Nov. 20, 2025

Episode #575: Scaling Planet Fitness-Lessons in Execution and Growth from CJ Bouchard

Episode #575: Scaling Planet Fitness-Lessons in Execution and Growth from CJ Bouchard
HALO Talks: Elevating Wellness
Episode #575: Scaling Planet Fitness-Lessons in Execution and Growth from CJ Bouchard

In this episode of HALO Talks, industry veteran CJ Bouchard opens up to host Pete Moore about the realities of entrepreneurship in the fitness industry, sharing candid stories of risk, resilience, and what it really means to build from the ground up. From betting his savings on a fledgling franchise in North Carolina and initially making daily two-hour commutes, to pivoting and learning tough lessons about club size, site selection, and market expansion, CJ reveals how grit, adaptability, and a clear mission have fueled Excel Fitness's phenomenal growth.

Planet Fitness (NYSE:PLNT) is one of the largest and fastest-growing operators of fitness centers in the U.S, and Excel Fitness Holdings is one of their largest franchisees currently operating 150+ clubs in Austin, Dallas/Ft Worth, Tulsa, Northwest Arkansas, North Carolina, Tennessee, Utah, Georgia, and Virginia. Their mission is to build a team culture and atmosphere constructed on trust, humility, and strong relationships, always leading by example and putting others first with the utmost integrity, dedication, and accountability.

Pete and CJ also dive into how partnering with private equity has transformed the business, what it takes to be a successful operator in today's market, what to expect when working with a PE firm, and the importance of building a strong team and community-driven approach. CJ also shares the meaning behind his "Hope is not a strategy" tattoo, and why execution—not wishful thinking—remains his guiding principle.

Whether you're a club owner, aspiring HALO sector entrepreneur, or curious about how major fitness brands expand, this episode is packed with actionable insights, real-world advice, and plenty of inspiration from one of the industry's top leaders.

Key themes discussed

  1. Entrepreneurial journey and early struggles in fitness industry.
  2. Evolution and disruption of the Planet Fitness business model.
  3. Challenges involved in club building and expansion.
  4. The critical importance of location for a gym's success.
  5. Strategic growth: Acquisitions, private equity, and territory development.
  6. Leadership style: Clarity, vision, and execution over hope.

A Few Takeaways:

1. Entrepreneurial Grit & Humble Beginnings: Bouchard started in the fitness industry as a personal trainer without a college degree, working in Connecticut's gym scene and grinding through tough times. He didn't take a paycheck for two years and put payroll on credit cards when launching his first Planet Fitness in North Carolina. Real entrepreneurship often means sacrifice, resilience, and relentless commitment.

2. Evolution from "Hardcore" Gyms to Disrupting the Market: CJ's transition from traditional gyms (Gold's, World Gym, etc.) to Planet Fitness highlights a change in business philosophy. It went from focusing on "results" to focusing on "access." He recognized Planet's disruptive model early on, betting on a concept that many were skeptical about and ultimately building one of the largest Planet Fitness area development companies in the country.

3. Importance of Site Selection and Operational Knowledge: Both Bouchard and Moore emphasized how crucial it is to understand the nuances of real estate, site selection, and the operational details of running clubs. The value of personally touring sites and knowing the history and layout of each location is essential. Software and reports can't replace firsthand experience.

4. Strategic Growth: Mergers, Acquisitions & Private Equity: Under CJ, Excel Fitness strategically expanded through acquiring clubs, merging with other operators, and partnering with private equity (Olympus Partners.) CJ shared how growth now includes both new club development and acquisitions of existing gyms (like Texas Family Fitness), always with an eye on preserving legacy and community as much as possible.

5. Culture, Team, and Values: CJ's leadership philosophy stresses execution, daily engagement in operations, and a moral compass focused on building communities through fitness. His tattoo "Hope Is Not a Strategy" clearly shows his belief in preparation and action, not relying on luck. He also spoke passionately about valuing long-term employees and creating opportunities for others in the organization.

Resources:

Transcript
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This is Pete Moore on Halo Talks nyc. I have the pleasure of bringing

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a friend of mine from the Planet Fitness Network,

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long time industry veteran like myself, cj

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Coming in from Excel Fitness, CEO of

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one of the largest Planet Fitness area developers. Cj, Good to have you

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on the show. Good morning, man. Good to be here. Appreciate

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it. Love the podcast. Love what you're doing, man. Awesome. Well,

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I had the pleasure of working with your team for a while, so you built

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a nice engine and corporate entity here,

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you know, as you continue to, to grow with your private

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equity firm, Olympus Partners. So, you know, what I'd love to

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do is, you know, you and I have spoken many times in person, over the

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phone, over text message. You know, I think people need to understand that,

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you know, where you started back in Connecticut and

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you know, some of the, some of the tougher times, you know, to actually get

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to a place where you are today. So maybe, you know, take, take it from

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the top, if you will, in Connecticut with the, with the

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Pepe. Yeah, right. Listen, I, I've been

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in the industry. I'm 55, right, so I've been in the industry since I was

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18. You guys could do the math. And I started,

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you know, as just a guy that wanted to work out, loved the gym

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and, and decided to, to, to really, you know, kind of go

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hardcore all in. Never went to college, started working in a

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club, wanted to do, you know, personal

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training, did the personal training, nutrition thing, did that for a

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while and it was fantastic. I was, I was in

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Connecticut, worked with Joe Pepe at his World Gym clubs up

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there. There were Golds and there were, well, they were Golds and Premier

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Health and Fitness and World Gym and, and so we

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switched all around and, and you know, built up a great, great following.

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Had a, had an awesome group of trainers that I work

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some worked under me and then sold my training company, went to

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North Carolina and that was in early, early

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2000s, and then found,

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found that Joe Pepe had, had

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transferred his clubs over to Planet Fitness in

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2004. And if Joe was doing that, something was

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up with that. So I went and looked into it and

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found out that Planet was franchising. They started franchising. And

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I had heard about Planet before. I kind of, I also had worked for Twin

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Oak Software. We had sold our software company to

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Twin Oaks. So I was with Twin Oaks for a year, but knew about

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Planet, but never really kind of knew about Mike, Mark and Chris until

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I went up there and checked it out, which was kind of cool.

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Saw those guys they were entrepreneurs, they

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were disrupting the industry. And everything I knew about fitness

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was, you know, kind of hardcore side everything and but you, when you looked at

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it from a 30,000 foot view, you're like, hey, this is, this is pretty cool.

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I mean the interesting part about, yeah, the interesting part about planning, I do this

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in my, in my Halo Academy case. But like these guys really stumbled upon

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this business model out of like extreme frustration and

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basically said hey, like you know, we were a Gold's Gym up in New Hampshire,

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we're losing money, you know, we're paying all these sales commissions out. Like what if

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we just take out everything that annoys the shit out of us and take out

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the group exercise. Let's get these personal trainers off the floor. Like we're not doing

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a pro shop because I thought I was making 100% of my supplements but

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like 80% of them get stolen from, from the front desk.

