Run a Profitable Gym
Run a Profitable Gym is packed with business tools for gym owners and CrossFit affiliates. This is actionable, data-backed business advice for all gym owners, including those who own personal training studios, fitness franchises, and strength and conditioning gyms. Broke gym owner Chris Cooper turned a struggling gym into an asset, then built a multi-million-dollar mentoring company to help other fitness entrepreneurs do the same thing. Every week, Chris presents the top tactics for building a profitable gym, as well as real success stories from gym owners who have found incredible success through Two-Brain Business mentorship. Chris’s goal is to create millionaire gym owners. Subscribe to Run a Profitable Gym and you could be one of them.
Run a Profitable Gym
Need a Vacation? Here's How a CrossFit Games Athlete Earns Time Off
In this episode, gym owner and CrossFit Games athlete Bryce Broome shares how he built a profitable, systemized gym that lets him take regular time off to travel, train, compete and recharge.
In fewer than two years, Bryce has developed a team that handles day-to-day operations when he’s away—without sacrificing client care or profitability.
He explains how business planning with a Two-Brain mentor set his gym up for success from Day 1: Before opening, he planned for staffing costs and scalability, identified his ideal culture, and hired staff who aligned with that culture.
The result? A gym that pays him well and gives him time to enjoy life outside it.
Proof: Bryce did this interview while on vacation, and he'll be taking more time off to compete in the CrossFit Games at the beginning of August.
Tune in to hear Bryce’s story and find out how you can start building a business that allows you to live the life you want.
Links
Gym Owners United
Book a Call
1:20 - Breakdown of Bryce’s gym
10:45 - Providing careers for staff
15:22 - The value ladder exercise
19:17 - How Bryce takes regular vacations
28:05 - Advice for other gym owners
All right, how's it going, guys? I'm Bryce Broom. I own Service Valley CrossFit in North Dakota. I'm here to teach you guys how to develop your staff so you can step away from the gym, go on that vacation, even if it's a small trip with your friends and family, just like I am here in Georgia. We're along the Chattahoochee today. Got a nice cup of coffee, and I'm sitting here with Mike, so... Let's get it started.
SPEAKER_01:All right, here we are. In under two years, Bryce has taken Sears Valley CrossFit to a point where he doesn't have to be there every second. Like right now, he can take much-deserved regular breaks from his gym to vacation or train for the CrossFit Games, which he's going to compete in very soon. We'll have the whole Two Brain Team cheering for him. If you're interested in a few days off, this is the show for you. This is Runner Profitable Gym. I'm your host, Mike Warkenton. We're going to talk about taking some time off. Owner-operator businesses can be prisons. You're wearing all the hats and you can't ever take a day off, or so it seems. I believe back in the day chris cooper was present for the birth of a child spent a little bit of time at the hospital and then ran out to coach some classes at his gym if you can believe that other gym owners have similar stories we're going to help you avoid that kind of stuff today so how do you escape this the prison you got to develop your staff we're going to get into it ready bryce
SPEAKER_03:yeah absolutely let's do it
SPEAKER_01:All right. So you're on vacation right now of sorts, even though you're working with me. Talk about your current staff situation. You know, what does it allow you to do at the gym? And what we're trying to do here is figure out what your current situation is and how you're able to be right where you are right now.
SPEAKER_03:Yeah. So my staff currently, there's two individuals where this is their full-time job. They do all of the coaching. They have personal training clients and they're both pretty well-versed in like back-end things as far as how to do billing how to set up a profile things of that nature and then i have a client success manager who works about 12 hours every two weeks i have another nutrition coach who's very part-time everything for her is done on her own accord a couple hour meetings maybe a month within the gym. And then I have one part-time coach who we just brought on before this trip that is now starting to help with our foundations and will start doing more classes as needed. And then I also have a VA that helps me out. So the main role of my VA is lead nurture. What I found is as the gym grows, I just wasn't able to keep up with lead nurture and my coaches are doing all the coaching. So I didn't want to stack them with a task they really didn't want to do.
SPEAKER_01:Okay. So So the basic summary, if I'm getting this right, you got two full timers. You've got a custom client success manager, CSM. We often call that you've got a VA and then you've got a few part-time people. Is that accurate? Yep. Okay. And you've done that in less than two years or about two years. So that's pretty impressive. Give me the quick rundown of your gym. You're selling CrossFit, obviously. What kind of size and space members, what have you got going on at the place?
