May 1, 2025 • 23 mins
Tired of answering the same questions, fixing the same mistakes and doing everything yourself?
In this episode, Corey Lewis, Two-Brain mentor and owner of Xtra Mile Fitness, shares how systemizing his gym with SOPs (standard operating procedures) has helped him save time, improve retention, onboard staff more efficiently and build a more profitable business.
Creating SOPs doesn’t have to be painful. Corey reveals his quick hack for writing them in minutes with help from AI, and he explains why systemizing even the smallest tasks—like opening the gym or cleaning equipment—can unlock massive growth.
He also walks through his process for presenting SOPs to staff to get their buy-in and create a better client experience.
Stop doing everything yourself. Tune in to learn how to buy back your time, reduce stress and run a more profitable gym.
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3:01 - How to create efficient SOPs
7:04 - Presenting SOPs to your staff
10:01 - When to review & update SOPs
14:41 - Examples from Corey’s mentees
17:52 - Buying back your time
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Almost no one likes standard operating procedures
SOPs. Yet every successful gymowner has a complete SOP
package. That is a hard truth.
If you wanna delegate and growyour business, you need SOPs
and checklists today on Run aProfitable Gym. We're going to
show you exactly how to createpain-free SOPs and we'll show
you the rewards for doing so,because if you don't wanna do
it, you need to know why youshould do it. It's worth it, I
(00:26):
promise. I'm Mike Warton . Thisis Run a Profitable, profitable
Gym. Please hit subscribewherever you're watching or
listening with me today. CoreyLewis Extra Mile Fitness in
Missouri. He's also a two brainmentor. Welcome to the show,
Corey . How are you ?
Speaker 2 (00:36):
Great. Thanks for having me, Mike.
Speaker 1 (00:38):
I am very pumped to talk to you about this, even
though we're mortal enemiesright now. We got the Winnipeg
Jets and the St. Louis Blueslocked in a playoff series. So
Corey and I are best buddiesoutside of that, but we're
fighting today. But no matterwhat, we're gonna get to SOPs
and help you guys create bettergyms by doing it. So Corey ,
let's talk about it. Hockeyfight here. A lot of
entrepreneur, entrepreneurs,they hate SOPs . Like we got
into this to avoid rules. Let'sshow people the carrot first.
(01:01):
What are the direct rewards forsystemizing a business, digging
in and creating SOPs? Have yougot any clear examples from
your gym ?
Speaker 2 (01:08):
I think for us it's been a wide range of benefits
from first just the to ease ofonboarding staff. Mm-hmm
. From any of ourroles, from the lower EHR roles
to the higher coachingpositions, it makes onboarding
easier and it keeps everyone onthe same page. Uh, and I think
the other big thing for us isit sets the expectations I have
(01:31):
and it keeps everyone up tothose expectations. That way
I'm not beating my head againstthe wall of things aren't being
done the way I want. Mm-hmm . Um, it's stated
in the SOP , the staff is giventhe tools on how to hit those
expectations. Uh , and it makesmy life easier, their life
easier. And it's helped meremove myself from my gym and
keep our standards super high.
Speaker 1 (01:53):
So it prevents disappointment and it also
saves time. And you mentionedEHR , that's effective hourly
rate. Here's the thing, ifyou're saving time somewhere as
a gym owner, you then have timeas the CEO to build your
business. So if you're notchanging the toilet paper
because you have an SOP forsomeone to do that, you can
then say, how can I create abrand new high value program
(02:13):
market that sell it, earn more,serve better, more my clients
better? That kind of makessense. Hey Cory .
Speaker 2 (02:19):
Absolutely. And it gives me a clear head space
because I'm not thinking aboutother tasks or is the coach
doing this or is the cleaningperson doing this mm-hmm
. Um , so ittruly gives me that mental
freedom to grow the gym andimpact more lives. Yeah,
Speaker 1 (02:34):
And I think your example is great because if you
are , you think about you as alistener out there, what if one
of your key staff membersleaves? You've gotta onboard a
new person and that kind ofsucks. But what if you just had
a complete list of everythingthat person needs to do in that
role? And this is the 10, 10standard for being successful.
You just slide that paperacross the desk, away you go.
Now it sucks to create thatthing the first time, but every
(02:56):
other 10 of the 10 times youuse it, you are just saving
time. So I'll , I'll encourageyou to do that. Now, the gut
reactions, Corey for me islike, I don't need to create an
SOP , I can just do it fastermyself. I'm gonna put that off
to another day and I'll just,you know, I'll get to it
eventually. What would you sayto that entrepreneur who's
listening right now saying, Idon't have time to create an
SOP ?
Speaker 2 (03:16):
That was actually my first instinct to SOPs. Uh ,
and why I was resistant to itat first. Mm-hmm
. But now, you know, what Iwould tell those people is yes,
you can do it quickerinitially, but in the long run
it's gonna be more timeconsuming if you keep repeating
the process. So standardize itand then it makes it so
efficient for you goingforward. It buys back so much
(03:37):
time and gives you so much morefreedom.
Speaker 1 (03:39):
Yeah. It's, I mean, what you're saying essentially
is you need to invest. Yep .
And that means like putting,you know, seeing the long-term
reward and doing the short termwork in exchange for that, as
opposed to saying, I'm justgonna put it off, put it off,
put it off. If you make theinvestment now one time, you
can use that over and over andover again and it's gonna pay
off in spades. Whereas rightnow, if you just put it off,
you're gonna save time maybetoday, but you're gonna lose
(04:02):
that time over the long run. Sothink about it as investing if
you're listening out thereright now. So let's talk about
this one. You and maybe fiveother gym owners out there love
creating SOPs. Everybody elsehates them. What is the
swiftest way to get through?
What is a difficult task formost people, even if you don't
like it, how do you get throughit quickly
Speaker 2 (04:18):
For creating the SOP ? Yeah. I actually steal the
Dan Martel method of, I recordmyself doing the task. Okay .
And then produce that into anSOP . Uh , and now as I create
new ones, I'm even able to usechat. GPTI take that video or I
just put in there what I do andit produces it out for me. But
ours are filled with bulletpoints. Mm-hmm .
(04:40):
And then we video everythinginto it. So there's no
questions asked. If you need toknow how to clean the rower,
there's a video of how to doit. If you need to know how to
set up a member in our adminsystem, there's a video to show
you how to do it. And so I'vekind of done it both ways. I've
done the Dan Martel way of justvideo myself and then give that
over to the staff. Mm-hmm . And they
actually build their owninitially and then I fix it.
