Six women in fitness leadership share career advice, personal wins and what keeps them motivated.
The fitness industry has long been shaped by the women who show up — not just to train, but to lead, build and inspire. This month, Club Solutions spoke with six women driving change across the industry, from boutique studios to global franchise systems. Their paths are varied, their titles different, but a common thread runs through each of their stories: a belief that fitness, at its best, is about people. In their own words, they share the advice that shaped them, the accomplishments that define them, and the purpose that keeps them moving forward.
Nichole Buchholz, the VP of Marketing at Chuze Fitness
What led you to the fitness industry?
I always knew I wanted to work in marketing, but when I landed my first role in the fitness industry, it turned out to be the perfect blend of my passions. With a background in dance and a growing love for strength training, I quickly developed a deep appreciation for the impact fitness can have on people’s lives. Helping make movement and wellness more accessible is what has kept me passionate about this work for the past decade.
What’s one characteristic you believe every leader should possess?
Accountability. When leaders take ownership of outcomes — both the wins and the challenges — and give credit where it’s due, it builds trust and sets the tone for the entire team.
What is the best piece of advice you’ve been given?
Progress over perfection. Growth comes from continuing to move forward, learning along the way and improving as you go.
What is your biggest accomplishment?
Turning a passion for helping others into a career. Being able to combine my love for marketing with a mission that genuinely supports people’s health and well-being is something I’m incredibly proud of.
What advice would you give to other leaders in the industry?
Stay connected to the “why.” Fitness is about so much more than workouts or memberships — it’s about improving people’s lives. When leaders keep that purpose at the center and focus on making fitness welcoming and accessible, it not only strengthens communities but also builds stronger businesses.
Lauren Cody, the Brand President of Orangetheory Fitness
What led you to the fitness industry?
I built my career leading global, customer facing franchise organizations through periods of growth and transformation. Fitness has always been a passion. Early in my career I taught group fitness classes. I have consistently prioritized exercise because of the positive effect it’s had on my outlook, performance and quality of life. It has certainly sharpened my focus and resilience as a leader.
Humanity is aging across many countries globally, including in the U.S. As someone who’s always been driven by the consumer and people-centered insights, I became increasingly focused on the importance of longevity and creating health spans that could match our increasing life spans. Joining Orangetheory Fitness allowed me to be a part of the brand’s movement to help people live longer, more vibrant lives by delivering structured, strength and cardiovascular training supported by real-time performance insight and coach-led accountability. It brought together my professional expertise and my personal mission to help people live better for longer.
What’s one characteristic you believe every leader should possess?
Clarity. In a fast-moving industry, there is constant pressure to react to trends. Strong leaders provide direction. They define where the organization is going, what it stands for and why. Clarity drives understanding within a given context. This drives alignment. It builds trust with franchisees and teams. When expectations are clear and standards are consistent, people can execute with confidence. In a franchise system, clarity and consistency are what allow entrepreneurial operators to thrive within a disciplined, shared framework.
What is the best piece of advice you’ve been given?
“Life isn’t a dress rehearsal. Know what you want to be and do and go after it with focus and determination.” I heard this advice for the first time in my late 20s, and I have been reminded of it often in my 30s and early 40s by my father-in-law, who was a successful business leader. It’s been in the back of my mind as I’ve repeatedly taken the less traveled path throughout my career, living and working internationally and taking calculated risks to gain unique business and life experiences. This has given me a broad commercial foundation and a wide global perspective which I leverage continuously in my role leading Orangetheory globally today.
What is your biggest accomplishment?
It’s important to me to stay true to my values: honestly, integrity, fairness, collaboration and win-win outcomes. I’m also proud of leading large-scale transformations in complex franchise systems.
Earlier in my career, I led a national market turnaround in the food and beverage industry that restored brand relevance and returned the business to double-digit growth within three years. That experience reinforced the importance of vision, disciplined execution, franchisee alignment and a clear consumer value proposition.
At Orangetheory, my focus has been guiding the brand through change. That includes refining our programming mix to emphasize strength alongside our cardio offering, reinforcing franchisee support systems and ensuring that studio-level performance remains consistent and competitively advantaged. Building leadership teams and scalable infrastructure that create long-term growth and preserve brand integrity is the accomplishment I value most.
What advice would you give to other leaders in the industry?
