“As clubs with swimming pools and health and beauty facilities, the low cost model wasn’t going to work for us, but the clubs weren’t as high-end as David Lloyd clubs either. Our first intervention was to win over the staff and encourage them to act as though it was a high-end club”
When did you first become involved with Gym Plus Group? When the chain of eight clubs went into examinership in 2015, I was invited to come on board to try and turn the business around. Coming from the hotel industry and having previously been an active sportsman and rugby player, I approached the business from the customer’s point of view.
Gym Plus was an estate of mid-market clubs that had been a victim of the recession and the advent of low cost clubs. They had lost their identity, needed investment and were discounting in order to get memberships.
How did you go about turning the clubs around? My first challenge was to find a model that could work. I teamed up with an old school friend, Sandra Dunne, who has years of operations experience, to determine how we could define the brand. It wasn’t the ‘what?’ that I was mainly interested in, it was more the ‘why?’ and the ‘how?’ I wanted to create a community and make the membership sticky.
As meaty clubs, with swimming pools and health and beauty facilities, the low cost model wasn’t going to work, but the clubs weren’t as high-end as David Lloyd clubs either. Our first intervention was to win over the staff and encourage them to act as though it was a high-end club.
We introduced four core values on which to base our culture and staff attitude: to be passionate, personal, proactive and positive. Over the past four years we’ve drilled this into the team, so they understand the member journey we’re trying to create from joining to the first visit and onwards, so people feel welcomed and supported in their goals.
Investments were made in improving facilities, back of house, in terms of equipment and aesthetically and we’ve also greatly increased the class programme. Added to this, we negotiated the business out of an existing franchise, which allowed us greater flexibility to develop.
The prices were raised to reflect the improved offering – memberships now range between €45 (£39, $50) and €59 (£51, $66) a month and people can choose whether to join one club, or have a flexible membership, allowing them to visit all eight. We work hard at customer engagement, as well as getting feedback.
Who are your members? It is incredibly varied – we have the core following of 30- to 50-year-old professionals, but we also have a lot of families and older adults. Some of the clubs are in areas that attract a very corporate market. It can be interesting trying to encourage all the different types of members to merge together.
What has the impact been? We’ve had a 50 per cent increase in membership over the past three years and reduced the attrition rate down to 4 to 5 per cent. We’re not quite there yet, but we’re getting there. We have about another two years to carry on implementing our changes and then we might look to expand.
What exciting trends are you seeing in the industry? Technology is a big thing at the moment, but I wonder how long it will go on for. It has its place and I like my Garmin, but sometimes I like to go fishing and leave my phone at home, or leave technology behind, take my shoes off and walk in the sand.
I was speaking to someone the other day who said that he didn’t want to be told that he’d only had four hours of good sleep when he thought he had had a good night, so I think there might be a bit of a backlash and a return to nature.
The core membership of Gym Plus is 30- to 50-year-old professionals
Facilities have been invested in and improved over the past four years
Panatta brought together four of the most influential figures in bodybuilding history on the
stage of RiminiWellness 2026: Phil Heath, Lee Haney, Ronnie Coleman and Hany Rambod. [more...]
“As clubs with swimming pools and health and beauty facilities, the low cost model wasn’t going to work for us, but the clubs weren’t as high-end as David Lloyd clubs either. Our first intervention was to win over the staff and encourage them to act as though it was a high-end club”
When did you first become involved with Gym Plus Group? When the chain of eight clubs went into examinership in 2015, I was invited to come on board to try and turn the business around. Coming from the hotel industry and having previously been an active sportsman and rugby player, I approached the business from the customer’s point of view.
Gym Plus was an estate of mid-market clubs that had been a victim of the recession and the advent of low cost clubs. They had lost their identity, needed investment and were discounting in order to get memberships.
How did you go about turning the clubs around? My first challenge was to find a model that could work. I teamed up with an old school friend, Sandra Dunne, who has years of operations experience, to determine how we could define the brand. It wasn’t the ‘what?’ that I was mainly interested in, it was more the ‘why?’ and the ‘how?’ I wanted to create a community and make the membership sticky.
As meaty clubs, with swimming pools and health and beauty facilities, the low cost model wasn’t going to work, but the clubs weren’t as high-end as David Lloyd clubs either. Our first intervention was to win over the staff and encourage them to act as though it was a high-end club.
We introduced four core values on which to base our culture and staff attitude: to be passionate, personal, proactive and positive. Over the past four years we’ve drilled this into the team, so they understand the member journey we’re trying to create from joining to the first visit and onwards, so people feel welcomed and supported in their goals.
Investments were made in improving facilities, back of house, in terms of equipment and aesthetically and we’ve also greatly increased the class programme. Added to this, we negotiated the business out of an existing franchise, which allowed us greater flexibility to develop.
The prices were raised to reflect the improved offering – memberships now range between €45 (£39, $50) and €59 (£51, $66) a month and people can choose whether to join one club, or have a flexible membership, allowing them to visit all eight. We work hard at customer engagement, as well as getting feedback.
Who are your members? It is incredibly varied – we have the core following of 30- to 50-year-old professionals, but we also have a lot of families and older adults. Some of the clubs are in areas that attract a very corporate market. It can be interesting trying to encourage all the different types of members to merge together.
What has the impact been? We’ve had a 50 per cent increase in membership over the past three years and reduced the attrition rate down to 4 to 5 per cent. We’re not quite there yet, but we’re getting there. We have about another two years to carry on implementing our changes and then we might look to expand.
What exciting trends are you seeing in the industry? Technology is a big thing at the moment, but I wonder how long it will go on for. It has its place and I like my Garmin, but sometimes I like to go fishing and leave my phone at home, or leave technology behind, take my shoes off and walk in the sand.
I was speaking to someone the other day who said that he didn’t want to be told that he’d only had four hours of good sleep when he thought he had had a good night, so I think there might be a bit of a backlash and a return to nature.
The core membership of Gym Plus is 30- to 50-year-old professionals
Facilities have been invested in and improved over the past four years
According to research which tracked more than 147,000 people for 30 years, 90-120 minutes
of strength training a week may deliver some of the biggest long-term health rewards.
The UK's four Chief Medical Officers have published a refreshed edition of Physical activity
guidelines: UK Chief Medical Officers' report, updating the evidence that underpins the nation's
physical activity recommendations and placing greater emphasis on strength, balance, reducing
sedentary behaviour and, for the first time, supporting people taking weight loss medications.
Places Leisure has exchanged contracts to build and operate a flagship £60m water and leisure
destination on behalf of Basingstoke and Deane Borough Council.
The Republic of Ireland will become the latest market in PureGym’s expanding international
portfolio, with the first launch planned for Dublin in 2027.
Anytime Fitness opened more than one club a day in 2025 and is on track to maintain this rate
of growth this year, as parent company Purpose Brands targets further international expansion.
The £33.9 million Leighton Leisure and Community Centre has opened in Leighton Buzzard, UK,
creating a next-generation public leisure, health and wellbeing hub for the local community.
Walnuts Leisure Centre in Orpington, in the London Borough of Bromley, has reopened following
a £17m transformation designed to secure the long-term future of the public leisure asset and
reposition it as a community wellbeing hub.
The Gym Group, has announced that it's sustained positive trading momentum has continued
through the first half of 2026 and the company remains confident about the outlook.
Panatta brought together four of the most influential figures in bodybuilding history on the
stage of RiminiWellness 2026: Phil Heath, Lee Haney, Ronnie Coleman and Hany Rambod. [more...]
