Fitness Business University Podcast

Click Here to join us in Denver on November 13th and 14th: https://www.vincegabriele.com/events/7-figure-breakthrough/

Weird title, I know. Here is where it came from.

Back in 2019 I was coaching a lot of gym owners and almost all of it was built on assumptions. I would ask somebody a specific question about their numbers and nobody had the answer. It is the same thing we all deal with on the training floor. The client who is 40 pounds overweight tells you he eats eggs for breakfast and salad for lunch. Business owners do the exact same thing. They give you the highlights and leave the rest out.

So I went looking for a small group of brave people willing to open the whole thing up once a quarter. Financials, KPIs, team, org chart, all of it. That became the CEO Mastermind, and this is the first time I have ever talked about it publicly.

In this one I walk Tom through how it actually works. The 16 page document they have to fill out before every meeting. Why they have to print a copy for every other person in the room. What happens in the hour they spend in the hot seat. And the one thing I was certain would kill the whole idea, which has still never happened once in seven years.

I also get into why I almost refused to let one guy join, what he is doing now, and why the majority of people who ignored my advice about opening a second location ended up in trouble.

5 Key Takeaways

1. The hardest part of the document is the part nobody else asks for. Every member copies and pastes their real profit and loss statement from their accountant, prints it, and hands it to all nine other people in the room. The first time I asked for that I could not believe I had the guts to do it. What it did was move the whole group off the bench press number. Revenue is top line chest beating. Profit is what you take home to your family. Those guys have gotten more profitable every year since because they know which number they have to stand behind in 90 days.
2. Nobody has ever forgotten the document. Not one time in seven years and over 100 meetings. I was sure guys would have a bad quarter and conveniently leave it at home. Zero. The only people who miss are the ones who had a baby or a wedding.
3. A guy came to me doing 10K a month and the cost of this group was 80% of his monthly revenue. I tried to talk him out of it. He insisted. He just reported $85,000 a month at his last meeting. He is an anomaly and I will say that plainly, but it is the reason I do not gate the room on revenue alone.
4. The reason the room sees your business better than you do has nothing to do with being smarter. It is that they are not emotionally attached to it. When they tell you to raise your prices, Mrs. Johnson who has trained with you for 12 years never enters their head. When they look at your org chart, they see a wrong person in a wrong seat where you see a good dude who has worked hard for you. That is a board of directors, and almost no gym owner has one.
5. Your KPIs tell you where the leak is and most owners are working on the wrong one. Guys walk in blaming their agency and their Facebook ads, and then somebody in the room points at the sheet and reads out that they converted 3% of their leads to a consult. If you have a 10% attrition rate you are not going to outmarket that. The financials tell you what already happened. The scoreboard tells you why.

Click Here to join us in Denver on November 13th and 14th: https://www.vincegabriele.com/events/7-figure-breakthrough/

Click Here to get a custom local marketing plan for your gym, completely free: https://www.vincegabriele.com/helpmemarket

Big Tom and I did something different this week. Instead of picking a topic, we took the questions straight from my SPF group. Five of them. All the same problems I hear every week on deep dives and coaching calls.

We start with pricing, because Mike Williams from Florida asked how often you should actually raise your rates. That turned into the bigger conversation about why gym owners refuse to do it. I just spent an hour on this with a gym owner from New Hampshire who was dead set against raising prices on current members. His reason had nothing to do with his business. It was that he did not want people to be upset with him while he was standing on the floor with them.

Then we get into the question four or five guys asked in different words: I have 13 employees, 12 of them are great, and one is making my life hell. I walk through the four people issues, and the one that is most common in our industry is the high performer everybody loves who is quietly poisoning your team.

From there it goes into when to hire your next trainer, how to build a scoreboard with only four numbers on it, and how to tell the difference between being busy and actually moving your business forward.

I also tell the story about the email I got two weeks ago. My dad’s municipal bond firm folded in the late 1980s. Forty years later, 40 to 60 people are still getting together for a reunion. Both of my parents who owned that company are dead and they are still doing it. That email made me take a hard look at the culture I have built, and I did not love what I saw.