(05:02):
Okay . Uh , and I've done theother method of, I do the task
once I bullet everything that'sneeded and then I just
reproduce that to the staff andgive it to 'em.
Speaker 1 (05:11):
Let's dig into the chat GPT angle at AI for a
second because people loveusing this stuff and this is a
cool way to, you know, getthrough it . A process that
most people really don't like.
So gimme an example of a taskand how you would use chat GPT
or an AI platform to make ithappen.
Speaker 2 (05:27):
Absolutely. I actually just rewrote our
onboarding, like our salesprocess. Ah , nice . How to
onboard someone, set 'em up inthe system. Mm-hmm
. Uh , and Iliterally just had chat GBT on
my phone. I hit the, themicrophone and I listed out
what we have to do. Told it toput it in a bullet point for
me. It produced, I would saysomething that was 80% accurate
(05:48):
and detailed to me. Uh, Icopied that, put it in a
document, and within 20 minutesI had a bullet point of what to
do. I made a checklist out ofthat. And then all I had to do
was the first time I ran a , anew member through it, I
recorded each step by on mycomputer, linked that into the
SOP and it was done. And now my, uh, team can successfully set
(06:11):
someone up without me having tohold their hand that first
time.
Speaker 1 (06:14):
Wow. So that's as easy as just recording yourself
into the, into chat GPT andasking AI to summarize this
thing into an SOP for a staffmember and it'll spit something
out that's probably in therange of like a B, which you
then brush up to an A plus .
Speaker 2 (06:28):
Absolutely.
Speaker 1 (06:29):
Wow. How much time do you think that saves you?
Speaker 2 (06:32):
Oh , that saves me a ton of time . 'cause I have two
main staff that set upmemberships. But , uh, several
of them have the ability toonboard a , a new client. Uh,
and so if I were to sit downand walk each of them through
it, you have to assume that's30 minutes each person the
first time, which could be acouple hours. And then I, if
they ever have questions, now Ihave to re meet with them,
(06:54):
reshow them. Mm-hmm . Where now if
they have a question, I justreference the SOP , they go to
that and it solves all theissues we have. And it
eliminates a lot of questionsthat I used to get asked.
Speaker 1 (07:04):
So how do you present these SOPs to staff?
'cause some people are like, ah, you know, I rounding a
business 'cause I don't wannado the whole corporate thing
with the procedures and manualsand all that stuff. People
resist that. And then somestaff members in small
businesses, especially owneroperator businesses that grow,
some staff members are like, Idon't wanna wear your your
shirt, or I don't wanna do itlike that. How do you present
an SOP to staff and make surethat it's followed?
Speaker 2 (07:26):
Yep . So we kind of do it two different ways for a
new staff coming on . I meetwith them their first day.
Mm-hmm . I layout our expectations, our
mission, our vision. And then Igive them the SOP that they
have to then review and thensign off that they reviewed
every aspect of it. We have acoaching expectation or a staff
expectation they have to signoff on mm-hmm .
But like with my staff that'sbeen here forever, especially
(07:49):
when I first rolled out SOPs,or even now, if I make
adjustments or I make new ones,I presented at the staff
meeting. I tell them theimportance of why we do it. I
also tell them how it's goingto elevate our members'
experience mm-hmm. And how it does that. And
also, you know, ultimately weall like things to be easier.
So I state how this is gonnamake their lives easier, make
(08:11):
them more successful in theirrole. We review it and then
they sign off on it also in ourexpectations form. Uh , and
then as we go, if I make minortweaks, I just communicate that
through our communication inhouse . Uh , but any major
tweak is done at our quarterlymeetings mm-hmm .
To make sure everyone's on thesame page. It allows them to
ask questions. And then it alsojust allows me to get across to
(08:34):
them like, Hey, this isn't, youknow, to make us corporate.
It's to make your life easierand to make our members
experience better. Whicheveryone on my team wants that.
Mm-hmm . Uh , andso it drives home the point.
Speaker 1 (08:46):
Yeah. So listers, there's a couple of important
things. Three I think therethat are super important is you
gotta lay out your mission andvision for the entire business.
And then you're explaining whydoes this SOP relate to that?
And again, you know, brushingthe toilet and your mission for
improving the health andlifestyle of, you know, your
community seems like a bit of ajump, but it all relates
because you are trying to givemembers a great experience and
(09:06):
keep them coming back andtraining and being happy. And
filthy bathrooms do not, arenot a part of that. The second
thing that Corey said is thatyou're giving your staff
members exactly the tools tosucceed. So if they don't know,
and I, I was so guilty of this,Chris Cooper's talked about
this. You hire someone, you ,you expect them to do it your
way. You give 'em a task, theysuck at it and you're mad. And
the problem is you, it's notthem. You didn't tell 'em what
(09:27):
was success. Right. So if youlay out this is how it's done,
this is what a 10 outta 10looks like, then we're good.
We're all on the same page.
They sign it, you sign it, thenit's easy to just tap the sign
and be like, Hey, you forgotthis one part. All good. Go
about your business. The thirdthing is that we're all here to
help clients get a betterresult. And everything that
Cory lays out in these SOPs isdesigned to do that. Right.
Everything that happens in thegym will become better if you
(09:49):
have a policy that governs it.
The staff experience is great,the customer experience is
great. All of a sudden the gymis running like a top.
Everybody's happy retention,it's financials. It's just this
giant snowball rollingdownhill. Let me ask you this,
'cause here's another hugemistake I made. Worked with a
two brain mentor, standardizedmy business, put it in a big
giant playbook, thought I wasgreat, patted myself on the
back, gave it to my staffmembers. I never looked at it
(10:11):
again. And all of a suddeneverything was out of date. So
how often should you review andupgrade your SOPs? Is it the
annual thing, biannual? What doyou do?
Speaker 2 (10:19):
I think we're all guilty of that and it really
depends on which one it is. Soour, you know, the ones for
cleaning the gym and thingslike that. I review them
probably on an annual basisunless something comes up or
something structurally changesin the gym. Mm-hmm
. But for ourmore important ones, so my CSM,
my client journey , um, evenour how to coach a , a personal
(10:41):
training client or a groupclass, I review them quarterly.
