand), which shows why piloting matters and gives a no-nonsense checklist you can run before signing a PO. Casey is practical, experienced, and tactical. This is truly a realistic guide every operator should read before investing in recovery.

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

– John & Shannel

Before You Buy: The Smart Operator’s Guide to Choosing Recovery Modalities

By Casey Conrad

If you scroll through industry social media these days, you’ll see a familiar pattern: a proud owner standing beside a shiny new cold plunge or red-light pod, smiling for the photo and tagging a few trending hashtags. Six months later? Crickets. The tub sits empty, the light booth collects dust, and the operator quietly wonders why the “next big thing” didn’t move the needle.

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Recovery and wellness are the future of our industry—but adding them without strategy is the quickest way to burn cash and enthusiasm. Choosing the right modalities for your club isn’t about what’s trending. It’s about what fits—your members, your staff, your space, and your bottom line.

In my last two articles, we looked at why the wellness wave is happening and shared how one operator successfully transitioned his club. Now, let’s tackle the most important piece: what to add—and how to choose wisely before you buy.

The Recovery Gold Rush: Great Potential, Common Pitfalls

Wellness is booming. Major chains, boutiques, and even budget gyms are rebranding their recovery zones with everything from saunas and compression lounges to hydrogen inhalation and full-spectrum light pods. The 2024 Global Wellness Institute values the wellness economy at $5.6 trillion and climbing fast, while fitness alone accounts for a small slice of that pie.

The problem? Too many owners jump in based on what they saw at a trade show or what a staff member lobbied for instead of doing their homework. They forget the business fundamentals that make facilities successful in the first place—member need, operational feasibility, and ROI.

I’ve seen it happen countless times. Someone installs a cold plunge because “everyone’s talking about it,” only to discover that 90% of their members have zero interest in freezing themselves after a workout. Meanwhile, the unit requires water changes for cleanliness, constant temperature monitoring, extra towels, and headaches from the health department—adding labor and liability they never budgeted for.

Before you follow the herd, pause for profit. Let’s walk through how to make a smart, strategic decision.

Start with “Who,” Not “What”

Every smart operator knows that success doesn’t come from copying trends—it comes from understanding who you serve and who you want to attract next.

Adding recovery isn’t just about enhancing your current members’ experience; it’s also one of the most powerful ways to bring new demographics through your doors—people who might never join a “gym,” but will happily invest in feeling better, sleeping deeper, or recovering faster.

Take a step back and define your “whos” clearly:

• Current Members: What are their biggest complaints, pain points, or unmet needs? Are they struggling with soreness, stress, sleep, or energy? Recovery modalities can improve retention, satisfaction, and perceived value—especially if you educate and package them well.
• Prospective Members: Who lives or works near you that would never buy a traditional gym membership but would pay for a “wellness experience”? This might include older adults managing inflammation or joint pain, busy professionals craving stress relief, or health-conscious individuals seeking longevity tools rather than dumbbells.

The magic happens when your modalities bridge those two groups—helping current members recover better and attracting an entirely new audience who views your business not as a gym, but as a place to feel better.

Before spending a dime, survey both groups. Ask current members what would help them recover faster or feel more energized. Then poll your broader community—via social media, email lists, or even a focus group—to gauge what kind of recovery options would get them in the door.

You may discover that while your regulars talk about soreness, your non-members are more motivated by stress relief and better sleep. That simple distinction can change everything—from which modality you choose to how you market it.

A quick tip: Don’t let enthusiasm outpace evidence. If fewer than 20% of respondents show strong intent to use a specific modality, consider starting with something broader in appeal, like heat, compression, or light therapy. Once adoption is strong, then layer in more specialized offerings.

In short, define your “whos” before you choose your “whats.” Recovery is as much a marketing opportunity as it is a service upgrade—and when done thoughtfully, it can double your reach while deepening loyalty among those you already serve.

The Five-Lens Framework for Evaluating Modalities

After 35 years of consulting with clubs, studios, and wellness centers, I’ve developed what I call the Five-Lens Framework—a simple way to assess whether a new modality belongs in your business.

1. Member Value Lens

Ask: Does this deliver an immediate, felt benefit?

Members don’t buy features—they buy how something makes them feel. The more quickly someone experiences a positive change (less soreness, deeper relaxation, improved sleep), the faster they’ll talk about it and the more likely they’ll pay for it again.

