The week we talk to Adam Zeitsiff, the President and CEO of Intelivideo, which is a digital video platform that helps fitness operators to transform their business into a hybrid model.
Adam is also formerly the CEO of Golds Gym and has a wealth of experience in the fitness and technology space.
You can connect with him here.
In this episode Adam tells us how to create value for your members with your online offering, how large franchises can empower franchisees within this hybrid model and how to get ahead of the competition with hyper-personalization.
Kevin: How’s it going everyone? Welcome to the Fitness Founders Podcast. I’m Kevin Mannion, VP Marketing here at Glofox. This week we talk to to Adam Zeitsiff, former CEO of Gold’s Gym, and President and CEO of Intelivideo, a digital streaming platform for gyms and studios. In this episode, Adam tells us about building and running major brands, creating value for members with online offerings, and how to get ahead of the competition by delivering a personalized experience. Let’s have a listen.
Hey, Adam Zeitsiff, welcome to the show.
Adam: Welcome. Thank you so much, Kevin. I appreciate you having me.
Kevin: Yeah, great to have you all the way from Texas. You have had a pretty long and successful career in the fitness industry so really looking forward to learning about you and talking about digital fitness. Maybe let’s kick and tell us Adam a little bit about your career in fitness to date.
Adam: I’ve been in fitness since late 2005. I’m born and raised in the northeast part of the country and so I hope the listeners won’t hold that against me. I started my career after college and I was in the technology space right from the get go, video conferencing way back before Zoom even existed. It was actually really expensive to do video conferencing. I built a business there and built the business in audio-visual, and got in to the software world a little bit while I was there. Some of the young kids that worked for me went off and started a business and needed an investor and an advisor and eventually someone to help them run the business. That’s a company called Easy Facility which is still in existence today out there. I got my feet wet there in late 2005, early 2006, and just really start to learn and understand about fitness, and how the operators run their businesses, and how does technology affect that. We became part of the Jonas organization in 2009 and kind of cut my teeth there even more and growing into various sectors within the fitness industry, larger enterprises, even the smaller studios, all over the US, Europe and then grew from there.
And then wind up in 2016, I took on a role of Head of Brand Innovation and CIO for Gold’s Gym which what brought me to Texas; in the great city of Texas, in Dallas where I live. I spent a better part of a 5 years there in that role and eventually leave a little bit, and coming back in the CEO role, and that’s where I ended up for the last couple years pre and through the pandemic. That’s kind of where the story goes. But you know, started as technology, kind of spent 5 years almost on the operator’s side so it was really cool to see how on the other side of things, and coming of the dark side as a saint to the light, and being a club operator, seeing what all these technology and all these things can do and help our business. It’s been a fun ride so far Kevin.
Kevin: Yeah, amazing. Tell us, Gold’s Gym is such an iconic brand. What is it like leading that and being the CEO of a brand like that?
Adam: It was extraordinary I guess is one word and one way you could say it. It was honoring. I love the brand, I admire it from a far even before I started working there. Many of my customers throughout the year is in the software and technology side were Gold’s Gym franchisees. So, certainly you go in there and the first thing you do when you hear about is all the history, and then the start out, and then a speech and Arnold Schwarzenegger and all the things that really made the brand what it was. It’s really rapid rise in the 80’s and 90’s, and even some of the decline in the 2000’s and this decade as well. It was really an amazing experience.
What struck me was the passion that not just the team members had but more importantly the franchisees around the world. And there’s some amazing people that I made some lifelong friends whether it’s domestic, whether it’s international, the team in Japan, the team throughout the Middle East, Latin American, North America. They’re passionate about it. It was truly an honor to be at the helm, to kind of carry on and help transition the brand which is what we did throughout the 5 years. I was there transitioning it to a digital and physical brand, and helping the franchisees really move through the transition of that. Certainly an honor. Certainly great to be part of the history and legacy and also taking the step forward. I think it’s a rare thing and I certainly look back on it with lot of fun.
