When Expresso Fitness CEO Brian Button set out to build an interactive bike that was the first of its kind, he revolutionized the fitness equipment industry and gave clubs access to a truly unique experience that is quickly becoming a favorite among members.
Brian Button, CEO of Expresso Fitness, didn’t start out working in the fitness industry. In fact, if someone had tried to tell him early on in his career that he would one day run one of the most innovative fitness equipment companies in the world, he might have thought they were crazy. Although Button was an avid tennis player and had long enjoyed an active lifestyle with his wife and two sons, he spent more than 20 years working in executive management positions in Bay Area and Silicon Valley start-ups. That is, until 2003 when the dot-com bust put the company he was running out of business.
THE VISION
“I suddenly found myself unemployed and was trying to figure out the next step,” he says. After searching through a variety of ideas for start-ups, Button came across a proposal by John Fisher, an avid cyclist and inventor. Fisher had been experimenting with an idea for riding indoors; he would play video of the Tour de France in his garage and “ride along” with the racers on television on a stationary bike. Both men recognized the amazing potential for improving interactive technology in fitness, and they soon partnered to launch Expresso Fitness and funded the development of a prototype. After completion, it became clear they were on to something when they introduced the bike to a variety of club industry personnel and received a terrific response.
Since the company was founded, Button has worked hard to make the dream a reality. “I didn’t know much about game software or fitness equipment when we set out to do this, so we recruited innovative minds from the game software industry, along with some talented engineers to make it happen,” Button says. “I bring intensity and urgency to the company culture, and I also believe in giving employees a sense of empowerment. Everyone gets stock options, so they feel a real sense of responsibility for getting results.”
In addition, Button is very selective during the hiring process and says he tries to behave the same as he does on any other day while he is conducting interviews, and that the most important factor for him is that the new person is a good cultural fit. “We are an informal yet very results-oriented company, and it is imperative to determine this type of criteria before you begin the interview process. I always spend less time on the resume and more time on the individual,” he shares. Button also recognizes that, as CEO, he must be willing to put his ideas out there – and to take any hard knocks or criticism that happen to come along as a result with humility, in order to continue to learn.
Expresso’s entire philosophy is based on taking a different view of fitness, especially cardio equipment. In fact, much of the company’s vision is based on an understanding of the enormous impact gaming has had on our society. For example, according to one study that was published by the Oxford University Press, the average age of gamers is now around 30 years old and is steadily increasing. Furthermore, the same study found that the gender gap is closing among gamers, with women now making up around 43percent. “If you realize the ability of video games to sustain long-term appeal with a large portion of the U.S. population, including individuals from a variety of backgrounds and across multiple generations, it becomes clear that they are not going to go away,” says Button.
GETTING CONNECTED
At Expresso, every piece of equipment comes standard with Internet connectivity, and the size of the company’s software development team is three times the size of its hardware team. “In 2004, we were trying to decide if Internet access should be included with every bike,” says Button. They were concerned with connectivity issues and cost, but ultimately decided that most clubs would be able to bring the Internet to the cardio floor. The level of connectivity this allows between members and their workouts is revolutionary – progress is recorded and comparisons can instantly be made. In addition, Expresso bikes bring an exciting mental aspect to the market that is very unique, making traditional indoor exercise more engaging to more people.
“When a new user is introduced to one of our bikes, he or she mainly notices the fun, interactive elements first. After a few uses, however, people really start to get a sense of how the online component comes into play,” Button says. Here’s how it works: New users are prompted to create an ID, which then allows any Expresso bike to “recognize” them at login whenever they ride. Riders can ride alone, against one another, or even against a “ghost” that represents one of their own previous rides. In addition, information about distance, calories burned, power to heart rate ratio, pace comparisons and completed rides is stored online and can be accessed from any computer. Although most other cardio equipment does monitor and summarize a user’s workout, after it’s over there is usually not a way for the machine to recall the information upon next use. The end result is that many members have no idea how they are really doing from one workout to the next, because they have no means of easy comparison.
“The new level of contact provided by our bikes provides value and engages members in a whole new way,” says Button. To demonstrate this, Expresso encourages and assists health club owners by hosting contests and events that harness this, helping to generate membership excitement while building a sense of community in the clubs. For example, fitness facilities can hold contests that include several unique challenges, allowing participants to race against one another and/or hundreds of other riders across the country. This gives club owners and managers a good reason to communicate with members and also encourages club participation. Expresso has already attracted more than 110,000 registered users who ride an average of 100,000 miles every day – roughly four times around the Earth! “We really envision a worldwide cyber community of individuals who are engaged with our active game world. We plan to continue to invest and grow this community,” says Button.
THE PROGRAMMING
Expresso’s software was launched with the introduction of a fairly serious tour, where users ride a loop, either alone or in competition with other riders, while going up and down “hills”, shifting and steering. “While many people found it fun, it was relatively serious and sedate, which we did intentionally because we do want to be taken seriously,” says Button. Today, the company has also begun to explore some “lighter” elements in their programming, with the introduction of courses that have riders catching dragons, collecting coins and aiming for a top score instead of a best time. Button says the programs were designed to be a little more frivolous and lighthearted, while still providing a challenging workout. This gives users a variety of options, and can also help club owners appeal to a wider demographic.
MOVING FORWARD
According to Button, Expresso plans to continue to reach new markets and fit into a wide cross-reference of health clubs. Today, the company’s bikes can be found everywhere from 24-hour clubs like Anytime Fitness and Snap Fitness, to Gold’s Gym, Crunch and Equinox to name only a few, and they are also present in YMCAs and recreation centers around the country. In fact, Button says the company has worked hard to make the bikes accessible for every club. “We are proud of all the places the bikes go. We have actually installed an equipment locator on our Web site to help curious exercisers and club owners find an Expresso bike at a club in their area.”
As for the economy? Button says they remain relatively optimistic. “After five quarters of declining sentiment, we feel things are likely to begin to turn around.” He also advises club owners to reinvest in clubs carefully this year by choosing improvements that current members will really be able to recognize as new and different, and that will help position them in a new way and attract new members. Today, Expresso is nicely positioned as the fitness industry continues to offer more interactive features in health clubs across the country – a phenomenon that is on the rise as more industry leaders begin to understand how this type of programming can entice new members and engage existing members in a whole new way. “We feel that, in 8-10 years, every new piece of equipment will have an interactive element,” says Button, adding “We don’t see it as a niche market at all – we see it as the future.”
Keys To Success:
GIVE your employees a sense of empowerment. Benefits like stock options encourage a sense of ownership and can encourage employees to take responsibility for getting results.
TAKE criticism as a learning process and weather difficulty with humility in order to continue to improve in all aspects of your business.
ENGAGE members with workouts that will challenge both body and mind. This will help keep them connected to your club and excited about working out.
PROVIDE a way for members to track workouts and measure progress. This motivates members to try harder and offers a level of accountability.
HOLD contests to engage members and generate excitement about new equipment and new offerings.
MAKE a point to outline what you are looking for before you interview candidates for a new position. A good cultural fit can be more important than what’s listed on a resume.