5 Key Takeaways

1. Your value judgment on price is irrelevant. Vanessa drove 45 minutes and paid $444 for our daughter’s first birthday cake. To me that makes no sense. To her it made perfect sense, and hers was the only opinion that mattered. The gym owner who will not raise his rates is pricing his gym out of his own wallet instead of his customer’s. One caveat: if you are sitting at 12% attrition, fix your churn before you touch price. You will make a bad problem much worse.
2. There is no single right frequency on price increases. Two schools of thought. Cut deep and cut rarely, which is what we just did at GFP with a $50 per month increase, roughly 12%, and we will not do that again next year. Or build a smaller automatic bump into the membership agreement so every October it climbs 3% to 5%. Pick one. Just stop doing nothing while your rent and your payroll go up around you.
3. When you have one problem employee out of 13, all your mental energy goes to that one person and the other 12 get taken for granted. Run them through the four people issues first. Right person right seat means invest harder in them, not ignore them. Right person wrong seat means find them a different spot. Wrong person right seat is the one that eats gyms alive, the coach the clients love who is a cancer behind the scenes. Do not fire that person on a Tuesday and watch your business implode. Fire him in your head today and build a 30, 60, and 90 day plan to absorb the damage before he actually walks. And the number one leadership tool you can own is a mirror.
4. Stop waiting until you have enough clients to justify a hire. Bring on a part time trainer at $25 an hour, hand over 10 sessions a week, and that costs you about $1,000 a month. What you just bought is 40 hours of your own time. For most of you, three new customers covers that entire investment, and you only have to get those three once. You have 11 more months after that. If you cannot find three customers with 40 hours, the hire was never the problem.
5. Your scoreboard only needs four numbers. Leads, consults or trials, new members, and attrition. Every one of them needs a weekly goal, because without a goal you are just reporting what happened and you have no idea whether you won. When a number is off track, ask one question. Why did this happen? Block 30 minutes, write the answer down, and commit to one action step. Not a full rebuild. One step, then check next week whether you actually did it.

Click Here to get a custom local marketing plan for your gym, completely free: https://www.vincegabriele.com/helpmemarket

Most gym owners are grinding on the wrong problem for the stage they are actually in. Take the 5 minute audit and find out what deserves your attention right now: https://fourstagesquiz.com/

Dustin Bogle is a former pro wrestler who trained in a backyard ring built by his buddy's dad. Those buddies turned out to be The Young Bucks. He wrestled for ten years, set himself a hard deadline of age 28, and when the big contract never came he walked away cold turkey and went all in on his gym.

What happened next is why I wanted him on. He opened six gyms in six years. He sold all six. Three of them are still running today and three are not, and he tells you exactly why. Then he moved into brokering and has now sold 30 gyms plus a handful of other businesses.

We get into the stuff nobody talks about on stage. The fight with his brother over a water jug delivery that ended their partnership. The cease and desist that forced him to rebrand a year in. The gym he opened in what the locals called leisure land, where every person walking past his window was 70 years old and headed to the deli next door. He had the money, he had the systems, and he still picked the wrong corner because he stopped knowing his market the way he knew his first one.

Then there is the part most of you need most. Dustin runs Gym Reinforcements, which does nothing but lead nurture, and they have collected $40 million for gym owners since 2020. He gives up his actual numbers and the exact mechanics behind them. If you are generating leads and nobody is showing up, this is the hour.

5 Key Takeaways

1. Three of his six gyms survived and the difference came down to two words that both start with L: location and leadership. He had six gyms and hired maybe eight managers in that whole stretch, versus 50 trainers. He got world class at hiring coaches and never built the reps to hire leaders. One bad manager can kill a location on its own.
2. His manager test is three questions. Do I trust this person with my keys, my cash, and my kids. Then: are they magnetic enough that my team and my clients crave being around them. Then: are they coachable, meaning do they actually act on what I tell them. He walked away from people who were great talkers but only closed the lay downs and refused to do follow up or ask for the sale.
3. He moved six large group gyms to small group and raised the price from $49 a week unlimited to $89 a week for three sessions. He did not do it in one swoop. Year one was a hybrid where small group members got large group as a free add on while he quietly cut the boot camp schedule from six slots to three. Year two it was small group only. Yes he had churn. Revenue stayed flat or climbed and profit went up because every member was worth more.
4. He built a free coaching pipeline out of two nearby colleges. Kinesiology students need 40 to 60 hours of field work to graduate, so he got on the department's approved vendor list and the head of kinesiology mass emailed every new student twice a year. Every fall and spring that handed him four to six intern coaches for six to eight weeks at no cost, and he hired a lot of them.
5. A $10 charge to book the consult takes his show rate from 60% to 85%. He calls it a starting point session and it gets credited to the first month or refunded if it is not a fit. On top of that: at least eight appointment slots a day in 15 minute increments including weekends, a confirmation text that makes them reply with a Y instead of just reminding them, and a 30 to 60 second video sent after they confirm. He calls those trailers. The workout is the movie, and almost nobody sends the trailer.