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And I'm paying 22 year old kids to, you know, to sell memberships

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and, and then sold like 500 memberships or some crazy number.

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Right? So you know, coming, coming from and, and, and for

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people's note here on the audience, at one point Planet

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Fitness actually acquired World Gym as a brand and then

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actually three years later sold it back because they couldn't convince a lot of World

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Gym owners that they should reflag to plan

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it. And I think Mark and Mike got really frustrated be like, dude, let's just

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get rid of this thing because like we can't educate people. But you on the

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other hand kind of said like, hey, I come from the personal training, I

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come from the results side. But like you understood the

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business model and not necessarily like the delivery

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of, of like a multi programming, you know, full amenity

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set that you know, is a complicated business when you come down to like a

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full service health club. So what was like, what was like the turning

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point there? And then you know, why'd you move down to North Carolina and then

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talk about some of your daily road trips and people know that you're not just

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like an entrepreneur sitting in your office with like a bookshelf behind you.

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Yeah, we thought we had that conversation. I think both

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know, quite frankly, you know, finding, finding Planet. When I saw Planet, I was like,

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okay, this is special. I didn't look. Nobody knew how special Planet

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was going to be, but we all knew it was different. It was

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Disruptor. We all knew that we had to do something because as you knew, like

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look back in those days, if you had, if you had 3,000 members and were

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breaking even or making some money. Like you were doing okay, right?

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Like, you're like, that's. Those are the guys running the gyms. Like, there was very

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few people with, you know, with substantial

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income from, From Fitness Concepts back then. Right. Like, there's a few

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guys, right. I was working with the average. Yeah. I was working with Gold's Gym

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guys at three or four thousand members who were like. Right. You know, like the,

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the, the. The person to talk to at the trade show. Right. In a regional

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franchise associate. And then. And also I used to go up there and say, like,

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hey. Because I used to do like, this industry update with the regional guys

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at the ggfa, they called it. And I would say, like, hey, this Planet Fitness

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thing, like, you better fuck. You know, better watch out. Like, they, they got something

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going on here. And the response, C.J. i used to get was

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like, oh, those guys gonna be out of business soon. Like, they can't. You can't

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price a membership, you know, and, and so to, to get in

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it and kind of like, bet your career and bet like, your personal financial

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statement on Planet. Just everybody knows, like, now it's kind of like, no, like,

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obviously. Right. But back in the day, it was kind of like, hey, I don't

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know if I could get this amount of people. And I'm not actually providing

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the results, I'm providing you access. And I don't know

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if, like, the market appreciated private equity, didn't appreciate it

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until, you know, really, like 12 years ago, not

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25 years ago. No, talk about that. Talk about

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that and like, how you change your mindset and then what you did to, like,

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make this work. Yeah, I think, listen, you're spot

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on. I think what people need to realize is that the guys, you know, that

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was the seventh, like, the seventh franchisee in the system. Right. And,

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and, and when I moved to North Carolina, it was to raise a family. Like,

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that was the deal. I didn't want to raise a family in Connecticut. And I

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looked at it and said, there's no way I could be an entrepreneur in Connecticut

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with the costs that are here. And we, you know, I visited North Carolina

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a lot. My ex wife's from, you know, basically from North

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Carolina, went to school there. So she. So, so we went there

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and, and looked to raise our son there. And, and then we had this

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opportunity came about. And then when you looked at Planet, the guys that started in

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the beginning, these are guys that are gym guys because that were grinders

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that just like, from day one,

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they knew the Business. They understand what it means

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to service the members. They

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really looked at the business as how do we take it to the

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next level? And most of these guys came from Worlds, came from

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Golds, came from Powerhouse. And they

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looked at it and said, okay, we, we've got to, we got to make some

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money in this industry, right? Like, we're putting blood, sweat and tears in this thing

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and we're not really making any money. In fact, a lot of them are on

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the brink of going bankrupt. So. True. They go to, they go to

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Planet. And Planet is like, listen, this, you know, change the model, buy

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in or don't do it. And you know,

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for me it was, it was, I wanted to, I

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wanted to get out of trading hours for dollars, right? I didn't want to do

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personal training anymore. I was looking to, to

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get to the point to where I could, I could service more people

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and, and make, make a bigger impact. And of course, yeah, I wanted the

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American dream. I wanted to be able to, to, to build something and to

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create something and then at some point in time get, get to the point like

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where I'm at today. But you know, the success, you know, it's like this

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overnight success that happened 20 years. You know, it took me 20 years to

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make it happen. I mean, it's, and we talk about this. I,

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I was in Wilmington, North Carolina and at the time

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I looked for opening up clubs in Wilmington and it didn't happen. So

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corporate basically turned around and said, look,

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you're gonna have to go to Raleigh. So I just built a house in

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Wilmington and Wilmington to Raleigh's two hours. So I was

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like, okay, screw it, I'll go to Raleigh, right? And I find a location in

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Raleigh. I take all the

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money that I had, which was, you know, at the time was a couple hundred

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grand. I was pretty good. You know, we saved some money and we built a

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house, sold that and built and bought some land and sold that, made

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some money and, and saved some money and I put everything into the first

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club, every dime. And

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quite frankly, it was, you know, it was challenging for the first, you

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know, first couple of years it was really challenging. And I

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drove from Wilmington to Raleigh basically five

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days a week. It was, I dropped my son off at 7:00am I would drive

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to Raleigh, two hours. I'd work for, you know, until

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5, 6:00 clock, depending on, you know, if, if, you know. At the time my

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wife was, was, was able to pick our son up. She was working as well.

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So, so we were just challenged with this operations but, but we

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just grinded it out and then it was 18 months later where I went and

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we decided to move to Raleigh and go all in. But, but

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I didn't take a paycheck for two years. Yeah, well, I started a

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company, software company. I didn't take a paycheck for three and a half years and

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like put 66,000 on credit cards because I didn't know what

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it was. Like, you know, I was in business school. You know, my grandma paid

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for it. Thanks, Grandma Helen. But like, they didn't teach you in business school.

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Like, well, like, this is what you do. Like, this is how you wind down

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a company. This is how you, like, you elegantly fail. Right? So I'm just like,

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dude, I'm all in. And yeah, I mean, while you're going through that, just to

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like get into the psyche of an entrepreneur, Ye know, when you were

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going from, from Wilmington to Raleigh, I'm sure like during

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that ride you weren't like, one day I want to have a private equity firm

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and 166 clubs. You're like, no, dude, I gotta make sure I meet payroll.

