Once you learn to fly an airplane, you fly it by wire or computers. The difference between 150 and 500 is not nearly as big as the difference between five and 50, or between 50 and 150. Now that we’re above 150, we’re operating in a way that’s scalable. We really had to get far more rigorous and have more discipline on things such as the budget, finance, organizational structure, titles, and strategic planning. We fought titles until we had to implement them. We needed titles and an organizational chart. It was easy to foster team chemistry.īeyond 50, we needed more discipline and rigor around strategic planning. When we were a start-up I knew everybody, and we had an all-hands-on-deck mentality. I remember at the 50-employee mark it was pretty chaotic. That’s when we started to add more and more people. In 2005, a few years in, Anytime Fitness had a critical mass of 200 clubs and really started to spread and grow like crazy. I can be the CEO and build a significant organization?”Ĭhuck: Yeah, there have been a few of those moments over the years. Is there a specific moment where you thought, “This can work.
The CEO title came down to ownership and perhaps I’m just a little better suited for certain roles. So, I don’t want to give myself too much credit here. Dave is a little bit better at problem-solving, especially those immediate problems that nearly every business faces. I may be a little bit better at the vision and communication side, as well as the culture-building side. We each have our own set of skills that we bring to the company. Those competitive fires are still gratified every day in my job.Īs a co-founder, did you lose the coin flip? How did you get the job as CEO?Ĭhuck: That’s a great question! I own a larger percentage in the company than my partner, Dave Mortensen. Can I lead a company this big? Can I lead a team this big? How do I inspire my team to perform? I am still competing. For me, I am still gratified by learning new skills and adapting them to the business and pushing myself. In the last 15 years, we’ve grown from a start-up to a company now with hundreds of employees.
Anytime fitness franchise owner income how to#
Then, as Anytime Fitness started to scale, I had to turn that entrepreneurial spirit into leadership and focus on how to grow a team. I was helping start a mini-business in every city, helping franchisees generate awareness and memberships for their clubs and increase their profitability. It fed my competitive juices.Īfter we founded Anytime Fitness, the entrepreneur in me enjoyed travelling the country, working with different clubs about every two months. I got a rush out of going to a workplace every day that was fun and where you empowered people to be better versions of themselves. I started my career in the fitness industry at a young age and I fell in love with it. I liked the creativity demanded by sales and in business.
You are competing with yourself and with others. I liked that immediate gratification and the competition within sales. I wanted to do something a bit unconventional. When you were in school, what did you think you wanted to be when you grew up?Ĭhuck: I didn’t complete much college. Chuck Runyon, Co-Founder & CEO, Anytime Fitness
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