Kevin: For those that are listening that are building their own brands or be at a smaller scale, what do you think has made Gold’s such an enduring brand? What was done at the start to achieve that?
Adam: Obviously, it got some great help from Arnold and the movies and his biography that he did. It’s just a bunch of things. We got some great help. But I think Gold’s stuck to what it was known for. I think that’s something, if you’re trying to start a brand and you have a unique value proposition, unique service, stick to what that service is and try not to deviate too far. Gold’s, it started in bodybuilding, right, but it wasn’t just the bodybuilding. It was about getting people stronger. I think that’s really what stuck out with Gold’s. If you wanted to be stronger because you’re going to be a bodybuilder, so be it, Gold’s can help. If you wanted to be stronger because you wanted to look good and feel good and get out there and build your tone and physique just for life, great. If you wanted to be stronger because you wanted to carry the baby in one arm and five bags of groceries in the other, so be it, Gold’s will help you and that was mine. Not to topple over doing many things. And that’s what Gold’s Gym stuck to whether it was a corporate location, a franchise location. “We get you results”, that was always the mantra and we can help you make stronger for whatever that means to you in life.
So if you’re building a brand, if you’re out there trying to grow a fitness business, stick to what got you there in the first place. Stick to what the brand means to you. Stick to the value proposition you built for that and be true to it whether it’s your own brand, whether it’s a franchisor you’re building up for franchisees, stick to that. I think that’s what really helped Gold’s throughout the years.
Kevin: What did you see of how people operated that that brand identity got all the way from HQ to each location around the world? How did that happen?
Adam: That’s a credit to the franchise community that Gold’s built. Those are the years Gold’s had some terrific heads of franchise development, franchise support and training. Any franchise whether it’s fitness, a restaurant, you name it – it is a system. You got to build a good system, you got to document it, and you got to have people who can go out to your franchise community and train them and support them. Gold’s still has some tremendous ones, domestic, internationally.
Build a playbook. To be honest with you, in the fitness industry, you probably need to believe the playbook. It’s not you can just go, “Here’s how you roast the chicken or cook the burger. Thank you very much.” It’s you have to have a passion for it because that exudes when you go out there and train. So, Gold’s had always had a good group, always training their franchisee, supporting them. I think if you stick to that and build a really strong playbook, you can go from corporate to franchising make sure that’s a methodology and that unique selling proposition, and those tools are still there.
Kevin: That makes a lot of sense. Intelivideo is your next venture. It sounds like a right time right place for something like this, so tell us a little bit about Intelivideo.
Adam: We were working at Gold’s with Intelivideo. It’s part of our platform. When we launch Gold’s AMP in 2017, the next natural progression of that audio coaching was video on-demand and live-streaming. It’s funny at Gold’s pre pandemic we were working with Intelivideo to launch the video on-demand live-streaming version and technology into Gold’s AMP and we get to know them. We get to work with them over the summer throughout the pandemic. Intelivideo was a great support to us in our global franchise community.
When the ownership changed happened, Gold’s Gym and I find myself as we’re saying this country is free agent, Intelivideo was certainly a good solution, a good place. They are a great company, almost 8 years old and we’re an enterprise, video on-demand, live-streaming, and really overall digital fitness platform for gyms and health clubs and any kind of fitness business. For me, being a technologist and also a fitness enthusiast and a fitness industry executive, it was the perfect mixture of going in there and helping… What we do is we help gyms and health clubs sort of we are their iron dome. We’re the ones, we’re here to help them hybridize their solution so they can fend of some of this disruption happening and still maintain and grow their business in their own community.
Kevin: What types of gyms and studios are you working with?
Adam: The cool thing about we’ve done is we started out, again, we’re almost 8 years old, so we’re not a fly by nights opportunistic business, we saw something coming here last year. We’ve been around for a while. We started out really supporting a lot of large enterprises. We built a platform that could support the TITLE Boxing and Jazzercise with thousands of locations, 9Round Fitness, and World Gym, and things of that nature, and even Gold’s Gym franchisees use our platform. We built a really enterprise platform so lots of transactions, lots of users, lots of bandwidth, lots of videos coming and going. Over the years, we’ve just kind of really robust platform. Now, we’re finding that not only does that work for the enterprise large customers but we’re working intelligently with independently operators all over the world. 1 club, 3 clubs, 5 clubs studios 10 that we can help you hybridize your offerings fairly quickly and then bring the services with that that you need to make that happen. But we’ve got such a platform that has such a robust set of features that they work seamlessly for the independent operators as well.