Most gym owners are grinding on the wrong problem for the stage they are actually in. Take the 5 minute audit and find out what deserves your attention right now: https://fourstagesquiz.com/

Find out what stage your gym is in and exactly what to focus on right now. Takes 5 minutes: https://www.fourstagesquiz.com/

Some of the advice killing gym owners sounds perfectly reasonable. Never raise your members’ rates. Open another location. Copy the model that’s working for somebody else.

Tom and I break down the advice owners need to stop following, and why even good advice can be wrong for your business right now.

Tom starts with one that a lot of trainers hear: you’re great at this, you should open your own gym. But loving coaching doesn’t mean you’ll love managing staff, handling schedules, learning marketing, and running a business. He lived that himself.

Then we get into the promise I’ve spent years helping owners unwind: “I’ll never raise your rates.” Your costs keep going up, but you’ve decided your prices can’t. A financially healthy gym can hire better people, deliver a better service, and stay open. That helps your members too.

We also talk about copying somebody else’s model. Just because someone is crushing it with 30-minute sessions or a six-week challenge doesn’t mean switching your entire business over will produce the same result. You need to understand why it works and whether it fits your business.

The biggest conversation is about opening a second location. I’ll own this: earlier in my consulting career, I pushed growth harder than I focused on the life somebody actually wanted. I look at that differently now.

I share the advice Seth Godin gave me when I was considering a second gym, and why that conversation led me to build this coaching business instead. Being able to expand doesn’t automatically mean it’s the right move for you.

We finish with two more traps: using AI to replace the relationships that make your gym valuable, and expecting one online funnel to handle all your marketing. Use the tools. But keep showing up in your community and give yourself more than one way to get customers.

The 5 Biggest Takeaways

1. Being a great trainer doesn’t mean you should own a gym. Coaching clients and running a business require different skills. Make sure you actually want the job you’re building for yourself.
2. Promising never to raise rates puts your business at risk. Your costs won’t stay the same forever. Your pricing needs to support a healthy business that takes care of its members, staff, and owner.
3. Someone else’s winning model might be wrong for your gym. Don’t overhaul your business because somebody is selling a new approach. The advice needs to fit your stage, your business, and the life you want.
4. Get better before you get bigger. Before opening a second location, make sure the first has healthy profits, consistent growth, clear leadership, repeatable systems, and reliable lead generation and retention.
5. Technology can’t replace relationships or a well-rounded marketing plan. Use AI as a tool, keep showing up in your community, and don’t depend on one funnel to bring in every customer.

The point is to build a business that gives you the life you want. Get clear on what that looks like, understand the stage you’re in, and focus on what actually moves you forward.

Find out what stage your gym is in and exactly what to focus on right now. Takes 5 minutes: https://www.fourstagesquiz.com/

Find out what stage your gym is in and exactly what to focus on right now. Takes 5 minutes: https://www.fourstagesquiz.com/

Quick one today. The new book is close to done and it has a new title.

It was originally The Four Stages of Fitness Business Success, which sounds terrible once you say it out loud. Then I sat down at a seminar next to the book editor for all of Tim Ferriss' books and he spent an hour with me on titles.

New title: The Four Stages of Gym Business Mastery.

Tagline: escape the training floor, join the seven figure club, and build a gym that runs without you.

Here's why the book exists. I spent most of my life as a business owner not knowing what I should be doing, and that not knowing created enormous stress. What I secretly wanted was for somebody to just tell me what to do today.

The worst stretch was stage two. I finally had a few trainers, I wasn't running every session, and I had some freedom. And the freedom was more painful than the grind because I felt useless. I sat at my desk with my head in my hands wondering what I was supposed to do next. That's the book I wish somebody had handed me.

Each stage has three things to focus on. Not to be a better trainer. To win at that stage in both money and time, and to move toward the next one if you want it.

I also built a quiz that tells you which stage you're in right now based on my criteria, and then sends you a series of emails on what to focus on for that stage. These aren't marketing emails. They're long and they each include a case study from someone I coached who got through that exact stage.

I'm also picking five people at random from everyone who takes the quiz and shipping them an advance hardcover of the book before it's released.

