The Fit to Grit Cast
Fit to Grit is an audio/video/newsletter hybrid featuring in-depth conversations with leadership within the athletic space. Guests range from top executives within the athletic space to professionals in adjacent industries with a proven track record of success working in the athletic industry.
We explore visionary ideas and practical strategies driving the industry forward, covering areas such as marketing, finance, branding, equipment, product development, biz dev, and more. Join us as we share actionable insights and real-world experiences while embodying the "fit to grit" spirit.
The Fit to Grit Cast
The Smartest Way to Beat Your Competition
Unlock the secrets to thriving in the highly competitive fitness landscape with Tessa from Pipeline Solutions, our special guest on the Fit to Grit cast. A former NCAA D1 softball player turned fitness coach and entrepreneur, Tessa brings a wealth of experience to this discussion. Her journey of combining a passion for fitness with data-driven business strategies offers an enlightening perspective on overcoming real-world challenges in managing fitness studios. Explore how identifying and leveraging key metrics can enhance team alignment and operational efficiency, setting the stage for sustainable growth and improved retention.
Discover the power of metrics in revolutionizing fitness studio operations. We dive into how assigning ownership of specific metrics can target engagement rates and strengthen retention strategies. The episode emphasizes the importance of transparency and data availability, allowing teams to align with business goals and contribute effectively to growth. Tessa shares insights on the mathematical approach to problem-solving, using conversion rates and ROI as guides. Plus, we touch on how addressing less tangible factors, like sensory experiences, can significantly impact member retention.
In a saturated boutique fitness market, standing out is crucial. We discuss the importance of differentiation through exceptional customer experiences and the risks associated with over-reliance on automation. Tessa introduces the High Performance Studio Toolkit, a comprehensive resource that helps studio owners identify and address business bottlenecks, ensuring growth and improved performance. From automation in reporting to enhancing human connection, this episode provides invaluable tools and insights for any fitness studio looking to thrive.
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The thing we're seeing for sure is that everything's more competitive. There's a lot of different concepts available to the consumer. The opportunity is for these studios to stand out is in the experience.
Speaker 2:Hey everyone, welcome to another episode of the Gym Break cast, where we just kind of sit down and go through all those visionary and integrator type ideas that come to us during our normal daily gym break. Today I have a special guest. Why don't you introduce?
Speaker 1:yourself. Thanks, zach Tessa, here from Pipeline Solutions.
Speaker 2:Beautiful, beautiful. Why don't you tell everyone a little bit about Pipeline and what you guys do over there?
Speaker 1:Yeah, absolutely so. We help boutique fitness studio owners, operators from single location all the way up to dozens or hundreds of studios, keep on top of their data, their KPIs, to drive growth and retention, through essentially actionable analytics and insights.
Speaker 2:Yeah Well, I kind of took a look through your site a little bit, a little bit about what you do, so why don't you tell everyone? I know you were an athlete as well, so why don't you tell everyone a little bit about your story and what drives you and the company and your vision towards helping these studio owners?
Speaker 1:Yeah, absolutely Thanks, zach. You know, once an athlete, always an athlete. I like to think that I'm not quite a was, but I'm just, you know, maybe getting into the master's category of being an athlete at this point in time. But for the most part, you know where this comes from is from that experience of owning and operating studios ourselves. So, as mentioned, I got into this world through mainly group fitness training, being a coach.
Speaker 1:Prior to that played NCAA D1 softball in South Carolina, and once you do that, I think fitness is kind of always going to be part of your world.
Speaker 1:So that's kind of how I got into, you know, getting my certifications and wanting to continue to help people and have that be part of my every day and getting into kind of the boutique fitness space, just because that, coming from a team sport, you know that class feel is hard to replicate by yourself. So for me, being in classes and doing that kind of coaching and being in that environment was really I was drawn to it. And then my co-founder, john, is a multi-location studio owner and everything that we built is from the inside out. It's from needs that we saw in his studios and, operationally, things that were challenging at the time and my background, being in fitness, was of course helpful. And then, just out of curiosity, I kind of got into software development about 10 years ago as well. So the two came together and you know, kind of here we are with Pipeline and it's evolved a lot, for sure, over the last few years, but that's kind of our origin story.
