The People-First Growth Strategy Driving ENDO Fitness

When ENDO Fitness started in 2003, Bob Rodger, the CEO, and his team had a simple vision. They saw a need and a subsequent opportunity for affordable fitness clubs with quality equipment in California.

“At our core, the goal was to be welcoming and convenient,” said Rodger. “To show the members we really care. That philosophy, paired with some nice equipment and a few good decisions, was enough to experience success in the marketplace at that time, although it would not be enough today.”

Early members chose the gym for price, convenience and comfort. Rodger said he has no doubt members still choose their clubs for those obvious reasons, but they also have members who choose them for the quality of the clubs, the environments they create and the equipment and programming they offer.

“Our mission statement today calls us to create healthy communities, families and individuals,” said Adam Osborn, the COO. “I believe the most powerful way we can live that out is through our people. Our hope is that we build more than gyms. We’re working to create communities where members feel known, encouraged and supported at every step of their fitness journey.” 

Today ENDO Fitness operates 39 locations across three states under two different brands — Fitness 19 and Vim + Vigor Fitness.

“We’re in the interesting and unintended position of operating two different brands,” said Rodger. “Both brands operate at similar price points in the same general area. Our organization started in 2003 under the Fitness 19 name and franchise. Over the years, our team, corporate skillset and our product evolved in meaningful ways — just like the industry itself. Ultimately, we decided to create our own brand free of the constraints, limitations and often conflicting objectives of franchise relationships. That turned out to be a great decision and now we’re seeing exciting progress exclusively growing our Vim + Vigor Fitness brand.”

According to Osborn, growing their leadership team organically has made that possible.

“Nearly every leader in our company, outside of specialty functions like marketing and finance, began their careers inside our clubs working the front desk, training clients or caring for kids,” explained Osborn. “They know firsthand what it means to serve members. That shared experience creates a culture where ‘happy to help’ isn’t just a phrase, it’s who we are.”

Looking ahead, Osborn said they’re excited to expand this culture with each new opportunity, elevate their member experience through innovation and continue raising up leaders from within.

Expanding the Culture

While creating a strong culture is likely a goal for all health clubs, business owners and executives across the country can likely agree that leading teams today is only getting harder. Expectations from team members have shifted dramatically in a short period of time, and they’ll continue to evolve.

“Our secret weapon in navigating this change is my partner Adam,” said Rodger. “He’s constantly considering what it feels like to work in our clubs and for our company. He’s an incredible listener. He brings groups together and creates a safe space for honest feedback to reeducate us as leaders on the team member experience in the clubs. Not every idea is perfect or ready for action, but we receive great actionable feedback. The speed of action is critical. When team members see their feedback led to real change it builds confidence, trust and a sense of ownership.”

Equally important, the company has built its team from the ground up. Every person in the organization matters and has the power to effect change. Over the years, leaders have been cultivated through mentorship, and it’s been incredible to watch people grow from starting at the front desk to becoming district managers. That journey defines the culture: everyone has the opportunity to rise, contribute and lead.

“Building culture isn’t easy, and you won’t always get it right the first time,” explained Osborn. “What matters is how transparent you are about the process and how quickly you’re willing to pivot when something isn’t working. For us, it’s always members first, team members next and then everything else. Creating a strong internal culture requires patience. Sometimes it takes time for people to believe you truly have their best interests at heart. At the end of the day, culture is about trust, consistency and showing our team we’re committed to building an environment where they can thrive.”

Raising Leaders from Within

That commitment to culture doesn’t stop at communication and trust, it extends to every aspect of how the company grows its team. From the hiring process to long-term development, Rodger and Osborn believe a strong culture is built by surrounding yourself with the right people and giving them the opportunity to succeed.

When it comes to hiring new talent, Rodger believes in one core principle: “It is not who you hire, it’s who you keep.” He acknowledged that leaders won’t get every hire right, especially when the interview process may be hurried or remote.

“Maybe the candidate is a better interviewer than team member,” said Rodger. “No big deal if a mistake is made. When the performance or fit cannot be improved with appropriate coaching, move on. By the same token, when you have the right person in a role you must retain them. We want a person who believes they can make our company better and that in turn will make their life better. That’s authentic buy-in. Outside of that we’re looking for eager learners and smiling faces for in-club teams and of course technical skill for certain corporate roles. And if they love what fitness can do for people, even better.”

Osborn added by observing how team members interact with others, handle pressure and create positive environments, the team identifies those who naturally embody the organization’s values. This focus on promoting from within allows the company to develop a deep pipeline of talent, ensuring future leaders understand the member experience firsthand and continue to strengthen the culture from the ground up.