Elevate the conversation from access to outcomes. For years, the industry focused on making fitness accessible. That was necessary. The next chapter is about results and impact – better quality of life today and into the future. Consumers want to build strength, improve metabolic health, increase performance and feel capable in their everyday lives. They’re looking for support, structure, personalization and community to help them on their wellness journey.
Leaders should focus on program integrity, brand clarity, operational excellence and innovation. In a franchise model, operators are strategic partners and local brand builders. Investing in their success strengthens the entire system. The brands that will lead the future of fitness are those that combine disciplined execution with genuine community and deliver results that support long-term health.
Ellen Latham, the Creator and Co-Founder of Orangetheory Fitness
What led you to the fitness industry?
Fitness has always been part of my life. My father was a physical education teacher and football coach, so I grew up seeing how movement builds discipline, confidence and resilience. I also saw how a great coach can change the trajectory of someone’s life.
When I was laid off in my 40s and navigating single motherhood, I went back to that foundation. I began teaching Pilates from my home and eventually opened my own studio. What I kept hearing from clients was that they felt strong but weren’t seeing the metabolic results they wanted. That pushed me to develop a workout that combined strength training and cardiovascular intervals into a single structured session, guided by heart rate and built around measurable progress. At the time, I was not trying to create a brand. I was trying to solve a real problem for real people using principles grounded in exercise physiology. That problem-solving mindset became Orangetheory.
What’s one characteristic you believe every leader should possess?
Discipline, paired with conviction. Discipline keeps you consistent, while conviction keeps you steady when others question your direction. When I started Orangetheory in my 50s, the industry was already full of trends. It would have been easy to chase what was popular, but instead, I chose to build something rooted in exercise physiology, data and measurable outcomes.
As a woman building a brand in a competitive industry, I had to trust my experience and stand firm in the science. That required discipline, but it also required belief in the long-term vision. Leadership is not about reacting to what is popular, but about having the courage to build what you know will last.
What is the best piece of advice you’ve been given?
Focus on what you have, not what you lack. I learned this lesson as a child when my father helped me see my strengths after I finished last in a race. That shift in perspective stayed with me and is what I often refer to as a momentum shift. In fitness and in business, progress starts when you build on what is working. Momentum creates confidence. Confidence drives growth.
What is your biggest accomplishment?
I’m proud of the scale of Orangetheory, but the number of studios is not what matters most to me. What makes me proud is that we built a program designed around longevity. It improves cardiovascular health, preserves muscle and supports health span, which becomes increasingly important with each decade of life. We built a system that helps people take control of how they age.
The moments that stay with me are not the growth milestones. They are conversations with members in their 60s and 70s who tell me they are hiking again, playing with their grandchildren or doing things they once thought were behind them. That is the true accomplishment. I’m also proud that I started this company later in life. It reinforces the message that reinvention and impact are not limited by age and that purpose doesn’t have an expiration date.
What advice would you give to other leaders in the industry?
Stay focused on meaningful outcomes. It is easy to get distracted by what is trending or what looks exciting on social media. I have watched this industry evolve for decades. The leaders who endure are the ones who stay committed to the fundamentals and create an environment where people feel supported and accountable.
Also, invest in your people. Franchisees, coaches, trainers and studio leaders are the heartbeat of this industry. Equipment can be duplicated, but culture cannot. If you lead with integrity and stay focused on helping people truly improve their lives, the rest takes care of itself.
Paige Littlejohns, the Sales Director at Curves Europe
What led you to the fitness industry?
I’ve always been more driven by purpose. I’m motivated by work that has a meaningful impact in people’s lives. I was drawn by the Curves mission: “strengthening women,” not only in health but also creating opportunities for women to own and lead businesses in their communities. When women walk into a club feeling unsure of themselves, and months later leave stronger physically and mentally, you see firsthand how powerful Curves can be. Being part of building a network that creates those spaces continues to keep me motivated.
What’s one characteristic you believe every leader should possess?
I believe integrity is the most important characteristic a leader can have. Leadership is not just about making decisions, you must also build trust. Teams and franchisees need to know that the person leading them is consistent, honest and guided by strong values, especially when decisions are difficult. In franchising and business growth, there are always pressures around targets, performance and expansion. Integrity ensures that growth never comes at the expense of people or purpose. When a leader consistently acts with integrity, it creates a culture where others feel safe to contribute, challenge ideas and grow.
What is the best piece of advice you’ve been given?