Speaker 2:That's wonderful, that's great to hear. One thing that you kind of just brought up there, which I, which will lead to kind of our first topic here, is the concept of how you became, got into the software development like 10 years ago, but you were also a personal trainer yourself and you were in fitness and you were an athlete I'm very big into. I'm very big my wife's a family trauma therapist. I like to go off the color wheels on different types of personalities. You know, being a business owner, we deal with the culture index, all that stuff to hire and culture and all that fun stuff.
Speaker 2:I've tended to see a very big pain point within the industry that there's not too many people that have that double-sided personality. Right, it's a very much spontaneous slash hey'm gonna set these goals. Um, as an athlete, I think that we all, uh, at least one point or another in our lives, even with opening a, a studio, get to the point where we're like, hey, like we. We learn that long-term gratification, like we have to set a goal, like, for instance, to win a super bowl or win a championship, and our short-term goals are usually like all right, this is going to just be 1% towards getting there, but it takes a long time a year, two years, sometimes five years, even 10 if you're going professional and your goal is like a 15-year goal, right. And then you have the technical side, which I'm very much a technical expert myself, where we can dive into the operations and the technical coding and all that stuff.
Speaker 2:I feel like those two personality types are a great combination, but you have to learn to use them correctly because if not, it's very easy to get caught in one and then burnt out without utilizing the other. And so to my first question for you and what you have seen and kind of where you have pushed this. You talk a lot about data-driven operations, and so I think that that plays very heavily into your personalities of what you've seen other studios go through as they tend to evolve. So can you explain to me a little bit how you came up with this solution for your studios and how it benefits maybe even from a personality type setup? Yeah, absolutely.
Speaker 1:And it's a great question, zach. I think to your point. We have a lot of owners, operators in this space that come from that fitness, that love of fitness or wellness, personal development, coaching, all those things are really great. But of course, business operations are just a different skill set and it requires different tools. And it's not to say that they're mutually exclusive by any means. I think to your point.
Speaker 1:You get phenomenal operators are using both together to kind of drive those outcomes that they're looking for, and so for us what that means is, you know, we often get a lot of, or we often have a lot of conversations with operators or owners that do a lot of things on. You know their gut, feel, their gut instincts, what they've done in the past, how they've, you know, kind of grown to the point that they're at, and the tricky part there is, that's great. You know kind of grown to the point that they're at, and the tricky part there is that's great. You know we wouldn't say don't listen to your gut, it's done you very well, but at a certain point, if you're looking to scale and grow, that's where, you know, data insights are going to provide that extra information or that extra kind of support with where you think you need to go right. So you know, in a very practical sense, oftentimes what we'll see are, you know, owners or operators really try to double down on their ad spend or their marketing to. You know, push people, get people into the studio. If we can just get them in the door, we can convert them, that type of kind of thinking.
Speaker 1:And you know, while that may be true and I'm sure it's happened for them in the past where we can get really granular with it is well, if we're looking at your conversion rates of every part of your funnel, is it lead to booked? Is it booked to visit? Is it visit to member? What part of the trial or journey is actually not where we want it to be? Because it's not the whole thing. Typically, it's not the whole thing. Typically, it's not the whole thing. Typically, studios have actually a decent conversion rate somewhere along the line and it's just bottlenecking or breaking down at a certain point, and the hard part, of course, is, you know, adding fuel to a fire that's just going to burn out or you're not really going to get the most out of it, because one part of this process is actually kind of broken. And that's where data, you know, comes into play and that's where it has a lot of power is in supporting the types of things or the decisions and actions that you think need to happen. And you know, sometimes it will tell you otherwise, which is also great, you know.
Speaker 1:Before you kind of go down this one path and double down on it, well, let's check the numbers. What's happening here? You know what's going on with our attendance. We think we should shift our schedule. Well, let's look at the numbers. Which services are coming in, on which days? You know are our unlimited members, you know, attending these specific classes versus maybe a class pass or a class pack member? And that's where you can use that data to really drive that next step. But oftentimes as well, where it really helps is you might not know exactly what that next right move is. And what we help do, just with the platform itself, but also through a lot of our educational content, is coach towards where to look for that next right move and then support it with, of course, the insights of your team, the insights that you have, but also use that data to back up what to do next.
