From biweekly billing to single-tier models, clubs are proving that clarity, not complexity, is the future of club membership models.
When Rich Nelsen helped transform a network of former Gold’s Gyms into VASA Fitness nearly a decade ago, the goal was not to reinvent but to refine. Instead of leaning into trends or experimenting with flashier options, Nelsen’s team simplified — focusing on fewer membership tiers, a strong recurring revenue base and flexible technology. The result was a model that was not just sustainable, but scalable.
“The goal was to offer accessible fitness to more people without sacrificing quality or experience,” said Nelsen.
That vision gave rise to the STUDIO membership tier: HIIT, yoga and recovery classes offered under one roof at a fraction of what standalone studios charge. At each VASA location, members choose from just two or three clearly defined tiers.
The base membership includes gym access, while the STUDIO upgrade adds premium classes and recovery tools. In premium clubs, a deeper discount rewards those who commit to an annual plan, while higher tiers cater to month-to-month users or those wanting all-club access.
Across the country in Boston, Healthworks Community Fitness has landed on a different but equally member-centric approach. Mark Harrington Jr., the president of Healthworks, simplified their offerings during the COVID-19 pandemic by eliminating in-person sales teams condensing every option onto a single webpage.
“If it was too complicated to explain on a web page, then it was too complicated for us to solve,” said Harrington.
Their structure is now built on recurring biweekly billing, something Harrington called a cornerstone of their approach — it aligns with most members’ pay cycles and reduces cost friction.
Healthworks also avoids family or shared memberships. That clarity keeps churn data clean and allows the club to track engagement at the individual level. And like VASA, Healthworks places a high value on pricing predictability, helping its team forecast revenue and plan with confidence.
“You can count on the money coming in and predict and forecast what to expect,” said Harrington.
Healthworks also prioritizes value — making sure members receive a quality experience for the price.
“If you’re committing to your own health, and you’re committing to your health with us, then we’re going to kind of reward you with a really large discount,” said Harrington.
This emphasis on commitment and simplicity is echoed across the industry. For some, like Alan Leach, the CEO of West Wood Club in Dublin, Ireland, clarity around that commitment isn’t just a goal, it’s the foundation.
“The recurring, automated monthly billing model is a proven winner,” said Leach. “It’s the dream scenario: predictable revenue from tens of thousands of members paying in advance for services they’ve yet to use.”
With more than 41,000 members across six locations, West Wood operates with just two core price points: €149/month for all-access, or €109 for a single location. Both require a one-time €649 joining fee.
That consistency is intentional.
“We never discount our monthly fee,” explained Leach. “No corporate deals. No undercutting. Everyone pays the same, which keeps things fair and eliminates price-shopping.”
The club does offer student and senior pricing for €89 a month but avoids flash sales or tiered gimmicks. That approach, he argues, creates fairness and eliminates price shopping. The high joining fee gives the club flexibility to run promotions when needed — without touching the recurring rate.
All three operators agreed that simpler models lead to faster sales.
“I’ve tried them all over the past 35 years across different clubs — tiered pricing, bolt-ons, pay-as-you-go, etc. In practice, they just complicated the sales process,” said Leach.
More clubs are realizing that simplifying isn’t just about ease — it’s a strategic advantage.
Clear models help staff close memberships on the first visit, a priority for both VASA and Healthworks.
But embracing simplicity doesn’t mean standing still. VASA, for example, uses modular floor designs to stay agile as member behaviors evolve. When cardio declined and strength training surged, layouts were reimagined.
“Our rooms and equipment areas are designed to be modular, allowing us to quickly update, refresh and realign with changing member needs,” said Nelsen.
Similarly, Healthworks launched FLOW, an infrared yoga and breathwork class, and STUDIO LFT to meet rising interest in mindfulness and strength training, respectively.
Data also plays a pivotal role in shaping and supporting these decisions.
VASA tracks sign-ups, studio usage and personal training revenue across locations. Healthworks relies on join and cancellation numbers monitored daily, weekly and quarterly. West Wood focuses on total membership volume, monthly revenue and demographics. After seeing a surge in younger members post-COVID-19, Leach noticed some tension with older members. His solution? A 20% price increase, rather a structural overhaul.
“A simple structure makes decisions like that fast and effective,” explained Leach.
Flexibility is another key benefit of streamlined models, especially when paired with self-service tech. At VASA, members can freeze, upgrade or downgrade through the app with longer freezes prompting a check-in. At Healthworks, tech enables members to manage everything themselves — no staff needed.
“The Gen Alpha consumer is looking for extreme flexibility or a big discount if they’re losing that flexibility,” said Harrington. “So we want them to be able to — through their phone or through our website — do all that stuff with the membership. They should be able to join, cancel or freeze their membership without having to talk to a person.”
Each club uses its own metrics to define success. At VASA, it’s a blend of sign-up rates, personal training session completion and cafe revenue. At Healthworks, it’s churn trends and new joins. For West Wood, the most telling metric is profitability.
“We’ve seen 3% increases in price deliver 16% gains in profit because that extra revenue drops straight to the bottom line,” said Leach.
Looking ahead, all three leaders are testing enhancements. VASA is developing small group plans to let friends join under a shared package and adjusting pricing to round-dollar marketing. Healthworks is exploring loyalty programs tied to engagement milestones and more customizable bundles for new members. Leach is staying committed to simplicity but warns against blindly following trends.
“Changing that model just because it’s trendy can be a huge mistake,” said Leach. “If it’s working and your sales system is built around it, think very carefully before making things more complicated than they need to be.”
Each operator also acknowledged the psychological power of the recurring model. Leach said members pay in advance for access, mentally commiting to the gym. But, when they don’t use their membership, guilt becomes its own motivator.
Predictable revenue, they agree, enables better decision-making. It allows clubs to hire more confidently, invest in long-term infrastructure and adapt pricing with less risk. And for investors, it’s an undeniable asset.
“Subscription-based services are the holy grail of business models, and the fitness industry nailed it decades ago. The rest of the world is just catching up,” said Leach.
Whether national or local in scale, the message is clear: simplicity drives clarity and clarity drives results. Membership isn’t just about access, it’s about identity, commitment and long-term value. In a competitive market, clubs that focus less on complexity and more on connection are positioned not just to retain members, but to lead the industry forward.