Cold plunges, for example, give an instant rush, but only appeal to a certain subset. Infrared saunas and compression, on the other hand, are more universally tolerated and can attract a broader base.

2. Operational Lens

This is where the rubber meets the road—or, more accurately, where the water meets the drain.

• What staffing does it require?
• How long is each session, and what’s the turnover time?
• How much cleaning or maintenance is needed daily?
• Does it require plumbing, ventilation, or extra power?

Never underestimate the hidden labor of “simple” devices. One operator I know added an ice bath thinking it would be low-maintenance, only to discover their local health department required daily chemical logs—same as a public pool.

3. Financial Lens

This one’s obvious, but too often ignored. Don’t look at cost in isolation—analyze return.

• What is the total investment (equipment + installation + permitting)?
• What’s the ongoing cost (utilities, supplies, staff time)?
• How many sessions per day can it realistically handle?
• At what price point does it break-even—and when?

4. Regulatory & Liability Lens

Never assume your town or county will treat recovery devices casually. Cold plunges, hydrotherapy tubs, or anything involving water often fall under the same code as pools or spas. That means testing, signage, and certified staff.

Temperature extremes—hot or cold—come with health contraindications (cardiac issues, blood pressure, pregnancy, medications). Make sure your liability waivers, member signage, and staff training reflect that.

5. Brand & Experience Lens

Finally, does the modality fit your culture? A high-energy functional training facility might struggle to sell float tanks. Conversely, a spa-style boutique might not attract the “hardcore” plunge crowd.

Think visually and emotionally. Does the space feel cohesive? Is the experience inviting, not intimidating? The goal is to create an environment where recovery feels like a natural extension of your brand—not an afterthought.

Pilot First—Then Scale

You wouldn’t buy 20 new treadmills without testing one first. The same principle applies here.

If possible, lease or rent one unit for 30–60 days. Pre-sell founder packages (“Unlimited Recovery for $99/month for 60 days”) to test usage and pricing elasticity. Track:

• Sessions per day
• Member feedback
• Staff time per use
• Incremental revenue and referrals

If utilization is below 30% after a full month, you’ve either got the wrong modality, wrong messaging, or wrong pricing. Adjust before expanding.

Tracking ROI and Retention

Let’s be clear: recovery shouldn’t just be a “nice-to-have.” It should improve ancillary revenue, generate new prospects and, preferably, improve retention.

Across multiple clients I’ve coached, members who regularly use recovery modalities renew 10–20% more often than those who don’t. Why? Because they feel better—fewer aches, more energy, better sleep—and they associate that with your club.

Also track dwell time (how long they stay post-workout), referral rates, and secondary spend. Recovery users often become brand evangelists, bringing in friends or upgrading to higher-value services.

Create a simple dashboard:

• Weekly: Usage per modality, cancellations, no-show rates
• Monthly: Revenue, utilities, supply costs
• Quarterly: Retention comparisons, satisfaction surveys

You can’t manage what you don’t measure.

Top Mistakes to Avoid

Let’s save you some expensive lessons I’ve already seen others learn the hard way:

1. Buying Too Many Modalities at Once
2. Start with two or three that you can manage well. It’s easier to add later than to recover sunk costs.
3. Underestimating Operations
4. Even “self-serve” devices need oversight. Assign ownership—someone must maintain, clean, and log usage.
5. Ignoring Staff Education
6. If your team can’t explain how a modality works in plain English, members won’t buy. Train your people first.
7. Overpromising Results
8. Avoid medical claims. Stay in your lane—talk about improved recovery, circulation, relaxation, and energy, not “curing disease.”
9. Neglecting the Experience
10. No one wants to relax in a noisy hallway beside a dumbbell rack. Create an environment—lighting, scent, sound—that invites decompression.

From Trend to Transformation

Wellness isn’t a gadget—it’s a strategy. The goal isn’t to fill your club with shiny equipment; it’s to expand your impact and revenue by helping members feel, function, and live better.

As one of my longtime clients put it, “People used to come to us to look better. Now they come to feel better.” That’s the shift defining the future of fitness.

Done right, recovery modalities strengthen your brand, diversify your income, and future-proof your business. Done wrong, they become very expensive decorations.

So before you buy, do your homework. Start small. Pilot smart. Educate your team. Then build a system—not just a space—that delivers results your members can feel and your balance sheet can prove

That’s what separates the clubs that survive the trend… from the ones that lead it.

