Welcome back to HALO Talks! In this episode, we're joined once again by Adam Sedlack, CEO of UFC Gym, for another conversation that explores the evolution of the brand since his last appearance in May, 2019. (Link below.) Adam takes us behind the scenes on navigating the challenges of COVID-19, transitioning to a franchise-focused, asset-light business model, and expanding globally, with UFC Gyms now operating in 48 countries and growing.

You'll hear firsthand how strategic decisions protected both the UFC brand and its franchisees, why careful franchisee selection and capitalization are crucial, and how UFC Gym's new concepts, like boutique jiu-jitsu studios, are shaping the industry's future. Plus, Adam shares very candid advice for fitness entrepreneurs, his thoughts on brand partnerships, and what true community means inside—and outside—the gym doors. Whether you're a franchise veteran or just starting out, this episode is packed with a ton of takeaways.

Key themes discussed

• UFC Gym's global franchising strategy and expansion
• Navigating COVID-19 financial challenges without bankruptcy
• Franchisee support, training, and operational infrastructure
• Introducing UFC Gym Jiu Jitsu boutique model
• Importance of franchisee passion and capitalization
• Opportunities for gym conversions and management partnerships
• Synergies and potential for brand sponsorships in clubs

A Few Key Takeaways

1.Asset-Light, Franchise-Focused Strategy Post-COVID: The organization shifted from owning corporate gyms, creating significant rent and debt liabilities, toward an asset-light, franchise-centric model. Assets were sold to well-capitalized franchisees, and proceeds were used to pay off debt, allowing the company to emerge stronger post-pandemic 06:07.

2. Disciplined Franchisee Selection: Success in franchising is not just about expansion but about choosing the right partners. The best franchisees are both properly capitalized and deeply passionate about the brand and its mission. A lack of either capital or passion is a deal-breaker, and sometimes it's about connecting people who have both qualities 20:39.

3. Global Expansion & Diversified Models: The brand is now developing in 48 countries, opening nearly one new gym every week, and is on track to increase that pace. Performance is especially strong in larger 30,000-40,000 square foot models. Additionally, they've launched a low-capital UFC Gym Jiu Jitsu studio to serve smaller markets and new owner-operator franchisees, expanding their reach and appeal 06:23.

4. Operational Infrastructure and Automation: To scale effectively, automation, robust systems, and support infrastructure are essential. The company leverages tools like Club Connect, comprehensive CRMs, and AI to support franchisees, enabling even average teams to perform at high levels by following well-crafted operational manuals 17:41.

5. Potential and Practice of Facility Conversions: There is growing opportunity in converting existing, often underperforming, fitness facilities (sometimes with landlords becoming franchisees) into refreshed UFC Gym-branded locations. The model is flexible, allowing for such conversions and even management partnerships where the UFC Gym team operates facilities on behalf of landlord-owners 26:24.

Resources:

• Adam Sedlack: https://www.linkedin.com/in/adamsedlack
• UFC Gym: https://www.ufcgym.com
• Adam's first HALO Talks: https://www.halotalks.com/adam-sedlack-president-ufc-gym (May 2019)
• Integrity Square: https://www.integritysq.com
• Prospect Wizard: https://www.theprospectwizard.com
• Promotion Vault: https://www.promotionvault.com
• HigherDose: https://www.higherdose.com

On this episode of HALO Talks, we welcome Nick Ovenden of GreatLIFE, an organization that has redefined community recreation in the Sioux Falls, South Dakota area. What began as a sort of "accidental" golf course acquisition has evolved into a network of six golf courses, 19 fitness centers, and a bowling alley, serving over 40,000 members within a 90-mile radius. Nick joins us to discuss the unique business model that blends fitness, golf, and family activities under one membership, fostering inclusivity and long-term member engagement.

Pete and Nick also dive into how their employee stock ownership plan (ESOP) is shaping company culture and succession planning, the impact of combining recreational offerings on attrition, and GreatLIFE'S commitment to building community through partnerships and transparency.

When it comes to the recovery trends that were brought up in discussion, Nick states, "If you have not gotten on the workout recovery train yet, your time and your stop is now. You got to get these products in there before these workout recovery and spas end up saturating your market."

Key themes discussed

• Combining golf, fitness, and bowling for family experiences
• Membership structure: simplicity and inclusivity
• Community partnerships and local business integration
• Reducing attrition through varied activity options
• Transparency in financials and business education
• Board-driven decision-making post-ESOP transition

A Few Key Takeaways

1.Unique Multi-Activity Membership Model: GreatLIFE combines golf courses, fitness centers, and a bowling alley under a single membership structure. Members can choose between single, couple, or family plans and select either a Fitness Plus or Golf and Fitness Plus membership, aiming to keep things simple and all-encompassing. This approach fosters a stronger sense of community and encourages member retention by offering a broad range of activities for various interests and life stages.