Speaker 2:Yeah, when I usually talk to the studio owners, it's usually something along the lines of hey, we're spending all of our hours creating these challenges. The owner thinks that they're bigger than they are. Nothing against them, but they're usually just too small to really think about strategy yet. They're still in validation mode, right, but they're at this point where they're like we're doing all these challenges. And every single time it's usually the same. I get the same answer.
Speaker 2:I'm like well, what's your conversion rate? Like with all these hours and spend, you're spending on social media versus the people that just walk into the door and they spend you're spending on social media versus the people that just walk into the door and they're like, oh well, it's 50% over here and it's like five to 10% over here. And I'm like then why aren't you looking at those numbers and kind of focusing on what works instead of continuing to spend man, hours and time on something that does work? But just the conversion's not as great, you know, and those hours are. And, like you're saying, with being able to look at numbers and see what's working and track certain things, really, at the end of the day from an operations standpoint, helps you put your hours towards the things that are more effective.
Speaker 1:Absolutely and your team's hours right.
Speaker 1:It means that, I think as well, what it helps to do is really delineate between, to your point, what's working and what isn't, or what we can try.
Speaker 1:What can we test, what can we, you know, maybe run an experiment with, and when you have specific metrics, then you can essentially have part of your team or have someone on your team or yourself own that metric, essentially have part of your team or have someone on your team or yourself own that metric, and it just becomes now, okay, if someone's ready, willing, you know they want to own the low engagement metric and move that number. Let's get you know our low engagement number from 8% of our members down to 5% of our members. Cool, now you own that. Now we can create a playbook for that activity and try and tackle that single metric instead of it being kind of this amorphous idea of you know we need to have better retention, right, like that's the big idea, okay, well, now how do we go do that? Well, let's look at these three metrics and then we can take ownership over those and now we can start to create actions around very, very specific things that are going to move the needle for the location.
Speaker 2:Well and I see a bigger pain point there that really helps. And rationale. I mean, I think us as techie people, I think that we can kind of say, hey, how do we back engineer this metric? And it's very easy to go in and say for us, for instance, because we have certain trackable metrics in the marketing and the online stuff, that I can say, okay, retention, we need to get down. How do we look at the other numbers and move down and backward engineering? It's the key form of technology, right? How do we back engineer anything? And within the studio space, it does make it a lot harder because you have a lot more people, especially with your operations and what you're doing can't necessarily write down how a person's going to go over here and do this and then go over there and do that, and so you need to find a way to have certain metrics in place to be able to basically back engineer what you're trying to do.
Speaker 1:Absolutely. And then the beauty of it is now you're talking about a math problem, right. So to your point, it takes a little bit of that. Don't get me wrong, there's always going to be some nuance and some things in here. But if we're talking about reverse engineering, now it becomes a numbers game, right.
Speaker 1:And when you're getting into solving a math problem it does become a little bit easier, because then you can understand like, okay, based on our, for example, the marketing example, based on our actual conversion rates, right now, if we added 200 new leads, this is what we would expect at the end of that journey, right? And now we're just talking about math and not hoping that, hey, if we spend X amount of dollars and get 200 new leads, we should quote unquote convert 100 of them, right? Well, the conversion rates are showing right now that actually, if you did that, you might only convert 40 of them, right? And now it becomes, to your point, like ROI on that ad spend. Does that make sense? Maybe we shore up other parts of our operations first before we dive into something like that.
Speaker 2:And plugging those numbers in does allow you to reverse engineer the outcomes, which then probably, you know, still under a million and they don't have multiple locations yet because they have to start learning. That that's during the time when you know you look at certain situations like strategy and how much of an impact it actually does to do what you just said. Let's look at this and goal set a specific way so that we can see what's working. Set a specific way so that we can see what's working. I've also seen it just a very big trend in the industry. You know brand performance, like how do you track certain things? Like you know I could go off of the basic of you know visuals and visual communication, but how do you track smell and sounds and all those other things that are very hard to track?