Investing in staff training and development has also been a key pillar of success. Rodger and Osborn believe investing in people is one of the most important ways they can ensure long-term success.

New hires have access to online training tools that introduce them to the company, culture and role they play from company leadership and club management teams. For club managers, the company hosts two to three in-person workshops each year, creating space for collaboration, hands-on learning and leadership development.

“Our corporate teams are encouraged to stay on the cutting edge by attending industry events like the Club Solutions Leadership Retreat, as well as conferences specific to their fields,” said Rodger. “We also bring a strong team to the HFA show each year, giving our people exposure to best practices, innovations and networking opportunities in the industry. Training is like fitness — it’s not a one and you’re done — it’s continuous and evolves as our team does.”

Elevating Member Experience Through Innovation

Just as ENDO continuously invests in their staff, they also are consistently innovating to deliver the latest and greatest experience to their members and employees.

According to Osborn, their next wave of innovation is about reimagining how technology can empower their teams. “We’re strengthening our website chatbot and exploring the addition of an AI phone operator to handle routine calls and questions,” he explained. “We hope this provides our in-club teams with more time to do what they love which is connecting with members and coaching their teams. For us, technology is a tool to create better work environments and elevate the member experience.”

As a smaller corporate team, ENDO Fitness relies on its vendor partners to help them stay current and on trend. Currently, the brand has several AI innovations, either launched or in beta — attrition modeling and retention interventions, chatbots and voicebots, cancel-save technologies, etc. They’ve also recently launched a partnership with a virtual health care provider to provide members with access to quality, affordable medication for weight loss, menopause care, hair loss and sexual health.

“From an operations perspective we implemented a new HRIS software last year to better serve us across the volume of units, team members and jurisdictions,” said Rodger. “We also added a new procurement software provider and an asset management product for the first time. We know that innovation only succeeds when paired with the right collaborators, which is why choosing partners who share our vision and values is just as critical as the technologies we adopt.”

One example of this is their partnership with HYROX, making their brand new Vim + Vigor Fitness location in Highland, California an official HYROX Training Center. This partnership allows them to bring a world-class training experience to the community, inspiring members to push themselves and connect with others in a new and exciting way. 

“Innovation is only meaningful if it drives culture forward, and these steps are designed to strengthen both our team and our community,” said Osborn.

Looking Ahead

As ENDO Fitness looks to the future, Rodger and Osborn are clear about what sustainable growth means for their organization: patience, purpose and people.

In 2025, the company celebrated two successful openings, both the result of lengthy negotiations. “Our long-term growth will look just like that,” said Rodger. “Despite our very sincere and real focus on growth, we’ll patiently wait for the right opportunities.” Some years, that may mean three or four new clubs; other years, none at all. Ultimately over the next decade ENDO aims to add another 20 clubs across California and beyond.

For Osborn, growth isn’t simply about adding locations. It’s about creating something to be proud of — more opportunities for team members to step into leadership roles, more members whose lives are impacted and stronger corporate teams supporting the mission. “Ultimately, growth is about creating a legacy of healthy communities and careers that last,” he said.

When it comes to the broader fitness landscape, both leaders are energized by the momentum they see across the industry. “Fitness is electric right now,” said Osborn. “You can feel the momentum everywhere. Gen Z is redefining what it means to be healthy, turning fitness into part of their lifestyle and identity. They want variety, connection, and experiences that are real and fun. From podcasts to wearables, recovery tools to community events, it’s everywhere and we get to be the ones creating spaces where people don’t just work out, they enhance their lives. That’s what makes this such an exciting time to be in the industry.”

Looking ahead, Rodger’s prediction for the next five years in fitness is grounded in experience rather than flash. “Leadership and innovation, not labels, will separate the winners,” he said. “The exceptionally managed ‘HVLP 2.0’ franchisors or operators will break free from the pack.  Those brands that hold tight to the ethos of a quality gym with low-cost roots and while innovating will grow and flourish. Even in an ever-increasing competitive environment.”

Osborn also cautioned that success in fitness requires grit and discipline. Many new operators, he explained, underestimate the challenges of the business. “Loving fitness isn’t enough to get you through the hard parts of this business,” he said. “You have to embrace the valleys as much as the mountaintops. To enjoy the work no one sees and make smart, disciplined decisions when things get tough. And it will get tough. Not everyone is built for that, but the ones who are will still be standing and profiting years from now.”

For ENDO Fitness, that mindset is exactly what will carry them forward. With a people-first culture, an eye for innovation and the patience to grow the right way, the company is focused on more than expansion. It’s building a legacy — one club, one community and one leader at a time.