Episode 37 - Rapid Expansion With a Plan
Amanda Goolsby is the founder of Aligned Success through which she supports CEO’s and their leadership teams in implementing EOS. EOS is a business operating system designed to grow and scale your business with a track record to prove it. Amanda was a key player in the rapid expansion of Orange Theory fitness and helped open over 50 locations. Her 15 years experience in the fitness industry combined with the innovative EOS system is a gold mine of knowledge for any business owner looking to level up.
Host - Dan: fitDEGREE is more than just two guys with microphones. It is the studio management software you've been looking for. For more info, reach out to me on our website at www.fitDEGREE.com. On Instagram, at the handle fitDEGREE, or my email Dan.berger, that's B-E-R-G-E-R, at fitDEGREE.com to get the conversation started. All right, now onto the show. Hey fit fam, thanks for tuning into this week's episode of studio savvy by fitDEGREE. I'm your host for the show Dan, and that's right, you guessed it, Nick is here, too. For those of you with the aspirations to scale and grow your business, we have a high profile guest today who is an expert in just that.
Host - Dan: Amanda Goolsby is the founder of Aligned Success through which she supports CEOs and their leadership teams in implementing EOS. EOS is a business operating system designed to grow and scale your business with a track record to prove it. Amanda was a key player in the rapid expansion of Orangetheory Fitness, and helped open over 50 locations. Her 15 years experience in the fitness industry combined with the innovative EOS system is a gold mine of knowledge for any business owner looking to level up. Welcome to studio savvy, Amanda, it's great speaking with you again. How are you today?
Amanda Goolsby: I'm doing great. Thanks so much for having me. I'm super excited to be here and just share with your audience today.
Host - Dan: Yeah, so for anyone listening in, we actually met Amanda at GSD Con, where she was a speaker and presenter on the EOS system. It was an awesome segment, a lot to learn, and it's definitely worth reaching out to her after this to learn more about. So, Amanda, I want you to kind of take us back. You have a really, really interesting story starting with Orangetheory, traveling all over the United States and London opening up all these locations. Take us however far back you think we should go to be relevant to learn your background, how EOS came about, and bring us up to speed current day, why people should start using the EOS system now.
Amanda Goolsby: Awesome. For sure. So, where I'm going to start the journey is right at the age of, ripe young age of 18, which was when I had been working in the gym for just a couple of years at that point, doing, selling gym memberships, doing equipment orientations in my hometown. I got my personal training certification the week I turned 18, and opened my first business at that time doing one on one personal training. I went on to study exercise science at Washington State and really stayed in the lane of the fitness side of the fitness business, teaching group fitness classes through college. And going on, after that, to start to make the transition into the business side of the fitness industry.
Amanda Goolsby: For about four years I was with the franchise Snap Fitness. So, that's where I was doing personal training through college, but not long after that I decided to pack up my whole life and on a whim really moved to Arizona. I was just feeling called to get out of the cold weather of the Pacific Northwest. That was in late 2011. In early 2012, randomly, by chance I decided, "Okay, I've been working in the fitness industry for like seven years at this point." I knew that there was this cultural feeling that I wanted. I didn't really want to work in a big box coming down here to Arizona.
Amanda Goolsby: So, I had this idea of what I wanted, and it took me a few months to find that. But I went in and interviewed for Orangetheory Fitness, which at the time was a baby, brand new franchise brand. There were only about 10 studios maybe open at that time, across the entire country.
Host - Dan: It's hard to think about that now.
Amanda Goolsby: Yeah, I know. Yeah, totally.
Host - Dan: They're over a thousand now, right?
Amanda Goolsby: Yeah. Over a thousand. Yeah, and that's worldwide, and I think over 30 countries now. So, at the time there were two here in Arizona, both struggling pretty bad. I think the location that I began at was losing about $10,000 in revenue a month when I started. I know that, obviously, getting hired on, but when you get into-
Host - Dan: Hey, you want a job? We're losing money.
Amanda Goolsby: Yeah, you get into the backend of the system and you start to see numbers, you're like, "Oh, wow, okay, we got to get this ship turned around." So, luckily I had had a decent amount of experience leading into that, and I was able to help make some big moves in the early stages of the brand here in the Arizona market. So, within about six months I had moved into just helping them as the regional of sales and operations. So, basically every time a new franchise would get ready to launch, whether that'd be a presale, or an open studio launch, I was the one that would go in here in the Arizona market, train the franchisee, train their studio manager, train their sales and operations team. Really teach them the culture of Orangetheory and get their people and get the team bleeding orange, we say, before getting the brand launched and opened.