SPEAKER_03:Yeah. So we're about 2,400 square feet. We sit around only a hundred members. So we're not like the high tier members. anything that fashion. But we do a really good job of is selling. Yes, we're CrossFit is our bread and butter. But a lot of our members stack their membership with nutrition or extra personal training. We also just started our small group classes. And we call that like our strong moms class. So we just we try to niche it just with that. And then we have a few semi private people as well.
SPEAKER_01:Okay, so that's an interesting one. You're obviously selling enough high value ticket high ticket stuff that you can support yourself support some full-time coaches and support the business this is interesting because the other way for me i was like i was selling low value memberships like i had underpriced my memberships for so long and i was just desperate for more and more and more members all the time so you've taken a completely different approach which is allowing you to do something i could never do which was take a break so that's fascinating uh and i love the fact that you'll be able to do that so quickly now my startup staffing plan was do everything myself to save money it was I literally made a business plan. I know you did too with the help of Two Brain, but I made my business plan by myself and my staffing plan and wages plan was like, we'll just work for free and that's how the business will save money. It was brutal. I was struggling for years. I didn't fix that until I got working with Two Brain Mentor. Talk to me about your startup plan and your vision, specifically your early vision for staffing so that you could take some time off and live.
SPEAKER_03:Yeah, I think I should caveat this where my background was I was managing a CrossFit gym at a YMCA. So I did that for two years. As I was doing that, there was a few key people where I just kind of was like, they would be really good coaches. Or I just kind of like planted that seed while I was there. Everyone knew that I wanted to start a gym. But within my plan was... yeah, I'm going to be the one coaching the classes. It was all that. And I just asked her name's Emily. She's now my main head, like main coach. She does majority of the classes. And I just asked her, like, have you ever thought of like coaching or working in a gym? And I probably got the best answer. Any new entrepreneur wanted to hear was, I just want to work for you. And I was like, well, sweet. Awesome. So during startup, she actually, we called it like the, uh, internship phase where it was during startup. It was trial by fire for her. She was doing foundations. She started classes. And just kind of through that process, I guided and mentored a little bit. But really, she just did a really good job of learning. I would notice things within classes and just pull it aside afterward and be like, hey, this was really good. This is the next thing that I would work on. For her specifically, it was like being really quiet. and not loud enough. And then after that, I had another guy with me. He wasn't a coach yet. He was just doing like our cleaning services. He's one of my good friends. So I did tap into my own friend group, but I got that through my old gym and my old job. And he helped me build the gym. So I knew that this was also important to him. And again, kind of planted that seed of like, Do you ever think about being a coach? And then as we slowly grew and I was like, all right, Emily's taken all the morning classes. She's a rock star at it. I don't want to work till 7 p.m. coaching classes. And I approached Ethan and I was like, hey, like, was this something that you'd want to do? And again, kind of helped him guide him through that. That process was a little bit cleaner. still a little bit trial by fire because as soon as he started the reason i hired him was like i knew i needed to leave to go to portugal to watch my fiance play soccer so i was like we need more staff and and then when i left it was like all righty man here you go obviously coached him through a few classes made sure that the bare minimum could be done and i wasn't really worried of like Hey, make sure you see every cue and make sure I knew for both of them that that would come. It was like, that'll eventually happen with reps. So we grew in that capacity coaching wise. And then it was like, well, I really want to grow the gym. I know I can grow the gym probably while being gone. but I need help with like current clients. And that's when I looked into my own community. Her name's Oriana, bubbly personality, always cheering people on in our private Facebook group, congratulating them, like tells her own story really well. And just randomly when we were, I think it was like a Thanksgiving lift off and I'm like lifting with her and I'm like, would you ever wanna like work for me? Just like casually. And next thing you know, again, she was like, that would be like one of my dream positions. It's like marketing and being in a gym that she loves the people and loves seeing people succeed. And I was like, cool. So I just kind of like planted that. And then my other two coaches were also from within the gym. She's a chiropractor who's our nutrition coach. Very caring personality again. is very professional both orianna and krista have been in a profession for multiple years emily and ethan were in their low 20s when i hired them so that was a little different in the two processes is two people that definitely need a lot more mentoring and two people that were already like hey you just need to tell me what to do and i'll do it so that was i think that was the main difference between Experience and inexperience. So I was hired some experienced people that as soon as you gave them a task, they just needed like an SOP or what needed to be done. Okay. And then lastly, Kayla, she's a physical therapist. Hopefully we'll end up subleasing from our space as well. She just started hired, hired her as a coach. Again, someone who's been in the profession of almost like help first. So when I go back to, and look at all these people, they all have the main characteristic that I look for is they're not selfish. They're always willing to give a helping hand out. They're always willing to listen and be empathetic with people and not just harsh because they know life is hard. And I think when I talk to my staff, I talk to them in that manner too. When I develop them and when I talk to them, it's like, Hey, I want to know how you're doing first before we're even like, we need to get this, this and this done or show the vision. So that's kind of how I developed. A lot of it was from within and just like who I thought just by speaking with them would be a really good fit for the culture that I wanted to build. I knew that that was going to be important.