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I gotta look for the next location, I gotta meet my milestones. I gotta make

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sure I get my kid picked up and I got food on the table and

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I got like $0 in my savings account. Like, you're

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crazy entrepreneur at the time, you know, that wasn't that long

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ago, right? No, no, no, this, I mean, you're talking to

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2004 to 2006, right? So yeah,

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you know, I, I, I was putting payroll on credit cards, like literally. I

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mean, it was, it was one of those. And look, I did everything. I was

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the, I was the payroll guy, I was the HR guy, I was a bad

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HR guy. I, you know, I, I, I did everything. I

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cleaned the toilets. We, you know, we, we put up signage, we moved

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equipment. We, you know, it was

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that, that's what you did. And quite frankly, you know,

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there's a little bit of that grit that, you know, you

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miss a little bit of that because you get separated. You get, you

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know, four lines of separation. But my team knows I still have guys that work

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for me since day one. I gotta, I gotta, guys work for me. Two guys

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that have been with me over 20 years from Raleigh, another, another that's been

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with me, you know, in Texas. He's been with our company for over 20 years

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as well. So these guys have seen it, they've seen it from the ground

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up. And that's, that's what I love and I Love seeing them

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where they're at today. Which, you know, again, you're

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right. Nobody knew we were going to have private equity backed business. Nobody knew we'd

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have a, you know, today we're 167 clubs will be 174

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by the end of this year, you know, possibly more.

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We're, we're going to, we've got 15 under, under, under

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construction right now. We got a massive team, we got 3200 employees.

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Nobody knew that was going to happen. All we knew was that we

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had a, we, we had a lease payment on equipment coming up soon and how

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the hell we were going to pay it, right? Like that's, that's what the deal

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was. That's why like, you know, there's like two types of people that come

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and call me up there. There's someone who comes and says like him. And I

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built 10 clubs. I basically built them with my hands, my blood, sweat and tears.

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I lived in these, these clubs for a period of time. I could do everything.

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I know where everything is. Like when I to go on a club tour with

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somebody like you, okay, usually you're like picking up like small

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pieces of paper or like in the parking lot, you pick it up like a

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cup, right? Or when you go into a club, like you don't put it in

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the fucking GPS because you actually know exactly where it is. I've been with guys

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that travel around be like, oh, let me put the gps. Like, dude, don't you

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go here every day? How do you, what do we need a GPS for to

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get to this club? Like, and those are the guys that come in from the

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industry, from the top and don't really like understand like what it

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took to build this thing. They don't really know exactly where it is. And then

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you walk the club and they're like shaking hands with people and people like, I

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don't know who this guy is, right? You go in there, you're like, dude, I

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hired you. I probably have trained with you. Like we closed the club, we

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opened the club together. I'm like, whatever you need me to do. Like, there's no,

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my title is relevant to what, to what the deal is.

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So I get those guys and then, and then you get an operator that comes

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around and like when you walk a club with somebody like you, you know,

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like you actually get insight into. Let me show you how this thing was built.

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Let me tell you what I did with this, you know, with this wall. Let

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me tell you, you know, where other guys come in, they'd be like, yeah, this

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club has X number of members and X number ebitda. And I'm like, do you

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know anything about the history? Like, oh, I. No, I don't. I think it might

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have been a grocery store. I'm like, what the. How do you not know, like,

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the history of, like, this box? Right. So

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how do you. How do you think you know? Yeah. So many

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stories, man. I mean, just. I mean, quite frankly. Listen, we. We went.

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Planet was supposed to be in the. You know, in the beginning, it was like,

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oh, just build it, and they're going to come. I was like, well, that didn't

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happen because they were in Dover, New Hampshire at the time. I'm in Raleigh, North

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Carolina. Nobody knew us. Nobody. So I had people coming up

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to us, and we took over an old gym, and the gym was called Big

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Ape Gym. Okay? That was the name of the gym, Big Ape Gym in

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Raleigh. And the guy that owned it was. His name was Todd. So we're selling

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memberships, and people would come up to us and be like, hey, where's Todd? He

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owes me money. And I'm like, we're Planet Fitness. I don't know where Todd is.

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I don't know who he is. Like, I don't care. Right? Like, this is the

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kind of, like, stuff that we dealt with right in the beginning. And I'm thinking,

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I'm building this beautiful new club for you, and all you want to do is

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talk to some dude that, you know, stole your money before. I'm like, that's not

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me. Right? And, you know, we build the first club, you build the second club,

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build a third club. And quite frankly, we built three clubs. And I was like,

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they're not performing. And I'm like, well, what's going on? Why aren't they

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performing? Well, come to find out, like, I.

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I realized at a very early time in our career building, thank

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goodness. But it was in three, 36 months that we were

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underserving the market. We were building our clubs too small. We had no

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idea that it was going to be as popular. But

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when people came through and they started joining and more people came in, it was

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like, well, there's just. It's not that same effect. So I went and visited a

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couple of the big planets that were doing really well, took a tour, and

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I was like, all right, I get it. We got to build them bigger. And

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that's when we built our fourth club, which, you know, at the

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time we were building that club, and we eventually made it

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20,000 square feet, which, which even today's standards, not

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giant, but it was better than what we were doing. How small were the other,

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how small were the first? 3:12. Oh, okay. Like

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a bad 12,000 square feet, you know, so,

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so we just, we just thought we were doing the right

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thing. We just, you know, we didn't, we didn't realize, you know, the

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market wanted bigger and better and, and more and.

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But it taught me a really valuable lesson, like, I wouldn't take anything

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back, like, from where I sit today. Like, I learned so

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much from building our business up the way that we did. You know,

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instead of like building from, from, you know, the, the

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inside out of like Raleigh, you know, we, we,

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you know, we did, we did a better job building from the outside in, quite

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frankly, in some other markets, you know, and there's some, there's a lot of learnings,

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I would say, along the way where we're just like, man,

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it, it was a, it was a struggle, but I'm glad where

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we're at today, you know. Well, I, I use this quote that a guy told

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me a long time ago, Peter Brockway. He's like, experience is what you get when

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you don't get what you want. And I always like, kind of think about the

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only reason why, you know, what, you know, or when I, when someone's like, hey,

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can you advise me on this and you know, how much you have to pay

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or whatever. I'm like, look, dude, I've seen this movie so many times. Like, I

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will tell you every different, like, rabbit hole that this thing may go down and

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I'm going to tell you how we get out of it or we avoid it.

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So like, what's that worth Club? Like, you could go look at a club,

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be like, hey man, this site's not gonna work. You know, it might not show

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up on a Buxton report, but you're gonna be like, look, the egress, you

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know, like egress, egress thing here or like traffic patterns or like

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all the houses on this side, you gotta cross over this road. No one's cross.

