Pilates Business Podcast

3 Metrics That Predict Studio Success (And You’re Probably Ignoring Them) with guest Tessa Thomas

• Seran Glanfield • Season 22 • Episode 220

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On this episode of The Pilates Business Podcast, host Seran Glanfield sits down with former Division I athlete and tech founder Tessa Thomas of Pipeline Solutions to uncover the powerful (and often overlooked) data that drives growth in boutique fitness businesses. 


Tessa shares the insider strategies used by top-performing studios to streamline operations, boost client retention, and finally take control of the numbers that truly matter. They dive into what retention really means, why your intro offer may be holding you back, and how simple tweaks to your tracking could unlock hidden revenue. 


If you’ve ever felt buried under admin or unsure which metrics actually move the needle, this episode will bring the clarity you need to make confident, data-informed decisions that grow your Pilates studio.

Connect on IG @pipelinesolutionsco


www.pipeline-solutions.co/


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Speaker 1:

Could the biggest revenue opportunities in your business be hiding in plain sight, perhaps buried inside data that you might not even be looking at? Well, in today's episode, we're pulling back the curtains with someone who's helped many top performing studios to really streamline their operations, retain more clients and stop losing money through the cracks by diving into the data. She's a division one athlete turned tech founder, and her insights will really change how you run your studio. We're talking about what the top studios are doing differently and some of the most misunderstood parts of retention and metrics. And some of the most misunderstood parts of retention and metrics and some of the surprisingly simple data points that could really shift. So much for your bottom line in your studio business.

Speaker 2:

Well, hi there, I'm Saren Glanfield. I'm a business and marketing strategist just for boutique fitness studio owners like you. If you're ready to be inspired and make a bigger impact, studio owners like you, if you're ready to be inspired and make a bigger impact, you're in the right place. All you need are a few key strategies, the right mindset and some support along the way. Join me as I share the real life insights that will help you grow a sustainable and profitable studio. This is the Pilates Business Podcast profitable studio.

Speaker 1:

This is the Pilates Business Podcast. Welcome back to the Pilates Business Podcast. I'm Sarah Glanfield and thank you so much for joining me today. This is where all of you passionate studio owners come to learn, to grow, to lead and to thrive without burning out in the process. And I know that many of you feel like you're running your studio with 17 open tabs in your brain and juggling marketing and retention and client communications and team operations and, of course, the revenue reports, while still also trying to teach the best you can.

Speaker 1:

And so today's episode is going to feel like a breath of fresh air because we're going to be talking about how to we're going to be really demystifying the data and the data component of your business, because today's guest is Tessa. She is the co-founder of Pipeline Solutions. This is a platform that she built specifically for boutique fitness studio operations. She has a background as a division one athlete super inspiring and she has blended that sort of power that she has and that strong ability to perform at a high level with a deep passion for fitness and tech and all the things in between, and her career has taken her around the world, from places like London to New York to Sydney, and today she's on a mission to help studio owners to simplify using data. So welcome, tessa, I'm so glad you're here.

Speaker 3:

Amazing. Thanks, erin. That was quite the intro. I appreciate it. I'm happy to be here, Thank you.

Speaker 1:

Well, I love when I get to connect with folks like you and we can talk all the things studio, business and data because I think it's one of the most sort of mysterious parts that people find about building a business and growing a business, especially as an entrepreneur and where does the data sit, how does it fit, what should I be looking at, what is it telling me? So I'm glad you are doing what you're doing, and so why don't we kick off and why don't you share a little?

Speaker 3:

bit about Pipeline Solutions and what you do there. Yeah, absolutely so. Pipeline Solutions is essentially your all-in-one platform for boutique fitness and wellness operations. So we integrate with booking management platforms to essentially cut down on a lot of that noise and deliver the analytics and metrics that matter most, accompanied across the board, so you can kind of look into one place, understand what's happening in your business and also be able to take action in that same place as well, and all that's supported by, you know, payments and bookings through your booking management system.

Speaker 1:

So tell us a little bit about how Pipeline Solutions came to be.