Usually those are quick brushovers. And then at the midyear
mark and the end year mark, Ido a more in depth . But since
I stay on top of 'em soregularly, I literally block
off about an hour. A
Speaker 1 (10:58):
Quarter's, not bad,
Speaker 2 (10:59):
Sit down, I go through our main ones. Um, it
doesn't even take me that long'cause I stay on top of it now.
Mm-hmm . And thatsaves me so much time. 'cause
before when I first created,just like you said, I didn't
review them for probably acouple years, then it's trouble
. And then I , yeah. And thenit took me days to improve 'em
. Um , so now on the,on the important ones, the ones
that truly are client facing orthat have a big impact on our
(11:22):
arm or our leg, I definitelyreview those off, you know,
quarterly to make sure we'restaying on top of things. And
it also gives myself and mystaff a chance to talk and see
where we can improve. 'cause weknow now this is the standard
of what we're doing. Mm-hmm . Where is there
opportunities we can improve?
And we just slide those in atthat time. Okay.
Speaker 1 (11:41):
So listeners, I'm gonna give you something here.
If you create SOPs and investthat time that we talked about,
you are going to save time.
Right. And if you save thattime, you then have that one
hour per quarter that Coreyjust mentioned to review your
SOPs and make sure they're allin line where it's like, Hey, I
said we do this, but thischanged. I'm gonna upgrade that
and alert the staff to thatchange so that everything is
(12:02):
under control. A second tipthat Corey pointed out that I'm
gonna just highlight for you isI would focus if it were me not
necessarily first on some ofthe nuts and bolts. Like this
is where the toilet paper ordercomes from. That kinda stuff.
You should do that. But I wouldfocus first on client facing
stuff. Yep . Anything thataffects the client experience
and the client journey and thekey metrics. So Corey mentioned
(12:25):
average revenue per memberlength of engagement, arm and
leg. These are huge things. Forexample, if you right now after
this show sat down andsystemized your retention
processes, you will make moremoney. You'll keep clients
longer. And if you just do thatafter the show, that is a win.
Now you should get to the restof your business. I'm not
saying that, but I would startwith the stuff that's gonna
(12:45):
move the needle most. Yep .
Retention is a huge one. Solike Corey for example, have
you ever reviewed your lengthof engagement wrench ,
retention checklist and beenlike, whoa, that is a hole and
that is costing me people.
Speaker 2 (12:59):
Yeah. And that was a big one we did at our year end
. Uh, we sat down and noticedthere were some, especially in
our personal training, we kindof took it for granted that,
you know, those are morepersonal relationships. Yes .
They're a little easier toretain most of the time. But we
had holes in the big one washow consistently they were
getting their InBody scans.
(13:19):
Mm-hmm . Or howconsistently we were reviewing
their goals and holding themaccountable. And it was because
the coaches had a lot going on.
Um, and so we systemized thatimproved our SOP . So now my
CSM and my trainers worktogether, you know , now we're
taking the, the personaltraining client, which is
already a easier one to retainand 10 xing that by giving them
(13:42):
a higher quality service mm-hmm . Gonna keep 'em
happier or longer and we wantto keep impacting their lives.
So that's gonna allow us to dothat.
Speaker 1 (13:49):
Yeah. And I wish I'd spoken to you about this, you
know, eight years ago because Ihad created a retention system
with a document and everything,checklist and little boxes and
the whole deal. And I was, Iwas super proud of it. I
thought it was great. Signed upto a staff member and then we
had a staff change and all of asudden like about three months
later, our retention wasbrutal. We're bleeding people.
And I'm like, what's going on ? I go back to the
document, it's not being filledout somewhere along the chain.
(14:11):
Someone had not communicatedthat this document guides our
retention efforts when therewas a staff transition. So I
mis missed a step that you laidout in a staff transition and
all of a sudden my retentionwas bleeding me out and I
didn't realize it for about sixmonths because I wasn't doing
those regular check-in. Soagain, listeners, if you're on
this plan, check the mostimportant stuff a little more
regularly. Especiallyretention, holding onto your
(14:34):
clients is the most importantthing you can do. If you have
an airtight system there,you're going to make more
money. Gross revenue andprofit. Now Corey , you work as
a mentor. You're not just a gymowner. You teach other gym
owners how to be successful.
Talk to me about, have you beenin a situation where you , you
tell someone like, Hey, youshould really standardize this
stuff and your business willgrow. And they're like, I don't
wanna do it. Eventually theycome to see Jesus and they make
(14:56):
it happen. What happens in thatsituation? Have you dealt with
that?
Speaker 2 (14:59):
Absolutely. Actually just had a few mentees recently
that pushed back hard on it.
Speaker 1 (15:04):
. Okay .
Speaker 2 (15:05):
Like we all did probably. Yeah . Yeah . But now
that they've done that, a,they've been able to onboard
new staff quicker. They got tothe point where their revenue
was high enough they needed newcoaches and that wasn't such a
burden. Like it was probablyfor me and you early on mm-hmm
. Because theyhad systemized it and it
onboarded them quicker. Um ,but now they're seeing that
they have more mental bandwidthand more time to grow a
(15:29):
specialty program to dodifferent things that are now
increasing their EHR andultimately growing their net
owner benefit, which is whywe're all in this business.
Yeah.
Speaker 1 (15:38):
When they push back on you, what's, what is the
thing ? Is it, is it just Idon't have time or is it
something else? It's
Speaker 2 (15:43):
The I don't have time or they don't see
initially the reason for it.
Yeah . Like why am I gonnawrite all this down? Like we
all, the biggest thing Iprobably hear, and I think I
said this to my two brainmentor when I started, was
like, this is common sense. Weall know how to do this. Yes.
Yeah . But like you statedearlier, if we assume that with
a staff, they're not gonna hitour expectations. Yeah . We
(16:05):
can't assume that everyone'sgonna think the same way we are
and do the same things that wedo. Mm-hmm .
That's why we have to systemizeit because the members do
expect that. So now we need tosystemize it so that everyone's
on the same page and that themembers don't see a drop off
when the owner steps away fromthe gym or steps away from
coaching as much.
Speaker 1 (16:22):
Yeah. I wrote a newspaper column for about a
decade called uncommon sensebecause I truly believe that
common sense isn't that common,right? Yep . And I think it's
very difficult for people tosee inside your head obviously,
and know what you want done.
You know, and that's just,that's a huge problem.
Businesses and listeners. Ifyou're out there and you're an
owner operator, like you're asole proprietor right now and
one woman man would ever showyou're doing your thing, you're
(16:44):
like, I don't need SOPs. Butyou do. Because if you don't
have them, you can neverreplace yourself. Like think
about that. If you don't havean SOP for how to run a class,
you have to coach every singleclass in your gym or your
members will get crappy servicewhen someone jumps in. Right?
