Lifting a brand

When Lift Brands appointed Kevin Yates as CEO of Snap Fitness EMEA in September 2023, the sector was still emerging from the pandemic. Three years on, Yates speaks to WellNation about how Snap, a franchised gym operator, has benefited from the increased demand for fitness services and is now accelerating its expansion plans

How has your first three years as CEO of Snap Fitness EMEA been? When I joined Lift Brands, my role wasn’t to reinvent Snap Fitness, but to bring greater focus, investment, and momentum to unlock the brand’s full potential. The three years have been an incredibly rewarding journey. While there have certainly been challenges along the way, what we’ve accomplished together has surpassed my expectations.

We’ve grown significantly across every key metric. We’ve accelerated club openings, strengthened the brand, substantially increased franchise sales, improved EBITDA, strengthened our operational structure and, perhaps most importantly, built an exceptional leadership team that shares one vision.

I’m incredibly proud, but it hasn’t been about one individual. It’s the result of a culture where talented people are empowered to make decisions, innovate and continually improve the business. We’ve developed stronger relationships and are more connected with our franchise network, modernised the estate, invested heavily in training and leadership and become much more data-driven in how we operate.

We’ve evolved beyond thinking of ourselves simply as a gym operator. Today, we’re focused on creating complete health and wellness destinations that meet the changing needs of today’s consumers. That means continually investing in innovation, from expanded strength and functional training spaces to recovery services, Reformer Pilates, digital coaching, and technology – via Fitness On Demand, Lift Brands’ digital fitness platform – that enhances every stage of the member journey.

At the same time, we’ve evolved as a franchise organisation. We’ve strengthened the support we provide our franchise partners, introduced clearer long-term strategic planning, invested significantly in our people, and built closer, more collaborative relationships across our network.

How important are the UK and Ireland markets for the company? The UK and Ireland continue to be one of the strongest- performing regions within Lift Brands globally, and we’re seeing real momentum across the business. Membership continues to grow, franchise sales remain strong, and we’re seeing high levels of engagement and reinvestment from our existing franchise partners, which is one of the strongest indicators of confidence in the brand and indeed the wider team.

As one of the first fitness franchise brands to enter Ireland, it is increasingly becoming a particularly exciting market for us. We’ve built an outstanding partnership with several of our major franchise groups, and together we’ve established a pipeline of 35 new clubs, representing a significant opportunity for growth over the coming years. It’s a market where demand for accessible, premium fitness continues to accelerate, and we’re well positioned to meet that demand.

Across both the UK and Ireland, our focus isn’t simply on opening more clubs; it’s on opening the right clubs in the right locations. Every new site should strengthen our network, create long-term value for our franchise partners, and deliver an exceptional experience for members.

How many new sites have you opened in the past 12 months? We’ve opened six new clubs in the UK and Ireland over the past 12 months. These include a central London location and our biggest club, a 15,500sq ft site in Redditch. We now have more than 105 clubs open in the UK and Ireland. Globally, we’ve opened 63 and now have more than 1,000 clubs in 20+ countries.

More importantly than the number of openings is the quality of those clubs. The clubs we’re opening today are very different to those built a few years ago and many of our newest locations showcase the direction we’re taking the brand; with improved design, enhanced strength areas, better recovery facilities and increasingly integrated technology. As a result, we’ve consistently been achieving some of the highest pre-opening membership sales; both regionally and globally.

What does the Snap pipeline look like at the moment? One of the most encouraging indicators of future growth is the momentum we’re seeing in franchise development. Although we’re only halfway through the year, we’ve already completed more than 52 franchise sales across EMEA. Those agreements represent far more than a number; they’re the foundation of our future network.

Every franchise sale is the beginning of a new partnership and, ultimately, another Snap Fitness club serving its local community. It’s a clear sign that we’re continuing to build sustainable, long-term growth across the region.

For us, expanding our footprint is about opening the right clubs, with the right franchise partners. By taking that disciplined approach, we’re building a strong pipeline not just for 2027, but well into 2028 and beyond, ensuring we continue to grow at pace while maintaining the quality of both our network and the member experience.

What is Snap’s franchise strategy for the UK? Are you focusing on master franchisees/multi-site operators, or do you have space for single-site owners? We welcome both experienced multi-site operators and ambitious first-time franchisees.

