The easiest way to not get what you want is to not know what you want.

A unit of time invested into learning how to maximise that unit of time will be more profitable than the same unit of time invested into anything else. (The smarter you get, the less you work for the same output).

Most business advice: “GROW is the answer. Now what’s the question?” Better business advice: “Your business is not a bathrobe, and its not one size fits all. What is the optics and what is actually going wrong here?”

You cannot spend your profits, only your cash. Profits are theoretical. Cash is fact.

One of the challenges for gym & clinic owners is the time lag between faulty decisions and when you measure your results. No point having goals if you don’t have the critical drivers in place that will actually get you there. Are you measuring inputs or just the output?

If you don’t understand scale, mess and debt cycles and how to effectively measure your output so you can keep score, you’re operating system is built on a mainframe known as ‘guesswork’. It’s not viable long-term to operate this way. Keep score, or get wrecked (eventually).

There is a very big difference in ‘doing good’ and ‘doing what feels good’. If you want to run a successful business, you need to be able to tell the difference.

There is such a thing as ‘healthy paranoia’, especially in business. Being overly optimistic feels good, but it will be your downfall eventually. Microsoft survived because it realised it had to pivot with the internet; blockbuster did not.

It still shocks me that most ‘marketing coaches’ tell their clients to name the three biggest problems that they solve, but fail to mention the best way to find that out is to actually ASK their target market and customers why they bought. That is always the best approach.

How to build a business empire with no money down while doing deals in your undies is the fastest way I can think of for getting yourself in a worse financial position compared to when you started. If it tastes like Kool-Aid and looks like Kool-Aid…

Your gym model can either optimise for commitment, or convenience. Both are viable, but you can’t have both. Pick your poison.

What you can control: - How you act in an economic downturn, what you focus on, and how you think. What you can’t control: - An economic downturn.

A team full of “yes men” will make you feel good at the end of meetings, but it won’t surface great ideas to move your business forward. Great solutions are a result of disagreement, ending in decisive agreement.

There are only three things you need to learn: 1) what you don’t know 2) what you know but isn’t so 3) what you learned but need to learn again

You can’t treat the front end of your business like a brothel and expect a thriving & saintly community at the back end. The best solution to your growth problems is not having a churn problem.

Retention is like dating. The first date is good, but very few celebrate it. Weddings on the other hand… that is an achievement. If you celebrated and tracked your long-term members as much as you did your new sign ups, your business wouldn’t need to worry about acquisition.