Amanda Goolsby: So, that was a really fun journey because working with a brand that really was unknown at that point, in the early presale days out standing in a hundred degree weather in Arizona in the summertime, flyering cars, people would, "Is this a smoothie shop, orange therapy?" There's just no brand recognition. So, it seems like you said, a long shot from where things are today, but my path continued to expand. I got the opportunity, which was so awesome to really help launch a lot of brand new markets. Having been one of the early people that was an employee of the brand in the beginning days, it gave me the opportunity to really help the development as the brand grew across the country. So, I went on to help open locations from Kansas, to Salt Lake City, to Portland and Seattle, to Atlanta and Charleston, and Chattanooga, Tennessee.
Amanda Goolsby: Until finally, in 2015 partnered with a couple of guys out of Atlanta, and we really began a pretty aggressive scale. There was two locations open in Atlanta at that time that they had owned, and I came in having already helped the launch of about 30 and we said, "Okay, what can we do? How quickly can we do this?" And within 18 months, we went from two locations, doing about just under $2 million in revenue, maybe 1.7, to 18 locations doing about $20 million in revenue. So, that was in 18 months. That aggressive skill really taught me a lot about how to scale a fitness business quickly, and what's needed in order to stay in front of the bell curve of growth in the business.
Amanda Goolsby: But my journey with EOS actually started throughout that time period. I had read the book Traction, which some of your listeners may have heard of and read. The book is really coming to the place of selling over a million copies. So, there's a lot of people that are beginning to or have taken notice of it, but I read it in 2015 and there were principles in it that I was like, "Wow, there's, there's stuff that if we implement into this business we're going to be more successful." There was components of the EOS model that I just saw the potential for. So, I began kind of utilizing the EOS model to help the growth of our businesses. Making sure that when I came into a new business, even if that meant a turnaround or a takeover, that we got everyone on track with the same vision.
Amanda Goolsby: Where every person in the organization was 100% on the same page with where we were going and how we were going to get there. All the way down to knowing, "Hey, guys, this is our target for total number of members that we're going to have at the end of the year." And that conversation was consistent. It was just like, 600 members, 700 members, 800 members. So, it was like getting everyone rallied and consistently on the same page towards that vision. So, that was really my journey with Orangetheory, and I went on to help do a little bit of a turnaround in the UK market, some studios that were struggling over there. That's where I made my final exit with Orangetheory, and just made the decision that it had been an amazing vehicle for me to grow and grow in my leadership, and grow personally, and learn so much about business and business scaling.
Amanda Goolsby: I grew this passion through supporting other people that were where I was, and the learning part of the journey of, "Okay, how do we do this aggressive scale? How do we 10 X our revenue? How do we go from $2 million to $20 million in revenue, and what does it really take?" That's when I made the transition to opening Alliance Success, and beginning the process of coaching other CEOs and their leadership teams to be able to do the same.
Host - Dan: Right, and with a phenomenal story like that, you've given me the best problem that a podcast host can have. I can't decide which question I'd like to ask next because there's so much interesting stuff going on. But one thing that really stuck out with me, and this is actually going a little bit back to the beginning of your story. We get a lot of people here, especially people that are a little more higher profile. Our last podcast guest did talk about scaling local business, things like that. She helps other people similar to what you do, but in a different way. And it sounded like very similar to you, almost an accidental entrepreneur, "I was 18 years old. Here's something I was really into. Next thing I knew, I opened my first business."
Host - Dan: My question for you is, when you were 18 and you got your personal training cert, were you saying, "I want to start my own business, I want to be an entrepreneur, I'm into fitness. This makes sense." Or was it, "I'm into fitness, let's go. Oh, wow, I can do something with this." And that was the passion.
Support - Nick: And just kept falling forward.
Host - Dan: Yeah, how was that for you?
Amanda Goolsby: Yeah. So, it's interesting just at times when you think back, and I've actually been contemplating that a little bit this week, because I've been seeing all this stuff about entrepreneurship is like the sexy thing, and everyone's doing it. I was thinking back to that.
Host - Dan: It's not sexy.