What matters most isn’t how many businesses someone has owned; it’s whether they share our values and our vision for the future of fitness.

We’re looking for people who are passionate about creating great member experiences, committed to building strong community connections, and focused on developing sustainable businesses for the long term. In fact, many of our most successful multi-site franchise partners began with a single club. Through the strength of our franchise model and the support we provide at every stage of the journey, they’ve been able to grow their businesses with confidence over time. For example, we have one franchise partner that only launched at the end of last year and has already signed up for a second club due to the success.

We continue to see exciting opportunities across the UK and Ireland, particularly in towns and communities where demand for accessible, premium fi tness continues to grow.

How do you assess whether an area or region has space for growth? What do you look for in market conditions? Today, it’s far more sophisticated than simply looking at population numbers. We analyse demographics, disposable income, commuter patterns, competing facilities, health trends, membership penetration, retail movements and increasingly AI-driven data analysis.

We also look at how communities are evolving and we look to the future. We ask a number of questions – is the population growing? Are employers moving into the area? What’s the age profile? What’s the demand for wellness rather than simply fitness?

Ultimately, we’re looking for locations where we believe we can genuinely improve people’s health whilst creating a successful long-term business for our franchisees.

How is Lift Brands utilising AI and other new technologies? AI is already transforming almost every part of our business, and I believe we’re only beginning to see what’s possible.

Internally, it helps us work smarter by analysing data, surfacing insights more quickly, improving decision-making, streamlining operations, supporting marketing, and accelerating content creation. It’s also helping us better understand member behaviour, identify growth opportunities, and provide more targeted support to our franchise partners.

But technology is only ever as powerful as the people using it. The real advantage comes from combining AI with experienced, creative minds who know how to ask the right questions, challenge assumptions, and turn insights into action. AI is still developing and we are mindful how we use it. We are very purposeful in the way we use it across marketing and communications, for example, and provide guidance and education to clubs to ensure it’s used in the right way.

We continue to see exciting opportunities across the UK and Ireland, particularly in towns and communities where demand for accessible, premium fitness continues to grow

That’s why I don’t see AI replacing people but instead amplifying their capabilities. It frees our teams to spend more time on what humans do best: building relationships, creating exceptional member experiences, supporting franchisees, and thinking strategically about the future.

Over the next decade, I believe AI will unlock significant productivity gains across the fitness industry. The organisations that will benefi t most won’t simply be those with access to the latest technology, but those that combine it with talented people, strong leadership, and a clear vision for how it can create real value.

What would you see as the biggest opportunities for the UK and Ireland fi tness sector? I believe we’re witnessing a fundamental generational shift in how people think about health and fi tness. For many years, fi tness was often associated with aesthetics or short-term goals. Today, people of all ages understand that exercise is one of the most powerful investments they can make in their long-term health. The conversation has moved from looking better to living better.

Longevity is becoming one of the biggest opportunities for our industry. People want to stay stronger, healthier and more independent for longer. Whether it’s someone in their twenties building healthy habits early, or someone in their sixties wanting to remain active enough to enjoy life with their children and grandchildren, the demand for lifelong fitness has never been greater.

We’re also seeing fi tness become far more holistic. Members are looking beyond traditional gym equipment and embracing strength training, recovery, mobility, nutrition and mental wellbeing as part of one complete health journey. That’s creating exciting opportunities for operators to evolve their offering and deliver greater value.

The opportunity for our sector is enormous because we’re no longer just operating gyms, we’re helping people improve both the quality and length of their lives. As awareness around preventative health and longevity continues to grow, I believe the fitness industry will become an even more important part of everyday healthcare over the next decade.

What about the biggest threats?

One of the biggest challenges facing the industry is the increasing cost and complexity of expansion as well as the changing face and demands of our consumer.

Finding the right locations has become much more difficult. Premium retail and leisure space is in high demand, rents continue to rise, construction costs remain significantly higher than they were a few years ago, and securing planning approval can often be a lengthy process. If we’re serious about improving the nation’s health, we need planning systems and local authorities to recognise the positive role that fitness facilities play within communities. Faster, more supportive planning would encourage greater investment and allow operators to bring high-quality facilities to market more quickly.