Kevin: Okay, that’s cool. I think the big question is why do you think that operators need a long-term video strategy? What is the pitch for that?
Adam: It’s interesting. Obviously, we can all agree that the pandemic has accelerated a lot of things. Pre pandemic, many industries, let’s say in fitness, but not just fitness, retail, restaurant, you name it. They’re all undergoing their own hybridization. The pandemic just accelerated all of that. I don’t know if you have this in Europe, but in this country, we have Instacart. They’ll shop and do your groceries for you. Pre-pandemic, I never heard of that. For an old guy, I’m pretty connected to some of these things and I just haven’t heard of it. Now, my wife and I, we use it almost every week. We can go to the grocery store. We’re not in lockdown. We still use it. It’s just convenient. But sometimes we go, when we know we need certain things like meat, and stuff for the baby, and things of that nature, so we still go. We have a hybrid relationship with our grocery shopping and our retail. Same with restaurants. We certainly do. Pre-pandemic, we probably went more then we order. But now we go once in a while to some that are all socially distant and safe but we order a lot, or we sometimes we curbside. So, we have that hybrid relationship now.
The same thing is happening in fitness. I think fitness operators are seeing it, and I think the exciting thing is that realizing it it’s not going to go away after this is over and after everyone has that vaccine in their arm. They realized that consumer behavior changed. And so what we’re trying to help health clubs and fitness operators do is realize you can compete, you can go out there, and in your community provide cost-effectively and very high quality both an in-club and a digital virtual fitness experience for your members and for your community, and you can win. Unfortunately, because of what has happened, it’s accelerated and you need to do it now, not just to survive now but to thrive later when this is all over because consumer behavior is not going to go back to normal. I may go to the gym 3 to 4 days a week and I absolutely will, most people will, but they are also going to work out at home once or twice because it became part of their habits and their behavior has changed. They realize that they cannot replace a gym but they can pick up an extra workout or two at home to supplement what they are doing in the gym. Now, they’ve built this new fitness experience that’s their go forward plan.
Kevin: As a brick and mortar business, when you look at like some of the competition that you’re going to get from online only services or direct consumer digital services. What advantages do you think the brick and mortar businesses have and what disadvantages do they have?
Adam: I think the disadvantages, they don’t have deep pockets and most of them they’re not venture backed like all these things that you’re reading about with Peloton, Tonal, the Apple Fitness, and all these other things. But, listen, what they have that these guys, these direct consumers never have is they have the hyper local personal emotional experience and connection with their members. You cannot replace that. Gyms are everyone’s third space. Home, work, and the gym. People love it. They go there for all different reasons. We all know the health benefits, getting away from things for a little while, the community, all the friends and the mates they made there and people they see because they go at the same time every day, the group exercise classes, the expertise, all the things and the equipment selection; and that’s critical. The thing that gyms have is they have that connection. Most members make an emotional decision to walk in that front door to put their guard down to show some weaknesses that I need to come here to change my life, I need to get on a fitness journey. They trust that local gym to help them go on that journey. That’s something that these direct to consumer people will never have this product. They’ve got great products, great fitness, almost overly produced content. It’s all really cool but they don’t have that connection. They never had a handshake when we are allowed to do it. Hopefully soon again. They never had the handshake with the member. They don’t know them by face. They don’t have that connection.
