Setting up your own shop is harder than you think – and for longer than you think.
Almost without exception, it’s a multiple of many times harder than you’d expect. You only discover this after the fact (which is probably a good thing). If you knew up front how hard it really was, you might never start.
Let’s be clear: being passionate about fitness is not enough to succeed in this game.
That’s not to say passion is pointless. It’s just not the difference-maker. In fact, it often blinds people to the real work of building a business: the skill-building, the systems, the leadership, the risk-taking, the long nights and tougher decisions.
Here’s what actually separates successful gym owners from the ones who burn out — or never quite get off the ground.
Passion is a starting point, not a strategy
You love training. You love helping people. You’ve probably built a decent following from being good at your craft. That’s great – it’ll get you out of the gate.
But eventually, the adrenaline runs out. The long days start to stack. You get pulled away from the coaching floor and into spreadsheets, leases, rotas, and late-night texts from staff.
If passion is the only fuel you’re running on, that’s when the engine starts to die. The graveyard of failed gym businesses is full of great coaches who never learned to be great owners.
What you actually need
Resilience
Resilience is an overused word that’s often misused. But in this game, it’s absolutely essential.
You will get metaphorically punched in the face. Many times. There will be weeks where nothing goes right: staff leave, sales drop, a pipe bursts. You’ll doubt yourself. You’ll wake up at 4am and wonder why you ever thought this was a good idea.
Resilience means staying in the game through all of that. Some people are wired for it. Others build it the hard way. But either way, you’ll need it.
One phrase I’ve always come back to, from my very first client at W10:
“You’re never as good or as bad as you think you are.”
Stay level-headed and keep showing up.
Risk appetite
This gets talked about less, but it’s just as critical.
Most gym owners don’t set ballsy enough goals. They want growth, but they also want safety. They want rewards, but not risk. That’s not how this works.
I’m not saying be reckless. I’m saying be deliberate with your risk. Whenever I make a move, I ask myself: “What’s the worst-case scenario?” Then I map out Plan A, Plan B, and Worst Case.
Example:
- Plan A: open a second site
- Plan B: retreat back to one site
- Worst case: lose both, chew through reserves, and start again.
Can I live with that? If the answer’s yes, I take the shot.
The skills that make (or break) us
Once you move from coach to owner, the skill set required changes fast. You’re not just on the gym floor anymore. You’re in charge of everything that makes the business tick (or grind to a halt). Here’s what that actually means in practice.
Leadership
You don’t just lead workouts, you lead people. And that’s a very different challenge.
You’ll need to set direction, make unpopular decisions, and manage staff who might not think like you do. It’s not about being the loudest in the room; it’s about being clear, consistent, and credible.
Commercial awareness
Most gym owners don’t know their numbers. And if you don’t know them, you can’t grow.
You need to understand your margin. Your member lifetime value. Your cost of acquisition. Your break-even point. Otherwise, you’ll be guessing – and guessing doesn’t keep the lights on.
Example:
You’re thinking of adding a new class format. Sounds exciting. But is there a market for it? Does it increase yield per square foot? Can you staff it profitably? If you can’t answer those questions, you’re risking money you might not have.
Gut instinct has its place, but it’s not a substitute for data.
Systems thinking
Your business needs to function without you in every room. That means creating systems, not just solving problems.
Can someone else onboard a new client without your input? Can the coaching team run the programme without asking you what to do? Can you take two weeks off without the place falling apart?
Example:
A member wants to freeze their membership while they recover from surgery. If you don’t have a clear freeze policy and process, staff rely on you to deal with every question, every time. If you do, they handle it with confidence, and you don’t even hear about it.
Every undocumented process is a time bomb waiting to go off.
Communication
You will have difficult conversations: staff performance issues, pricing changes, members complaining. You’ll also need to communicate vision: where the business is going, and why that matters.
If you can’t communicate clearly and calmly under pressure, you’ll lose trust – and trust is your most valuable currency.
Example:
You raise prices. A handful of members kick off. If you panic and backtrack, you lose authority. If you explain the change clearly – framing it around value and sustainability – most people will accept it.
It’s not about never rocking the boat; it’s about steering it well.
Recruitment and culture
Hiring the right people is potentially your biggest competitive advantage in the training gym model.
The best gyms don’t just hire to fill gaps; they build a talent pipeline. They develop staff. They train for the business, not just for coaching quality. And they build a culture people want to be part of, and stay in.
Example:
Your Head Coach is thinking about leaving. Not for more money, but because they feel stuck. If you’ve built a growth pathway, you can offer them development, responsibility, and purpose. If you haven’t, they’ll walk, and probably take a few clients with them.
Get the right people around you, and put the conditions in place for them to get invested and commit fully, and your life will be 100% easier.
Emotional maturity
Business ownership will test every part of you. At times, you’ll be tired, under pressure, disappointed, angry, and stressed.
You need to regulate your emotions, not broadcast them; be the one who stays calm when things get rocky. You need to be able to take feedback without sulking or spinning out.
Example:
A long-term member quits and says they’re disappointed in how the gym has changed. It stings. But instead of getting defensive, you thank them, reflect, and take what’s useful. That’s maturity. That’s leadership.
If you can’t manage yourself, you can’t manage anyone else.
What happens if you don’t build these skills?
- You stay stuck in delivery mode, grinding yourself into the ground
- Your staff leave, your clients follow, your revenue stalls
- You become the bottleneck in your own business
- Worst of all – you blame external forces instead of levelling up
What now?
You’ve got a few options here:
- Audit yourself. Which of these skills do you already have? Which are missing?
- Invest in the boring bits. Training and coaching are fun – but they’re not where freedom comes from.
- Take some risks on purpose. Stop playing small and start planning smart. Lay out your worst-case and go from there.
- Get support. You don’t have to go it alone, but don’t expect anyone to do it for you.
Ready to level up?
Book a call with JC Vacassin to talk about your business and how to take it to the next level.
Or drop JC an email on me@jcv.inc to join the waitlist for the Gym Owner’s Collective — our private group for ambitious owner-operators ready to build something great.