CBI: Do you see HVLP 2.0 and beyond as a strong model for the industry?
Chris Smith: Traditional HVLP and more advanced HVLP 2.0 models are very successful right now, so I don’t think there’s any denying that they appeal to the consumer. But that’s not to say other categories can’t be as successful. The lifestyle luxury category is doing very well in its own right, as are many boutiques. It’s less about what category you’re in and more about how you execute your strategy and your tactics.
CBI: What are some of the differences between the U.S. and Canadian markets?
Chris Smith: I think the big difference is the FX rate. A Canadian dollar and a U.S. dollar are materially different and have been now for some years, and it’s impactful when you think about building new clubs and buying new equipment in terms of how you have to think about growth and CapEx. Then there’s the difference in bi-weekly billing. In Canada, bi-weekly billing is very common, where in the U.S., monthly billing is still very much the norm. From a business standpoint, in Canada you’re getting an additional month’s worth of dues. I think it’s something that more U.S. operators should look into, because it aligns with how most people get paid, and that creates a little bit more ebb and flow in people’s bank accounts.
We have a different set of labor laws. In British Columbia, for instance, our minimum wage is over $17 an hour, and most of the U.S. has nowhere near that kind of minimum wage. You have to think about how you deploy labor and how you leverage your tech stack to offset some labor costs, while still delivering on a world-class customer service experience that every operator is trying to maintain.
CBI: What made you want to seek the position of chair?
Chris Smith: My original intention on applying for the board was to be able to serve. I felt like I had accomplished enough, and I’ve certainly accomplished even more since I began this journey on the board. But it was really about just a desire to give back and be part of something bigger than myself and my own businesses, so that’s really where it began. In terms of becoming chair, I just believe that I was the best person at this time on the board to continue to partner with the HFA staff to deliver on all three pillars of advocacy, research, and education across the globe. And I say that with a lot of emphasis on across the globe.
I’m hoping that we can continue to grow our international membership and influence. We need to be able to maintain existing relationships and build new ones. We just hired Sean Tan to represent Asia-Pacific, and that will be huge. We need to build our international platform with the vision that Liz and the team has.
CBI: What do you think is the best way to build the association’s international footprint?
Chris Smith: I look at it as a relationship exercise more than anything else. We need to have dedicated staff to work with international companies and operators, while continuing to recruit international board members that have relationships across the globe. I also think partnering with the World Health Organization (WHO) is critical. I know many with a North American perspective may be indifferent to the work of WHO, but the reality is that WHO is very influential with a whole host of health ministers in dozens of countries. And the advocacy work, research, and education that we share with WHO will be important to how operators will be received across the globe. These are the kinds of relationships we can’t overlook. We need to continue to work with them in any and every way possible. That’s how we can position the HFA to be the global leader for the industry.
CBI: Are you going to be on the road a lot to meet with international stakeholders?
Chris Smith: I don’t know how much I’ll travel, but as chair, I’ll certainly make an effort to meet with more operators and connect with them both in person and through email and phone calls. That process has already begun. I’m in Chicago now and I’m going to meet with a couple of people while I’m here, look at their operation, break some bread, and chat with them a little bit. I’ll work with Liz to see how she thinks I can best help her and her staff. If I’m a resource that they want to deploy, then I’m happy to do so. I do intend to attend the European Congress in Spain this year, and I’m very much looking forward to meeting our colleagues over there.
CBI: It sounds like you’re excited about the opportunity to get more involved in the global industry.
Chris Smith: I’m certainly excited about it. Chris Craytor did a phenomenal job over the last couple of years. Same with Liz and the staff and the job they did navigating us through the recovery period and building what we’ve built so far. Now it’s time to think about growth. Most operators are no longer talking about the pandemic and recovery, and the association has a similar focus. It’s definitely time to seize the moment and look for opportunities to grow our association and our industry. That’s where my head is at, and I think that’s where the staff’s head is at as well.
CBI: You’ve started a communications company, which hosts the show All Things Fitness and Wellness (ATFW), hosted by Krissy Vann. What’s your strategy behind this venture?
Chris Smith: I’ve always been challenged by mentors and people I’ve worked with to fill a void in the market when I notice one. Over a decade ago, that was personal training. That’s when I started the British Columbia Personal Training Institute, which has been very successful. My partner challenged me to look at other spaces where there was an opportunity, and that was in media. That’s not to say that there weren’t podcasts or people reporting within the fitness space, but the vast majority of them are what I would call operator driven and/or narrowly focused on specific agendas. We’ve got some great partners and sponsors that are starting to get behind the platform in terms of storytelling, so I think the future is really bright for ATFW.
CBI: Can you talk a bit about what the fitness lifestyle means to you?
Chris Smith: I’ve always really enjoyed lifting weights. Somebody I was joking with the other day told me they were taller than me, and I said, listen, I’m not trying to be the tallest CEO, I’m trying to be the strongest. So, I still lift pretty heavy and intensely. And it’s a big part of what I do. It gives me a great sense of focus and release. It has certainly impacted my life and my family’s life in a positive way.
CBI: As you look toward the future, what are your hopes for the association and the global industry, including your own ventures?
Chris Smith: The one word I would say is growth. I believe the association is growing, but I want to think about how we can intelligently grow bigger. We need to be hyper-focused on the work that the staff is currently doing on the strategic plan to make sure that all stakeholders are appropriately represented. And we need to make sure the right amount of intensity is placed behind appropriate initiatives.
It’s really not that different from how I focus on my own ventures when we’re looking to grow our business. We’ve got a lot of plans we’re working on, and we’re excited about what we can go out and accomplish as a team for Fitness World Canada and the Health & Fitness Association.