SPEAKER_01:That makes a ton of sense. And you've done an awesome job of picking people. You're essentially hiring for character and training for skill. But in some cases, you found some people who had some great skills and put them in the right place. And then you mentioned mentoring them to success. So this is all interesting. One of the big questions for me I want to ask is, you know, I was so scared when I opened a gym to take responsibility for someone else's income, right? I didn't know I was a first-time business owner. I didn't know what I was doing. I'm like, I can suffer myself, but I didn't want to put someone else through that. You hired some people and you put together a business plan and so forth. How did you account for all this to make sure that you could sleep at night? Because I couldn't do it.
SPEAKER_03:Yeah. To be honest, Mike, before opening a gym and just the way I kind of grew up, I know I don't need a lot. So I know if I was able to support a staff that eventually my income would come. Now with Two Brain, they were like, nah, that ain't going to work. So I did pay myself first. And then because we were successful, I sat down with them and asked them, what is your financial goals? Where do you want to go? And for younger people, that's really hard. My younger staff is like, I have no idea. But now Emily's getting married. They're going to probably eventually want a house. Now, hey, let's think about kids. Back to the original question. Within my business plan, I had money set for payroll, where it was like, this is what I'm going to pay myself, but also payroll for staff. We need to hit this number for me to be able to pay them this amount and myself. So just to know that I was, like, comfortable in doing my due diligence of, like, realistically as a CEO, they're trusting you to be able to build this thing so they can support their future. And that's special when someone trusts you with that.
SPEAKER_01:Well, and you did it the right way where you worked with a mentor and you put together a business plan and put this stuff in there. Because like I said, I hid those costs by absorbing them personally to make my business look profitable on paper, but it wasn't because I was hiding all the labor costs. And then when I tried to offload the labor costs, you can imagine what happened. I started losing money because I was paying out money that I hadn't tried to figure out where it was coming in. So all of a sudden my labor costs spiked, my revenue stayed the same. I was in a horrible position. That's when I called Chris Cooper and said, dude, I'm losing$5,000 a month. What do I do? Right? But you went the opposite way where you sat down, made a business plan and figure out exactly where, you know, what do I need to make, set a target to get this for myself, to pay this for these people, to create the lifestyle I want. Because like you said, you're, you know, high-end athlete training for the CrossFit Games. You've got a fiance who's playing pro soccer or football over in Europe and you've got to visit her from time to time and you're on vacation. So like you put together a much solid, a much more solid business plan than I did where I hid those costs. And it's fascinating to see how that's turned out for you because it took me like eight years to take time off. It's taken and you too, or less, and I'm fascinated by that. Another thing you mentioned that I thought was really interesting was I focused on finding coaches. You mentioned that you've got your people doing administrative backend stuff like billing, setting up profiles, processing membership payments, all that stuff. I didn't teach anyone how to do any of that. When did that start happening for you?
SPEAKER_03:Yeah, so my main person that does that is definitely Emily.
UNKNOWN:Mm-hmm.