One more thing. Gym owners get on calls with me and talk about the wrong things constantly. I had a stage one owner doing $15K a month who only wanted to talk about the app he was building. He has 20 clients. He needs customers, not a custom app. That's the whole point of this book. It grabs you by the cheeks and says no, not that, do this instead.

Find out what stage your gym is in and exactly what to focus on right now. Takes 5 minutes: https://www.fourstagesquiz.com/

If you need help and you'd like to reach out to Vince personally, send an email to him directly at [email protected]

Last year I hired Dax Moy. I'd just sold a company, my mom was in the thick of being very ill, and I wanted to take my consulting business to the next level. I'd had business coaches for two decades at that point. What I realized was that the thing standing between me and the next level wasn't more knowledge. It was my development as a leader and as a man.

Dax is a former British soldier who joined the army at 16, went airborne, then commando, then Special Operations as a reservist. He became the highest paid personal trainer in the UK within 18 months and stayed there for about 20 years. Then he got caught in the 2004 tsunami in Thailand with his family, spent hours in the water doing CPR and carrying bodies, and developed PTSD years later. Sleeping an hour and a half per week. None of the positive thinking material he'd built a career on helped him. So he went into neuroscience looking for an operating manual for the brain.

He calls himself a guru. Not the way people use it as an insult, but the actual Sanskrit meaning: someone who moves you from darkness toward light.

This is a conversation about identity, and it's the reason my faith went from something I'd been half in and half out of my whole life to something that's now part of who I am.

5 Key Takeaways:

1. Your brain is a pattern recognition machine. It uses patterns to create predictions, predictions to create responses, and responses to shape outcomes. Anxiety from a neuroscience standpoint is just threat, and threat is a lack of prediction or a bad prediction. Stop making things up, improve the quality of your prediction, and your anxiety comes down. You don't need affirmations. You need to give your brain what it actually wants.
2. Certainty does not come from out there. Most people try to get it from the economy, the president, the market, their lead flow. That's the least predictable place to look. Real certainty comes from identity. The question isn't what's going to happen. It's who am I going to be while it happens.
3. Define, refine, align. Most people chase success without ever defining what the word means to them. Dax spent over two months with me on beliefs alone. Define what the thing is. Refine what it is not. Align on what it looks like when you're living it out loud. And Dax has a clearer picture of what success will never look like for him than what it will.
4. Write your success definition so it's fully under your control. Mine used to be "I have a really good marriage." I can't control that. Two people are involved. Now it reads "I'm prioritizing my marriage with Vanessa and giving her love, safety, and attention without being critical and having unfair expectations." Every piece of that is mine to control.
5. When you're lost, stand still, then go back to your last known location. That's military navigation and it applies to everything. Most people resist it because it feels like going backwards. Dax distinguishes ego from vanity here: ego says we shouldn't be here, let's turn around. Vanity says we've come this far, what would everyone think if we went back. A lot of gym owners stopped doing the thing that was working and never went back to find out why.

If you need help and you'd like to reach out to Vince personally, send an email to him directly at [email protected]

If you need help and you'd like to reach out to Vince personally, send an email to him directly at [email protected]

I'm four hours into a ruck in the Watchung Reservation training for the Grand Canyon, and I'm not talking about business today. I'm talking about your marriage. Or your significant other. Which I'd argue is the most important business relationship you have.

I told the story I've never told publicly. Vanessa and I separated six months after we got married. She moved back to California. I mailed the divorce papers. They went to the wrong address and she never received them. We were apart for eight months and I was done. Both of us found God in our own way during that stretch, and that's what brought us back. We just celebrated 19 years and we're happier than we've ever been.

I said a bunch of things in these woods I probably shouldn't have. I told you how I compared my wife to my mother for years and how awful that sounds out loud. I told you I'm a judgmental prick and that it took my mom passing for me to see that every quality I loved most in her lives in my wife. Recorded this fully expecting to delete it.