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You know, like that kind of stuff is like, you don't, you can't train somebody

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on that. You gotta live it. That's funny. I just had that conversation with

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one of the other franchisees the other day and we were talking about the systems

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in place and you know, we mentioned a different, a different franchise, non fitness

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franchise on how well they're doing with their, you know, with their site selection. I'm

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like, yeah, because actually they've got some planet guys that are in there

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at an early stage, and they knew what we did in the beginning and what,

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what did work and what didn't work. And that's how they put it in. Put

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it in their new systems for this other franchise. Right. And the thing is, is

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that what, like today when you look at it,

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there's these guys that come in. You're 100% right. These guys that come in that

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don't have that knowledge. I can go. I can go to any one of my

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markets, doesn't matter what market. And I can go to anybody's market and be like,

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oh, that's a prime spot, that spot. You need to put a club right there.

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And. And I can look at another. Look at another market and look at another

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location and be like, you're gonna get out here, you're gonna get out

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position pretty quickly. If you put a club. Yeah, you know, I mean, you got.

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You got clubs in Dallas as well. We'll go through the

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territories. Yeah. But one thing in Dallas, that's a great story. I gotta get it

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on, get it on recording. Cause I don't know if I've ever recorded this, but

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I was at a meeting with a guy and he was bringing in private equity

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money. I was working with the private equity group and they bring in the head

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of real estate. And they had a real estate guy. This is like 15 years

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ago. He's like, our software on the real estate is so good that I

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actually don't have to visit the location. And I'm thinking to myself, bro,

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that is the worst thing you could say. Like, it costs like

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300 bucks on Southwest to get to this, to Dallas. Whenever you

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want to, love, feel like, go and visit the location. So we end up getting

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money from another private equity fund. Not the one that I was working with, fortunately

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or unfortunately, because I told him to stay in his territory. And he ends up

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putting in a location. And in Dallas, you can attest

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to this. Like, all the freeways in Dallas, like, have hundreds of

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thousands of cars. But if there's no exit, then this

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location that's down here, that's got 300 cars, you can't get to it.

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It was. And he put it next to a methadone clinic. So I'm like, dude,

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like, come on, man. Like, go down there and figure this out. So

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location selection will either. It'll either make you or break

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you. And quite frankly, to me, that's the

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most fun thing I could do is go travel in my

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markets, go look at new sites and then go visit the other

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clubs and talk to members and team members. Like, that's the

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most fun I could be doing on a daily basis instead of answering, you know,

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five, you know, major issues that I got to deal with on a

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daily basis. I'd much rather be doing that stuff. Foreign.

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This is Pete Moore. I want to let you in on a little secret. There's

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this company called Promotion Vault. And what they do is they give. Out rewards

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from retailers that allow you to incentivize your

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members without having to do zero down and one month free

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or giving away shakes or giving away T shirts. What you want to

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do is build a rewards program that lasts, that people value

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and that doesn't discount your own products and services. So here's the deal.

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There's something called Rewards Vault. The Rewards Vault is going to

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allow a member to set up their own profile. They are going to

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answer questions, you. Are going to get those answers. You're going to be able to

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target those members, and you're going to reward them inside your club,

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inside your spa, and outside of the club and outside of the

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spa to get them to become loyal, to get them to pay their

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monthly dues and to be rewarded properly for the

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actions. A lot of companies are cutting back on rewards. You shouldn't be.

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Promotion Vault, your answer, trust me, this is real.

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So from a standpoint of the markets that you went into, talk about,

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you know, from Raleigh, right. You get, you take over North Carolina

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and then where'd you jump to next? And just

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talk a little bit about the market territories that you have right now, what

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you're trying to build through Greenfield or acquisition. Yeah.

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So 2000, 2005, we opened our first club, and

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that was in the Raleigh market. And then 2016, we did an

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acquisition of a couple of clubs in Virginia and. And

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then in 2018,

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strategically sold our company to Excel Fitness.

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So we operate, we operate clubs in,

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in three of the top five population growth markets. So you

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look at Dallas, Austin, Raleigh, and then you

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throw in, you know, Northwest Arkansas, you throw in, you know,

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Tulsa, you know, some of these other

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markets that we have, just great markets. They really are. They're fantastic

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markets. We're so, we're so fortunate to be that. But strategically,

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you know, we didn't go to market to sell the company in North Carolina. We

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wanted to align with Excel Fitness. At the time they were, it was being

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run by a good buddy of mine, and he and I wanted to work together,

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and I knew he wanted to exit at some point as the CEO.

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So it was, it was a, it was a good fit. Like, operationally, I was

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dialed in, be able to take over. They had 39 clubs at the time. We

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had 17. So we, we. We merged everybody so we didn't

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lose any one of our team members. I mean, everybody from my side came over.

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We ended up having, you know, kind of like an east west operation thing

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there. And right now, like I said, we operate

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100 and there's 167 clubs, and we got, you know, a few more under,

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but. But the Dallas market skews for us. It's ground

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zero. Everybody's there. We get it. And I

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think, I think, quite frankly, you know, I'm talking about everybody being there.

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Like, that's making us better. That's making our

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franchisor look at, look at our, our business and say, how do we

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be better? Look, we don't. We don't want to be everybody else. We just. We

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just want to beat everybody else. It's that simple. Okay, Right.

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Like, we just, you know, I don't, I don't look at it and say, I

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don't have to be these guys. I don't need to be, you know, our competitors.

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We don't want to be the competitors. What we want to do is we want

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to be able to provide, you know, the, the members with the best, best service

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and the best opportunities. Right. And the best product. So

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we work on that every single day. And I think, I think the nice thing

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about it is that people need to understand, like, I,

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I'm involved in this business on a daily basis, right? I

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may be the visionary of the company and look at it and say, hey, we

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want to, we want to try to acquire this or go over here. We're going

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to build clubs here. We're gonna, we're gonna buy land. We're gonna build buildings like

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that. Yeah, we may be, you know, that, that may be what I do. But

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on a daily basis, the biggest thing that I could do is make sure that

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I provide clarity and vision to my team so that they can go

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execute underneath what I feel is a

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good moral compass of how we want to provide

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fitness, which is we want to build communities through fitness.

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00:24:04,580 --> 00:24:08,180
That's the goal. That's the goal for Excel Fitness. We want to impact

402
00:24:08,340 --> 00:24:12,140
lives and create opportunities for people, and we want to do

403
00:24:12,140 --> 00:24:15,060
that by building communities through fitness, period.

404
00:24:15,860 --> 00:24:19,660
So what's going on on my business side? So people that listen here know

405
00:24:19,660 --> 00:24:23,180
that my day job is to help people buy and sell companies in the halo

406
00:24:23,180 --> 00:24:26,920
sector. Mostly health club chains and boutique fitness ch. What's going

407
00:24:26,920 --> 00:24:30,120
on right now is that a lot of the Gold's Gym operators and guys that

408
00:24:30,120 --> 00:24:33,760
I met 25 years ago, they were in their 40s when they started.