Speaker 3:

Of course, yes. What's the journey? How did we get here? Always a bit more circuitous than you probably think it would have been from the get-go, but yep, so my co-founder and I started Pipeline about six years ago. I was a coach and I have a background in, as you mentioned, athletics and fitness and had been doing group fitness, instructing and coaching for some time. Up to that point, I had also just happened to get, you know, pretty interested in software and app development, personal interest standpoint, and those two worlds kind of came together with um, with Pipeline, and essentially approaching uh, john, who is my co-founder of Pipeline, who was the owner of the studio that I was coaching in, and just you know, kind of sitting down with him and asking what, what is not fun, you know what is, what is the least favorite part of you know kind of operating uh, this business and, um, you know part of what he favorite part of you know kind of operating this business and you know part of what he had gotten to.

Speaker 3:

Of course there's some automations and things like that. So those are some of the things we built early on late cancel, automation, double booking, removing people from double bookings and classes, things like that really wanted to see was you want to be able to just understand from a performance, a business performance standpoint, how the studio was doing by just glancing at a dashboard and getting all those metrics in one place without having to go pull all those reports. And it was also a period of growth for that business, which was great. So it wasn't coming from a place of you know kind of dire. We really need these needs, we need all these things to come in it actually, because it wasn't coming from a place of dire. We really need these needs, we need all these things to come in Actually, because it wasn't that kind of energy, it was more so okay, the things that we were doing at 100 and 150 members are no longer working at 250, 300, 350 members.

Speaker 3:

We need a new playbook. But I need to understand where to put my energy and how to kind of go about that. But I need to understand where to put my energy and how to kind of go about that. And then also, with the idea of opening another location and things like that, right, so you're talking about kind of starting to scale and all of a sudden all those reports become that thing you'll get to and you don't get to it. And by the time you do now you're looking at data that's six weeks old and, you know, trying to work off things that are outdated.

Speaker 3:

So that's kind of the origin story of how Pipeline started. And you know, I started building from that point and kind of built the first version of our product through. I would not call myself an engineer by any stretch, but you know, the interest in that technical side of the business allowed me to kind of build a V1. And now we have our CTO, mike, who has really elevated the platform into what it is today and has, you know, built out really something you know very performant and really kind of world class on the analytics standpoint for boutique fitness on the analytics standpoint for boutique fitness.

Speaker 1:

Yeah, tell me a little bit about what types of studios you do work with. What do they offer, what types of services they offer, and so on.

Speaker 3:

Yeah, absolutely so. We work with a range of studios or concepts, as is right now. So a lot of the F45 network, of course, with our partnership with them. So essentially functional training or HIIT, Really any class-based boutique is great fit for us. So we do work also with FS8, so the Pilates brand that is under the Fit umbrella and another applies location as well. And then we also work with a couple of locations that are a bit more bespoke, I guess you could say so they might do turf rentals or have boxing classes and also offer personal training and kind of a model that has a few different modalities under one roof. So really across the board we work with any really kind of class-based location and currently if they integrate with MindBody, that's a perfect fit. We have some other booking platforms that we're integrating with this year, so more to come on that but any MindBody studio that is class-based.

Speaker 1:

Excellent, Fantastic. So tell us a little bit about, obviously, you've seen and worked with many really strong studios when it comes to growth, right. So you see, you know the behind the scenes and see the data and can see what really has worked and what type of projection or trajectory I should say that these studios have. What do you observe about that? When you know, what do you observe about those studios who are on a strong growth trajectory?

Speaker 3:

Yeah, absolutely, it's a great question, I think you know. The things that always stand out to me is that those studios and those operators are On top of those numbers. They really do understand their business kind of back to front and can speak to any one of those metrics at any given point in time. They have a deep understanding of not just what's happening but why Like, perhaps their trial offer just changed within those last four to six weeks and they can see immediately how that's impacting some of those conversion metrics, as opposed to, you know, kind of waiting to see what happens and breathing thing. You have to really stay on top of them.