SPEAKER_03:Honestly, it wasn't like a set like, hey, let's sit down and figure this out. It was the problem came up where she was in the position that she could do it. And then from that part, I taught. So, or she just approaches me as like, hey, like I have this member that wanted to add a package this way early when we started. How do I do that? Okay, let's show her, have her do it. Don't just do it for her. And then that was kind of like how she was taught. Now for Kayla, actually after this meeting, because she's still being onboarded, we fast tracked it. We have a Microsoft team meeting or Google meet And we're going to go through that process again because it came up. She's getting personal training clients and they want to buy it now. there's but now they're sending it to me and it's adding this layer instead of just having her hey this is my rates this is what it is when would you like to start boom boom boom perfect so now it's part of your uh my onboarding process for sure that everyone's able to with their client start and stop packages refund invoices send them out and if they don't know then they know to ask probably emily first before asking me because she's well versed in it too to where while i'm gone i don't have to be like okay let me go into kilo really quick and refund when it's just like two quits
SPEAKER_01:and that's one of the key things like i wanted to ask about that because often you look as a gym owner to hire coaches first but that's maybe not the best hire if you really think about it there's other stuff that could come before that i'll ask you this before i say the next part did you do the value ladder exercise and you might not have because you put together a business plan but did you did you do that exercise with a mentor
SPEAKER_03:I wouldn't say like Courtney and I directly did that. I'm sure I did at one point of like, hey, what's our lowest? Like, what can we pass off? And what's the things that like, hey, Bryce, you need to do this for the business to succeed? I feel like personally, I do a good job on like, yeah, this can be passed off. This is not low value because it's just like low effort, but very high priority things. Right. that someone else can definitely do if you just teach them to where as the CEO and owner, you can now focus on the things you want to focus on, whether it's like building that new program or developing staff or being a better leader or going on vacation.
SPEAKER_01:It doesn't surprise me because you put together a business plan and accounted for staff inside of it. You had that plan already in place and hit the ground running with it. Whereas a lot of gym owners like me, we didn't have that. And so we had to kind of backfill things and you start as an owner operator, you do all the stuff and wear all the hats. Listeners, the very quick value ladder exercise principles are you list every single job that you do in the business from cleaner to CEO level tasks, and you have them all on a list. You go beside each one and you put a replacement cost per hour. So it's like cleaner,$15, bookkeeper,$21, group coach,$25, personal trainer,$40, whatever it is. You rank all that stuff. You put it on a list and then you say, how can I buy back time somewhere here to use that time to make more money here? So, it's like easy one. Hire a cleaner for four hours, cost you$60 or whatever it is. You take those four hours and you start doing CEO level tasks where you are, let's say you're sending a marketing emails and you're making$70 an hour. That's an easy win because you paid$60 for four hours and you're making$70 an hour,$280. You do the math. That's exactly how it works. And you go through that all the way through your business. Alongside that, you have formalization of tasks, roles and responsibilities, and delegation processes, and mentorships. You're not just tossing people and saying, hey, you got the billing now, and you walk and hang out with Bryce on the Chattahoochee here. You actually teach them how to do it. You do it yourself first, document it, teach them how to do it, then offload it. Then you can hang out with Bryce on the riverbank. Then after that, you come back and see, did anything go wrong? And if it did, you fix it and help them. If it didn't, you're good. You move on to the next task. So this is all to say there is a formalized process for this stuff. You don't have to just start flinging roles at people or hiring people randomly. There is a very smooth way to buy back your time. And it's called the value ladder. A two-brain mentor can show you exactly how to do that. So that's the short version of it. And again, Bryce didn't have to do all of that because He built this stuff into his business plan, but he was very clever and started working on this business plan before he even started opening so that he could do this properly and didn't have to correct as many errors.
SPEAKER_03:Go ahead. I'd say like the biggest thing my mentor taught me was like, The simplistic form is your cleaner is working from three to four to clean your gym. You have two NSIs. You're paying that cleaner$17.50, maybe$20 to clean for the hour. And you do two sales that are both$500 front-end revenue. So you just made the gym$1,000 instead of cleaning your gym because you hired someone for as simple as$20. I mean, that's the simplest way that I can put that is. find the lowest thing that takes up probably the most time to where you replace it with something that can make you more money.
SPEAKER_01:That is the simple ground level explanation. But when you're deep in the muck and it's like apocalypse now right up to your eyeballs it's not easy to see that because i was like i gotta clean the thing i gotta fish the broken key out of the lock i got a wasp nest on the roof i got like all those things got in my way and i couldn't see a way to what bryce just laid out in the simplest possible fashion but there it is pay someone twenty dollars an hour so you can make five hundred dollars an hour or whatever that those numbers are for you but that's the exact principle it applies everywhere in business bryce talk to me about your first the first time when you took an extended period away from the gym like was it scary did it go well what happened
SPEAKER_03:yeah it was definitely scary uh the baby is in the bath right yeah so i i believe i stepped away from the gym for the first time probably my first trip to portugal and it was like a week actually yeah i guess so like my startup i was doing sales technically in in iceland before we even opened though so i'm not going to count it Actually, Step Away was probably like six months after Open.