5 Key Takeaways:

1. Everyone has two lists. There's a list of qualities about a person that aren't great, and a list of qualities that are incredible. Everyone has both, including you. One of the secrets to a good marriage is deciding which list you focus on. I spent years on the wrong one.
2. Marriages cycle through harmony, disharmony, and repair. Justin Rabinowitz gave me that. We sat in disharmony for a long stretch early on. Knowing the cycle exists changes how you handle it, because you stop believing the bad season is the permanent state.
3. Men need freedom. Women need safety. Tony Robbins made this point at Date With Destiny and it landed for both of us because we were in the room together. When Vanessa tells me to go, that gives me freedom, and it makes me want to do everything I can to make her feel safe. Learning it together is what made it stick. If I'd come home and told her about it, it would have meant nothing.
4. Happy couples expect nothing but owe everything. That's Andy Stanley. It can't be tit for tat. It can't be "if you give me freedom, I'll give you safety." It has to be I give you safety, I give you safety, I give you safety.
5. Your kids are watching what you do, not listening to what you say. The number one thing you can do as a father is show your kids how much you love your wife. I do sweaty kisses after every workout. They groan. But they've never once had to be told that exercise matters.

The gym owners who come to me with problems at home almost always have problems in the business too. So investing in that relationship is investing in your company, though that's not the reason to do it.

If you need help and you'd like to reach out to Vince personally, send an email to him directly at [email protected]

Register for the Email Marketing Workshop on September 11th:
 https://www.vincegabriele.com/emailbuy

This is my full talk from the Perform Better Summit. Six profit levers you can pull to make more money in your gym starting Monday.

Here's the number that bothers me. The average gym does $300,000 in gross revenue at about a 20% margin. That's $60,000 to the owner. For what you people do, that's not good enough. My goal for everyone I work with is $200,000 a year in personal income, and I don't think that's unreasonable.

I opened by telling the room how I got here. I was a 300 pound washed up offensive lineman who moved to San Diego, worked for Todd Durkin, and ground out 60 sessions a week making what an entry level teacher makes. Then I opened my own gym and went broke. I had to sit down with my dad and tell him I didn't think I could do this. He told me I'd proven I was a great trainer and hadn't proven anything about running a business. So I went and learned the business.

5 Key Takeaways:

1. Price is the fastest lever and it's not close. Your value judgment does not matter. Only your customer's does. My wife bought a $474 birthday cake for our one year old and it made no sense to me, but she was the buyer. I raised prices $49 across the board on clients who have been with me for 19 years. A guy stuck at $13K was 12 months away from $20K based on his churn and acquisition. We raised prices $40 on every member and he got there in two months. One letter, one decision.
2. Only 15% of your future buyers purchase in the first 100 days. The other 85% buy over the next 100 weeks. So the question isn't just what your 21 day follow up looks like. It's what you're doing for the next 100 weeks. Three emails a week, always with a call to action, always relevant, and no AI slop. Find your own voice and build a relationship.
3. Referrals are free customers worth $7,234 each. That's my actual lifetime value: 19.5 months at $371 a month. So when someone sends me a client, what did that cost me? Nothing. The mindset shift changes how you treat the person who sent them. And make it easy to refer. HelloFresh sent my wife a text she could forward to a friend for a free box. Don't ask people to bring a friend. Hand them a free 30 day membership to give away so they show up as the hero.
4. An ounce of personalization is worth a pound of automation. I wrote out the exact letter my jiu jitsu instructor would need to send to get me to come back after quitting twice. It takes responsibility for putting me in the wrong class, offers a new path, and connects it to my son training there. Compare that to "we miss you at the gym." Send 10 personal reach outs a month to past members. That's 120 attempts a year at almost zero cost.
5. Fill the seats you already have. Four people per session at $50 is a $416,000 business. Add one more person per session and it's $520,000. That's $104,000 more with zero increase in cost. Pure profit. I took my kids to Medieval Times and Madison Square Garden and there wasn't an empty seat in either place. They're masters of capacity. Why aren't we? Also: an empty spot costs you more than someone using it for free, because free means opportunity.

Register for the Email Marketing Workshop on September 11th:
 https://www.vincegabriele.com/emailbuy

Last week to grab your seat. 85% of your future customers are already on your list, and I'm teaching how I turn one hour of writing into $865. https://www.vincegabriele.com/emailbuy

I fly to St. Louis to see my cardiologist. I live 20 miles from five of the best hospitals in the world and I get on a plane to Missouri. Tom asked me why, and the answer turned into this whole episode.

Back in 2017 I got a CAC score that put me in the 95th percentile of calcified plaque for my age. A local cardiologist told me to go on a statin. I was a young fitness guy so I told him he was crazy. He threatened to put a stent in me right there. So I went and found a second doctor. Then I kept looking until somebody told me what I wanted to hear.