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Questions You Should Ask Every Job Candidate at Your Health Club

By Bill McBride

Understanding strategic thinking and developing a solid strategic plan is core to business success; however, your hiring, training, performance management, incentives and organizational objectives must align to achieve your goals. Executing on that alignment often trips club owners up.

“Most people start with the task at hand, versus going mentally to the final desired outcome and working backwards,” says Bill McBride, president and CEO of Active Wellness and BMC3. When you begin with the end in mind, You are essentially beginning with your strategic goal and then you can create the steps and roadmap to get there.

McBride espouses and teaches the importance of having a systematic approach and process to hiring great talent. “It is a crucial skill set for leaders of winning teams. Your strategic focus on hiring and developing high performers that deliver desired outcomes is paramount to an organization’s success.” 

McBride has a hiring process that will help club owners and operators increase their results and the value of their business. The use of a structured interview/hiring packet and set of consistent questions for each candidate are starting points. 

Here are 12 questions that McBride suggests asking every job candidate before hiring them:

1. What was your first/favorite/worst job?
2. What did you love about it?
3. What did you hate about it?
4. Are you lucky/fortunate?
5. If you were to have a professional business coach, what would you chose to be coached in?
6. What are you most proud?
7. What was your hardest work situation involving conflict with another person?
8. Why should we hire you?
9. What would your last supervisor say about your work performance?
10. What concerns you about the job?
11. What do you like about our company?
12. What are you famous for? 

“It’s not only about knowledge and skills, but even more important to learn about attitudes and habits.” KASH Model – Knowledge, Attitudes, Skills, Habits. People are hired for what they know (knowledge) and have done (skills), but then they leave or are terminated for who they are (attitudes/habits or values/performance).

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Innovative Solutions for Fitness and Recreation Organizations

The best teams are built in meetings, not just on the floor. We have always known that when done with intention, meetings are essential to building strong teams and organizations. At our own clubs, we leaned into different types of meetings to create connection, alignment, and momentum.

One-on-One Meetings

Early on, we learned that one-on-ones were where the real magic happened. I will never forget a simple check-in with a young staff member who, after some hesitation, suggested a small change to our check-in process. That small idea turned into a huge win for member satisfaction. These conversations built trust and gave staff the confidence to share more ideas moving forward.

Departmental Meetings

Our departmental meetings became the place where problems got solved and progress moved forward. I recall a fitness team meeting where instructors collaborated to streamline class transitions, saving time and enhancing the member experience. These sessions gave every department a voice and created stronger alignment across the club.

All-Staff Meetings

All-staff meetings were our opportunity to reinforce culture. One of the most impactful practices we introduced was dedicating a few minutes for team members to thank colleagues from other departments publicly. Hearing a welcome desk staffer recognize personal trainers for helping members stay consistent, or trainers thanking the welcome desk for assisting with scheduling, broke down silos and built mutual respect. That spirit of gratitude carried into the daily work environment and made the entire team stronger.

One thing we did to strengthen our meetings was to send out a brief effectiveness survey afterward. It gives your team a voice and helps you improve future meetings. If you would like a copy of the survey template we used, please email us and we will be happy to share it with you. Click here for more info and to contact us.

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Soapbox Readers,

With more than 35 years in the health and fitness industry, Casey Conrad has seen every major shift in how clubs attract, serve and retain members. Author of Selling Fitness and several other industry staples, she has trained thousands of professionals worldwide and helped operators adapt to evolving market demands. Today, Casey is focused on one of the most important transitions in our field: the integration of recovery and wellness into the fitness model.

In this article, Casey spotlights longtime client and friend Tasso Kiriakes, whose journey from running traditional 11,600 sq ft club to launching a 2,500 sq ft boutique with a dedicated wellness center illustrates both the challenges and opportunities of his shift. His story serves as a blueprint for operators, large and small. Who want to understand not only why wellness matters, but how to implement it profitably.

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

– John & Shannel

From Fitness to Wellness: How One Long-Time Club Operator Made the Journey

By Casey Conrad

For years we’ve told members that “fitness is the foundation.” True—but the most forward-thinking clubs are proving that recovery and wellness are the glue that keeps people consistent, resilient, and coming back. Few stories capture that shift better than my friend and longtime client, Tasso Kiriakes. After decades running an 11,600 sq ft traditional club, he began layering wellness into his offerings. In 2021, he closed that location, sold the building, and relaunched in the next town as a 2,500 sq ft boutique that still delivers one-on-one, high-intensity training—now with about 400 sq ft devoted to wellness technologies and evidence-informed recovery. The result? A business that serves broader needs, attracts new demographics, and drives higher revenue per square foot with lower labor intensity.