So you have to do that if youwrite that stuff down now as
you're doing it. Like thinkabout this. You hold every role
in the business. You are in theperfect spot to then systemize
(17:06):
ourselves and say, this isexactly how I want it done.
Take the time today, do onetask, write everything down,
use chat . GPT ai. Like Coreysaid, if you do this, then you
can eventually get rid of thattask. And Chris Cooper has been
explicit about this. He's like,I drove to the gym and I wrote
down, drive to the gym park inthis spot. Use this key to open
this door, turn the lights on,turn the music onto this volume
(17:29):
and it was just da da da da dada da . You can literally do
that voice record, like Coreysaid, feed to chat GPT and say,
systemize my openingprocedures. And if you do that,
you can then hand that off toeverybody. I'd recommend you do
something today. Right. Do onething. It's not a huge deal if
you just chip away a fewthings. It gets overwhelming if
you try and do all of it.
(17:49):
Here's where this really getsinteresting. I'm gonna ask
Corey about this in a second,but I'm gonna lay it out the
value ladder. Eventually a twobrain mentor will say to you,
we need to buy some time foryou to grow your business. How
are we gonna do that? Mm-hmm . And what you're
gonna do is you're gonna lookat your, your , your time on it
, everything that you do, wheredo you spend your time? What
are you doing? And then you'regonna look at all the stuff
(18:10):
that's like five hourscleaning, three hours coaching,
10 hours at admin , 15 hours,whatever. You're gonna look at
that and say, what is the valueof each of these things? So I
could say like, I pay myself$15 an hour for cleaning. I
spend 10 hours a week, whateverit is. Then you start, you
know, buying your time back byfarming these roll out. So I'm
gonna hire a cleaner for $20 anhour. I'm gonna buy back five
(18:32):
hours a week. In those fivehours I'm going to make $400 an
hour because I can sell highvalue packages. That is how you
grow a crazy business. So Corey, when you've seen people do
this, they've got SOPs and theystart climbing that value
ladder. What happens to thebusinesses?
Speaker 2 (18:46):
Oh, the revenue skyrockets. Yeah. They start,
the revenue starts growing andthey are able to get their
members to buy higher valuepackages and to sell higher
value. Uh, and then ultimatelythey're able to pay themselves
more and work towards thatperfect day and achieve it so
much quicker.
Speaker 1 (19:03):
The stuff is nuts and bolts, but it is the
foundation of the businesspyramid because if you don't
have the structure, you can'tbuild higher . And exactly what
Corey said, I've seen thesecharts. has a
dashboard, mentees enter theirmetrics. You can literally look
at them and I'll see thesenumbers where it's like profit,
revenue, owner income, and it'sjust like this. And then boom,
it hits the hockey stick and itgoes up. And I'm like, what
happened? Inevitably it issomething like I systemized my
(19:26):
business, I started offloadinglow value tasks and I as the
CEO invested my time in growingthe business. And all of a
sudden all those metrics shootup. Corey , what is something
someone should systemize today?
Listeners are out there rightnow and they're like, I'm not
gonna do it. Tell them onething that they should
systemize today. First thing,
Speaker 2 (19:44):
The first thing, I definitely agree with you on
the things that are clientfacing , but I would say the
two easiest for me is A, how toopen the gym because I got
tired of getting here at 4:00AM mm-hmm . And
B, the how to clean the gym.
Mm-hmm . We'vesystemized that. 'cause that's
a turnover position. Like wehire high school and college
people. They leave and comeinstead of me wasting time
(20:07):
onboarding each of them, I handthem the SOP , they can onboard
themselves. And that's an easytask that can be replaced for
gyms. And like you said, if wereplace five hours a week, that
could be five NSIs. Mm-hmm . And you can
make a ton of money.
Speaker 1 (20:22):
Got two plans there.
My idea is like, hey, picksomething that's gonna have the
greatest effect of thebusiness. Move the needle. You
can do that. If you feelintimidated by that, take
Cory's plan and pick on thestuff that's right in front of
you that you can get off yourplate easy. That's a great way
to build some momentum. So youwin a couple on opening
checklists, little things likethat. Then you start figuring
out how this goes. Right?
Because once you create yourchat, G-P-T-S-O-P , you now
(20:45):
know how to do it yourself. Youcan crank out the rest of them
fast. So Corey's plan is gonnabe a greasy rail that's gonna
get you all the way to the endof the line. Do something on
this today and systemize it.
Corey , go through it one moretime. Tell 'em the exact steps.
'cause they're gonna , I'mgonna end this podcast about
two minutes. Tell them exactlyhow to use chat, GPT AI to save
time. What do they do?
Speaker 2 (21:05):
Absolutely. So download the app on your phone.
Hit the microphone mm-hmm . And say, Hey, I
want to create a SOP checklistor bullet point of, you know,
say it's the opening task.
Mm-hmm . I willwalk through each thing I do as
I walk through the gym, justlike I'm opening the gym. Um,
ask it to produce that in abullet point for me . Then I'll
(21:25):
copy it, place it in adocument. Uh , we have all of
our staff has a folder that weshare on Google. Um, I place it
in there. I'll link in videosto each thing that needs it and
then rock and roll and thestaff can duplicate it without
me having to show anybody onhow to open and close the gym.
Or if they have an issue onemorning, you know, they can't
(21:45):
figure out the radio or the aircondition or the heater. They
don't have to call me at threethirty, four o'clock in the
morning. They open up that theycan figure it out and it solves
me headaches and lets me sleepin a little bit.
Speaker 1 (21:57):
Corey has just given you the SOP for Creating SOPs.
Okay. That is your steps. Justdo it. Literally finish this
podcast. Take your phone, walkthrough the gym, talk into it,
systemize something, lay itout. Get ai AI to do the part
you don't want. Give it to yourstaff. You can do this in a one
hour. I guarantee it. Do it. Itwill be the first step to
systemizing your business. Ifyou wanna go further and get an
(22:19):
exact plan to build a businessthat's gonna be like for 30
years, pay you a hundredthousand dollars a year, make
your millionaire book a callvia the link in the show notes.
Corey , thank you so much forbeing here and making SOPs
smooth and easy for everyone.
Speaker 2 (22:30):
Awesome. Thank you sir.