Amanda Goolsby: Yeah, exactly. I was thinking back to that time of just getting things off the ground and what was going through my mind. And there's one thing that really stands out to me, is that at the time I was actually dating someone who was a personal trainer at 24 Hour Fitness. And although I learned a lot from him and he taught me how to sell my personal training packages. I was literally a senior in high school selling $500, $800, $1000 personal training packages, but there was something that I saw in the way that things were operating in that big box world that just really rubbed me the wrong way. And so, when I got my certification, I had that question my mind like, "Oh, do I go work at this bigger facility where maybe there's more opportunity, or maybe there's more potential clients that could get handed to me or do I just do my own thing?
Amanda Goolsby: And so, it was in that moment that I remember just thinking like, "You know what? I'm just going to do my own thing. It says I need whatever, $1 million of insurance coverage, I'm going to figure that out. I need an LLC, and I need a business name." But I didn't really have in my mind like, "Oh, I'm going to be an entrepreneur and I'm going to open this business." Definitely, I was young. It even took time through college of operating my personal training business to just even understand some of the key pieces of, "Oh shoot. You have to do taxes, and you have to do all your own-"
Host - Dan: Surprise.
Amanda Goolsby: ... write offs and all of these things." So, it was quite the journey, but definitely grateful in those early days, because when I look back on it now I'm like, "Dang." I started taking those early risks of just like, what would be easier-
Host - Dan: Oh, that catapult is going to hit.
Amanda Goolsby: Yeah, would the easier route have been to go and work for a 24 Hour Fitness and maybe get some clients handed to me by the fitness manager, who was selling personal training packages? Yeah. But I was like, "No, I want to do this thing that feels more aligned to me." And that was choosing to be on my own.
Host - Dan: So, you did this on your own. You had to sort of built one, not had to, you did, you built your own business. You, in an essence, created your own sales process, your own backend management systems, just how you did your taxes, how you kept things organized. When you moved to a franchise, that was Orangetheory, sure they had their own systems, but you already had experience and you kind of got to go in at the beginning. To what extent did the experience you gained from starting your own business really play into enabling you to help start other businesses? And how helpful was it that there was already a template or how much did you go, "No, no, no, no, we got to change this template."
Amanda Goolsby: Yeah, good question. The early experience of having owned and operated, and been in my own space was really powerful because I had built this identity around ownership of like owning something. So, even as I stepped into this business then where I was an employee in the early days, and it wasn't my business at all, I still kept that identity of being an owner. I operated that business as if I owned that business. So, I showed up that way every day, and that was powerful because not only did the business grow because of it, not only did we go from being $10,000 in loss every month to being a profitable studio very quickly, but I also started to taking on more and more and more responsibilities that the franchise owner was in. That allowed myself to kind of catapult.
Amanda Goolsby: And so, the thing that I relate to for like studio owners that are in that position is, find people that are hungry, find people that are hungry for that. Because for you as a studio owner, if you can start to develop people to take things off of your plate, that's where scaling comes into place. You can never scale if you're the one that is always going to be in the weeds. But if you can start to develop other people, a hungry young, 23-year old that, yeah, they might be young, but if they can learn and do what you're doing, whether that's processing payroll, or different things that I started to take off of the plate of the franchise owner, it became really valuable to that person.
Amanda Goolsby: And then, to answer your question around the systems and what that was like, in the early days, there was a lot of really good systems that were already in place and at the same point the brand was still growing, and things were developing. So, I definitely have my brain, and the way that my brain works is very much in systems and processes as in the early days I had to more learn the people side of the business. I had to really study and learn leadership and be committed to the path of my own personal growth in that space. But helping to improve the systems was something that I wasn't able to do in those early days. And so, working side by side with the area representative who became one of my closest mentors in my early part of my career, it just allowed us to just take what was there as a base of the brand and start to create improved processes within the business.
Amanda Goolsby: Document more things, make sure that there was a clear opening and closing procedure within our individual businesses to at T. And it was really in developing those processes that we were able to scale. Because if you don't have those processes developed, then, you're always relying on your own knowledge, or the tribal knowledge of the people that are in the business. But it's like, what happens when someone inevitably leaves, because they will? So, I definitely say that our ability to pop open locations and begin that process of growing, it was a combination of, within the Arizona market in the early days, like us coming up with our own processes, or improvement of processes. Then, also the brand itself was consistently improving and evolving over those first few years of rapid expansion.