409
00:24:33,760 --> 00:24:37,560
30s. 40s. Right. And a lot of those guys are now in men and. Men

410
00:24:37,560 --> 00:24:41,040
and women and families that own this business. Their kids aren't in the business.

411
00:24:41,280 --> 00:24:44,840
Right. They went and did something else, and there's really no succession

412
00:24:44,840 --> 00:24:47,520
plan. So they come to me and say, hey, do you think I could sell

413
00:24:47,520 --> 00:24:51,240
my business? And, you know, not just, like, wind down my

414
00:24:51,240 --> 00:24:54,820
lease, but, like, who's a good strategic buyer? And

415
00:24:54,820 --> 00:24:57,900
obviously, there's a lot of private equity out there right now in a couple of

416
00:24:57,900 --> 00:25:01,660
different brands. If somebody's got a, you

417
00:25:01,660 --> 00:25:05,460
know, a Gold's Gym or a World Gym or an old powerhouse or an

418
00:25:05,460 --> 00:25:09,220
independent club, and they're saying, like, come to me, or they come to you directly

419
00:25:09,220 --> 00:25:12,340
and say, hey, we want to turn this into a planet, you know, and buy

420
00:25:12,340 --> 00:25:15,940
me out. How does that. How has that gone? Because you've done the Texas Family

421
00:25:15,940 --> 00:25:19,420
Fitness deal, which I was involved in a while ago. We got a couple of

422
00:25:19,420 --> 00:25:22,980
things that you and I are working on now on, you know, buying some clubs

423
00:25:22,980 --> 00:25:26,670
from independent operators that are. That were good guys that,

424
00:25:26,670 --> 00:25:30,390
you know, serve their community and for them to turn

425
00:25:30,390 --> 00:25:33,430
into a planet. Obviously, some of the. The programming might change,

426
00:25:33,910 --> 00:25:37,670
but, you know, you're dialed in on, like, what I'm providing, and I might

427
00:25:37,670 --> 00:25:40,990
not have everything that you used to have, but, like, I'm going to be on

428
00:25:40,990 --> 00:25:44,390
the. The front end of equipment, I'm going to do services,

429
00:25:44,630 --> 00:25:47,670
and. And like, Planet's here to stay. So what's the.

430
00:25:47,990 --> 00:25:51,640
Besides what I just reeled off, like, what are some of the things that

431
00:25:51,640 --> 00:25:55,320
you have a conversation with, like Texas Family Fitness or people

432
00:25:55,320 --> 00:25:58,960
like that to say, look, like, just trust me with this asset, obviously you're gonna

433
00:25:58,960 --> 00:26:02,640
get paid, like, a fair price. Right? But, like, what. Why

434
00:26:02,640 --> 00:26:06,400
should I do this deal with you? Well,

435
00:26:06,480 --> 00:26:10,320
I look at it, if I was on the other side and. And

436
00:26:10,320 --> 00:26:14,040
because I've been there before, right? I. I was there. I actually had

437
00:26:14,040 --> 00:26:17,520
a small operating gym. It was about 6,000 square feet.

438
00:26:17,920 --> 00:26:21,520
And my. My business partner for a very long time,

439
00:26:21,520 --> 00:26:25,320
Joe Pepe, actually put me out of business. And I

440
00:26:25,320 --> 00:26:29,080
went to him, you know, hat in hand, and was like, hey, man,

441
00:26:29,080 --> 00:26:32,680
I need. I need a job. You know, like, all my members came here, what

442
00:26:32,680 --> 00:26:35,840
I needed, you know, what can I do now? So I think about that often

443
00:26:36,480 --> 00:26:40,280
as we're Having these discussions, which is a difficult conversation to

444
00:26:40,280 --> 00:26:43,850
have with somebody who has, has served the community,

445
00:26:44,010 --> 00:26:47,770
has put their blood, sweat and tears into their business. And, and I

446
00:26:47,770 --> 00:26:51,450
think, I think they need to understand that I, that I do, I have that

447
00:26:51,450 --> 00:26:55,170
compassion. I have the sympathy for them. I've been there, you know, I had

448
00:26:55,170 --> 00:26:58,810
a bankruptcy early on in my, in my life, so I get it. And,

449
00:26:58,810 --> 00:27:01,970
you know, that was, you know, I'm not afraid to say, like, I had these

450
00:27:01,970 --> 00:27:05,690
major failures and, and, and I've been there. So I want to

451
00:27:05,690 --> 00:27:09,540
protect the asset as much as possible. I think

452
00:27:09,540 --> 00:27:13,300
that there's a couple of different ways of looking at it, right? Like, we could

453
00:27:13,300 --> 00:27:16,220
go there, steamroll it and be like, we're just going to open up a club,

454
00:27:16,380 --> 00:27:19,660
you know, two miles down the road or across the street or something like that.

455
00:27:20,220 --> 00:27:23,540
I can't look at myself in the mirror and say, I want to build communities

456
00:27:23,540 --> 00:27:27,340
through fitness and be opening up clubs like across the street from somebody.

457
00:27:27,340 --> 00:27:30,300
I don't love that. That's just not what I want to do.

458
00:27:31,820 --> 00:27:35,580
So the conversation is, although it's difficult, it's one of those,

459
00:27:35,580 --> 00:27:39,330
that I am private equity backed. I do have to have these discussions. We

460
00:27:39,330 --> 00:27:43,010
are growing, right? So it's a real business discussion and

461
00:27:43,010 --> 00:27:46,730
saying, look, we want to have this discussion

462
00:27:46,730 --> 00:27:49,650
with you. We want to take care of the members. We want to make sure

463
00:27:49,650 --> 00:27:52,610
that we don't skip a beat.

464
00:27:53,570 --> 00:27:56,690
We're going to look to switch it over to a planet. They're going to be

465
00:27:56,690 --> 00:27:59,930
able to have. People are going to be able to have access to

466
00:27:59,930 --> 00:28:03,660
2,800 units, you know, with a black card membership. They can,

467
00:28:03,900 --> 00:28:07,140
they can use all of those clubs. We're going to, we're going to provide newer

468
00:28:07,140 --> 00:28:10,700
equipment, we're going to update the clubs, you know, so all of those

469
00:28:10,700 --> 00:28:14,380
things matter. And I think a good legacy is,

470
00:28:14,380 --> 00:28:17,140
look, we're going to, we're going to allow you to, you know, ride off into

471
00:28:17,140 --> 00:28:20,540
the sunset and your white horse and say, hey, I did it the right way.