Speaker 1 (22:31):
That was Corey Lewis, this is Run a Profitable
Gym . I'm your host Mike War .
Can you do me a favor? If you'dlike this hit like, and if you
like it even more, please hitsubscribe so you don't miss an
episode. And now here's twoBrain founder Chris Cooper with
a final message.
Speaker 3 (22:44):
Hey, it's two Brain founder Chris Cooper. With a
quick note , we created the GymOwners United Facebook group to
help you run a profitable gym.
Thousands of gym owners, justlike you have already joined in
the group. We share soundadvice about the business of
fitness Every day I answerquestions, I run free webinars
and I give away all kinds ofgreat resources to help you
(23:04):
grow your gym. I'd love to haveyou in that group. It's Gym
Owners United on Facebook, orgo to gym owners united.com to
join. Do it today.
Almost no one likes standard operating procedures
SOPs. Yet every successful gymowner has a complete SOP
package. That is a hard truth.
If you wanna delegate and growyour business, you need SOPs
and checklists today on Run aProfitable Gym. We're going to
show you exactly how to createpain-free SOPs and we'll show
you the rewards for doing so,because if you don't wanna do
it, you need to know why youshould do it. It's worth it, I
(00:26):
promise. I'm Mike Warton . Thisis Run a Profitable, profitable
Gym. Please hit subscribewherever you're watching or
listening with me today. CoreyLewis Extra Mile Fitness in
Missouri. He's also a two brainmentor. Welcome to the show,
Corey . How are you ?
Speaker 2 (00:36):
Great. Thanks for having me, Mike.
Speaker 1 (00:38):
I am very pumped to talk to you about this, even
though we're mortal enemiesright now. We got the Winnipeg
Jets and the St. Louis Blueslocked in a playoff series. So
Corey and I are best buddiesoutside of that, but we're
fighting today. But no matterwhat, we're gonna get to SOPs
and help you guys create bettergyms by doing it. So Corey ,
let's talk about it. Hockeyfight here. A lot of
entrepreneur, entrepreneurs,they hate SOPs . Like we got
into this to avoid rules. Let'sshow people the carrot first.
(01:01):
What are the direct rewards forsystemizing a business, digging
in and creating SOPs? Have yougot any clear examples from
your gym ?
Speaker 2 (01:08):
I think for us it's been a wide range of benefits
from first just the to ease ofonboarding staff. Mm-hmm
to the higher coachingpositions, it makes onboarding
easier and it keeps everyone onthe same page. Uh, and I think
the other big thing for us isit sets the expectations I have
(01:31):
and it keeps everyone up tothose expectations. That way
I'm not beating my head againstthe wall of things aren't being
done the way I want. Mm-hmm
in the SOP , the staff is giventhe tools on how to hit those
expectations. Uh , and it makesmy life easier, their life
easier. And it's helped meremove myself from my gym and
keep our standards super high.
Speaker 1 (01:53):
So it prevents disappointment and it also
saves time. And you mentionedEHR , that's effective hourly
rate. Here's the thing, ifyou're saving time somewhere as
a gym owner, you then have timeas the CEO to build your
business. So if you're notchanging the toilet paper
because you have an SOP forsomeone to do that, you can
then say, how can I create abrand new high value program
(02:13):
market that sell it, earn more,serve better, more my clients
better? That kind of makessense. Hey Cory .
Speaker 2 (02:19):
Absolutely. And it gives me a clear head space
because I'm not thinking aboutother tasks or is the coach
doing this or is the cleaningperson doing this mm-hmm
freedom to grow the gym andimpact more lives. Yeah,
Speaker 1 (02:34):
And I think your example is great because if you
are , you think about you as alistener out there, what if one
of your key staff membersleaves? You've gotta onboard a
new person and that kind ofsucks. But what if you just had
a complete list of everythingthat person needs to do in that
role? And this is the 10, 10standard for being successful.
You just slide that paperacross the desk, away you go.
Now it sucks to create thatthing the first time, but every
(02:56):
other 10 of the 10 times youuse it, you are just saving
time. So I'll , I'll encourageyou to do that. Now, the gut
reactions, Corey for me islike, I don't need to create an
SOP , I can just do it fastermyself. I'm gonna put that off
to another day and I'll just,you know, I'll get to it
eventually. What would you sayto that entrepreneur who's
listening right now saying, Idon't have time to create an
SOP ?
Speaker 2 (03:16):
That was actually my first instinct to SOPs. Uh ,
and why I was resistant to itat first. Mm-hmm
. But now, you know, what Iwould tell those people is yes,
you can do it quickerinitially, but in the long run
it's gonna be more timeconsuming if you keep repeating
the process. So standardize itand then it makes it so
efficient for you goingforward. It buys back so much
(03:37):
time and gives you so much morefreedom.
Speaker 1 (03:39):
Yeah. It's, I mean, what you're saying essentially
is you need to invest. Yep .
And that means like putting,you know, seeing the long-term
reward and doing the short termwork in exchange for that, as
opposed to saying, I'm justgonna put it off, put it off,
put it off. If you make theinvestment now one time, you
can use that over and over andover again and it's gonna pay
off in spades. Whereas rightnow, if you just put it off,
you're gonna save time maybetoday, but you're gonna lose
(04:02):
that time over the long run. Sothink about it as investing if
you're listening out thereright now. So let's talk about
this one. You and maybe fiveother gym owners out there love
creating SOPs. Everybody elsehates them. What is the
swiftest way to get through?
What is a difficult task formost people, even if you don't
like it, how do you get throughit quickly
Speaker 2 (04:18):
For creating the SOP ? Yeah. I actually steal the
Dan Martel method of, I recordmyself doing the task. Okay .
And then produce that into anSOP . Uh , and now as I create
new ones, I'm even able to usechat. GPTI take that video or I
just put in there what I do andit produces it out for me. But
ours are filled with bulletpoints. Mm-hmm
(04:40):
And then we video everythinginto it. So there's no
questions asked. If you need toknow how to clean the rower,
there's a video of how to doit. If you need to know how to
set up a member in our adminsystem, there's a video to show
you how to do it. And so I'vekind of done it both ways. I've
done the Dan Martel way of justvideo myself and then give that
over to the staff. Mm-hmm
actually build their owninitially and then I fix it.
(05:02):
Okay . Uh , and I've done theother method of, I do the task
once I bullet everything that'sneeded and then I just
reproduce that to the staff andgive it to 'em.