Host - Dan: One of my favorite things that you've said in there, and that all makes perfect sense. How as the things grow, they change and you had to grow in different ways that you may not have thought at first. One of my favorite things that you said in there was even though you weren't an owner, you felt ownership, you took ownership, you owned it. And as our friend Mike [RC 00:17:05] would say, the quote he likes to say is, every day you aren't practicing being great, you're practicing being not great. Well, we could translate that a little bit to, every day you're not practicing being an owner, you're practicing being an employee.
Host - Dan: So, even though you were an employee, you were practicing being an owner, which eventually led, now you are an owner of a business. Have you ever heard of a book that's written by a guy Jim Hoffman called How to Think Like an Owner, or Think Like an Owner?
Amanda Goolsby: No, I haven't.
Host - Dan: It's basically, so Jim Hoffman was my mentor. He trained me. I used to work in the wholesale distribution industry for big plumbing, electrical, like safeguard industrial, "We need 50,000 pairs of rubber gloves, whatever." When they were training me, the book they had me read that he wrote, it was just all these little scenarios, whether it be from a guy that was a cart collector, a shopping cart collector at a grocery store, or someone who as an employee didn't think to lock up the warehouse in certain ways at night. It's these little scenarios in your post questions, in what ways did this person think like an employee? How could they acted different to think like an owner? It's a short book, but I think things like that are very powerful as we try and grow a business, because you need to think about how am I acting like an owner?
Host - Dan: What's the longterm play here? What's more important than doing my job? These systems, scaling, my job may be opening and closing, but what's more important? If I'm thinking like an owner, how can we do this better? How does that help everyone? So, I think that's what you did and that was awesome. So, that would lead me to my next question. You now have all this experience, all this practice you've gone through, you've been thinking like an owner. What was the transition like when you went from an employee, be it a high ranking one, to starting your own business? Was it a very smooth transaction or transition with all your knowledge and all your contacts throughout the years, or was that a whole new learning curve as well?
Amanda Goolsby: Yeah, it's been a fun journey. I would say it was a different animal of just, I had so much experience having launched these fitness businesses over and over and over again, and I totally was moving into a new space. And so, it's been learning and ups and downs, and feeling that entrepreneurial rollercoaster at times, but there have been these core pieces that luckily I've been an owner before. I owned my own business when I was 18 to 22, before I stepped into Orangetheory. And so, I know what it takes to take personal responsibility, and to do what needs to be done to keep things moving and to get the business rocking and rolling. So, I'm still in the process of really looking at what my next steps are, because ultimately I love ... Although I love working with CEOs and their leadership teams, I also see myself, at some point, rebuilding another franchise team.
Amanda Goolsby: Because I do have a passion for that and I'm just trying to make sure that I find the right space that I want to be in in order to do that again. Because opening studios all around the country, and having people that were on my team, it was just so powerful to get to be a part of their own personal growth transformation, and teaching them leadership, and teaching them how to show up as team members to really get to their next level, and helping them chase their visions that they were after. So, I see that being something in my future that I kind of redo again sometime over this next decade.
Host - Dan: Sure. And you know what? That's got to feel good, too. Just helping these different people live out their dream, bring it to fruition. It's everything to them, and you get to be a part of what makes that happen. So, that's awesome. So, now, I know you've got some really exciting stuff going on with EOS. Why don't you give our listeners a quick, as distilled as you can, I know it's a very robust and very powerful business operating system. Can you give us a little sneak peak of what EOS is all about, and then tell us about the exciting things you've got going on, things in the works?
Amanda Goolsby: Sure. So, the EOS or Entrepreneurial Operating System is really a complete set of ... It's really quite simple. It is robust, but at the same time it's simple. And really, it's about helping any business owner, entrepreneurial CEO, get these three things, these three components better in their organization, and one is vision. Making sure that we're getting everyone in the organization 100% on the same page with where they're going and how they plan to get there. It's about getting traction, which is really about consistent, disciplined, accountability, and execution within the business so that your business is growing and that you're actually moving towards that vision on a consistent basis.