Speaker 1:Yeah, absolutely. When you said that, I was like ooh, that sounds difficult.
Speaker 2:It does, it does. There will eventually be a way. But it just goes to show you that the strategy that is kind of the strategy right, like being able to and that's what I always try to push across to think in mindset and in the mental growth of a studio owners like hey, it's not about you just, like you said, throwing a thousand more dollars at this ad campaign or hiring another person to call a million people like you are going to start to get to the point where the smallest increment in change can have a drastic impact on members. Like you said. Retention rate like hey, let's look down and and and just see.
Speaker 2:All right, are we giving them a handshake when they come into the door? And I'm just using big things off the top of my head, but are we doing stuff like that? How many handshakes are we giving? How many reviews and here's a good trackable one how many reviews are we getting from our existing members? How is that playing a role in the KPI and growth of new members? But how do you feel within the studio space and with what you've seen and your platform and what you guys do? How do you feel it helps with building stronger studio teams?
Speaker 1:Yeah, that's a great question. I think a big part of it is alignment right and having everyone be on the same page of what we're working towards and a bit of transparency around that right. And there's ways to do it. Not necessarily everybody on your team needs to see all the revenue metrics and things like that, and we have access levels on our platform to address those things. But at the same time, we're definitely firm believers in having as much of the data available to the team as possible so that they know what they're working towards and how that is affecting the growth of the business right From a sales side, from a retention side or anything like that.
Speaker 1:It's one thing to say those things. It's another thing to have the studio teams able to log in and see those numbers and see them moving daily right, and not just having that once a month or once every six weeks or maybe once every two months staff meeting and now everybody's that much further behind moving that metric because they're only learning about it down the road and it becomes much more reactive. So if we can get the team aligned on a lot of the KPIs, get them into the routine of, as I mentioned before, if somebody owns that metric or if you have certain team members looking after certain parts of the operations, getting into that routine and that rhythm of those checks, checking in. What can we do this week to move that number, testing, experimenting and just really buying into what it is that we're trying to do as a business? And a big part of that too, which I haven't touched on, is, you know, from the leadership standpoint, that mission and vision of the studio, which you know is talked about typically in other types of businesses. I know that it's not really a necessarily a big thing at the SMB or, you know, kind of smaller business level with mission, vision, values. It's kind of a bit more of an enterprise type of wording but realistically it translates across any business of any size If we have team members that know what we're about, you know, as a studio, as a studio concept, as a brand it gets.
Speaker 1:You know it does get bigger and bigger. But even your single studio it's like let your team in on the big secret why did you open this place? What are the goals? What are we trying to do here so that they can become bought in into that vision, become part of it?
Speaker 1:You know I'm a very, very firm believer in having high standards and those standards attracting the people that you want to be in your location, in your studio, and not the opposite. Right, it's going to attract the people that want to be there, and the people that don't are not going to be drawn to what you're doing. And so if we can set those standards high, we can have that buy-in on what we're trying to achieve here. And it could be as simple as look, we want to be the best offering of our modality in our city, right, or in our region or in the world, right? That's when we're getting into brand concepts. That's totally fine. Whatever that vision is, make sure it's clear so that people understand on your team what they're working towards, and then we can layer in the data on top of that to keep everybody aligned and on that same page, because now it has a lot more meaning and it has special meaning to them because they're a part of something special and something big.
Speaker 2:Yeah, a couple of things I want to touch on there. I'm a very big preacher on vision values. I definitely think it's something in this industry that is missed back to literally. The thought that was going through my head when you mentioned leadership is I was literally about to say how leadership has somewhat moved away in the fitness space. You have the owners and then you start hiring management and then management. They don't feel like their leadership mentality, and times have changed. Management they don't feel like their leadership mentality and times have changed.