Speaker 3:

You know and know what's going on at any given point in time and I find the most successful operators are very tuned in to what's happening in their business, why those things are happening and kind of a few areas that will always be the focal point. So those you know conversion metrics are always a focal point, but on the back end of that you know their cancellation percentage or their churn. There are a number of at-risk members, they're suspended members, you know all those retention metrics are super key as well and those are the things that are the drivers of revenue, so of course they're keenly aware of their revenue each month, absolutely. But what are the things that are actually driving that right and kind of getting kind of granular into those areas? So that would be the first thing that stands out. The second is knowing those things is one be the first one that stands out. The second is knowing those things is one. Having a playbook to action those things is another thing. So typically what we see is that you know there's a very set of steps that are occurring to try and move those metrics in any which way, and the best operators are experimental, right, they'll try something, see if it works, try something again, see if it works. The only way you can do that is if you're able to see what is happening with those experiments and have a very clear idea of the metrics that are moving.

Speaker 3:

So those are the first two things that stand out, and then the third would honestly just be mindset, would be the you know, coming into something, thinking that it's going to be successful, and an understanding where you want to go with that business, like, do you want to operate it as a person on the floor? You know forever? Yes, maybe, maybe it's that you know that thing that you want to do. Would you prefer to be a bit more behind the scenes? You know what does that look like? If that's going to happen, you know, do we need a studio manager or a general manager that can fill in those shoes on the floor and kind of build from there? So kind of that mindset and vision of what the future looks like, I'd say, is that third piece that really drives it? Because if that is unclear, then actually everything you're doing day day becomes a bit ad hoc and is not really kind of being driven towards that destination.

Speaker 1:

Absolutely. You make so many great points studio owners who come into the world of own studio ownership or founding their own studio as a movement practitioner. There's a lot of you know. I think much of what you, what you just shared, is perhaps somewhat of some somewhat sort of uncharted waters. You know, and I think that the data portion of what ultimately drives your ability to build and grow a business is so significant, and without really understanding the numbers and I think you mentioned, you know, top line revenue number is one thing, yes, but it's irrelevant actually, because what really matters is what's happening underneath the herd of the business and requires you to sort of drill down into some of these data points.

Speaker 1:

So I was actually I was looking earlier on at one of my studio owners key numbers and you know it's, you know you, you can, the data can, can can send you in different directions. And if you're not sort of looking at that granular level, like you mentioned, it can be it doesn't actually tell you so much about what's going on. You really need to be able to understand and drill down and see what's really happening behind the scenes. So the data component is so important and then, like the mindset you know in terms of where you're heading, and also this approach of testing and trying and then perhaps refining and improving, and for that to be successful you have to have data to be able to measure either performance.

Speaker 3:

Yeah, absolutely.

Speaker 1:

Yeah, totally Otherwise you're like in the dark.

Speaker 3:

You're blind, right, and you want to experiment. You know I think people inherently do are happy to do that, to try. You know, test another offer or a promotion or these things and other things, and that's totally fine. But you know, I think, having looked at so much data over the last five or six years, it's so powerful to be able to always compare apples to apples, right, and so if you kind of lose track of the foundations of those experiments, they can lead you in a direction that is not necessarily kind of true or accurate to what you're trying to get out of it.

Speaker 3:

So we're always kind of making sure that we do that when we're working with the CEOs that we work with or we're doing any kind of custom reporting is we wanna make sure that we are comparing, you know, like situations and environments to like situations, environment so that we can actually delineate if the experiment has worked. And the only way to do that is to have that information. Or else you're you know you can be at the mercy of seasonality or you know a different set of circumstances and all sorts of things. So it's really critical, if you are going to run experiments, that they're, or if you're going to compare data. That it's you know. You're comparing the apples to apples yeah, absolutely.

Speaker 1:

So you mentioned retention. It's a huge. It's a huge conversation that we talk about. Well, I talk about with my studio owners inside of my program. You know, every week, tell us a little bit about what you see some of the strongest performing studios do with regards to retention, what the data looks like, what data points you are looking at and so on. Yeah, absolutely.

