I would not recommend this franchise to someone looking to actively run and grow a modern fitness business. There are better opportunities elsewhere that offer stronger support, adaptability, and profitability.

The workout itself is effective, empowering, and accessible for all fitness levels, which makes it easy to confidently stand behind the product. Beyond the workout, the sense of community is a standout and the culture encourages connection, consistency, and support, which keeps members engaged and coming back. Overall, the business concept is good and centered on helping women feel confident and strong, making it a rewarding brand to be apart of.

One of my main challenges has been the pace at which the franchise adapts to changes in the fitness industry. At times, the brand feels rooted in outdated approaches, while the industry continues to evolve quickly in terms of technology, marketing, and member expectations. It has also been frustrating to feel that constructive feedback from franchise owners is not always welcomed or meaningfully considered. There have been instances where concerns or suggestions were dismissed, only for similar issues to resurface months later once it became clear that the original approach was not fully thought through. This can make it difficult to feel like a true collaborative partner within the franchise system or apart of a community. Additionally, there is sometimes a misalignment in where time and energy are invested, with focus placed on initiatives that feel less impactful to franchise growth, rather than prioritizing modernization and strategies that directly support studios and member retention. (ie eye patches)

The corporate office could improve by strengthening communication and focusing on meaningful, data driven strategies for member acquisition and retention (not just what works in BC). Franchise owners need clearer direction, consistent messaging, and marketing initiatives that are practical, current, and proven to work in today’s fitness landscape. While it is valuable that corporate leadership has experience as former studio owners, there appears to be a disconnect between operating individual locations and leading a franchise system as a whole. At times, leadership capacity seems stretched across too many roles, including continued involvement in struggling or underperforming gyms (Surrey), rather than prioritizing franchise wide strategy, innovation, and support. I often question whether some individuals in corporate roles have the necessary expertise to effectively lead marketing initiatives, member retention, and lead generation, as the results do not consistently align with current industry standards. Refocusing efforts on franchise leadership, modernization, and initiatives that directly drive results, rather than experimental or unclear initiatives, would better support studio owners and improve overall brand performance.