2. Intentional Face-to-Face Member Onboarding: The organization has deliberately chosen not to use online sign-ups. Instead, all memberships are started in person to ensure that team members can fully explain their offerings and guide new members to the option best suited to their needs. This helps reduce attrition by keeping members engaged with new activities as their interests change. 09:04.

3. Low Attrition Rates Driven by Diverse Offerings: With multiple activities available like fitness, golf, pickleball, bowling, and group classes, members are less likely to leave since there is always something appealing. As a result, their annual member attrition rate is relatively low (about 30%), and staff turnover is also below industry averages 09:45.

4. Community Over Competition: GreatLIFE maintains close, non-competitive relationships with other local golf courses and fitness entities. Rather than trying to compete directly, they work together and even refer potential members elsewhere if their own services do not match a visitor's needs. This bolsters the overall community and reputation, benefiting everyone. 07:16.

5. Employee Stock Ownership Plan (ESOP) as a Succession Strategy: A key differentiator is the adoption of an ESOP for succession planning. This structure allows employees to gradually gain ownership stakes in the company, fostering long-term commitment and a sense of shared responsibility. The move also helps preserve the company's culture, aligning incentives and making employees more invested in the company's success. 10:55

Resources:

• Nick Ovenden: https://www.linkedin.com/in/nick-ovenden-8b047349
• GreatLIFE Golf & Fitness: https://joingreatlife.com
• Integrity Square: https://www.integritysq.com
• Prospect Wizard: https://www.theprospectwizard.com
• Promotion Vault: https://www.promotionvault.com
• HigherDose: https://www.higherdose.com

Welcome to HALO Talks NYC! In this episode, in this episodes, host Pete Moore sits down with Vancouver-based fitness entrepreneurs Trevor Linden and Carl Ulmer to explore the fantastic growth behind Club 16 and She's Fit health clubs in British Columbia. From the early days of innovating women's-only fitness spaces to strategic brand evolution and ambitious expansion plans, Trevor and Carl share candid insights on adaptation, leadership, and building a values-driven organization.

They discuss how professional athletics translate to business, the increasing importance of inclusivity and wellness amenities, and what it takes to maintain a winning team culture in a rapidly changing industry. Whether you're a fitness operator, entrepreneur, or just curious how sports savvy shapes business success, this episode offers invaluable lessons and inspiration.

On building fitness communities for all ages, Trevor states, "One of the best things I saw was that we had a group of, I think they're 75 years old, they go for coffee at Tim Hortons and they come in for a workout and it was a, it was exactly what we wanted to see is that is, is bringing fitness to, making it accessible for people."

Key themes discussed

• Evolution of women's-only fitness models
• Brand alignment and personal reputation
• Transition from defense to offense post-COVID
• Facility upgrades and equipment trends
• Diversity's impact on fitness offerings
• Maintaining independence vs. partnering with private equity
• Staff culture and leadership development

A Few Key Takeaways

1. Legacy of Adaptability and Innovation: Carl explained how his stepdad, Chuck Lawson, shifted from operating Gold's Gyms to pioneering women's-only fitness in British Columbia, launching Just Ladies Fitness, and later transitioning to the value-priced She's Fit brand when he noticed market trends shifting. Chuck exemplified never resting on success and continually adapting the business to meet evolving needs, which became a fundamental company value.

2. Authenticity in Leadership and Brand Alignment: Trevor described his careful assessment before putting his name on Club 16, emphasizing the importance of personal brand integrity and shared values with business partners. He insisted on active partnership rather than just lending his name for royalty, making sure his values and the company's vision matched.

3. Women's-Only Fitness is Booming: There is significant evidence of increasing demand and success in women's-only fitness spaces. Carl cited strong performance and expansion plans for She's Fit, attributing it to demographic diversity and a trend towards women seeking strength training and safer, private workout environments. Their locations are often at or over capacity, and new growth is a "no brainer."

4. Focus on Team and Culture Over Name Recognition: Both Trevor and Carl stressed that a brand name does not make a company successful; rather, it's the team and culture. They credit their deep bench of long-tenured employees, investing in people, and maintaining company values as key drivers of ongoing success, not just Linden's celebrity.

5. Growth Ambitions Are Grounded in Operational Discipline: The company has ambitious plans: aiming for 3 new She's Fit and 2 Club 16 locations annually starting in 2027, reaching about 41 locations by 2030. Despite increasing competition—including from private equity—they maintain operational independence, strong financials, and a preference for slow, quality-focused growth over rapid expansion for its own sake.

Resources:

• Trevor Linden Fitness: https://www.trevorlindenfitness.com
• Integrity Square: https://www.integritysq.com
• Prospect Wizard: https://www.theprospectwizard.com
• Promotion Vault: https://www.promotionvault.com
• HigherDose: https://www.higherdose.com