What we try to work with our customers and say, “Look, you’ve got that hyper local personal connection. You got that emotional connection with your consumers and your members. We just need to take that and transfer it to the digital world so the same coach or instructor they did a group exercise class with on Tuesday might be running a video on-demand or live-stream class on Thursday that they take and it’s all connected. It becomes that omnichannel approach and it’s a super unique fitness experience that only a local gym or studio operator can provide. Not these direct to consumers. And if they embrace that and they use that as a tool to get people in their gyms to engage with people when they’re not there, they could absolutely win. I’m not saying they’re going to win by having a million subscribers on their platform. No. But if you own 3 health clubs and they have 10,000 members pre COVID and you’re trying to get back there and you’re trying to keep that number and you also offer them a digital solution, you’re going to bring your business back to pre-COVID numbers. You’re going to engage those people. They are going to stay longer and then in that hyper local area you’re going to win.
Kevin: And for the people at the higher end that you’re working with, the Gold’s or similar types of franchises, how do they not lose that local feeling when they roll out their online offering? Because I presume the temptation is to centralize everything in which case, you’re quite similar to a direct to consumer. How do you navigate that as a large franchise?
Adam: There’s a number of ways, and at Gold’s we did it in a couple of different ways. We talked to our customers at Intelivideo right now. We say, first and foremost you need to control the content experience, the production experience, and the delivery. But that doesn’t mean you should exclude your franchisees. So if you are a franchisor, depending on your modalities and your programming and your USP. We recommend that they engage their franchisees.
I’ll give an example, one of our great customers World Gym. Right now they are engaging their franchisees. So World Gym has Les Mills content in their platform, so great content from our partner Les Mills. They’ve got their own centralized content that they record in LA, and the team over there, the COO and the CEO are engaging with their franchisees. They gave them a standard for recording content and they are getting them to record content all over the globe. They are going to come bring it in and edit it and put it in their platform. So one day you are doing a workout with somebody in LA, the next day you did a Les Mills body pump, and then on Saturday you do a workout from the World Gym franchisee in Australia because was on demand. That’s a really cool unique experience.
As a franchisor, we strongly recommend they look at that – maintain control, build a consistent method for when there are content and how the content should be recorded – and you centrally control it and put it up and edit it. That’s a great way to engage your franchisees there now part of a platform. Of course, as a franchisor you want to monetized this. You can make money as a franchisor but your franchisees can monetized it whether it’s bundling it with their premium memberships, whether selling it as a service add-on. Now, they are engaging the monetization and the creation of it and then you get that hyper local feel just as much.
Kevin: Got it. On the other side, the challenge is the standardization and the playbook. What are you seeing working for people that are decentralizing these online workouts?
Adam: We always talk to our customers. If you could talk me about a local gym operator, 3 or 5 club operator in a specific city. We work with them very closely. One of the value props that we do is we are not just a platform. We have a whole marketing services team whose job it is to help them go to member and engage with this platform and get members to be onboard with it. And we’ve got a content strategy team who goes and helps them build their content strategy for a long term unique experience. We work with them and say, look, what is the right mixture of content? Third party, for example, Les Mills. Let’s get that content on there. What about your team? How much content should we build? What’s the duration, the modalities, and the lengths of different types of workouts? How do you work with your instructors? That’s really important. Coaching to a camera is certainly different than coaching to a room full of 30 people, so we train them through that. Even decentralize. Even if I’m a five club operator, we give them the support they need. They can create some content. They can get some great third party content. And then, we even walk with them on how many livestreams. How much is too much once you do them.
We really give them all the tools and the playbooks they need. Once they kind of get comfortable and get the experience with it it becomes sort of natural. Now they’ve got a nice blend of their in-club fitness their out of club fitness that can complement what they are doing when they are not in the club, and they are building a cool opportunity for their business to grow in this hybrid age.
Kevin: Yeah, that makes a lot of sense. You touched on the members there and building strategies around what they want. What are you learning around what creates value for members? What are the capabilities you need to have for members to want these services and want to pay a premium for them?
Adam: Actually, we all like to be part of a community. I think what creates value is if you can take what you are doing in the club and make it feel as similar as you can online and in virtual. So that is valuable to a member. Like I said, that’s where the hyper local piece comes in, seeing the same coaches and trainers that they can bump into by accident in the gym or take a class on digital. That is valuable because it creates formity, it creates custody, and it connects with their emotional decision to join that club.
