Job Summary:

The General Manager is the highest-ranking operational authority within the club. This is not an operational execution role — it is a strategic leadership role responsible for the overall performance, culture, growth, and profitability of the club.

The General Manager leads a team of department heads and managers, owns the club's P&L, drives the long-term vision of the business alongside ownership, and ensures that every function of the gym — from member experience to financial performance — operates at the standard FitLife demands.

The ideal candidate is a seasoned leader who has built and led high-performing teams, managed a business unit's financial performance, and understands the full lifecycle of a service-driven fitness or hospitality operation. They bring authority, clarity, and commercial intelligence to every decision they make.

I. Strategic Leadership & Business Ownership
• Act as the actual leader of the club, making decisions that align with the owner's vision and the business's short and long-term goals.
• Own the club's financial performance — including revenue, cost control, margin management, and profitability — and report directly to ownership with full transparency.
• Drive the club's strategic planning cycle: setting annual goals, defining quarterly priorities, identifying growth opportunities, and executing against a clear business roadmap.
• Benchmark the club's performance against industry standards and competitors — identifying market gaps, positioning opportunities, and service differentiators.
• Lead the development and continuous improvement of all business systems, processes, and standards across every department.
• Make high-stakes decisions with speed and confidence — escalating to ownership only when truly necessary, and presenting problems alongside proposed solutions.

II. People Leadership & Organizational Development
• Lead, develop, and hold accountable a team of department managers and senior staff.
• Build a management team capable of operating autonomously and at a high standard; develop successors and internal talent systematically.
• Set the cultural tone of the organization — establishing expectations around accountability, performance, professionalism, and member-centricity that cascade through every level of the team.
• Drive the club's recruitment strategy at the management level, ensuring the right people are in the right roles at all times.
• Oversee performance management across all departments — ensuring evaluations, feedback cycles, and development plans are executed consistently and fairly.
• Identify structural weaknesses in the organization and proactively redesign roles, responsibilities, or team structures to address them.

III. Financial Performance & P&L Ownership
• Own the club's full P&L — understanding the drivers of revenue and cost across all departments and taking accountability for financial results.
• Set, monitor, and act on financial KPIs including membership revenue, PT revenue, cafeteria performance, cost per acquisition, retention rates, and EBITDA contribution.
• Approve budgets, significant expenditures, and investment decisions — ensuring every major spend is justified by a clear business case.
• Partner with the Bookkeeper and Operations Manager to maintain financial accuracy, clean records, and timely reporting.
• Identify revenue growth opportunities across existing and new service lines — packages, partnerships, corporate memberships, events, and ancillary revenue.
• Proactively manage cost without compromising quality — finding efficiencies across staffing, procurement, and operations.

IV. Membership Growth & Commercial Strategy
• Own the club's membership growth strategy — setting acquisition targets, defining the sales approach, and ensuring the sales team executes against a clear commercial plan.
• Monitor and act on conversion rates, churn, lifetime value, and engagement metrics to continuously improve the membership lifecycle.
• Design and oversee retention strategies that build long-term member loyalty — going beyond reactive complaint handling to proactive engagement.
• Oversee the positioning and packaging of all services (PT, classes, wellness, cafeteria) to maximize both member value and commercial return.
• Stay closely connected to the member experience — using data, feedback, and direct insight to identify what drives satisfaction, loyalty, and referral.

V. Operational Excellence & Standards
• Set the operational standards for every department and hold department heads accountable for maintaining them.
• Establish and enforce non-negotiable standards across member experience, facility condition, health and safety, and team conduct.
• Review operational performance reports, KPI dashboards, and system data regularly — identifying trends, anomalies, and areas requiring intervention.
• Ensure all compliance obligations are met including operational licenses, in