472
00:28:20,540 --> 00:28:24,220
I, you know, executed a deal with a group

473
00:28:24,220 --> 00:28:27,500
of good people that care about their team members,

474
00:28:28,200 --> 00:28:31,880
care about the members. And, you know, I feel, I feel good about it. I

475
00:28:31,880 --> 00:28:35,120
don't, I don't love the situation because I'm out of the business that I love.

476
00:28:35,120 --> 00:28:38,880
And sometimes, quite frankly, maybe there's a spot for somebody that

477
00:28:38,880 --> 00:28:42,560
we can plug and play into our business. And we love that.

478
00:28:42,560 --> 00:28:46,320
That's great too. Yeah. You know, like before private

479
00:28:46,320 --> 00:28:50,080
equity got into this business, people used to finance the sale

480
00:28:50,080 --> 00:28:53,680
of their Club to their general manager or to a, a

481
00:28:53,680 --> 00:28:56,760
member used to have to take a big seller note and basically say like hey,

482
00:28:56,760 --> 00:29:00,430
I'm going to get paid out over time. And they basically never really got any

483
00:29:00,430 --> 00:29:04,150
upfront cash. I think just as like a commercial for private equity,

484
00:29:04,150 --> 00:29:07,430
like they actually come in with real money, you get a real wire transfer

485
00:29:07,750 --> 00:29:11,030
and you know, you might have some residual value or

486
00:29:11,270 --> 00:29:14,950
earn out or what have you on the back end. But I think

487
00:29:14,950 --> 00:29:17,990
people really need to realize like you don't have to post your business up on

488
00:29:17,990 --> 00:29:21,350
like a biz by sell or like for sale by owner

489
00:29:21,510 --> 00:29:24,790
when a planet comes in. The other thing I want to, I want to mention

490
00:29:24,790 --> 00:29:28,570
because I think it's important for the audience to understand like

491
00:29:28,570 --> 00:29:31,850
when a, when a Planet Fitness area developer buys

492
00:29:31,850 --> 00:29:35,450
territory from Planet Corporate or a crunch group

493
00:29:35,530 --> 00:29:38,650
buys territory from corporate, it's not like,

494
00:29:39,610 --> 00:29:42,970
it's not like they, they, they have the option of

495
00:29:42,970 --> 00:29:46,330
developing. Like I have a, I have a mandatory

496
00:29:47,450 --> 00:29:50,890
responsibility to, to find a location in this county,

497
00:29:51,130 --> 00:29:54,820
right? There's like a dot on the map that if you don't develop that county

498
00:29:55,060 --> 00:29:58,820
it either gets removed or you get defaulted on your area development agreements.

499
00:29:58,820 --> 00:30:02,540
What I tell a lot of independent operators is like right, if Planet Fitness calls

500
00:30:02,540 --> 00:30:06,380
you, it says hey, I'm coming into your county, do you want to try

501
00:30:06,380 --> 00:30:10,180
and do a deal with me? They're not coming in, in like a bully mentality.

502
00:30:10,180 --> 00:30:14,020
It's like look, I'm now, you know, my, my corporate entity is

503
00:30:14,020 --> 00:30:17,300
obligated to build a location because I made an agreement

504
00:30:17,620 --> 00:30:21,210
with my private equity fund to the franchisor which is a publicly

505
00:30:21,210 --> 00:30:24,850
traded five plus billion dollar business that I'm going to,

506
00:30:24,850 --> 00:30:28,250
to, to to build a planet on their

507
00:30:28,250 --> 00:30:31,970
behalf effectively and on my behalf to go into this territory because

508
00:30:31,970 --> 00:30:35,530
it's available territory based on serving that community. So I feel like

509
00:30:35,530 --> 00:30:39,090
sometimes people think like oh shit, plan is coming into my area. Like what the

510
00:30:39,090 --> 00:30:41,770
fuck, right? But at the end of the day it's like dude, I don't really

511
00:30:41,770 --> 00:30:45,450
have a choice in the matter. Like I have to come there and I'm

512
00:30:45,450 --> 00:30:49,250
coming. So like do a deal with me and I'll be fair about it, compassionate

513
00:30:49,330 --> 00:30:52,170
and I'll try and get a fair deal with you. If not, I have to

514
00:30:52,170 --> 00:30:55,170
open up, you know, in your area. What Would you comment to that?

515
00:30:56,290 --> 00:30:59,490
Yeah, I think. Well, let me, let me say first and foremost I've been very

516
00:30:59,490 --> 00:31:03,090
blessed with two great private equity firms.

517
00:31:03,090 --> 00:31:06,930
Altamont, who owned us previously, was, was awesome. I have

518
00:31:06,930 --> 00:31:10,290
some really good friends of Mine that are still there. And, and I

519
00:31:10,290 --> 00:31:13,970
enjoyed working with, with that group. And they're, they're a

520
00:31:13,970 --> 00:31:17,610
very sophisticated group. The group that, that, that bought us in

521
00:31:17,610 --> 00:31:21,090
22 Olympus Capital Partners couldn't be happier with them. They,

522
00:31:21,170 --> 00:31:24,050
they came right in and we're like, hey, what can we do? What's the best

523
00:31:24,050 --> 00:31:27,530
thing that we could do? I was like, listen, man, can, you know, can we

524
00:31:27,530 --> 00:31:30,330
do some M and A work? Can you open it? And they're like, absolutely, let's

525
00:31:30,330 --> 00:31:33,490
do it. And, and, and never, not once

526
00:31:34,050 --> 00:31:37,810
has, has our group said to me, hey, you gotta cut this

527
00:31:37,810 --> 00:31:41,130
out, you gotta cut that out. Or, or you can't do this, you can't do

528
00:31:41,130 --> 00:31:44,330
that. They're like, dude, you're the, you guys are the

529
00:31:44,330 --> 00:31:48,090
professionals, run the business. Yeah, we got our, we got

530
00:31:48,090 --> 00:31:51,810
our, our weekly meetings that we have to have, which, you

531
00:31:51,810 --> 00:31:55,050
know, at this point, like, you look forward to having those discussions. It's like, hey,

532
00:31:55,050 --> 00:31:58,410
here's what's going on, right? And we've, we've built this really good bond with our

533
00:31:58,410 --> 00:32:01,690
private equity group who is, you know,

534
00:32:01,930 --> 00:32:05,410
they're, they're a large, they're a large group, large cap group, but they have a

535
00:32:05,410 --> 00:32:09,170
small office. But they're not, they're not the group that's,

536
00:32:09,170 --> 00:32:12,800
that's looking to, you know, put two or three people in your business and

537
00:32:12,880 --> 00:32:16,080
have you, you know, report to them. It's just not how it works.

538
00:32:16,480 --> 00:32:18,960
So even though we're, we're leveraged with PE

539
00:32:20,080 --> 00:32:23,920
has nothing to do with the way we operate our business. I mean, and,

540
00:32:24,320 --> 00:32:27,520
and there's some other planet guys, it's not the case.