This month, we unpack how Tasso made the transition. As noted last issue, major chains and franchises are moving into wellness and recovery with red light, compression, cryo, and saunas. Here’s how an independent operator executed the pivot—profitably.

Tasso Kiriakes

Kiriakes’ Background

Tasso has been “into fitness” his entire life. A collegiate wrestling champion who majored in bio-organic chemistry, he combined performance passion with a strong grasp of science. He and his older brother, Steve, entered the business in 1979 with a racquetball club that had a small fitness area, where Tasso trained players for optimal performance. By 1984 he was essentially personal training before it had a name. In 1986 he rented one of the racquetball courts and officially launched Bodez.

In 1995 he bought a former restaurant in Ormond Beach, FL, and converted it into a full facility: large lobby/front desk, free weights, aerobics, Nautilus selectorized equipment, childcare, and private MedX for one-on-ones. Bodez always offered selectorized training support—having a Training Specialist available during peak times to help members set weights and seats. That hands-on touch, combined with Tasso’s strength-training passion, helped build a thriving PT department.

His first entrée into wellness came in 2000 as one of the earliest licensees of my Healthy Inspirations Weight Loss Program—a separate, women-focused center with a dedicated entrance, hydraulic equipment, mandatory exercise, one-on-one coaching three times weekly, and weekly stress-relief sessions in a high-tech massage chair. Optional beauty services (Synergie cellulite treatments and microdermabrasion facials) plus nutrition products rounded out the model. It was ahead of its time—and Kiriakes was often the highest-grossing licensee.

“We embraced the niche and ran it as a separate entity,” says Tasso. “Clients lost inches and we knocked it out of the park financially. People were willing to pay far more to lose weight than to join the general gym. That was an eye-opener.”

The 2008 financial crisis, paired with nearby low-cost clubs, squeezed margins. Tasso realized his unique value—and best margins—came from one-on-one training, not the general gym, which brought more headaches and less joy.

In 2015, while I was consulting on “what’s next,” we piloted biofeedback—popular in Europe, rare in the U.S., Tasso was game. The system identified which body systems were out of balance, and we programmed lifestyle/supplement suggestions via Young Living products. We added ionic detox footbaths, a relaxation massage chair, BEMER, and infrared sauna. For most people, toxins and stress were major culprits. When we helped them feed their cells with better inputs, support elimination, and manage stress, they felt better. “Happy members stay longer and refer more,” notes Kiriakes.

The Transition

Once Tasso committed to a new model, he listed the building. The sale timeline gave him room to find the right site and design the experience. He closed December 1 and reopened January 6—perfectly straddling the holidays.

The new space is a long rectangle with a small mid-entry. One-on-one selectorized equipment sits to the left; cardio and assorted pieces to the right. Off that area is a separate, domed room branded the WE Center (Wellness Energy Center).

Initially, the WE Center housed the same modalities from the big club, spread out across the room. Four years later, the mix has expanded and tightened. Today, Bodez offers an impressive blend of traditional and non-traditional therapies, including:

•  Biofeedback

•  BEMER

•  Massage chair

•  Ionic footbath

•  Aroma Dome

•  Normatec compression

•  Molecular hydrogen

•  Hyperbaric chamber

•  HydroMassage bed

•  Cryo couch

•  Anti-aging beds

•  Localized PEMF therapy

•  BrainTap & Neural Check

•  Celestial Chamber

•  Sleep-sound device

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Frequently Asked Questions

Why switch to a greater focus on wellness?

Tasso: “It wasn’t an overnight flip—it was gradual. But to answer the question, it was really two-fold. First, for the population who really need our services, in order to return to health and vitality, exercise alone is not enough. In fact, in some cases exercise alone may cause greater effects of stress, both physically and emotionally. So, to really serve this population, we had to deliver a solution that encompassed relaxation, recovery, enhance restorative sleep, and detoxing mentally, physically and spiritually. Second, we had a reputation for working people out really hard, and that turned some folks off. Now you still get the work, then you get amazing feel-good modalities afterward. Clients look forward to coming, and because some of the modalities are unique, they tell more people.”

How many clients do you have now?

Tasso: “When we moved from the big club (and to a neighboring town), only 55 clients came with us. Today we’re at 120. Our minimum is $189/month for once-weekly training, but most come twice weekly because that upgrade includes free access to our Core modalities.”