I spent years uncertain. Working out and feeling something in my chest and wondering. Then I read a line in The Magic of Thinking Big that changed it: when you're struggling with a decision, go find the best expert you can find and make their opinion final. Stop searching. So I called Charlie Weingroff, asked who my guy was, and got on a plane.

Nothing much changed in the treatment. What changed was my mind. The uncertainty went away.

That's exactly what a business coach does. Tom and I break down the four reasons to have one, how to tell if the person selling you coaching is full of it, and the mistakes I've made hiring the wrong ones.

5 Key Takeaways:

1. Certainty is what you're actually buying. The number one thing gym owners struggle with is feeling stressed and uncertain. Am I on the right track? Should I open another location? A coach doesn't have to know everything. Sometimes an outside voice is enough to stop you from stewing on a problem for six months. And when the owner is stressed, the whole team feels it.
2. Speed is the second thing. There are guys I've coached who probably would have gotten there without me. G-Man says it all the time: he stood on the shoulders of giants. He's 30 with young kids living a life most 40 year olds are still trying to build. He might have figured it out on his own. It just would have taken another five or ten years.
3. Blind spots are called blind spots for a reason. Keith Cunningham says the best question you can ask yourself is "what don't I see?" Most people won't open that can. When I do consulting days, the thing I spot is often so obvious it's laughable, and they look at me like a genius. It has nothing to do with me. It's that I'm not emotionally invested in the day to day of their business.
4. Find the people who will give you a real reality check. I visited a gym owner recently who was struggling in stage one and overweight, and the reality check he needed had nothing to do with his business. Nobody on his staff will ever tell him that. I've got a coach right now who's been very complimentary and I don't like it. I need to know where I'm screwing up.
5. Four ways to vet a coach. Get a referral from someone you trust who knows that world. Consume their free content until trust is built before you pay a dime. Make sure they've actually done what you want to do. And look for proof beyond themselves, specifically longevity in their clients, not "444 leads in 30 days." I look for people who've been in a group for a decade, because that means there's real depth of knowledge, not just one play.

Last week to grab your seat. 85% of your future customers are already on your list, and I'm teaching how I turn one hour of writing into $865. https://www.vincegabriele.com/emailbuy

85% of your future customers are already on your list. I'm teaching how I turn one hour of writing into $865.
 https://www.vincegabriele.com/emailbuy

I visited three gyms in one day and every single one was at a different stage of business. One was doing $10K a month. One was doing $25K. One was building an organization. And every one of them was asking me about the wrong thing.

The guy at $10K wanted to talk about where to move his equipment. He has 20 members. He should be making phone calls, not rearranging dumbbells. I see this constantly right now with AI. Gyms with 20 members spending half their day building tools in Claude instead of going out and getting customers.

It's the same thing I'm seeing coaching fifth grade football right now. We've got 25 plays installed and these kids can't get into a stance. We should have four plays and spend 95% of our time on the basics. Business is no different.

Tom and I break down the four stages of a gym business and exactly what you should be focused on at each one. Nothing else. Just the fundamentals that actually move you to the next level.

5 Key Takeaways:

1. Stage one has three jobs and that's it. Deliver an experience so good your churn rate is impeccable. Get to a critical mass of customers. And get yourself in shape, because your energy is what attracts people. Everything else is a distraction. If you can't afford to hire anyone, you're stuck doing every session yourself forever, and that's how gym owners burn out and quit.
2. Stage two is a people business. Find good people, train them, and build a culture around defined core values. Every bad trainer we ever hired came from a rushed hire where we needed somebody so we just got somebody. And don't try to hire another you. Look for someone who shares your character qualities, not your personality.
3. Get to 80% and make the call. Arthur Brooks took this from the Marines. The gap between 80% and 100% certainty won't change your decision, but the time you spend chasing it will cost you months. Same applies to training your staff. Shoot for them being 80% as good as you, not 100%.
4. In stage three, you have to give up owning every seat. Mark O'Donnell put our org chart on the board and asked who owns each seat. The answer was Vince, Vince, Vince, Vince. That was the problem with the business. You can be responsible for results without doing the work, but you can't be the answer to every question and grow past $50K a month.
5. Stage four is defined by your involvement, not your locations. Gabriele Fitness has one location and is a stage four business because I have almost zero involvement. Most clients don't even know I'm the owner. The requirement is one competent point person running the facility who owns the results and the PNL. No general manager, no stage four.

85% of your future customers are already on your list. I'm teaching how I turn one hour of writing into $865.
 https://www.vincegabriele.com/emailbuy