CEO Profile – Jerry Pugh
How do you transmit your culture from your office to frontline employees? We focus on communication, consistent standards, and leading by example from corporate teams to club managers. Our field support and brand standards teams play big roles in carrying that culture forward every day.
How can a CEO help their CMO develop and grow? By giving them space to lead and the data to make smart decisions. I believe in collaboration between marketing and operations, ensuring our CMO’ s creativity is anchored in measurable impact.
Where is the best place to prepare for leadership: an MBA school or OTJ? There’ s no substitute for being on the floor and on the job. Leadership is learned through people, pressure, and performance. School teaches strategy; the field teaches judgment.
Are tough decisions best taken by one person? How do you make tough decisions? The decision may rest with one person, but the input should never come from one. I surround myself with strong leaders, listen hard, weigh the data, and then move quickly. Once the call is made, I stand by it.
Do you want to be liked or respected? Respected. Leadership isn’ t a popularity contest. I value being fair and consistent even when the answer isn’ t easy.
Advice to CEO wannabes: Earn trust before you seek a title. Be obsessed with results, but never forget that business is built on relationships. And when the time comes, lead with both heart and backbone.
MANAGEMENT Describe your management style: Hands-on but not heavy-handed. I set clear expectations and then empower my leaders to deliver results their way. Accountability and trust go hand in hand.
What does your management team look like? We have an experienced executive team spanning finance, operations, administration, and brand standards. Each brings deep franchise experience and a shared commitment to our mission of helping people reach their fitness goals through accessible, convenient clubs.
How does your management team help you lead? They give me truth without filters. We challenge each other, align quickly, and keep franchisee success at the center of every discussion.
Favorite management gurus: Do you read management books? I’ m a fan of Jim Collins’ Good to Great and Patrick Lencioni’ s The Advantage. Both reinforce that clarity, discipline, and culture separate good companies from lasting ones.
OPERATIONS What trends are you seeing with consumer spending habits in your stores? Members are more selective but willing to invest in quality and convenience. We’ ve seen growth in premium memberships and wellness amenities such as red light therapy and hydromassage. It’ s proof that people value health as a lifestyle, not a luxury.
How is the economy driving consumer behavior in your system? Economic pressure has made consumers prioritize value and experience. Our 24 / 7 model, affordable tiers, and strong community connection position us well.
What are you expecting from your market in the next 12 months? We expect continued momentum in fitness and wellness spending, especially in smaller and mid-size markets. Our expansion strategy is built around communities where big-box brands can’ t connect like we can.
Are commodity / supply costs any cause for concern in your system? We ' ve leveraged scale and vendor partnerships to stabilize pricing. Our equipment and flooring contracts have been restructured to protect franchisees’ bottom lines.
In what ways are political / global issues impacting the market and your brand? Economic uncertainty always filters down to the franchise level, but fitness remains a resilient category. People don’ t stop caring about their health, and we make it accessible regardless of what’ s happening globally.
TECHNOLOGY How much influence does your IT department have on your brand? Technology drives nearly every part of our business from member experience to performance analytics. Our IT team ensures we’ re equipped to make data-driven decisions at every level.
How have your company’ s tech tools changed over the past five years? We’ ve evolved from basic systems to integrated platforms that track KPIs, retention, and member engagement across the network. The focus is on actionable data, not just dashboards.
How does technology influence your decisions? It informs everything from site selection to marketing. Data helps us replace opinion with insight, leading to better franchisee outcomes.
Are you using AI? How? Yes, primarily in predictive analytics and member engagement tools. We’ re using AI to identify at-risk members, optimize marketing campaigns, and streamline support responses to franchisees.
How do you measure your ROI on technology investments? By tracking adoption, impact, and efficiency. Every tool must save time, reduce cost, or grow revenue. If it doesn’ t, we pivot.
How did / do you create a culture where use of technology advancements is welcome and used? We make it practical, not theoretical. When franchisees and staff see technology improving real outcomes( member growth, lead response time, and profitability), adoption follows naturally.
PERSONAL What time do you like to be at your desk? If I’ m working from home, I’ m at my desk by 8 a. m. and usually on calls even earlier. When I’ m in the office, I’ m typically at my desk by 9 a. m.
Exercise in the morning? Wine with lunch? No. I exercise in the evening. Wine with lunch? Never. I need a clear head to lead.
Do you socialize with your team after work / outside the office? Occasionally. I believe relationships matter, but boundaries help keep respect intact.
Last two books read: Dare to Lead by Brené Brown and No Rules Rules by Reed Hastings.
What technology do you take on the road? Just my laptop and iPhone. That’ s all I need to stay connected and get work done from anywhere.
How do you relax / balance life and work? Time with family, travel, and unplugging when I can. I’ ve learned that leadership endurance depends on personal balance.
Favorite vacation destination( s): The Florida Keys. Close enough to escape, far enough to reset.
Favorite occasions to send employees notes: After a big win or when they’ ve stepped up in a tough situation. Recognition matters most when it’ s earned, not expected.
Favorite company product / service: Our Premium Suites. They capture what our brand stands for: accessible luxury and high-value wellness.
BOTTOM LINE What are your long-term goals for the company? To grow Workout Anytime from 200 to 400 locations while deepening our franchisee support and enhancing brand standards. Sustainable, scalable growth is our North Star.
How has the economy changed your goals for your company? It’ s made us sharper. We’ ve streamlined operations, focused on ROI-driven initiatives, and doubled down on technology and support systems that strengthen unit-level economics.
Where can capital be found these days? Smart capital follows performance. With our model and consistent returns, we continue to attract lenders and partners who see the value of our growth trajectory.
How do you measure success? When franchisees are profitable, members are satisfied, and our brand equity is growing. That’ s success. It’ s the alignment of purpose and performance.
What has been your greatest success? Transforming from the largest franchisee to the CEO and majority owner of the entire Workout Anytime system. It’ s proof of what’ s possible when you believe in the brand you serve.
Any regrets? Only that I didn’ t start sooner. Every challenge has been a lesson, and those lessons have built the leader I am today.
What can we expect from your company in the next 12 to 18 months? Major growth, new franchise openings, expanded corporate locations, and the rollout of our next-generation technology and member-experience platform. We’ re building the next era of Workout Anytime. We’ re bigger, smarter, and stronger together. •
Issue 4, 2025 | Franchise Update | 11