Job Description

Roles & Responsibilities

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