Speaker 2:We've come to a point where the studio space, boutique, it even I mean can say big box as well. I mean all of them have become more of a situation. I think people are still preaching at this hey, I want to do everything online, I want to help people at home, which it still has its place, but I mean I think people that are starting to work from home are starting to realize like I need my place, my community, I need a place to go, and the best way to do that is to build, leverage, your vision, not just from your employee standpoint but from your member standpoint. Yeah, right, and times have changed. People want to work at places they value, in places.
Speaker 2:It's not always about money, of course money is important, but they want to work with people that and so that goes into the other retention side, like your attention of retention of your employees, right, and I'm a very big advocacy on me seeing studios of certain sizes like, all right, when is the perfect time that you need to start focusing on vision? When is the perfect time to start, you know, focusing on um, consistency and alignment and all that stuff? And it goes back to what we talked about earlier with you know, those small impactful changes. And usually I think I do usually think that mindset shift for individual, uh, studio owners happens around a 500. I'd say three to 500, depending on the luxury of their membership. But I also see a lot of them getting stuck in validation mode, back to what you said, like let's just throw more ad spend out. That's not realizing that it's not cost effective anymore. Or hiring front desk people to call everyone in the neighborhood, right yeah yeah, absolutely.
Speaker 2:So let's talk a little bit because this is a great topic to lean on here is differentiating yourself in the market. Like we just talked about branding a little bit and branding initiatives. I'm a very big component of how differentiating yourself is all about. It's more of a branding solution, not necessarily a marketing solution. And so what are you seeing right now in the market, especially with all the micro gyms starting to come out and be a fad, you still have the big box, which, for some reason, the boutique studios are trying to imitate, even though they, you know, are different price model. What are you seeing right now in the space and with what you guys are doing to help these studios in the boutique market really differentiate themselves from their competition?
Speaker 1:Yeah, absolutely no. It's a great question. The thing we're seeing for sure is that everything's more competitive, right. Especially boutique. It's much more competitive than it was four or five years ago.
Speaker 1:There's a lot of different concepts available to the consumer and everyone is. While they are maybe non-competitive as modalities, they're all competitive for wallet share, right. There's only a certain amount of things that somebody's going to do. So there could be that yoga Pilates studio next to the HIIT know and just yeah, so there could be, you know, that yoga Pilates studio next to the HIIT studio. You know, across from the recovery and wellness side of things, and all of those things are great. Like, I've obviously no issue with any of those things. But if we then stack all of those things together, how much time and money is going into that? For the average person, it can end up being quite a bit, and so I think where the differentiator is and where the opportunity is for these studios to stand out is in the experience and really driving home that it still comes down to what happens on the floor more than anything.
Speaker 1:If somebody comes to the stores and you know, they have an idea of what they're getting into and what you offer. To me, retention starts ahead of even that very first class right. Retention is the promise you've made to this person who saw your ad or, you know, walked by the location physically and they got intrigued, right, and they've taken that first step or that first action to come in and try out what's going on. And so I believe that the main differentiators are coming from studios and concepts that are delivering the best experience that they possibly can. I wholeheartedly believe that every class is an opportunity for a world-class experience, and the brands and concepts that are doubling down on that and are bringing in top talent to deliver those classes are going to see. You know a difference in growth and it can't just come down to automation for automation's sake. You know a difference in growth and it can't just come down to automation for automation's sake. You know all the texts, all the emails, all those things are really great, don't get me wrong. They save owners and operators time, especially in a high touch place like boutique, but at the end of the day, that person is going to stay because of the experience that they are receiving and the promise of the result that they originally came in for. So if we can deliver a exceptional experience and show in as short amount of time as possible that, hey, the thing that you came to us for, we're promising, we're going to deliver that to you, whether that's in, you know, 30 days, 90 days, six months, 12 months, it's coming, I promise.
Speaker 1:So, you know, it's a little bit less of just the like data connection to those things and a bit more of the human connection to those things, but where the data does tell that story is, for example, you know, the new members, right? What's the cadence of those visits for new members? When are they starting to drop off right? Are they getting to their first 25 visits? What's happening there? Are they surviving the dip right when? Oh right, I was really excited, and now you know, I realize this is going to be a little bit harder than I thought it was. How do we survive that dip? And so the data can definitely help and play a role in all of this. But at the end of the day, I do think the experience and tying that experience to the result that that person came in for and that's something that we've done for sure for a long time that's why this industry even exists in and of itself, but I do think we've gotten away from it a little bit, and part of that is just the competitive nature of the day.
