Lessons from 120+ Fitness Projects Across 3 Continents

If there's one thing I've learned in over two decades in the industry, it's this:

Simplicity scales, systems win, and gimmicks fade.

I've been in gyms since I was 16, and strength training has been a constant in my life ever since. It teaches discipline, resilience, and the kind of progress that can't be faked. That same philosophy drives the work I do today in the fitness, wellness, and hospitality space.

I've had the privilege of participating in more than 150 projects globally, helping to shape gyms, wellness clubs, recovery zones, and hybrid hospitality experiences. From East Africa to the Middle East, Europe, the U.S., and beyond, I've worked with real estate developers, hotel groups, governments, and entrepreneurs to bring concepts to life and make them profitable.

As the founder of YP Business Consulting , based in Kuwait and operating globally, I support clients with turnkey and modular solutions in fitness, sports, recovery, and spa. Whether developing a concept from scratch or reengineering an existing operation, the goal is always the same: build smarter, operate cleaner, and serve better.

I co-developed SIRO Hotels, the world's first fitness and lifestyle hotel brand by Kerzner. I founded and scaled AFROFIT in Kenya, a gym brand designed for accessibility, community, and growth. I've placed over 750 candidates in mission-critical roles worldwide and consulted across luxury, HVLC, premium, and government segments—always with a focus on long-term business logic, not hype. I've also spoken on stages and panels worldwide, discussing what works in fitness and wellness.

And through it all, one thing remains constant: I don't chase trends.

I choose function over flair. I've seen more clubs succeed with smart layouts, quality equipment, and solid people than with complicated tech, mood lighting, and hashtags. Give me strength training equipment, dumbbells/barbells, cardio equipment, and some room to move, and I'll show you a better experience than any smart mirror or gadget. That's why I always advocate for tried-and-tested fitness equipment, smart operational layouts, and brands built on substance, not noise.

Don't Start with the Design. Start with the Data.

The first instinct in a new gym project is often to jump into designing floor plans or selecting equipment. That's not how it's done. Start with understanding your market. You have to know who you're targeting, how fitness literate they are, what they earn, and who else is competing for their attention in a 10-15 minute radius. For instance, in Kuwait, a beautifully designed club failed within a year because it didn't match the area's demographic profile.

In contrast, a budget-conscious model in Nairobi performed extremely well because it catered directly to the residential surrounding area, commuters, and local office workers. If you start with visuals before understanding behavior, you'll burn through your budget and never break even. One piece of advice: before you engage a designer, conduct a complete catchment area analysis and collect primary data through interviews, polls, and visits.

Beware of One-Size-Fits-All Thinking

It's a mistake to assume a concept that thrives in one region will work elsewhere. The cultural nuances, legal structures, and behavioral expectations can differ vastly. In the Middle East, gender segregation in training spaces is often mandatory. In East Africa, digital wallets are more common than credit cards, so payment platforms need to be adapted accordingly. Copying a concept from London and dropping it in Riyadh or Kuwait without modification is naive and costly. The key is to adjust your model locally, which could mean changes in language, locker room design, staffing norms, or even your tone of communication. My practical advice: include a local cultural advisor in your planning phase and ensure your operations respect and reflect the local context.

Budgeting — Underestimate at Your Own Risk

Many newcomers think gyms are simple businesses. Just buy some machines, hire a manager, and you're good to go. But the real cost lies in the infrastructure: HVAC, drainage, tech stack, staffing layers, and more. And in regions like the Gulf, HVAC alone can double your projected costs. Always build a contingency buffer and double your estimates for core mechanical systems. In addition, plan for ongoing costs like marketing, legal compliance, and staff onboarding, which are often underestimated. My operational recommendation: create a dynamic cash flow model that includes pre-opening, 12-month operations, and a 3-year forecast, and test your break-even point under three different revenue scenarios.