Speaker 3:

I love it. Retention is kind of the lesser sexy side of the business. Everyone loves the sales and all the lead management and all that fun stuff. But if things are kind of leaking out the back, then all of that's kind of for naught. So I love talking about retention because I also am very much in kind of the camp, that about retention, because I also am very much in kind of the camp that you know we're in a very AI driven, you know, automation driven kind of world now and all that's great, it's helpful, like I get it. Like I said, we've been in these spaces. I still coach every once in a while. I'm also in their training all the time. So I get it.

Speaker 3:

It's a heavy lift when you have, you know, 250, 300 members and a team of you know five or six people. It's a lot. So you kind of want to be able to take some things off your plate. But for me everything still starts with what's happening on the floor or in the location, starts with what's happening on the floor or in the location and really retention is it's a bunch of different things which I'll touch on, but that experience is it's why we all got into what we're doing. You know it's the driver of your business and if that experience is not reflective of the promise that was made to that person when they signed up, that's where gut, that's the intuition side of retention that I think every operator is very aware of, they're very attuned to because they know what they want that thing to be. So I always just say to absolutely start there, because it's the thing that you can feel in your space and understand. Like you know, if I'm walking into this class, would I want to take this class, is one of the first questions I always, you know, kind of ask. People is like, if you're walking into your classes, make sure that you want to be there. You know, like your members should want to be there as much as you want to be there, and so we can start there much as you want to be there, and so we can start there. So I always kind of say start there with the gut check of you know, are we even, are we meeting the standard that I want us to meet on the floor, just? And if that is yes, then we'll go into, you know, kind of the the analytics side of things. If that's no, you know that's a different conversation and that's where I think things need to start.

Speaker 3:

But if that is yes, then you know there's different stages of retention. So if a location offers a trial which a lot do, and that trial can be all different types of offers, it could be a single day, it could be, you know, three, for 10 or 30 days even. But that's really your first stage of retention is can you retain somebody through just their trial, right? Like that person raised their hand, they said, hey, I'm interested. They signed up or create a profile or even bought the offer.

Speaker 3:

Now, can we literally retain them through that trial? Can we get them into class? So we, so we can book them to class. Can we get them there? Can we have a follow-up conversation with them? Can we potentially convert them into a membership, so that it's funny, like we call it the leads funnel but that's also kind of your first retention funnel, right Is can people even kind of make it through that trial, in that you know, from the time they raised their hand and they think that this is the solution for them, are you following up on that promise through that trial, whether that's one day or 30 days, and you know what does that look like. So there's different. You know metrics we can track there. The metrics we track are essentially that lead created, booked, visited and converted to a membership or a class pack, for example.

Speaker 1:

When you look I'm just going to interject, yeah, of course, sprinkling of questions here. I'm so curious when you track that data and the data that you see on your end, do you find that there is sort of a sweet spot for the type of intro offer that works for some of the group class offerings that your CEUs offer?

Speaker 3:

That's a good question. So the offer itself definitely can vary and I think that is maybe a little bit market dependent as well. You know, some places are just a bit different in that way as to what kind of stands out in terms of their offering. But what we do typically see is conversion rates tend to trend towards two to three visits. So if that trialer can get in between like two, two and a half, three times in their trial period, they're more likely to convert. So there's definitely offers that allow for that. Of course they're to be tend to be more successful.

Speaker 3:

I think the kind of just that single free class is a little bit tight to you know to be able to convert somebody. Look, if you've got just, if your team is absolutely crushing it and you can convert off of that first single class, then by all means you know, go for it. Convert off of that first single class, then by all means you know, go for it. But most people need two or three classes to see if it's the right fit. It also allows for them to experience more offerings, like if you have different classes or if you have different instructors or coaches or teachers, then they can kind of get more of a feel for what's going on in the space and then the kind of follow up to that is it gives you and your team more time to get to know that person and communicate the value, but also from a standpoint of understanding what their goals and needs are.

