I saw an employer problem where the industry saw a membership sale

Company: Crunch Fitness International
Sector: Corporate services
Role: Vice President, Crunch Corporate Services
Years: 1997–2003

In 1997, corporate fitness was a cumbersome proposition. HR teams distributed information, employees navigated enrollment on their own, and health clubs largely competed on discounted access.

Larger players had greater scale and established sales infrastructure. I believed a smaller, more distinctive brand could win by becoming easier for employers to work with.

Research into employer needs and buying friction revealed that the real opportunity was not simply selling gym memberships. It was relieving an administrative burden.

That reframed the offer from a consumer discount into a benefits solution.

I created Crunch's Corporate Sales Department and designed Crunch Corporate Services, an early online platform that allowed HR departments to administer the benefit and employees to enroll digitally.

I then led expansion from Manhattan into Atlanta, Boston, Chicago and San Francisco, aligning sales teams, employer stakeholders, technology and local operations around one differentiated enterprise offer.

We secured agreements with more than 250 organizations.

JPMorgan Chase · Bloomberg · Avon · Colgate-Palmolive · Saks Fifth Avenue · Coca-Cola Enterprises · The Waldorf-Astoria · Yahoo

We reached the five-year target one year early. After Bally Fitness acquired Crunch, I was entrusted with its New York corporate sales force, which generated $7 million in revenue in 2001.