SPEAKER_01:That's still
SPEAKER_03:impressive. It was like I have two coaches and me. And I was just like, if any of them get sick, now one person's just doing everything. And it was really scary. And I think the best thing you can do when you first step away is talk to your staff and... speak belief into them and that you trust them and that they can get the job done because obviously you being there all the time they're gonna see you as like the crutch and that the go-to person for everything now when i stepped away it was like all right we're doing this like guys i'm on a seven hour time difference as problems come up you can message me but i may not be able to get back to you right away so In a sense, I kind of left them on an island and let them like learn and learn how to problem solve if something came up. I think that's also important as an owner. Even managerial stuff is like you don't want to be over seeking them, overlooking them on everything. It's like at some point you have to give the power to them and really like believe in your staff. that they can get it done while you're gone because if if you don't and you talk to them of like oh do you think you can do it instead of hey like i know you can do this this is the sop here it is if something comes up just message me and and we'll talk it through it was terrifying like every time i leave i'm like man what's gonna happen
SPEAKER_02:yeah
SPEAKER_03:luckily luckily really nothing big There's always going to be small things here and there. And, you know, maybe a coach doesn't show up. But in the moment, like, what can you really do? Like, all right, I'm going to talk to my coach and we'll lay down our expectations again, apologize to staff and move forward. There's no reason to sulk on anything if while you're gone, something does happen.
SPEAKER_01:And so that's the plan that we often refer to with TrueBrain, the hit by a bus plan. You kind of, you put this stuff in place and you mentor your staff and you do all these things. And then with the help of mentor, you decide I'm going to take some time off. And maybe you don't like run shirtless with Bryce full of sangria through the streets of Portugal, flipping Alfa Romeos or whatever, like at a soccer match. Like maybe you don't do that first, but you take like a weekend off, right? You do something like that. And just- see what happens you give your staff your cell phone for emergency use only tell them here's all the stuff right but call me if it's like we have something's on fire and then you go away for a weekend and you come back and see like what went wrong what went right and it could be something like basic that you forgot like you did not tell the cleaner how to get more soap when the when when there when it was out something little simple like that you fill that in you backfill into your processes figure it out reinstall those with that person it could be something major like you know bryce said like some two people got sick and i didn't have enough backup then you got to look at some different staffing concerns and things like that. But that's the idea is you do these tests, see what breaks, fix it. If you always wait till it's perfect before you take some time off, you may never take time off. After this, if two days or something like that works well, extend that a little bit. And eventually, you can work that up to like longer periods and so forth. And there are many two brain gym owners that run their gyms from afar. So there are people that run gyms from Florida and they have them in other locations. So they're offsite owners. Other gyms owners work very few hours supervising their gym and they do it like in Chris Cooper's golden hour concept where they crush stuff for an hour a day, move on to other stuff. There's all sorts of different plans. There are other gym owners who are much more hands on in the gym, but do take extended vacations regularly because they have all these systems and processes in place. Do not offload stuff and assume everything will be fine. But also, don't worry too much. Do it properly. Put the systems in place. Mentor your staff. Take some time off. Then fix the stuff that didn't work out. And it's a constant cycle of improvement in a business. And that makes all the difference in the world. Bryce, how did a mentor help you do this? You talked about it. You brushed on a few points. But working with Courtney, what are some specific things that she did to give you some real support here to help you get to a place where you can take regular vacations?
SPEAKER_03:Man. I mean, that's a good one. I mean, uh, Courtney has been like super instrumental for me. Like even if I get like a little emotional about it, but really she like put the belief in me that I'm like, I'm like doing it, you know? And that, and that like, I not like deserve, but like you earned the right to go and leave because of all the hard work you've put in. So that's one of like, not even just like, business side, but as a personal side of like, helping me just believe in self was like, huge. Like, hey, Bryce, you're doing it right. Now from like, analytical side, it was we're looking at numbers, we're making sure that we have the right amount, like top end revenue, we're looking at all of our expenses. And then I mostly just do like, check ins with her. So like, while I was in Minnesota, my truck broke down. And it was just like, crap can I do this like I need to get back home can I buy a truck right now and I just called her real quick I'm just like well what do the numbers say it's like yeah they say that I can't and so I've done that for my trips as well of like
SPEAKER_02:right
SPEAKER_03:hey like I want to go on a trip in three months or I want to every other weekend go here what do the numbers say like Is your staff in a good position for setup for success? Yes. Is the money there and you want to go do it? Yes. Okay. Then why not go do it? And now I say all this, right? Where you, as a gym owner, you can make pretty dang good money. You could pay your staff really well. Because of my lifestyle decisions, there's also been other things that have to take a backseat, whether it be your investments or I've wanted to buy my first home. That's got to be put on the back seat because right now, my current life, I want to travel. And those are decisions that you also have to be okay with after you get out of the muck of, man, I'm not the only one in the gym. I've got great things. I want to go do this thing. Now it's a little life assessment of like, what's really important to me right now? For me, that's going to see my fiance and training for the CrossFit Games and needing to travel. For others, that might be I want to go on a camping trip with all my kids and, or go fishing. And that fills your cup too. Some people need a week. Other people need a day, but really those lifestyle decisions help you be a better CEO and leader for your staff and to develop your staff in my opinion. So that would be my two cents on that as well as like, there is some give and take when you when you leave or go spend money on, on these trips, it's not, it's not like it's an endless flow of cash and you can do everything unless you're in that position. And that's awesome.