Speaker 3:

And it's kind of tricky to get that in one visit unless someone's really open, which does happen but typically you know you kind of got to peel back that onion a little bit. It takes a couple of conversations to understand fully what's happening. So in terms of price point, I don't particularly have, you know, kind of any recommendations on that or anything that we've seen that stood out. But in terms of number of visits, that tends to trend towards a higher conversion rates. It's that kind of two to three sweet spot.

Speaker 1:

Yeah, this is what we see too. I was just curious if you were seeing the same data. But yes, I think that's so, so important. You know, the first class free is very challenging to convert and I think it often has a big hype because it does pull people in. But when we track the data, I'm sure you track the data and have seen it.

Speaker 3:

Yeah.

Speaker 1:

Look retention, even just beyond the intro, if you look sort of three months down the road it's so low that it's just sort of like it doesn't really it's not. Whatever data you're getting from the visits, from the first class free, is not actually supportive of business growth long term, as my has been my observation. Yeah, typically.

Speaker 3:

Yeah, yeah, absolutely, and you get like kind of trial hoppers as well sometimes you know, there's just yeah, all the things that we've all seen. So it's it's just non-committal, right and and it's it's the type of thing where if you're looking for you know if you're looking for more. So the drop-ins and class pack people, you probably will see those intro offers maybe convert to those types of services down the road, but less so with you know the longer term commitments.

Speaker 1:

Yeah, yeah for sure. So tell us a little bit about when, what, what folks are doing in terms of long term retention. So we talked about the intro offer, conversions. That's kind of one kind of retention measure, but obviously we are looking for clients and members for like longer than just a couple of months. So what do you see those studio owners doing?

Speaker 3:

Yeah, absolutely so. Yeah, so we have that kind of first intro retention and then we move into, really, those first 30 days and, depending on your modality, your offering, you're really looking for key touch points between that conversion point and, let's say, six or nine months and that longer term conversion. So one of the things we look out for are, for example, those first 10 classes. Right, it's a milestone. It might not feel like it because we're all in these spaces all the time and 10 classes doesn't necessarily feel like as big a milestone as the people in the space that are hitting 100 or 1,000 or anything like that, but it's huge if someone's just starting out that they hit their first 10 classes. So that's one. And then another metric we like to track is how long does it take them to get to their first 25 classes? Right to that long-term retention is those first 60 days have got to be high touch. We have to understand are we meeting the needs that this person came in for? So did we take down, did we write down their goals when they came in and are they trending towards those goals as we are, you know, progressing week over week? And it's really critical in those first 30 to 60 days that they're seeing even just I call them micro wins, but like any kind of micro win or improvement towards what they came in for, if it's increased mobility, if it's strength, if it's literally you know, I have back pain that I don't want to have anymore like is that starting to reduce. Like those are the types of conversations and follow-ups that we really want to make sure we're having in those first 30 to 60 days, because it's going to reiterate to that person that this is the place where I need to be. And if that's already happening in the first one to two months, what you've really done there is you've already extended your retention another, you know few months beyond that point, because they're, you know, seeing those results, having those conversations which are, you know, kind of reinforcing that, yeah, this is the place I want to be. I'm starting to see results, people actually care and they're following up with me and we're starting to get there. So those are kind of those early touch points. And then, beyond that, of course, we tend to look towards that visit data. So are they starting to drop off in their visit cadence? Are they starting to like late cancel or no show? Are they increasing their visit cadence, things like that. So personally, in pipeline we have a member engagement score which tracks all that so we can see when people are starting to drop off, which would trigger, you know, kind of that outreach.

Speaker 3:

And there's different levels of that. There's, you know, low engagement, which is someone that's just kind of starting to drop off, and then there's at risk, which are people that are just silently slipping away and slipping through those cracks and you know, haven't kind of been followed up within some time. So staying on top of those two categories is just really critical. You know, the studios that are on top of the low engagement people have a shorter list of at-risk people, which is what you want.