Speaker 1 (05:11):
Let's dig into the chat GPT angle at AI for a
second because people loveusing this stuff and this is a
cool way to, you know, getthrough it . A process that
most people really don't like.
So gimme an example of a taskand how you would use chat GPT
or an AI platform to make ithappen.
Speaker 2 (05:27):
Absolutely. I actually just rewrote our
onboarding, like our salesprocess. Ah , nice . How to
onboard someone, set 'em up inthe system. Mm-hmm
my phone. I hit the, themicrophone and I listed out
what we have to do. Told it toput it in a bullet point for
me. It produced, I would saysomething that was 80% accurate
(05:48):
and detailed to me. Uh, Icopied that, put it in a
document, and within 20 minutesI had a bullet point of what to
do. I made a checklist out ofthat. And then all I had to do
was the first time I ran a , anew member through it, I
recorded each step by on mycomputer, linked that into the
SOP and it was done. And now my, uh, team can successfully set
(06:11):
someone up without me having tohold their hand that first
time.
Speaker 1 (06:14):
Wow. So that's as easy as just recording yourself
into the, into chat GPT andasking AI to summarize this
thing into an SOP for a staffmember and it'll spit something
out that's probably in therange of like a B, which you
then brush up to an A plus .
Speaker 2 (06:28):
Absolutely.
Speaker 1 (06:29):
Wow. How much time do you think that saves you?
Speaker 2 (06:32):
Oh , that saves me a ton of time . 'cause I have two
main staff that set upmemberships. But , uh, several
of them have the ability toonboard a , a new client. Uh,
and so if I were to sit downand walk each of them through
it, you have to assume that's30 minutes each person the
first time, which could be acouple hours. And then I, if
they ever have questions, now Ihave to re meet with them,
(06:54):
reshow them. Mm-hmm
they have a question, I justreference the SOP , they go to
that and it solves all theissues we have. And it
eliminates a lot of questionsthat I used to get asked.
Speaker 1 (07:04):
So how do you present these SOPs to staff?
'cause some people are like, ah, you know, I rounding a
business 'cause I don't wannado the whole corporate thing
with the procedures and manualsand all that stuff. People
resist that. And then somestaff members in small
businesses, especially owneroperator businesses that grow,
some staff members are like, Idon't wanna wear your your
shirt, or I don't wanna do itlike that. How do you present
an SOP to staff and make surethat it's followed?
Speaker 2 (07:26):
Yep . So we kind of do it two different ways for a
new staff coming on . I meetwith them their first day.
Mm-hmm
mission, our vision. And then Igive them the SOP that they
have to then review and thensign off that they reviewed
every aspect of it. We have acoaching expectation or a staff
expectation they have to signoff on mm-hmm
But like with my staff that'sbeen here forever, especially
(07:49):
when I first rolled out SOPs,or even now, if I make
adjustments or I make new ones,I presented at the staff
meeting. I tell them theimportance of why we do it. I
also tell them how it's goingto elevate our members'
experience mm-hmm
also, you know, ultimately weall like things to be easier.
So I state how this is gonnamake their lives easier, make
(08:11):
them more successful in theirrole. We review it and then
they sign off on it also in ourexpectations form. Uh , and
then as we go, if I make minortweaks, I just communicate that
through our communication inhouse . Uh , but any major
tweak is done at our quarterlymeetings mm-hmm
To make sure everyone's on thesame page. It allows them to
ask questions. And then it alsojust allows me to get across to
(08:34):
them like, Hey, this isn't, youknow, to make us corporate.
It's to make your life easierand to make our members
experience better. Whicheveryone on my team wants that.
Mm-hmm
Speaker 1 (08:46):
Yeah. So listers, there's a couple of important
things. Three I think therethat are super important is you
gotta lay out your mission andvision for the entire business.
And then you're explaining whydoes this SOP relate to that?
And again, you know, brushingthe toilet and your mission for
improving the health andlifestyle of, you know, your
community seems like a bit of ajump, but it all relates
because you are trying to givemembers a great experience and
(09:06):
keep them coming back andtraining and being happy. And
filthy bathrooms do not, arenot a part of that. The second
thing that Corey said is thatyou're giving your staff
members exactly the tools tosucceed. So if they don't know,
and I, I was so guilty of this,Chris Cooper's talked about
this. You hire someone, you ,you expect them to do it your
way. You give 'em a task, theysuck at it and you're mad. And
the problem is you, it's notthem. You didn't tell 'em what
(09:27):
was success. Right. So if youlay out this is how it's done,
this is what a 10 outta 10looks like, then we're good.
We're all on the same page.
They sign it, you sign it, thenit's easy to just tap the sign
and be like, Hey, you forgotthis one part. All good. Go
about your business. The thirdthing is that we're all here to
help clients get a betterresult. And everything that
Cory lays out in these SOPs isdesigned to do that. Right.
Everything that happens in thegym will become better if you
(09:49):
have a policy that governs it.
The staff experience is great,the customer experience is
great. All of a sudden the gymis running like a top.
Everybody's happy retention,it's financials. It's just this
giant snowball rollingdownhill. Let me ask you this,
'cause here's another hugemistake I made. Worked with a
two brain mentor, standardizedmy business, put it in a big
giant playbook, thought I wasgreat, patted myself on the
back, gave it to my staffmembers. I never looked at it
(10:11):
again. And all of a suddeneverything was out of date. So
how often should you review andupgrade your SOPs? Is it the
annual thing, biannual? What doyou do?
Speaker 2 (10:19):
I think we're all guilty of that and it really
depends on which one it is. Soour, you know, the ones for
cleaning the gym and thingslike that. I review them
probably on an annual basisunless something comes up or
something structurally changesin the gym. Mm-hmm
my client journey , um, evenour how to coach a , a personal
(10:41):
training client or a groupclass, I review them quarterly.
Usually those are quick brushovers. And then at the midyear
mark and the end year mark, Ido a more in depth . But since
I stay on top of 'em soregularly, I literally block
off about an hour. A
Speaker 1 (10:58):
Quarter's, not bad,
Speaker 2 (10:59):
Sit down, I go through our main ones. Um, it
doesn't even take me that long'cause I stay on top of it now.
Mm-hmm
before when I first created,just like you said, I didn't
review them for probably acouple years, then it's trouble
. And then I , yeah. And thenit took me days to improve 'em
that truly are client facing orthat have a big impact on our
(11:22):
arm or our leg, I definitelyreview those off, you know,
quarterly to make sure we'restaying on top of things. And
it also gives myself and mystaff a chance to talk and see
where we can improve. 'cause weknow now this is the standard
of what we're doing. Mm-hmm
opportunities we can improve?