Do you offer wellness to non-training clients?

Tasso: “Yes. We sell à la carte, but most buy packages. For example, 10 non-training clients at $499/month each generate $5,000/month for the WE Center—unlimited Core modalities plus up to 8 premium sessions monthly.”

What’s your ROI on wellness modalities?

Tasso: “About nine months, which funded the next round of additions with cash flow. People pay more for wellness than workouts—and wellness feels good immediately. From a business perspective, profits are better than in all my years in fitness, and we’re only open four days a week.”

What staffing does the WE Center require?

Tasso: “During peaks, one person assists clients. That same team member handles scheduling/admin in off-peaks, and trainers bring clients into the Center post-workout.”

If someone had a limited budget, what would you start with?

Tasso: “An anti-aging bed paired with BEMER and BrainTap—a 30-minute session. Each is effective alone, but together you get tactile sensation, deep relaxation, and strong physiological support. Next adds: molecular hydrogen, compression boots, Hyperice.”

If you did it again, what would you change?

Tasso: “750 sq ft for wellness. We’ve already borrowed space from cardio and are working with the landlord to blow out a wall. With 750 sq ft, I’d add a red-light bed/booth and a MedBed, plus a dedicated private room for coaching and assessments.”

How do you market the business?

Tasso: “We’ve spent zero on ads. We rebranded to Bodez: Personalized Human Betterment and consistently preach our promise: ‘Reversing chronic disease and re-energizing your life.’ Like it or not, most people don’t care how much they can press. They want to feel better and live more vibrantly. Wellness helps them do that.”

I asked Tasso, “What is your underlying philosophy with your center,” and he articulated in a way that really confirms the power in shifting from fitness alone to incorporating wellness and recovery. “The Wellness solution we offer our members is a system that balances cellular health, refreshens the mindset, restores spiritual health and energy, and balances the interactions of the brain, gut and immune system. When these things happen, the body returns to vibrant health and greater energy. With better outcomes, we secure our position at the top of the market. We are science based, system driven, and worth the higher investment we charge.”

Conclusion: Smaller Footprint, Bigger Future

Tasso’s story shows what many operators are discovering: when you pair purposeful training with recovery and wellness, you widen your addressable market, deepen member loyalty, and unlock higher revenue per square foot—with leaner staffing. The winning playbook isn’t complicated: start with 2–3 high-impact modalities that create an obvious “wow,” package them intelligently (Core + Premium), build simple SOPs, and measure capacity and payback like a hawk. Whether you’re downsizing your footprint or carving out 300–700 sq ft in an existing club, the right wellness mix can transform your brand from “place to work out” into “place to feel better and live better.” That’s where the market is going—and where the margins already are.

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

In this video, Bill McBride, the CEO of Active Wellness, discusses the power of influence in both professional and personal relationships. He emphasizes that influence is grounded in building rapport, which stems from authenticity, trust and genuine care. Click the button below to watch the video on the Club Solutions website.

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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

Hello there!

Years ago, I had the opportunity to present at the FitLife Summer Conference, a fantastic event for owners and operators in the Pacific Northwest. When I arrived at the hotel, my room was not yet ready, so I stopped by the front desk to check in and then headed over to the event. At the same time, a good friend and colleague of mine, who had just finished speaking, was waiting to pick up his bag so he could catch his flight.

The problem? There was a long line, only one person working, and three empty stations.

The woman at the desk was terrific. She had great energy, a big smile, and did her best to keep everyone calm. At one point, she looked up, apologized for the wait, and explained that the rest of the team was in a meeting. It was a nice gesture.

But my friend leaned over and said, “That’s great, but our needs still aren’t being met. I’m glad their meeting is more important than their customers.” He had a point.

There are a few lessons here. First, proactive communication helps. It showed she cared. However, secondly, no matter how friendly or empathetic we are, the service must match the customer’s needs. Smiles cannot replace action. And third, that meeting should have paused, staff should have served the customers in front of them, and then returned to the meeting.

Excellent service balances empathy with execution. Do both, and you turn frustration into loyalty.

And here’s some exciting news. Marisa will be presenting at this year’s FitLife Summer Conference. Join her for The Intentional Leader: Leading On Purpose on Wednesday, October 22nd, from 10:20 AM to 11:20 AM (PST) at the Washington Athletic Club in Seattle, Washington. If you have any questions about the event, please don’t hesitate to email us.

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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.