Speaker 3:

You know there's always like no one's going to have 100% retention. That's just not going to happen. But what we're trying to do is get ahead of that by making sure that we're understanding, you know, what's going on in people's lives and what's happening with their, their visit cadence and and keeping on top of that just with communication. And if we can get ahead of it, then we won't be surprised, you know, if something does come up and we're not going to have this at risk category that's, you know, 40 or 50 people deep and we just didn't know that we haven't seen britney in four months.

Speaker 3:

Right because how are you supposed to remember that, on top of all the other things, that?

Speaker 1:

you're doing, of course, absolutely absolutely so.

Speaker 3:

you know, if we can shift those people, then, um, and our system's color-coded so it's like at risk is red, low engagement is yellow, and then you have your green category and your all-stars are, you know, kind of your purple or people that are really crushing it, and the goal there is just to always keep shifting people up. You know, red to yellow, yellow to green, and if we can keep doing that then over time and you know, retention is one of the biggest things that will increase your revenue. So over time, if those categories, those red and yellows, can get smaller, you're definitely winning, winning, winning.

Speaker 1:

Okay, so tell us what metrics or data points that you think every studio owner should be tracking, but perhaps overlook or miss or forget about. What are those numbers that we should be looking at?

Speaker 3:

Yeah, I love it. So for us, absolutely on the lead side of things, we don't just track lead to membership conversion, which is typically tracked. We want to really dig into that funnel and understand each step of the process. What's happening there. So we want to track the lead to booked, see what's happening there. So that's going to tell you if that flow has friction. Right, if someone is like filling out a form, maybe they get an auto text message or something but they're not booking into their first class, it's like what's the friction there? They raised their hand, they said I'm in and and some, somewhere along the way they they've kind of already dropped off. So that's the first drop off point. Somewhere along the way they've kind of already dropped off, so that's the first drop off point. So we want to make sure that lead to booked is dialed in Book to visit. So for any paid offer, paid intro offer, that book to visit percentage should be like 85, 90, 95%. If people are booking and not coming in, it's a big red flag on kind of what's going on there. And sometimes we see that happen if, for whatever reason, the communication flow, the instructors or membership or sales manager are booking people into class for them, kind of in a conversational way. You know it's like, oh, would you do you want to come in Friday at nine? And they're like, yeah, I'll come in Friday at nine. And then you book them in but they don't have it in their calendar, so they don't show up or they don't have access to the app, or you know, there's kind of, uh, there can be drop-off points there If if the kind of the playbook or the system tells a story about the experience, right. So if we see that lead to booked and booked to visit, those metrics are where they should be. But that visit to membership is, you know, kind of in that 15 to 25% range. We really want it, you know, 40%, 50%, something like that.

Speaker 3:

What's happening on the floor, right, like what's happening when that person comes in for their first visit and what we love to do, and one of the things that this is one that gets overlooked quite a bit. We surface a list of your trialers that came in fewer than three times. So zero, one or two times, essentially, people that paid for a trial. They only came in once or twice. We want to know why, like what happened there.

Speaker 3:

So not just it's great to get the conversions, but let's not forget about the people that didn't convert, cause that's actually where all the gold is. That's where the answers are Like tell me what happened. You know, like I want to know, and what you'll find sometimes is there's definitely a segment of that group where they got sick or they had to travel, or they just didn't really have an opportunity to come in. You might be able to get them in, and that's where that one day offer might come into play, where it's like, well, we could get you into an extra class, just, you know, as kind of a nice offering for that person person.

Speaker 3:

But also you'll get to understand like, oh well, you know I didn't really connect with this instructor or the class was too fast paced for me, or I, you know, I have limitations and I feel like it's going to be too much. You're going to start to understand what's going on there. So the list of people that come in and don't convert, I think is probably one of the most overlooked segments and like data points that we have to improve the sales process as a whole. So that's definitely a big one that I would encourage people to dive into and it can be painful, so I don't want to say that it's not. I get it. I'm also a business owner. I want to understand too, and those conversations can be hard, but you're going to learn the most from them?

Speaker 1:

Yeah for sure, yeah there's.