541
00:32:27,840 --> 00:32:31,600
So we've been like, so I say we've been very, very blessed with the group

542
00:32:31,600 --> 00:32:35,360
that we have. I can't say enough good things about it. So I

543
00:32:35,360 --> 00:32:39,040
would say, you know, when it comes to, you know, operating the business and developing

544
00:32:39,040 --> 00:32:42,780
territory, like, we have a minimum of

545
00:32:42,860 --> 00:32:46,300
clubs that we have to open in certain markets in our area development

546
00:32:46,700 --> 00:32:50,380
agreement is broken up into different markets. So you got to open up X amount

547
00:32:50,380 --> 00:32:53,780
of clubs in Dallas, X amount of clubs in North

548
00:32:53,780 --> 00:32:57,340
Carolina, X amount of clubs in northwest Arkansas. So

549
00:32:57,500 --> 00:33:00,540
all of that stuff matters. And then what also matters

550
00:33:01,820 --> 00:33:05,540
is the refurbishing of the equipment. So I

551
00:33:05,540 --> 00:33:09,220
think that plays into your area development agreements as well.

552
00:33:09,220 --> 00:33:12,920
Are you keeping up with equipment reallocations? Are

553
00:33:12,920 --> 00:33:16,320
you, you making sure that you're, you know, you're retrofitting your

554
00:33:16,320 --> 00:33:20,160
clubs? All of those things matter. And obviously as you get to

555
00:33:20,160 --> 00:33:23,720
scale, that's even more difficult. So,

556
00:33:24,520 --> 00:33:27,760
so the best thing that we could do in our business, the most value to

557
00:33:27,760 --> 00:33:31,600
our business is opening up good new clubs. So if I know

558
00:33:31,600 --> 00:33:35,440
I can open up a good new club and it's going to be two miles

559
00:33:35,440 --> 00:33:39,240
down the street from a competitor opening the club,

560
00:33:39,880 --> 00:33:43,600
yeah, it's gonna happen because that club pays for the next club and the

561
00:33:43,600 --> 00:33:47,440
next club pays for the next club. So, you know, we, we have

562
00:33:47,440 --> 00:33:50,920
a very, like, we have a very low leverage model in our business

563
00:33:51,000 --> 00:33:54,440
and we look at that and like, we just, we want to continue to open

564
00:33:54,440 --> 00:33:58,240
up good new clubs. And whether that's through M A or

565
00:33:58,240 --> 00:34:02,080
whether that's through opening clubs, like, if, if we do, if we do say, listen,

566
00:34:02,080 --> 00:34:05,510
we're coming to your market, we're, we're coming like it's happening

567
00:34:06,710 --> 00:34:10,390
Real estate team that's out there, that's, that's putting it together,

568
00:34:10,390 --> 00:34:13,750
you know. Right. And if the location that that owner has

569
00:34:14,070 --> 00:34:17,830
makes sense to turn into a planet and it fast tracks your

570
00:34:18,070 --> 00:34:21,630
entry into the market and somewhat seamless because now you guys know how to do

571
00:34:21,630 --> 00:34:25,310
this, you know, based on experience, you know, it's good for everyone.

572
00:34:25,310 --> 00:34:29,110
I think the point that I'll leave with, with the entrepreneurs and the

573
00:34:29,110 --> 00:34:32,470
independent operators, like, once you build that location two miles

574
00:34:32,850 --> 00:34:35,610
down the road, like, the only thing that you could ever want to do for

575
00:34:35,610 --> 00:34:39,130
the next 10 years is do a member transfer. Right. And give you like a

576
00:34:39,130 --> 00:34:42,770
percentage of the revenue of that. So my point of this, of

577
00:34:42,770 --> 00:34:46,530
going through this segment is to say there's a lot of private equity capital.

578
00:34:46,610 --> 00:34:50,450
There's, there's significant area development opportunities that people

579
00:34:50,530 --> 00:34:54,130
are now forced to and want to and are excited

580
00:34:54,130 --> 00:34:57,930
about executing on. And if you could fit into that filter as an

581
00:34:57,930 --> 00:35:01,630
independent operator and get liquidity at a good price for your club,

582
00:35:02,350 --> 00:35:05,990
don't dismiss it. Is, is the, the short answer, like, take that call.

583
00:35:05,990 --> 00:35:09,750
Right. And then I want to close out. Yeah, good. I was

584
00:35:09,750 --> 00:35:13,310
just gonna say too, like, I, I think the other thing is that, like, if

585
00:35:13,310 --> 00:35:17,070
Excel Fitness is calling, like, I've

586
00:35:17,070 --> 00:35:20,430
been in the meeting, I've made that decision and I'm,

587
00:35:20,670 --> 00:35:24,390
you know, I'm a gym guy that, that is, is been turned into this

588
00:35:24,390 --> 00:35:27,770
entrepreneur. Entrepreneur and turned into, you know, this executive

589
00:35:28,010 --> 00:35:31,810
running Excel Fitness at this point in time. But if we've identified this

590
00:35:31,810 --> 00:35:35,370
location and we've looked at it and we've said that we're gonna, we want to

591
00:35:35,370 --> 00:35:38,970
do this, I've been in that conversation and I've approved it and,

592
00:35:39,050 --> 00:35:42,849
and, and I want to make sure that People understand, like, we're going

593
00:35:42,849 --> 00:35:46,370
to take care of it. Like, we're going to. We're going to either build the

594
00:35:46,370 --> 00:35:50,090
right club there, we're going to, we're gonna, we're gonna try

595
00:35:50,090 --> 00:35:53,490
to take care of all the members that are there, take care of the team

596
00:35:53,490 --> 00:35:56,100
members who can take care of. That's. That's the goal.

597
00:35:59,940 --> 00:36:03,780
This is Pete Moore. Here's the last tip for you of the podcast.

598
00:36:04,020 --> 00:36:06,980
We are partnered up with a company called higher dose

599
00:36:07,140 --> 00:36:10,500
higherdose.com they are the leader in

600
00:36:10,820 --> 00:36:13,700
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601
00:36:14,420 --> 00:36:18,100
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602
00:36:18,100 --> 00:36:21,860
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603
00:36:21,860 --> 00:36:25,060
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604
00:36:25,060 --> 00:36:28,500
recovery train yet, your time and your stop

605
00:36:28,660 --> 00:36:32,220
is now. You got to get these products in there before these workout

606
00:36:32,220 --> 00:36:35,460
recovery and spas end up saturating your market.