Speaker 2:I think you nailed it on the head. I mean, I'm a very big component of experience and I think a lot of it. Aston, we were kind of talking a little bit about it before we hit the record button here and got on, and we're both in tech and I think tech has a huge role to play AI, everything that's out there but I think this industry in specific and I mean I can name a couple few other industries being in the marketing world and dealing with a lot of different types of businesses at certain times I've been prone to it too right Like, oh, let's just automate everything, let's just make everything simple, which kind of moves away from the leader mentality. Right, like, it's like we're not testing, we're not leading by example, but we need our technology to funny. Funny enough, we need to kind of go backwards 20 years. You know we need to say hey, like how can we leverage this technology but still bring some connection within our environment and with what we're doing?
Speaker 2:Um, I had a prospect come to me about what was it about six months ago when we were talking and, uh, he had three locations, he was an investor, so we bought three different locations and he was underwater like crazy and he was very desperate. I wish I could have helped him. But he was kind of at that point where, you know, right when we talk about right, when we talked about that time when it's like, oh, now it's time to bring in good employees, um, good wellness, he's like I'm cutting all my employees and just making everything completely automated. It's right, at the cost of people, and it's like but people go to the gym for people, it's the everyday. Yeah, absolutely, that's why we go there. Yeah, we want to have our alone time sometimes and I want to go there to celebrate being around a community with other people and we're all achieving stuff together. It's that atmosphere, it's that experience, even to the way that the people help me when I need help with certain things and so not to get off track because I could ramble about this that experience and I think a good start for any studio owner is kind of what you were talking about. Like let's look at all the touch points we have with people and kind of sit down and look at the data and I mean it's the first thing that came off.
Speaker 2:The top of my head was even deeper, like what type of people are in here and how long are they staying?
Speaker 2:Like that dip that you talked about, you know, could be something as simple as oh, you know, we're a yoga studio and we tend to bring in, you know, 30 to 40 year old women and maybe you know they they become moms and they can't do yoga for nine months and so they're using them, and that way you could look at the data and say, oh, maybe we have to introduce like a prenatal type yoga class, you know, and so there's so many different experiences that you can put out there. Why don't you tell people a little bit? Because we're kind of talking a lot about the stuff in the industry right now. I want to dive a little bit more into your platform a little bit and how someone, if they were interested, how how they could like not just find you we can, we can mention where they can find you at the end of this podcast but how your platform really helps them, like what is the, the main ways that it can help them with where they're at in their studio development yeah, absolutely so.
Speaker 1:The platform is, it's essentially a full scale. So from single studio owner operator all the way up to work with major franchisors that are overseeing hundreds of locations. So at that single studio level, what we're really doing is, you know, we just talked about automation, but we're automating the thing that you could get away with, still automating and not lose the human touch, which is reporting. So a lot of these things. It's not that the data doesn't exist in your booking platform. You integrate with MindBody. Those reports do exist, but essentially automating the pulling of those reports. So 12 to 15 to 20 different reports to go in do all of that manual work, pull those reports just to get the data, just to then figure out what's going on is where you know, a lot of the time is taken up and that's also what leads to people not doing it right. That's what leads to three or four weeks going by, or six or eight weeks going by without you know kind of getting all of the reporting that's needed. So we essentially automate pulling all of those reports, bring them into a single dashboard so that studio owners and operators can see exactly what's happening across their conversion funnel. So everything from leads, like I mentioned before, lead to book, book to visit, visit to member. We do it in a very granular way. We're also looking at historical data and things like that, so you know how your marketing is working right now compared to maybe 30 days ago or last quarter or anything like that.