Amanda Goolsby: And then, the third piece that the EOS system really helps is healthy. And what we mean by that is just keeping a healthy leadership team, where the leadership team is cohesive, and functional, and there's good culture and relationship there. But within the six key components that we talk about in the EOS system, we really support teams in making sure that, yes, the vision is on track, everyone knows where they're going. A second component that it's focused on is a people component, so it's like, "Hey, do we have the right people in this organization, and do they fit our culture, and are they in the right seats, or are they in the right roles in the organization?" So, those are two of the first components that we really work with an organization on, is like building out the structure.
Amanda Goolsby: Making sure the right people are in the right seats, and making sure that that vision gets built so that the execution can happen. We talk about within the EOS system or the EOS model the data component. That's a piece that your guy's software can really help a business to be able to track, is, are you pulling your numbers on a consistent weekly basis? Are you pulling your KPIs, or your metrics, whatever you want, whatever language you're using. We call it data, but are you pulling the scorecard each week to see how your business is doing? Then, be able to make course corrections on a weekly basis, not once a month, not once a quarter, but every single week, so that that scorecard can really be a rudder.
Amanda Goolsby: I spoke about earlier the process piece of the business, and that's huge. If you, as a studio owner, ever want to get out of the operator role, if you are in the business and you're constantly in the leads and working in the business the process component, although it takes some time, although it takes a little bit of work and effort to get the main processes documented within your business, the time that it takes is so valuable because ultimately, that's where your freedom is going to come. It's going to come from you being able to teach someone else how to do what you do, and showing them the pathway to do that. Then, making sure that they can teach someone else the same thing, so that you're never left high and dry. Then, a component that-
Host - Dan: If you're not there for two weeks, do things burn or just the ship sail?
Amanda Goolsby: Yeah, yeah, exactly. I see that a lot in fitness businesses. I've seen a lot in my time, where small studios owner teaches all the classes and they run the business, and they're doing the day to day, and it's just like they're handcuffed. They didn't actually open a business. They just bought themselves a really expensive job.
Support - Nick: That's a great way of putting it.
Amanda Goolsby: It's like, can you build some processes and develop other people how to know what you know and do what you do so that you can create some freedom for yourself as an entrepreneur? There's two final components here of the EOS model. One is the issues component, which is interesting because a lot of businesses, just as things are getting crazy as you go throughout your days, issues can kind of get swept under the rug. Or, what we call duct-taped and twined together of just like, "Hey, we're going to solve this really quick." But it's not actually getting to the core of the core of what the issue is. And so, within the EOS system, I help teams really create a process in which they deal with issues every single week at the core.
Host - Dan: Interesting.
Amanda Goolsby: So that if there is an issue that's going to really hold you guys back from growth, that it's getting spoken about as a leadership team every seven days. And you guys are actually progressing forward, giving people action items to execute on over that next week before you meet again. So that issues truly do get solved to the core, and that takes us into the last component, which is the traction component, which is just, can we hold a consistent meeting pulse every single week that allows us to take care of the issues, that allows us to look at the data, that allows us to talk about the people? Then, can we set measureables or quarterly rocks that allow us to make sure that we're moving towards our vision, that allows us to take that vision and actually ground it down to the ground?
Amanda Goolsby: So, in short, in just a few minutes, that's the EOS model, and when I take a leadership team through the process. I'm actually flying into Utah today. You're asking, "What's up next for you?" I'm actually flying into Utah today, and tomorrow I'll be facilitating what we call the focus day with the team, which is teaching them the foundational tools of the EOS system that will allow them to start creating traction just to make sure that accountability, and discipline, and focus are in place. Then, I'll go back with them in 30 days, and then, we'll begin to actually build their vision, their 10-year target, their long range, big, hairy, audacious goal.
Amanda Goolsby: Their three-year picture, their one-year plan, and so that's the start of the EOS process that I work with teams on is, start making sure that we're getting traction, that we're getting accountability, that we've got the right structure for accountability in the organization, right people in the right seats. And then, we go in and we build the vision, and then, we continue the execution process as I facilitate with the team once a quarter to really keep them on track for their biggest goals.
Host - Dan: Right. So, although this system isn't overly complicated, we're not trying to confuse anyone, it is very deep. This isn't a stuff that can be taught right away. Hence, why you're going, then going a month later. How long do you work with a business for in meeting, growing, doing the processes until you say, "Fly from the nest, you're good." How long does it take to build the ship before it set sail?
