Importantly, we’ve also driven a 20 per cent reduction in attrition, with monthly churn now below 3 per cent. This re ects improved engagement, retention and member satisfaction. Another important and substantial investment has been in sustainability and energy independence. We’ve installed 500kW of solar panels and a combined heat and power (CHP) system, which together provide around 60 per cent of the club’s energy. This has halved our energy costs. While operational costs have increased signi cantly in recent years – broadly in line with revenue growth – these partnership-led investments in solar and CHP have helped mitigate and cap rising energy costs, supporting long-term margin protection. What does the future look like for - - ? 3-1-5 is a very large club – about 64,000sq ft of active space – but I’m increasingly interested in developing smaller neighbourhood facilities. The idea would be to take the 3-1-5 brand and deconstruct it, delivering it in a more compact, accessible, scalable format across multiple locations. We will effectively create smaller wellness hubs embedded within communities, all of which will replicate our core ecosystem: training, recovery, measurement and community. They will feature connected strength and conditioning equipment alongside recovery
services and personalised health support. Technology will play an important role in this ecosystem, capturing data so people can track their progress and understand how their training, recovery and health metrics interact. However, technology will enhance human connection, not replace it. How do you view the sector’s future? For 35 years, I’ve believed that health clubs should be about positively changing people’s lives, not just providing services and facilities. I now feel the stars are aligning, with everything I’m passionate about coming to the fore. Consumers are more informed, more proactive about their health and more willing to invest in experiences that improve their wellbeing. The value of what our industry does is starting to be recognised, with forecasts suggesting our penetration rate could double over the next decade. If that happens, it will transform both the industry and public health. There will be a clear divide: middle-of-the-road operators will come under increasing pressure, squeezed between the continued rise of high- value, low-cost budget models and the growth of premium, service-led health clubs. Those who continue to sell access to facilities will struggle, while those who deliver meaningful, measurable improvements in health will lead. For us, that’s the opportunity – and the responsibility.
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STATE OF THE UK FITNESS INDUSTRY REPORT 2026
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