And we just slide those in atthat time. Okay.
Speaker 1 (11:41):
So listeners, I'm gonna give you something here.
If you create SOPs and investthat time that we talked about,
you are going to save time.
Right. And if you save thattime, you then have that one
hour per quarter that Coreyjust mentioned to review your
SOPs and make sure they're allin line where it's like, Hey, I
said we do this, but thischanged. I'm gonna upgrade that
and alert the staff to thatchange so that everything is
(12:02):
under control. A second tipthat Corey pointed out that I'm
gonna just highlight for you isI would focus if it were me not
necessarily first on some ofthe nuts and bolts. Like this
is where the toilet paper ordercomes from. That kinda stuff.
You should do that. But I wouldfocus first on client facing
stuff. Yep . Anything thataffects the client experience
and the client journey and thekey metrics. So Corey mentioned
(12:25):
average revenue per memberlength of engagement, arm and
leg. These are huge things. Forexample, if you right now after
this show sat down andsystemized your retention
processes, you will make moremoney. You'll keep clients
longer. And if you just do thatafter the show, that is a win.
Now you should get to the restof your business. I'm not
saying that, but I would startwith the stuff that's gonna
(12:45):
move the needle most. Yep .
Retention is a huge one. Solike Corey for example, have
you ever reviewed your lengthof engagement wrench ,
retention checklist and beenlike, whoa, that is a hole and
that is costing me people.
Speaker 2 (12:59):
Yeah. And that was a big one we did at our year end
. Uh, we sat down and noticedthere were some, especially in
our personal training, we kindof took it for granted that,
you know, those are morepersonal relationships. Yes .
They're a little easier toretain most of the time. But we
had holes in the big one washow consistently they were
getting their InBody scans.
(13:19):
Mm-hmm
their goals and holding themaccountable. And it was because
the coaches had a lot going on.
Um, and so we systemized thatimproved our SOP . So now my
CSM and my trainers worktogether, you know , now we're
taking the, the personaltraining client, which is
already a easier one to retainand 10 xing that by giving them
(13:42):
a higher quality service mm-hmm
happier or longer and we wantto keep impacting their lives.
So that's gonna allow us to dothat.
Speaker 1 (13:49):
Yeah. And I wish I'd spoken to you about this, you
know, eight years ago because Ihad created a retention system
with a document and everything,checklist and little boxes and
the whole deal. And I was, Iwas super proud of it. I
thought it was great. Signed upto a staff member and then we
had a staff change and all of asudden like about three months
later, our retention wasbrutal. We're bleeding people.
And I'm like, what's going on
document, it's not being filledout somewhere along the chain.
(14:11):
Someone had not communicatedthat this document guides our
retention efforts when therewas a staff transition. So I
mis missed a step that you laidout in a staff transition and
all of a sudden my retentionwas bleeding me out and I
didn't realize it for about sixmonths because I wasn't doing
those regular check-in. Soagain, listeners, if you're on
this plan, check the mostimportant stuff a little more
regularly. Especiallyretention, holding onto your
(14:34):
clients is the most importantthing you can do. If you have
an airtight system there,you're going to make more
money. Gross revenue andprofit. Now Corey , you work as
a mentor. You're not just a gymowner. You teach other gym
owners how to be successful.
Talk to me about, have you beenin a situation where you , you
tell someone like, Hey, youshould really standardize this
stuff and your business willgrow. And they're like, I don't
wanna do it. Eventually theycome to see Jesus and they make
(14:56):
it happen. What happens in thatsituation? Have you dealt with
that?
Speaker 2 (14:59):
Absolutely. Actually just had a few mentees recently
that pushed back hard on it.
Speaker 1 (15:04):
Speaker 2 (15:05):
Like we all did probably. Yeah . Yeah . But now
that they've done that, a,they've been able to onboard
new staff quicker. They got tothe point where their revenue
was high enough they needed newcoaches and that wasn't such a
burden. Like it was probablyfor me and you early on mm-hmm
onboarded them quicker. Um ,but now they're seeing that
they have more mental bandwidthand more time to grow a
(15:29):
specialty program to dodifferent things that are now
increasing their EHR andultimately growing their net
owner benefit, which is whywe're all in this business.
Yeah.
Speaker 1 (15:38):
When they push back on you, what's, what is the
thing ? Is it, is it just Idon't have time or is it
something else? It's
Speaker 2 (15:43):
The I don't have time or they don't see
initially the reason for it.
Yeah . Like why am I gonnawrite all this down? Like we
all, the biggest thing Iprobably hear, and I think I
said this to my two brainmentor when I started, was
like, this is common sense. Weall know how to do this. Yes.
Yeah . But like you statedearlier, if we assume that with
a staff, they're not gonna hitour expectations. Yeah . We
(16:05):
can't assume that everyone'sgonna think the same way we are
and do the same things that wedo. Mm-hmm
That's why we have to systemizeit because the members do
expect that. So now we need tosystemize it so that everyone's
on the same page and that themembers don't see a drop off
when the owner steps away fromthe gym or steps away from
coaching as much.
Speaker 1 (16:22):
Yeah. I wrote a newspaper column for about a
decade called uncommon sensebecause I truly believe that
common sense isn't that common,right? Yep . And I think it's
very difficult for people tosee inside your head obviously,
and know what you want done.
You know, and that's just,that's a huge problem.
Businesses and listeners. Ifyou're out there and you're an
owner operator, like you're asole proprietor right now and
one woman man would ever showyou're doing your thing, you're
(16:44):
like, I don't need SOPs. Butyou do. Because if you don't
have them, you can neverreplace yourself. Like think
about that. If you don't havean SOP for how to run a class,
you have to coach every singleclass in your gym or your
members will get crappy servicewhen someone jumps in. Right?
So you have to do that if youwrite that stuff down now as
you're doing it. Like thinkabout this. You hold every role
in the business. You are in theperfect spot to then systemize
(17:06):
ourselves and say, this isexactly how I want it done.