Amanda Goolsby: Yeah, so, most clients and most companies will continue to stay in the process for about two years, give or take. That gives them enough time to really master the tools and have the heads of the leadership team that are running the meetings, running their quarterly offsite meetings, running their annual planning to understand how to facilitate. Because learning facilitation and just like learning how do you facilitate with your team is, like you said, it's a process all in itself. So, I'd say most teams are staying for around the two-year mark. They spend about 10 days over two years going through the process of implementation. Then, at that point they're ready to fly free, and they can continue to now keep their business operating on this operating system.
Amanda Goolsby: For an entrepreneurial CEO, it's really about freedom to me, it's like if you want to be able to get to the point someday where your business can run without you, where your business can operate for two weeks, a month, whatever, and you've got the right people in place to keep things moving in, and really develop those leaders to a place where they are taking ownership, like we talked about earlier, then, the system is so valuable. It's like, if you keep just operating by the seat of your pants hoping, and wishing, and praying that things are gonna get better, it's a little bit of insanity. But once you just commit to the accountability and discipline of learning something new, but also knowing that in the first couple of years of learning something new, yeah there's going to be some bumps in the road, but you're ultimately building a foundation for growth, and success, and scaling, and ease in the future.
Host - Dan: Right. Now, two years is a long process. Last time we spoke, I remember you had something pretty cool in the works for people looking to get a taste or a more distilled version. You want to tell us about that?
Amanda Goolsby: Yeah, sure. So, depending on the situation and the team, there's opportunities to learn some of the tools. I just facilitated a one-day training here in Scottsdale with my friend Matt Kafora, and we just taught some of the tools of the EOS system, and also dug into some other processes within a fitness business. And so, that's something that we may offer again in the future. We haven't locked in another future date at this point, but it was powerful to get to work with five different fitness business owners from across the country, and Canada, actually. And just get to really dig in, teach them a couple of these foundational tools, but more importantly, dig into their fitness business and make sure that they're on the right track for their growth and scaling what they need.
Host - Dan: Awesome. So, if someone's interested in learning more about EOS and working with you, specifically, what's the best way for them to get in touch with you and start that process, get the ball rolling?
Amanda Goolsby: Yeah. So, the best place to get in touch with me right now, while my website is under a little bit of a transformation itself, is probably on Instagram. My handle is @amandagoolsbycoaching, and I put content out there for leaders, tips for CEOs about how to show up, how to have the right energy. For teams, how to develop and how to operate some of these tools. So, that's probably the best place, is just reach out to me on there, and I'd love to have an initial conversation with you about the EOS system and see if your organization is a good fit. If you're at the place of growth and expansion, and also have the right vision for growth to be able to come in and help support the facilitation of learning the EOS system and implementing it into your fitness business.
Host - Dan: Awesome. Awesome. Awesome. And for our listeners, we'll have all that contact information below. When you go to listen to this podcast on our website, that information will be there, and we'll have other places for you to get it as well. Amanda, fantastic story, super interesting from start to finish, and also very, very insightful on how the EOS system works, and how they can really be useful for a lot of different people. I really want to thank you for coming on the show today. Definitely a great episode. Do you have any closing thoughts for the listeners?
Amanda Goolsby: What I would just say is that since the system is pretty in depth, the great place to start is with the book that I mentioned earlier, which is called Traction by Gino Wickman. I read that book in 2015 and just began creating an awareness, especially if you're an early studio owner of just, "Oh, wow, do I have these pieces of the puzzle in place? And if I don't, then, is it something that I can-
Host - Dan: Where do I start?
Amanda Goolsby: ... commit to doing on my own? Where do I start and how do I get support to really get this in the right position so that my company, and my business, and my future is set up in a way that a foundation is built, and I'm ready to really grow into the vision that I ultimately have."
Host - Dan: Awesome. Amanda Goolsby, everyone. Amanda, thank you so much for coming on the show. It's been an absolute pleasure.
Amanda Goolsby: Thanks so much for having me guys.
Host - Dan: So, if you liked this episode, be sure to go and leave us a review. Your feedback helps us make better episodes every week. If you're a studio fitness owner who wants to streamline processes with a studio management software that's actually affordable, checkout fitDEGREE. Go and find us at fitdegree.com, that's F-I-T-D-E-G-R-E-E dot com to talk with a team member today. We'll see you back here next week, same day, same time, for another podcast episode featuring amazing studio fitness owners. See you later, everyone.