Global Franchise 10.2

High turnover has long been treated as an inevitable cost of doing business in the fitness and wellness space, leaving thousands of trainer positions unfilled each year. Many brands respond with reactive retention tactics, adapting to churn as if it were an unavoidable routine. But taking the time to invest in employees fromday one, turning jobs into careers rather than stopgaps, can fuel both brand growth andmeaningful employee development. At GYMGUYZ, we challenge the traditional franchise approach to talent by redefining our employees as long- term investments. Our model develops teammembers into owners, building structured career pathways that strengthen retention, performance, and leadership across the system. By cultivating future business leaders fromwithin, we’re fueling sustainable growth and reinforcing the value of our brand. Here’s how to put that mindset into practice. Franchise systems often focus on processes, technology, and operations. While those are essential to building a successful model, the true strength of any system lies in its people.When you invest in your team, they invest back into the brand. That means regularly reviewing processes, equipping employees with the tools they need to thrive, and fosteringmentorship programs that boost morale and inspire growth. Teaching employees how to succeed is vital, but so is taking the time to celebrate their successes. Creating a culture where ambition is nurtured and upward mobility isn’t just possible but encouraged, leads to faster, more sustainable growth. Smart franchise systems create clear career pathways that turn high-potential employees intomulti-unit operators and future owners.While skill sets are important, ambition and passion deserve Investing in people, rather than replacing them when they leave, is the ultimate growth strategy in the fitness and wellness space, says Josh York , CEO and founder of GYMGUYZ. Helping employees become future owners paves the way for growth How strategic reacquisition has strengthened our franchise network At Re-Bath, our network is maturing, and we're focused on advancing our capabilities to ensure we’re ready for what’s next. The bathroom remodeling industry is evolving fast. Customers expect more, and technology is driving all of us to move quicker and demand faster go-to- market strategies that are best executed through closer alignment.We saw that reacquisition could help us strengthen operations, align more closelywith our franchisees, and position the brand for the future. One of the biggest benefits is that corporate-owned locations create a more consistent training environment. They give us space to safely test new programs and ideas without disrupting franchisee operations. They also provide our teamwith direct, day- to-day insight into what’s really happening in the field, moving beyond theory to hands-on understanding and practical management. These locations also play a major role in innovation and system support. We use them as central hubs to onboard new franchisees and to provide targeted assistance to those who need extra support. They act as pilot sites where we can test programs and initiatives, either independently or with select franchise groups, before rolling them out system-wide. When it comes to transitioning a store from franchisee to corporate ownership, we’re very intentional. We don’t acquire stores to flip them upside down – we acquire them to learn from them. We take a deliberate, cautious approach before making any operational changes. These stores follow the same rules as every other franchise, which gives the network confidence that any new program is designed to support everyone. If you’re a franchisor considering reacquisition, start by evaluating how a store compares to your network averages. Look at size, profitability, performance, and strategic value. Can it serve as a training hub? Is it a good place to pilot programs or initiatives that could benefit the wider system? Make sure any reacquisition aligns with your broader goals and creates meaningful opportunities to learn and grow. Of course, it’s not without risks. One of the biggest is the potential for culture disruption Bringing a top-performing location under corporate ownership isn’t just a growth strategy, says Brad Hillier , CEO of Re-Bath. It’s a chance to evolve your brand in a deliberate and meaningful way. 48 GLOBAL FRANCHISE Issue 10.2