Take the time today, do onetask, write everything down,
use chat . GPT ai. Like Coreysaid, if you do this, then you
can eventually get rid of thattask. And Chris Cooper has been
explicit about this. He's like,I drove to the gym and I wrote
down, drive to the gym park inthis spot. Use this key to open
this door, turn the lights on,turn the music onto this volume
(17:29):
and it was just da da da da dada da . You can literally do
that voice record, like Coreysaid, feed to chat GPT and say,
systemize my openingprocedures. And if you do that,
you can then hand that off toeverybody. I'd recommend you do
something today. Right. Do onething. It's not a huge deal if
you just chip away a fewthings. It gets overwhelming if
you try and do all of it.
(17:49):
Here's where this really getsinteresting. I'm gonna ask
Corey about this in a second,but I'm gonna lay it out the
value ladder. Eventually a twobrain mentor will say to you,
we need to buy some time foryou to grow your business. How
are we gonna do that? Mm-hmm
gonna do is you're gonna lookat your, your , your time on it
, everything that you do, wheredo you spend your time? What
are you doing? And then you'regonna look at all the stuff
(18:10):
that's like five hourscleaning, three hours coaching,
10 hours at admin , 15 hours,whatever. You're gonna look at
that and say, what is the valueof each of these things? So I
could say like, I pay myself$15 an hour for cleaning. I
spend 10 hours a week, whateverit is. Then you start, you
know, buying your time back byfarming these roll out. So I'm
gonna hire a cleaner for $20 anhour. I'm gonna buy back five
(18:32):
hours a week. In those fivehours I'm going to make $400 an
hour because I can sell highvalue packages. That is how you
grow a crazy business. So Corey, when you've seen people do
this, they've got SOPs and theystart climbing that value
ladder. What happens to thebusinesses?
Speaker 2 (18:46):
Oh, the revenue skyrockets. Yeah. They start,
the revenue starts growing andthey are able to get their
members to buy higher valuepackages and to sell higher
value. Uh, and then ultimatelythey're able to pay themselves
more and work towards thatperfect day and achieve it so
much quicker.
Speaker 1 (19:03):
The stuff is nuts and bolts, but it is the
foundation of the businesspyramid because if you don't
have the structure, you can'tbuild higher . And exactly what
Corey said, I've seen thesecharts.
dashboard, mentees enter theirmetrics. You can literally look
at them and I'll see thesenumbers where it's like profit,
revenue, owner income, and it'sjust like this. And then boom,
it hits the hockey stick and itgoes up. And I'm like, what
happened? Inevitably it issomething like I systemized my
(19:26):
business, I started offloadinglow value tasks and I as the
CEO invested my time in growingthe business. And all of a
sudden all those metrics shootup. Corey , what is something
someone should systemize today?
Listeners are out there rightnow and they're like, I'm not
gonna do it. Tell them onething that they should
systemize today. First thing,
Speaker 2 (19:44):
The first thing, I definitely agree with you on
the things that are clientfacing , but I would say the
two easiest for me is A, how toopen the gym because I got
tired of getting here at 4:00AM mm-hmm
B, the how to clean the gym.
Mm-hmm
a turnover position. Like wehire high school and college
people. They leave and comeinstead of me wasting time
(20:07):
onboarding each of them, I handthem the SOP , they can onboard
themselves. And that's an easytask that can be replaced for
gyms. And like you said, if wereplace five hours a week, that
could be five NSIs. Mm-hmm
make a ton of money.
Speaker 1 (20:22):
Got two plans there.
My idea is like, hey, picksomething that's gonna have the
greatest effect of thebusiness. Move the needle. You
can do that. If you feelintimidated by that, take
Cory's plan and pick on thestuff that's right in front of
you that you can get off yourplate easy. That's a great way
to build some momentum. So youwin a couple on opening
checklists, little things likethat. Then you start figuring
out how this goes. Right?
Because once you create yourchat, G-P-T-S-O-P , you now
(20:45):
know how to do it yourself. Youcan crank out the rest of them
fast. So Corey's plan is gonnabe a greasy rail that's gonna
get you all the way to the endof the line. Do something on
this today and systemize it.
Corey , go through it one moretime. Tell 'em the exact steps.
'cause they're gonna , I'mgonna end this podcast about
two minutes. Tell them exactlyhow to use chat, GPT AI to save
time. What do they do?
Speaker 2 (21:05):
Absolutely. So download the app on your phone.
Hit the microphone mm-hmm
want to create a SOP checklistor bullet point of, you know,
say it's the opening task.
Mm-hmm
I walk through the gym, justlike I'm opening the gym. Um,
ask it to produce that in abullet point for me . Then I'll
(21:25):
copy it, place it in adocument. Uh , we have all of
our staff has a folder that weshare on Google. Um, I place it
in there. I'll link in videosto each thing that needs it and
then rock and roll and thestaff can duplicate it without
me having to show anybody onhow to open and close the gym.
Or if they have an issue onemorning, you know, they can't
(21:45):
figure out the radio or the aircondition or the heater. They
don't have to call me at threethirty, four o'clock in the
morning. They open up that theycan figure it out and it solves
me headaches and lets me sleepin a little bit.
Speaker 1 (21:57):
Corey has just given you the SOP for Creating SOPs.
Okay. That is your steps. Justdo it. Literally finish this
podcast. Take your phone, walkthrough the gym, talk into it,
systemize something, lay itout. Get ai AI to do the part
you don't want. Give it to yourstaff. You can do this in a one
hour. I guarantee it. Do it. Itwill be the first step to
systemizing your business. Ifyou wanna go further and get an
(22:19):
exact plan to build a businessthat's gonna be like for 30
years, pay you a hundredthousand dollars a year, make
your millionaire book a callvia the link in the show notes.
Corey , thank you so much forbeing here and making SOPs
smooth and easy for everyone.
Speaker 2 (22:30):
Awesome. Thank you sir.
Speaker 1 (22:31):
That was Corey Lewis, this is Run a Profitable
Gym . I'm your host Mike War .
Can you do me a favor? If you'dlike this hit like, and if you
like it even more, please hitsubscribe so you don't miss an
episode. And now here's twoBrain founder Chris Cooper with
a final message.
Speaker 3 (22:44):
Hey, it's two Brain founder Chris Cooper. With a
quick note , we created the GymOwners United Facebook group to
help you run a profitable gym.
Thousands of gym owners, justlike you have already joined in
the group. We share soundadvice about the business of
fitness Every day I answerquestions, I run free webinars
and I give away all kinds ofgreat resources to help you
(23:04):
grow your gym. I'd love to haveyou in that group. It's Gym
Owners United on Facebook, orgo to gym owners united.com to
join. Do it today.
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