A strict "No" Gimmicks — Choose Equipment That Performs

Some clubs believe shiny new gadgets will sell memberships. They won't, if they don't work. We've all seen complicated equipment that's out of order more often than used. Instead, invest in equipment that lasts, is easy to service, and is respected by users. Our most successful clubs use brands like gym80 International GmbH , Life Fitness / Hammer Strength , Eleiko , Matrix Fitness Middle East , Technogym , Watson Gym Equipment , Panatta etc. . These machines are modular, tested, reliable, and built to endure. Avoid suppliers who can't support you locally. An actionable point: When selecting equipment, ensure each piece has a local service partner, accessible spare parts within your region, and fast maintenance turnarounds.

Hire Slow, Train Hard, Fire Fast

A front desk hire can make or break first impressions. A disengaged trainer can destroy class engagement. Each person has an exponential impact on lean staffing models like HVLC gyms. What works is hiring people based on attitude and teaching them the system. Trial shifts, emotional intelligence tests, and internal academies help us get it right. What fails is ignoring development and hiring purely based on CVs. And don't forget: in emerging markets like East Africa, informal experience can be a goldmine — if appropriately structured. My recommendation: implement a monthly peer-to-peer training system to foster internal learning and keep skills relevant.

ROI Is a Sport. Play to Win

This is an industry full of passion, but without clear economics, passion burns money. ROI doesn't happen by accident. You must understand your lifetime value (LTV), your customer acquisition cost (CAC), churn rate, and space utilization metrics. We bake ROI into projects from day one by running strong presale campaigns, locking in annual memberships, and upselling relevant services such as body composition testing, nutritional counseling, or PT. We also activate underutilized areas like recovery zones or vending to capture more spend per visit. A tip: track non-dues revenue per square meter monthly — it's one of the clearest indicators of whether your space works for you or against you.

Treat Your Soft Opening Like a Beta Launch

The clubs that launch best are those that test everything before going live. Soft launches help you identify issues before real complaints hit. For example, in a recent Nairobi project, we used our soft launch to test HVAC performance, wayfinding, and locker room design. These small tweaks led to a seamless experience on day one. Use this period to train your staff, refine your digital experience, and gather member feedback. My advice: build a two-week soft launch schedule with daily evaluation metrics and member feedback loops.

Your Brand Lives in Every Touchpoint

A logo does not make a brand. The member experience does. The tone of your staff, the scent in your lobby, the look of your uniforms, the feel of your locker room — it all matters. And it all adds up. If you overbrand and under-deliver, you'll be dismissed as corporate fluff. Conversely, if every detail consistently reflects your promise, trust builds. To improve this, audit your entire experience from entry to exit once a quarter using a secret shopper and your own team.

Network Like Execution Depends on It — Because It Does

In new markets, your network is your insurance policy. Your suppliers, service partners, and peer network can rescue you when things go wrong. During a shipping delay in the Middle East, we activated a supplier relationship we met years earlier at a FIBO expo. That one relationship saved us weeks. You must actively cultivate these relationships. Join industry forums, go to expos, and connect with local specialists. My guidance: invest 5% of your development budget into attending events and building relationships.

The Member Journey Is the Business

Everything from the first ad a prospect sees to how they cancel their membership is part of your brand. Too often, gyms focus on signups and forget everything that happens after. Great member journeys begin with onboarding: an induction, a body composition conversation, and if applicable, an assessment, and a personalized class suggestion. Then come consistent nudges, recovery offers, and milestone rewards. What kills journeys is over-automation, disengaged staff, and a lack of follow-up. My tip: set a 7-day, 30-day, and 90-day member touchpoint system with both human and digital components.

Mitigate Risk, Don't Obsess Over It

You'll never launch with perfect clarity. But you can identify the significant risks: delays, licensing, tech failures. Then build systems to absorb or deflect them. Use phased contracting. Ensure you have a service-level agreement (SLA) for your tech vendors. Always have a backup plan for staff and equipment delays. And above all, keep moving. Action beats perfection. My best advice: create a risk matrix with probability and impact scores before any project starts, and update it monthly.

You're Not in the Gym Business. You're in the Trust Business

"Every stakeholder is trusting you with something valuable. Members trust you with their money and progress. Staff trust you with their careers. Investors trust you with their capital. When that trust is honored through systems, clarity, and consistency, you don't just run a gym — you lead a movement. Let's keep building — with purpose, with strength, and without the gimmicks." - Yves Preissler.

www.yvespreissler.com