The Candid Manager - Romeo Rawlins, Body Fitness
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| Romeo Rawlins | |
| Body Fitness | |
| Pointe Claire, Quebec | |
| www.centrebodyfitness.com | |
1. How did you become a fitness club owner or manager?
About 17 years ago, I was working in sales and marketing and really out of shape. I realized it was time to start taking care of my health and get in shape, but I got frustrated trying to do it on my own. Eventually I hired a trainer, and he changed my life. He taught me how to eat and train properly, and I really got into it. In fact, I went from being a bit chunky to wearing spandex (it was the 80s remember). I got really cut and was about 6% body fat. I kept on learning, got a personal training certificate and got so into it that I bought the gym where I was working out.
To raise the capital, I mortgaged my house and borrowed $10,000 from 10 friends who believed in me. They knew I was going into the business with a passion to help people, the way my trainer had helped me, not just to make money. As the owner, I’m part of the club management team. I greet and socialize with members and work out at the club too.
2. What’s the smartest thing you’ve done?
Keeping my club open 24 hours a day. It no longer lets clients use time as an excuse to not exercise – we’re always open. I also don’t have to worry about staff arriving late to open the club in the morning. There are no thefts in the club anymore since it’s never closed and there are always people around. It’s not hard to find staff; I hire night owls and pay them a small premium for working the late shift.
3. What’s the biggest mistake you’ve made?
We all make mistakes, and learning from them is the main thing. In the early days, my big mistake was leasing equipment at too high an interest rate. It’s really hard to make big payments when you’re starting out, and it kills your cash flow. You’re better to take less financing at a lower rate than a large amount at a higher rate. I also suggest stretching out the lease to five years so you can make the smallest payments possible. I ended up going to the bank and telling them that we needed to re-look at the rates, which they did. I get excellent lending rates now since I’m well established.
4. What’s been your biggest challenge as a club owner?
Staffing is always a challenge. If you really want your business to run well, you need the right team. Without the right people, you have nothing. Students can be good in certain positions, but their real goal is to go to school and get good marks. What you need are adults with mortgages and kids to feed who want to make a career in your club. In the beginning, students are all that most clubs can afford, but you get what you pay for. With the right people you can make double the money, but with the wrong people it can be a nightmare. The right person at the front desk can kill business or help business boom.
5. What have you discovered to be the key to effective leadership?
I know everything about my business. I can write a program, run the front desk, log in a member, un-clog a toilet and everything else, except teach classes. Because of this, I get respect from my staff members. When I’m in the club or working with them, they know that I know their job.
6. What do you like most about this business?
Helping people. Members are constantly thanking me for what’s happening in the club and for their improved health, sending me emails and giving me presents on my birthday. This isn’t the old days where working out was just about bodybuilding – today, it’s all about our health and staying in motion to live long, healthy lives. I don’t mind when people come to me with complaints. People only complain when they care.
7. What’s the best advice you have for new club owners?
Before you get into the business, go and work for a club for a couple years to learn the back end of the business. You can get into big trouble if you’re not aware of the good and bad aspects of the business. If you already have a club and are having problems, find someone who’s been in business for 10 years. Sit down and talk and get the knowledge, or devise a plan where you can work together as a team.
8. What plans do you have for the future?
I’ve recently redesigned my club so it’s now a wellness centre with medical and fitness facilities under one roof. It has a 15,000 sq. ft. gym, resort-style locker rooms, a 7,000 sq. ft. spa, a private medical centre, a weight-loss centre, a rehab centre with an x-ray machine, and more.
I don’t want people to think just about going to the gym. I want them to think about their health. Because at the end of the day, you can’t buy good health.
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