“Focus on building something that lasts, not something that looks impressive today.” In the fitness industry especially, it’s easy to get caught up in short-term ‘fads’ rapid expansion or quick wins. But sustainable success comes from building strong foundations, strong franchisees, strong communities and strong operational systems. This advice is key for how we approach our growth. It’s not just about opening more clubs; it’s about ensuring every club has the support and structure to succeed long term.
What is your biggest accomplishment?
Taking on responsibility for Curves in Africa, right after COVID-19. They had been struggling for years, and the immediate priority to stabilize, rebuild trust, improve operations and ensure the existing clubs had the support they needed to survive.
After more than ten years without franchise sales, we successfully completed multiple new franchise sales in Africa. That was a significant milestone because it showed renewed confidence in the brand and the system.
That progress ultimately led to me stepping into the role of sales director for Curves Europe, where my focus is now on developing a structured growth strategy across multiple markets.
What advice would you give to other leaders in the industry?
My advice would be to lead with purpose and stay close to the people you serve. The fitness industry is constantly evolving, but at its core it will always be about people. We must always remember that every decision ultimately affects someone’s health, confidence and well-being. Also, invest in building strong communities. When people feel connected and supported, they stay, grow and help others do the same.
Kiley Mutschler, a Regional Manager at Active Wellness
What led you to the fitness industry?
I’ve always been passionate about helping others, living a life with purpose and wanted to make a difference. I always believed I would work with kids, but when I had the opportunity to join the university wellness program for faculty and staff, I loved the idea of working with this demographic and saw firsthand the program’s impact on their well-being. This led me to pursue a degree in health and fitness management. I began my career working in corporate wellness right after college and I have never looked back.
What’s one characteristic you believe every leader should possess?
Humility. To me, humility embodies many characteristics that a leader should possess, including patience and self-awareness. Humility allows you to recognize that you don’t have all the answers and that a better way of doing things may exist. It allows you to appreciate every interaction and experience as an opportunity to learn and guide you, if you let it. It helps you lead with a servant heart, never being above anyone or anything asked of you or your team.
What is the best piece of advice you’ve been given?
When it comes to work career advice, it came from my mom. She told me the key to success as a leader of people is to: “Make sure that you build up the people who work for you. Too many managers fear that others may end up being better than them and therefore try to hold them back. The truth is, don’t worry about them being better than you, hope that they are. Because the truth is, if you are elevating others, you should also be elevating yourself as a leader.”
What is your biggest accomplishment?
Reflecting on my mom’s advice, the most rewarding accomplishment in my professional career has been hiring, developing and then promoting others. It never gets old watching the people around you get recognized for opportunities that allow them to step into larger roles or even become peers themselves. I love sharing in their success and hope to continue experiencing that throughout my career.
What advice would you give to other leaders in the industry?
Remember your “why.” Take the time to celebrate the small wins. Stay present but not stagnant. Build connections and community. Find joy in every day.
Heidi Sivers-Boyce, the President and CEO of Hawthorn Farm Athletic Club
What led you to the fitness industry?
My path into the fitness industry was somewhat unexpected. I come from a third-generation family business rooted in commercial real estate, and Hawthorn Farm Athletic Club was developed as part of a larger multi-location project. When the club opened in 2000, I was completing my PhD and beginning an academic career while also starting a family. My husband and I ultimately chose to stay in Oregon near family, which led me to helping in the family business. Over time I worked across many levels of operations in multiple fitness and hospitality businesses before choosing to only hold a single, community-centered club. My academic work examined how trauma, anxiety and depression affect memory, learning and the sense of self. Being in both fields deepened my appreciation for the connection between physical health, mental health and community. This ultimately drew me fully into the industry.
What’s one characteristic you believe every leader should possess?
The willingness to practice and improve leadership the same way we work on our health. Leadership, like physical wellness, requires consistent effort, reflection and growth. I think the best leaders treat their development as an ongoing practice, learning from experience, keeping it fun, strengthening their skills and continually working to improve.
What is the best piece of advice you’ve been given?
Play the long game. Focus on building strong relationships. Invest in people and make decisions with a long-term perspective.
What is your biggest accomplishment?
Helping sustain an independent, family-owned athletic club in an industry increasingly dominated by large chains. Creating a community-centered club that continues to evolve while serving members across generations is something I’m very proud of.
What advice would you give to other leaders in the industry?
Never lose sight of the role clubs play in people’s lives. They are communities that support physical health, mental health and, importantly, connection. Community can be increasingly hard to find. Leaders who prioritize that impact will build stronger organizations.
