Are we asking the right questions?

BEYOND THE NUMBERS

PEOPLE

The physical activity sector is embracing technology, data and AI like never before. But, asks Amanda Hart, is it being utilised to make better decisions?

It’s an honour to put my thoughts down on paper following such a meaningful career so far, with the advantage of having worked at the forefront of sales, as a GM and across regional, national and global roles, all of which have relied on traditional leadership skills that AI simply cannot replicate. However, I am not naïve about the impact that the rapidly evolving technology has on our industry (like so many others) – nor the vast amounts of data we now have access to that simply weren’t available before. These should, and must, enhance our sector, but certainly not at the detriment of attracting and retaining the best people to work with and for us.

Our sector has never had access to more information than it presently has, but the real competitive advantage lies in knowing which questions to ask, interpreting the answers and, crucially, turning insight into meaningful action. It shouldn’t replace the leadership judgement required to decide what matters, what action to take and how that action affects all our people, who are at our core.

As a seasoned operator, I have experienced the evolution from traditional, largely retrospective reporting to today’s increasingly sophisticated, real-time data environments. It is important to me to lead with honesty and integrity in driving successful operations and businesses. And, as someone whose background is in sport, it took me a while to navigate the world of technology – there is a lot to understand! But for me, there are some key principles in making the best use of the data now available, which I share here.

BEFORE: REPORTING WHAT HAPPENED

Membership numbers, joining figures, cancellations, revenue and basic financial reports. Much of the decision-making was reactive; we reviewed results and tried to understand what had already happened.

THE TRANSITION: UNDERSTANDING WHY

CRM systems, member segmentation, digital marketing, customer feedback and more sophisticated performance dashboards enabled us/operators to understand behaviours, identify trends and target activity more effectively.

TODAY: ANTICIPATING WHAT HAPPENS NEXT

Predictive analytics, automation and AI offer opportunities to identify potential churn, personalise engagement, optimise campaigns and support more informed operational decisions. Used effectively, these tools can help us move from simply responding to customer behaviour to anticipating needs and creating more relevant experiences. But the quality of the insight will always depend on the quality of the information feeding it, and the judgement applied to its interpretation.

The key point is that technology has evolved considerably, but the fundamental purpose of information hasn’t changed: to help us make better decisions.

Having a dashboard full of information doesn’t automatically make a business data driven. The real value comes from what leaders do with it.

The “R word” is a good example. Rather than looking at retention as an isolated KPI, are we exploring the entire member/customer lifecycle?

Are we ensuring our data capture covers:

• Acquisition – Are we measuring the number of new members, or understanding which acquisition channels deliver the highest long-term value?

• Engagement – Are we measuring visits, or understanding whether members are forming habits and building connections?

• Retention – Are we reacting to cancellation requests, or identifying disengagement early enough to make a difference?

• Yield – Are we simply pushing additional products, or identifying services that genuinely enhance the member experience and lifetime value?

I’m certain we can come up with an acronym; we’re experts at that!

But in the absence of one for now, the connecting thread is INSIGHT. Information should inform every stage, not simply report the outcome.

I have consistently championed the relationship between investment in teams, member experience and commercial performance. Data can tell us what is happening, but our teams and members are often the key to understanding why. It is just as important to ask the right questions of our teams as it is of our systems. Our technology may identify the opportunity, but the quality of the response determines the outcome.

If we have more information than ever before, are we making decisions based on evidence, combined with experience and an understanding of people? Are we knowingly challenging the status quo rather than simply repeating what we have always done? After all, if we always do what we always did, we’ll always get what we always got!

My final thought: Are we creating cultures where managers are encouraged to challenge the numbers, share observations and combine their understanding of members and customers with the information available to them? And are they equipped to interpret insight and turn it into action?

Because ultimately, the future of our sector won’t be determined by how much data we collect or how sophisticated our technology becomes, but by how intelligently we use both to make better decisions for our businesses, our teams and the communities we serve.

ABOUT THE AUTHOR Amanda is a senior health, fitness and leisure leader with more than 30 years’ experience across both operator and supplier environments, following a national track and field career. Her journey has focused on commercial performance, operational excellence, people development and building cultures that deliver sustainable growth. Having led transformational strategies that have improved both member retention and revenue, Amanda is currently undertaking consultancy work and exploring full-time senior leadership opportunities across the sector. [www.linkedin.com/in/amanda-jane-hart](http://www.linkedin.com/in/amanda-jane-hart)