“Any employee can become 50% owner of a branch”

They call themselves a sports boutique aimed at entrepreneurs and prefer to avoid the word gym. That is because Jansen and Breedveld have a distinct way of running their business and working with their clients based on their background in top-class sport. Psychology plays a key role Jansen explains, "We want to make entrepreneurs as healthy as possible, physically and mentally. So that they themselves can make their business as healthy as possible.” The 2 entrepreneurs also choose their own path when it comes to business growth: "For us, sharing is multiplying. Profit is not an end in itself.”

10 branches in 10 years

The growth Jansen talks about is part of a clear plan: “In 10 years, we want to have 10 branches. And we don't want to hire external managers for them. So, together with an investor, we have created an employee loyalty programme. As a result, every person who joins us has the chance to eventually become 50% owner of a location we set up together. That is, if they want to and have proven they are ready for the next step. All those steps are in our HR handbook. As well as the responsibilities and rewards that fit each step. I always say I’m happy to pay people more. After all, that means they have proven they are ready for the next level That only makes us better as a company.” 

Franchise formula

New employees know straight away where they stand at Reset Training Company. And how they can grow. They often start as an assistant performance trainer. In that role, they can progress to medium and senior levels. If they wish, a role as operational manager then awaits them. Do they reach senior level in this role too? “Then you are at the level of a branch owner,” Jansen explains, “and to that colleague we say: if you want to become a partner with us, we will invest in you and together we will look for a suitable location. That's how our franchise formula works.”

The right mix

Jansen and Breedveld see plenty of future partners among their current staff and that is not a coincidence. All employees are tested before hiring for their ambition to grow and develop. But if everyone in your company wants to grow, how do you ensure a healthy mix of juniors and seniors? Jansen says: “This too is in our HR manual. Suppose there is a senior operational manager at a location. Then they train the junior operational manager. That junior in turn trains the performance trainer. If the senior operational manager drops out because they are setting up a location, then everyone moves on and the performance trainer becomes a junior operational manager. That shifting of colleagues to other positions usually happens after 6 months or more.”
 

Future roles

Reset Training Company has a clear vision for the future, which is set out step-by-step in documents such as the HR manual. But what does this future mean for the founders if they are needed less on the work floor? “We’re not that far down the road yet,” Jansen says. “We still have plenty of challenges. Like having difficult conversations with municipalities about locations and monitoring our DNA as we grow to multiple sites. But in time, we will ask ourselves the question: what makes us happy? I get happy at the thought of working on concepts and going in a creative direction within the company. Eventually, I don't see myself teaching in front of a group every day anymore. Sjoerd also wants to take a step back. Then our operational managers will have daily responsibility for the members. He will, however, often be on location for team supervision. For us, the team stays the number one priority!”