SPEAKER_01:But that's, I mean, what I'm hearing from you is that Courtney gave you essentially permission to like step back from the business because sometimes it takes that object. And I didn't have this at the time, but it takes an objective person to say, Bryce, everything's okay. We've done all these things. We've ticked all these boxes from an outside perspective. You can take a week off, dude. And that's the emotional side of, know saying give me permission and then holding you accountable for did you book that trip you know that is that side but then the other side of that because you can't just do that and and hope everything's great the other side of that is the analytical here are the numbers that back up what i'm saying emotionally right giving you permission to go but this is the cash flow this is the books this is the quarter this is your annual report everything here says you can do it and you said exactly that can i buy this truck yes can i take this trip yes if the numbers add up then it's okay. And that's the whole system there is that, you know, permission and support, also the accountability and the data because two brain systems always run on data. And it's not just enough to say, woo woo, Bryce, take a week off and the gym burns down. Like it's, you got to have the backend stuff for that as well. So I know you've got meetings coming up and I know you've got a bunch of stuff to do on vacation here. So I'm going to wrap this up. I'll ask you, gym owner is out there right now. They are listening to you and they're in the muck right now. And they're just saying like, I could never take a day off. I could never do what Bryce is doing. What is your advice to that person?
SPEAKER_03:Well, first I would say book a call with Two Brain. Find you a mentor that understands the situation, whatever situation you're in. Don't overstress about it. Believe in yourself and your capabilities as a leader and CEO that you can develop individuals and create a culture that is a culture that you are proud of. And then once you develop the culture and that own trust in that you're capable, just start developing that stuff. It's little bit by little. Okay, this came up. Okay, this is how you do that. Write it down on a piece of paper, put it in a chat GPT, create an SOP. Awesome, that's done. That's a minor step into a bigger goal we want. So I would say get a mentor, create the culture and know what culture you want to bring, whether it's a help first or if you're in like a athletic development gym, maybe you want more like rah-rah, get after it type coaches, then create that and understand that Not everyone will fit into that mold, but you also have to fit those people into the right places. Right? So with Emily, she was also a nutrition coach. She didn't like it. Then we took her out of that role to a spot where we knew she could be successful. And, uh, biggest thing is just like, don't give up on it because you're capable and that you have the skillset to be successful. And you need to believe that first before you can move forward.
SPEAKER_01:There's your summary. Bryce, where can people cheer for you at the CrossFit Games? Is the team name going to be Service Valley CrossFit?
SPEAKER_03:No. So I'm underneath Training Think Tank. They're based out of Roswell, Georgia. But Training Think Tank, Team CrossFit Games, August 1st through the 3rd. Hopefully they stream it. We'll find out.
SPEAKER_01:We'll be watching for you. And if you are now a Bryce Broom fan, that's how you can follow him at the CrossFit Games. Bryce, thanks so much for taking time out of your vacation to do this. Best of luck at the games. And we'll circle back with you soon enough.
SPEAKER_03:Awesome. Thank you so much, Mike. I appreciate it.
SPEAKER_01:This is Run a Profitable Gym. Thank you for listening. I'm Mike Workenden. Please hit subscribe wherever you are for more episodes just like this. And now here's TrueBrain founder Chris Cooper with a final
SPEAKER_00:message. Hey, it's Two Brain founder Chris Cooper with a quick note. We created the Gym Owners United Facebook group to help you run a profitable gym. Thousands of gym owners just like you have already joined. In the group, we share sound advice about the business of fitness every day. I answer questions, I run free webinars, and I give away all kinds of great resources to help you grow your gym. I'd love to have you in that group. It's Gym Owners United on Facebook or go to gymownersunited.com to join. Do it today. Hey!
