THE CANDID MANAGER: Jason Christoff, Physical Limits Fitness Club
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| Jason Christoff | |
| President | |
| Physical Limits Fitness Club | |
| Cornwall, Ont. | |
| www.physicallimits.com | |
How did you become a fitness club owner?
After I graduated from the McGill industrial relations program in 1994, I decided it was a great time to take some risks. With little debt and no family obligations, I struck at the opportunity to open a fitness club. I had worked in fitness clubs since the age of 14 and fitness was all that I knew (or thought I knew!). I opened Physical Limits, a small 6,000 square foot facility on a second floor with $12,000 of personal savings and a government loan of $145,000. It grew to over 16,000 square feet in just five years. For my efforts I received a chamber of commerce Entrepreneur of the Year award at age 26.
Despite my apparent success, I struggled as many club owners do. Intense competition and low-priced memberships kept me shackled to my club. There was little time to think or be creative. It wasn’t until I started obtaining advanced exercise and nutrition certifications (from the CHEK Institute) that my profit started to reflect my efforts. Today, I couldn’t be more proud of the unique service and results that my team provides for our members.
What’s the smartest thing you’ve done?
The smartest thing I’ve done is to try to be different and to never stop the pursuit of health education. I stood back and looked at the fitness industry from a distance and quickly observed that there was only marginal return in trying to mimic other clubs. I realized that a club’s income is tied directly to its ability to deliver results to its members. When prospects enter a club, they’re initially looking for results. Large collections of equipment, nice amenities and basic trainer certifications rarely deliver results.
Since most clubs are exactly the same, being different is the key. When my competition bought more equipment, I moved some of mine out to make an open core area. When my competition told their trainers that “diet” and “prescription drug” information was beyond the scope of their skills, I sent my trainers to learn about diet and prescription drugs. When my competition held staff sales seminars, I held nutrition seminars.
How different is my first club compared to traditional fitness clubs?
We now make over 35% profit on gross sales, and we deliver outstanding client results quickly and safely. Being different and constantly striving for the highest standards of health education saved my career and my club.
What’s the biggest mistake you made?
My biggest mistake was not trying to master the art of health improvement earlier in my career. Once I learned advanced training and nutrition protocols, my career and profits blossomed. If a club owner doesn’t know how to get people in shape, creative membership sales becomes your only tool for survival. If you’re going to sell the service of getting people in shape, you better become an expert in that field.
What’s been your biggest challenge?
My biggest challenge is rolling out new programs while insuring the service delivery is equal to the promises in the sales pitches. New programs for high blood pressure, high cholesterol, type 2 diabetes and 100 pound-plus weight loss, etc., require precision administration. This is my greatest challenge today. But with our clubs’ great success, I can dedicate most days to the task of building even better programs and insuring the success of existing ones.
What have you discovered to be the key to effective leadership?
The fitness industry is like all others, and effective leadership comes from leading by example. I have fought hard for my advanced training certifications, and I constantly coach all trainers on my team. I lead the management team because my ideas have added large jumps in income to their pay cheques and the clubs’ bottom lines. Leadership is about results. I have proven to my team that my ideas and vision translate to greater incomes for them and greater satisfaction for members. My team places their trust in me, and I don’t let them down.
What advice do you have for other club owners and managers?
Be different, and focus on health knowledge and education. You can do it. Don’t be afraid of some big club with huge amounts of equipment and trainers with entry-level certifications. This isn’t what the general public is looking for. People will take results, at any price, over a towel service and equipment every time. Get your advanced nutrition and exercise certifications, and market your club around your ability to deliver the service of health improvement. Turn health from a gamble to a guarantee, and watch your success soar.
What else do you do besides run your clubs?
I want to make a documentary on the Canadian health care system and our non-organic food supply in Ontario and Canada. I also write articles for our local newspaper and practice what I preach with regard to a full organic lifestyle.
Jason Christoff is also vice-president of Body Boomers Fitness – Whitby, Ont. (www.bodyboomers.com) and president of Revolution Training Systems (www.revolutionweightlossclinic.com)
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