Speaker 1:

You know, I think it's whenever we do because you know we look at the KPIs with our studio owners I'm always like, oh look, there's all these people that became leads but didn't actually book, or booked and then never showed up, or you know there's all these people who are in your world that we have warm enough that we should be able to, we should be reaching out and pulling them back in, you know, and I think that I agree, I think that's one of those missed missed opportunities for most for sure. Yeah.

Speaker 3:

And I think as well it it. It doesn't always like it can just be an information finding event right, you could take the stress off of. You know this isn't a sales conversation. This is me trying to understand. You know just your feedback and what, what we could do to improve Um, and so you know they. Even if you get, you know, even reach out to 10 of those people and only two of them let you know something. It's two now kind of data points that you have that you didn't have before Um and it's it's. It can help a lot once you start to do that, because there's, to be honest, most studios we interact with have hundreds of people in that list of warm. You know they raised their hand at some point. They're not members now and and it would be great to understand why yeah, absolutely okay.

Speaker 1:

Last quick question for you as a founder what is one lesson that you've learned on your business journey that you think will be helpful to studio owners? Oh boy, oh that's so hard. I know, the problem is it's just one. It's just one.

Speaker 3:

It is just one, oh goodness. I think the biggest lesson is yeah, I kind of touched on it, but that mindset side of things is really, it's everything. I think it's everything business that helps fitness businesses, um, but we've been in the fitness business as well for a long time and it's just really critical to have a vision for what you want that business to be and and who you need to be to get it to that place. Um, so I think you know the really big lesson is that, uh, the business growth. We're the ceilings on our business growth. So the business will never be bigger than the operator or owner or founder or creator.

Speaker 3:

That person needs to continue to evolve so that the business can continue to evolve. So, whatever that looks like, you know, for you it means that that's the discomfort of entrepreneurship, is that you kind of have to keep growing if you want the business to keep growing, and you know there's many different forms that that takes, depending on the person. But I'd say that that's the biggest lessons I'd look for. You know those areas where you feel like you're pretty comfortable and try and try and step into them a little bit more, and I wouldn't be surprised if the business kind of, you know, transforms in that way as well.

Speaker 1:

For sure, For sure. Well, this was such. I could keep talking to you about this for days, but it's time to wrap it up.

Speaker 1:

So I want to say thank you so much for being so open and generous with your insights, such interesting um. It's so interesting always to um hear what you're seeing, especially from a data perspective, and the, the quantity of data that you see and and all of the and diving into what not just what the data is is telling you, but also you know some of the things that you tools that you use and tactics that you use to help make sure that data is all trending in the right direction. So, thank you so much. Do you want to just quickly share and let us know where people can reach out and get in touch with you to learn a bit more about Pipeline Solutions and what they can do?

Speaker 3:

to help. Sure, yeah, thank you. So we are Pipeline Solutions, so it's pipeline-solutionsco. So that's our website. You can see a recorded demo on the site, which is really great. Or you can find me. I'm on LinkedIn, tessa Thomas. I think I'm the first Tessa T on LinkedIn, so if you just search for Tessa Thomas, you might find me there. Just search for Tessa Thomas, you might find me there. And, yeah, by any, by all means, reach out. So, tessa at pipeline-solutionsco, happy to chat with anybody that's interested in learning more.

Speaker 1:

Fantastic, thank you so much. I'm going to link to that in the show notes as well, so you guys don't need to go and find it. You can just click in the link. Thanks, tessa, so much. Perfect, thank you. Thanks, erin. So I hope this was helpful to you as you go about building your boutique fitness studio business and if you enjoyed what you heard today, I would be so appreciative if you could take a quick minute, go to wherever you're listening to this and rate and review this podcast. It would mean so much to me and help to get this podcast out into our amazing community of teachers, instructors and studio owners around the world.

Speaker 2:

Did you love this episode and want more? Head to spring3.com and check out my free resources that will help you run a profitable and fulfilling studio business. And before you go, one last reminder there is no one way to do what you do, only your way. So whatever it is that you want to do, create or offer, you've got this. Thanks again for joining me today and have a wonderful rest of your day you.