Speaker 1:And then we get into your full membership growth and retention. So how many active members do you have? What's your churn? Suspended members, low engagement at risk, declines, balances everything's right there, so that you're able to understand the health and performance of your studio in seconds instead of literally hours of pulling all those reports and trying to figure things out. And then on top of that, we surface a lot of just really granular lists with your members. So you know who are those at-risk members to contact. That's pulled out right away, free, every day, so you don't have to go searching for those who are your all-starsstars, which is something we don't talk about. Who in your studio is crushing it right like let's celebrate those people. They are going to to your point. They're going to be the ones that are. If you ask them to do just about you know anything in service of the brand and the studio, they're going to say yes, they're going to raise their hand and that, and that could be referrals, that could be community partnerships, that could be Instagram stories, testimonials, case studies, anything like that. So identifying those people, knowing exactly who they are and celebrating them, celebrating your members at every stage. So, track milestones, who's at 25 classes, who's at 100, who's at 1,000, their lifetime value, who's contributing most to your revenue.
Speaker 1:So there's a lot of different things that we do on the platform and the real ethos behind it is that everything there has been put there for a reason, right. Everything there drives an action, whether it's from the lead side to the retention side, to your revenue performance, understanding which of your promotions have done well over the last three years. We have that full breakdown of revenue by service. We can see attendance by service. All those things are really granular and the idea behind it is that you know, if you're that single studio owner, there's a lot of work that goes into having these studios be, you know, profitable, right, and have that business be what you want it to be and dreamed of it to be. But it's high touch, right? We're talking about two to 400 members, small teams. It can easily suck you in every minute of every day, right.
Speaker 1:So this allows studio owners to take a step back have everything in one spot right, have their team aligned, team can have access, so you're not having to go pull those reports to give to somebody else.
Speaker 1:They can just see what's happening right there. Everything's at your fingertips and really what that allows for is, of course, a massive time savings. But, as we've talked about, are just actionable things that can happen every day without a lot of lag or having to be reactive in your business. And then, if we move up, we have what we call our executive dashboard. So if you're operating 60 studios or 600 studios, being able to see all of that, but as a blended view. So we can see all of that for California or for the US or for Canada or for our studios that are in a specific city, and then drill down to that single studio site. So really you know what our goal is is to create the most efficient operational environment that we can in boutique and do that through analytics. And then we also have some automations, just to they're operational automations. So just to save time late cancel fees, booking management and class scheduling.
Speaker 2:And you say you integrate with like MindBody and any of the other calendar apps, or do you guys have your own calendar app that you kind of utilize?
Speaker 1:No, so we integrate the booking platform. So MindBody currently and hopefully a couple others in 2025, in the new year, but I used to do that. Starting on MindBody, essentially, we can work with and pull into the platform.
Speaker 2:Yeah, it's the beauty with us being in the tech side. We do mostly, you know, the website side, the front-end marketing side, from a more marketing approach, and I tell our prospects all the time like, hey, like we can go in and we can API at a touchpoint with any of these platforms. You just have to allow us to. You know, get in there. Yeah, absolutely.
Speaker 2:And work the fun, work the fun with it. Well, it was very great to have you on today. I really do appreciate you taking the time out. Why don't you tell everyone? I'll put it down in the comment section of this, of this video cast, and in the podcast where they can find you.
Speaker 1:Yeah, absolutely so. We are at pipeline-solutionsco. That's our website. You can find me, tessa Thomas, on LinkedIn as well, very active on there if anyone wants to reach out. And the resource I would definitely suggest people check out would be our High Performance Studio Toolkit, which is honestly it's packed with really great resources, depending on where your bottleneck currently is. So if it's sales, there's resources for sales. If it's retention, if it's average member value or if it's scaling, you know, if all those things are great and the next step is for you to open up that second, third, fourth location, or 10th, 11th, 12th, wherever you're at. That toolkit is packed with resources for each stage. And if you don't know what the bottleneck is, the beauty of it is there's essentially a chapter right off the top that will identify where that bottleneck is in your business right now and then point you to those resources to go solve it.
Speaker 2:Beautiful. Well, again, I appreciate you having you on, and this is another episode of the Gym Break Cast Nice visionary session we had here. I really liked hearing everything that you had to say to these studio owners and or managers and I look forward to keeping the conversation going Awesome. Thanks, zach. Thanks for having me.
