Chuck Runyon

Yeah, we will surpass 4,000 units in 33 countries operating in 17 different languages on five continents. And I think we're one of only maybe 15 franchise brands to ever do that. And no one's done it in that amount or that speed, that amount of time. So we've probably likely done something no other franchise brand has ever done before.

Yeah, we will surpass 4,000 units in 33 countries operating in 17 different languages on five continents. And I think we're one of only maybe 15 franchise brands to ever do that. And no one's done it in that amount or that speed, that amount of time. So we've probably likely done something no other franchise brand has ever done before.

Let's talk about profits since we're on that. The book is called Love Work. It's really about a culture, and then you've got these four Ps, people, purpose, profits, and play. What is your philosophy towards profits?

Let's talk about profits since we're on that. The book is called Love Work. It's really about a culture, and then you've got these four Ps, people, purpose, profits, and play. What is your philosophy towards profits?

No, I mean, look, it is the financial lifeblood of a business. And this was written specifically for those who are involved in a small to medium-sized business. And make no mistake, you have to have financial profits in your business. That is why we work. And the four Ps are a formula that have to be linked together. But we make very clear in the book that if you take out profits...

No, I mean, look, it is the financial lifeblood of a business. And this was written specifically for those who are involved in a small to medium-sized business. And make no mistake, you have to have financial profits in your business. That is why we work. And the four Ps are a formula that have to be linked together. But we make very clear in the book that if you take out profits...

the other three cannot sustain themselves, right? Where if you take out, say purpose, you can still have a sustainable company with like people, profits and play. But I mean, again, you have to make money in a business. And by the way, when you're making money that provides opportunities for your team, you can reinvest in them and you can change more lives, which has more purpose and play.

the other three cannot sustain themselves, right? Where if you take out, say purpose, you can still have a sustainable company with like people, profits and play. But I mean, again, you have to make money in a business. And by the way, when you're making money that provides opportunities for your team, you can reinvest in them and you can change more lives, which has more purpose and play.

So, you know, financial, I mean, you have to, you have to perform, you have to make money. And so we talk about that and, you know, some of the, And by the way, the book, I hope when people read it, they get a sense of empathy for just how tough it is and how much we admire those who own their own business.

So, you know, financial, I mean, you have to, you have to perform, you have to make money. And so we talk about that and, you know, some of the, And by the way, the book, I hope when people read it, they get a sense of empathy for just how tough it is and how much we admire those who own their own business.

And it tells us really some stories about how we made mistakes, about when we were a smaller business, we just weren't very good at strategic planning. We weren't very good at budgeting, and we weren't very focused in how we apply our resources. And I can tell you if after doing this now for 20 years and working with small businesses,

And it tells us really some stories about how we made mistakes, about when we were a smaller business, we just weren't very good at strategic planning. We weren't very good at budgeting, and we weren't very focused in how we apply our resources. And I can tell you if after doing this now for 20 years and working with small businesses,

Most small, small businesses are not very good at strategic planning. They're just not very rigorous or disciplined in their financial planning. And if I could go back in time, I wish I can do that. So this book walks you through some of that and specifically how to do some of that for as being a small to medium sized business. And but but make no mistake.

Most small, small businesses are not very good at strategic planning. They're just not very rigorous or disciplined in their financial planning. And if I could go back in time, I wish I can do that. So this book walks you through some of that and specifically how to do some of that for as being a small to medium sized business. And but but make no mistake.

I mean, if you have to make money, you have to show profits to have a growing, successful business. And so, you know, that is the lens we operate from. We also talked about the currency lifestyle. But, you know, a lot of it's focused on knowing your numbers, knowing your strategy and making sure that your business is improving and growing.

I mean, if you have to make money, you have to show profits to have a growing, successful business. And so, you know, that is the lens we operate from. We also talked about the currency lifestyle. But, you know, a lot of it's focused on knowing your numbers, knowing your strategy and making sure that your business is improving and growing.

So talk to me about purpose. How does a company find its purpose or where does that come from or how do you bring that about?

So talk to me about purpose. How does a company find its purpose or where does that come from or how do you bring that about?

Yeah, so in the book, we talk about like, you know, what if you sell widgets, right? What if you're not in the fitness space like we are? We give you some tips on how to find your purpose and how to elevate it within your company amongst all of your stakeholders. So we're very explicit in that. But I got to tell you, you know, I remember I've been in the fitness industry beyond almost 30 years now.

Yeah, so in the book, we talk about like, you know, what if you sell widgets, right? What if you're not in the fitness space like we are? We give you some tips on how to find your purpose and how to elevate it within your company amongst all of your stakeholders. So we're very explicit in that. But I got to tell you, you know, I remember I've been in the fitness industry beyond almost 30 years now.