607
00:36:35,780 --> 00:36:39,380
Having your members walk out of the club and going into one of their locations

608
00:36:39,380 --> 00:36:43,020
for 200 bucks per month, where they're paying 39 to

609
00:36:43,020 --> 00:36:46,860
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610
00:36:46,860 --> 00:36:50,220
are already an authority in workouts, Higher dose,

611
00:36:50,620 --> 00:36:54,300
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612
00:36:54,300 --> 00:36:57,580
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613
00:36:57,980 --> 00:37:01,780
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614
00:37:01,780 --> 00:37:05,620
happy, healthy, and sweating. And the recovery should be

615
00:37:05,620 --> 00:37:06,860
just as good as the workout.

616
00:37:10,540 --> 00:37:14,340
Okay, so let's close out the. The podcast on. You know, something that

617
00:37:14,340 --> 00:37:17,260
I said to you one of the first times we met, I'm like, bro, hope

618
00:37:17,260 --> 00:37:21,060
is not a strategy. And then you, like, give me the forearm and show

619
00:37:21,060 --> 00:37:24,700
me that you actually got it tattooed. Hope is not a strategy. I love that,

620
00:37:24,780 --> 00:37:28,140
bro. There's a labubu that somebody gave me, and the name of the labo was

621
00:37:28,140 --> 00:37:31,860
Hope. So I brought it to this fitness technology summit last month and

622
00:37:31,860 --> 00:37:35,300
I said, you know, hope is a labubu, not a business strategy. Can ask my

623
00:37:35,300 --> 00:37:38,660
boy cj. So, you know, talk about why you got that

624
00:37:38,660 --> 00:37:42,140
stamped on your arm here and like, how it kind of guides you.

625
00:37:43,220 --> 00:37:46,900
Yeah. So listen, I'm, I'm big on execution. Like, like,

626
00:37:46,900 --> 00:37:50,460
to me, like, my. This year, like last year, my. My

627
00:37:50,460 --> 00:37:53,900
word of the year was recovery. I wanted to recover right? This year. My, My

628
00:37:53,900 --> 00:37:57,500
year, this year is. Is execution. Like, my word of the year is

629
00:37:57,500 --> 00:38:01,300
execution. So nice. So, so I look, I look at that and I'm

630
00:38:01,300 --> 00:38:05,020
like, to execute, you gotta have a strategy, right? And, and

631
00:38:05,020 --> 00:38:08,860
every. Listen, everybody excel Fitness. Since I've been here since day one, probably

632
00:38:08,860 --> 00:38:12,100
for the last 20 years at Planet, they've all heard me say this. I've been

633
00:38:12,100 --> 00:38:15,600
saying this forever. I've been saying two things. Preparation

634
00:38:15,600 --> 00:38:19,240
plus opportunity equals success. Right? And

635
00:38:19,320 --> 00:38:22,840
I say that to my team all the time. If you're prepared, the opportunity comes

636
00:38:22,840 --> 00:38:26,520
about, will be successful. And the last thing is, like, hope is

637
00:38:26,520 --> 00:38:30,000
not a strategy. Hope makes you feel warm and fuzzy, but if you don't have

638
00:38:30,000 --> 00:38:33,440
a strategy, you can't execute. You have to be able to

639
00:38:33,440 --> 00:38:37,080
execute. And so to me, like, it's all about execution.

640
00:38:37,080 --> 00:38:39,720
So I put it on my arm. So every time I'm in a meeting and

641
00:38:39,720 --> 00:38:43,400
I'm sitting there across from my team, they look across and they're like, oh, shit.

642
00:38:43,400 --> 00:38:46,660
Like, it's right there in front of. You know. And,

643
00:38:47,220 --> 00:38:50,740
you know, my girl, she doesn't love it because she loves hope. And. And

644
00:38:51,380 --> 00:38:55,180
she's like. She's like, I don't know. She's like. And I'm like, it's good to

645
00:38:55,180 --> 00:38:58,940
have hope when you don't have anything else. That's. That's the way I look

646
00:38:58,940 --> 00:39:02,660
at it. Right? And it's not. Not a bad thing. Yeah. And the last

647
00:39:02,660 --> 00:39:05,820
thing about the tattoo is it's awesome that you have it where, like, the person

648
00:39:05,820 --> 00:39:08,740
can see it where it's not like sometimes people. I look at people's tattoos and

649
00:39:08,740 --> 00:39:11,980
it's like a note to themselves. I'm like, dude, you can write a post it

650
00:39:11,980 --> 00:39:14,390
note to. To yourself, but if you actually have it on your arm in a.

651
00:39:14,390 --> 00:39:18,230
In a meeting, like, that's actually. It's actually more powerful. All right, man. Well, great

652
00:39:18,230 --> 00:39:22,070
to have you on the podcast. Awesome to talk to you. As always. Excel

653
00:39:22,070 --> 00:39:25,790
fitness growing in the territories we discussed. We'll have all that information up there.

654
00:39:25,790 --> 00:39:29,630
Integrity Squares work with CJ and his awesome team to. To help

655
00:39:29,630 --> 00:39:33,070
grow the planet brand. We're excited to work with them and to a

656
00:39:33,390 --> 00:39:37,230
strong 2026 brother. Thank you very much. Thanks for all you guys

657
00:39:37,230 --> 00:39:40,320
do, man. I appreciate it. Thanks for having me me on the podcast. Awesome.

658
00:39:48,240 --> 00:39:51,960
This is Pete Moore on Halo Talks. Your captain speaking. I am

659
00:39:51,960 --> 00:39:55,600
the founder and managing partner at Integrity Square. We've been around

660
00:39:55,600 --> 00:39:59,440
now for 15 and 1/2 years. We have been helping

661
00:39:59,440 --> 00:40:02,920
people like yourselves get capital, do mergers and

662
00:40:02,920 --> 00:40:06,500
acquisitions consulting strategies, strategic advice in the health,

663
00:40:06,500 --> 00:40:10,260
active lifestyle, and outdoor halo sector. Trying to

664
00:40:10,260 --> 00:40:13,540
help as many entrepreneurs as possible get to the next level

665
00:40:13,940 --> 00:40:17,540
and take that inflection point and be the. Force behind your growth.

666
00:40:18,100 --> 00:40:21,740
We are helping companies that have at least $3 million of

667
00:40:21,740 --> 00:40:25,220
EBITDA, around $10 million of revenue, and

668
00:40:25,300 --> 00:40:28,740
we are positioned to help you get institutional growth capital

669
00:40:29,380 --> 00:40:33,160
or to negotiate deals with strategic partners. If

670
00:40:33,160 --> 00:40:36,960
you go to integrity.com isq

671
00:40:36,960 --> 00:40:40,520
you can see our capabilities. Deck Happy to set up a consultation at any

672
00:40:40,520 --> 00:40:44,120
time that is free of charge and we look forward to you

673
00:40:44,120 --> 00:40:47,760
helping solve obesity, loneliness and diabetes.

674
00:40:47,920 --> 00:40:48,800
Go Halo.

675
00:40:56,170 --> 00:41:20,090
Sam.