At the same time, operators are having to invest more than ever before. Members expect outstanding design, the latest equipment, recovery spaces, technology and a premium experience. All of that requires significant capital, which naturally raises the barriers to entry.

I also think we’ll see considerable consolidation across the boutique fitness sector over the next few years. In a buoyant economy single modalities can work well, but if the market softens or consumer spending comes under pressure, many of those businesses will fi nd it difficult to generate the cashflow needed to continue investing and growing.

We’ve been integrating Reformer Pilates studios into our new club designs and it’s proving to drive demand, so much so that we believe it’s an important part of the future of fi tness. But it’s within the context and landscape of our broader fitness and wellness offer. Businesses with a more diversified offering, multiple revenue streams and stronger balance sheets are likely to be in a much better position over the long term.

Ultimately, the winners will be those that continue to innovate, invest in the member experience and build sustainable businesses rather than simply following short-term trends.

Gen-Z is often hailed as a “fitness generation”. Have you seen an increase in Gen-Z members at Snap? Are you looking to cater for the generation in a specific way? Absolutely. Gen Z has become one of the fastest-growing segments of our membership, and I believe that’s one of the most positive trends our industry has seen in many years.

For previous generations, going to the gym was often associated with weight loss or changing your appearance. Today’s younger generation has a very different mindset. They’re much more educated about health, strength, longevity and the importance of looking after both their physical and mental wellbeing.

Social media has certainly played a role. While it has its negative impacts too (and information on social media is not always accurate), it has helped create a generation that understands the benefits of resistance training, recovery, nutrition and healthy habits far earlier than many of us did. Young people today are increasingly viewing the gym as part of their lifestyle rather than something they do for a few weeks before a holiday.

At Snap Fitness, we don’t believe Gen Z wants to be treated differently, they simply expect a better experience. They want modern, well-designed clubs, excellent strength and functional training areas, seamless technology, flexible access and a genuine sense of community. They also expect authenticity from the brands they engage with.

One of the biggest shifts we’re seeing is that people are joining gyms younger than ever before, and importantly, they’re staying for different reasons. They’re not just chasing aesthetics, they’re investing in mental wellbeing, resilience, long-term health and performance.

I believe that’s incredibly encouraging for our industry because it suggests we’re creating lifelong fitness habits rather than short-term gym memberships. If we can keep this generation engaged, they’ll still be training with us 30 or 40 years from now, and that’s good for individuals, communities and the long-term health of society.

Exercise remains one of the most powerful forms of preventative medicine available

Kevin Yates on GLP-1s

I believe GLP-1 medications represent one of the biggest shifts in healthcare we’ve seen in decades, and overall, I see them as a positive development for both public health and the fitness industry. For many people who have struggled with obesity or weight management, these medications are providing the catalyst to improve their health and show them what it looks and feels like to be healthier. As they feel better physically, their goals naturally evolve. They don’t just want to be lighter, they want to become stronger, healthier, more mobile and ultimately live longer.

That creates a significant opportunity for our industry, because there’s a lot GLP-1s don’t do. They don’t build muscle, improve cardiovascular fitness, increase bone density or enhance mobility. In fact, maintaining and building lean muscle through resistance training, alongside good nutrition and adequate protein intake, becomes even more important whilst taking these medications. That’s where health clubs become essential.

We’ve already seen how disruptive this shift has been across the weight-loss industry. WeightWatchers entered Chapter 11 bankruptcy protection following years of declining demand for its traditional weight-management model, combined with significant debt and the rapid rise of GLP-1 medications.

In response, the business has fundamentally repositioned itself, investing heavily in telemedicine and integrating access to GLP-1 treatments as part of its future strategy. Other weight-management businesses are also pivoting in a similar direction, moving away from purely behavioural programmes towards combining medical treatment with coaching and lifestyle support. The market is no longer simply about helping people lose weight, it’s becoming about improving overall health.

For the sector I believe that’s a positive. As more people begin their health journey through medical intervention, there will be an even greater need for gyms that can help them build strength, preserve muscle, improve fitness and create lifelong healthy habits. Exercise remains one of the most powerful forms of preventative medicine available.