I think the other piece too is the engagement and the ability to engage with other fellow members whilst in the club and on the platform. Things like gamification and being able to comment on workouts that they like, and share workouts that they like, and recommend them and have forms where they can communicate talk to each other and engage, and leaderboards, and things in that nature. That’s value in the eyes of the consumer and that’s engaging. And that’s stuff that some of these consumer offerings are providing. We can help with our platform bring that to a health club operator who can offer something similar.
Also, I think the other value is people who might not be comfortable stepping into a gym right now. I don’t just mean because of the pandemic. That’s one thing. But people who might not be comfortable personally or physically stepping into a gym. Think about this. Think about you are joining online. I’ve got my base membership. I’ve got my premium memberships. What about my virtual. Hey, I have Adam’s gym and I have 5 clubs in Dallas, you can join remotely, be comfortable, get to know my team, do some workouts, go it on your own pace, get comfortable. And then when you are ready, whether it is pandemic related or just a personal, “I’m not comfortable yet going to the gym”, you can upgrade that to a full on physical and digital membership. Now, I’ve had access to a member that would never have come in before. I’ve gotten them comfortable. My brand did that not some direct consumer brand. Now, that’s probably a member for life who’s going to come in and talk like crazy to his or her friends around the community too because they got to do it their way and that was a unique experience for them.
Kevin: That’s very useful and makes a lot of sense. For the businesses on the smaller end of the market like independent solo operators that may not have their resources to create a full, perfect solution, what should they be thinking about doing from an online perspective?
Adam: For me, and for what we talk to our customers about, it’s a couple of things. First of all, number one, first and foremost, don’t think you need to have perfection. You don’t have to have a Steven Spielberg production quality on your videos. People want it still like it’s genuine, it’s authentic, that they can relate to. I’m not saying you can just walk around with your iPhone holding it and shaking and hoping it records. You do need to have a middle ground there. But I think for the smaller operators, you don’t have to crazy. That’s where we can come in because we can guide them, we can give them the tools, the playbook that they don’t have to figure this out on their own. You don’t need to spend $20,000 or $30,000 to kit out your room. We can give them recommendations on a good, better, best of audio visual solution. So number one, don’t expect perfection. Don’t think it actually cost a ton. It’s not as expensive as you think, and number two.
Number three, your team needs to buy in. You’ve got to have your team bought in. Even if you are a small operator, you’ve got three or five clubs in your region, someone should own this. Doesn’t mean it’s their full time only job. But someone need to own it. Someone needs to run with it every day. This is something you should be talking about every stand up, every staff meeting. It should be a list on the agenda items so it sticks with your team and they know it’s a priority, and then it becomes something that’s engrained in your business.
The fourth thing is really just teach your team internally how to talk about it, how to engage about it. Most of the people working whether it is front desk, or the trainers. They are probably very technical savvy. Put it on their phones make sure they can show it when they are talking to people doing a tour. And if it becomes part of the not just behind the scenes from management but it becomes part of an in-club operation every day that’s on people’s mind. That’s it is part of their standard playbook. It is certainly going to be successful.
Bottom line, it is not as difficult as you think but you need someone like Intelivideo to guide you because it’s what we do every day and focus on your core business but still make this a key part of it.
Kevin: I think that makes a lot of sense. I think probably the main point you’re making there is to make it a core of your business. Like you said, have somebody responsible but also have all of your staff aware of what you are doing in online but benefits others and properly integrate it into the business.
Kevin: Okay. That’s a nice summary of some of the opportunities and challenges around online. What other changes do you predict for the industry based on what you’re seeing over the next 3 to 5 years?
Adam: If I wish I knew all the answers to that because I’m sitting on a beach somewhere sipping something that’s really expensive to really not good for your drink. But I think a couple of things. Obviously, hybridization is included, number one. Number two, I think based upon everything we’ve head over the last 10 months in this country, in your country, everywhere is that there’s been a more focus on healthy and active lifestyle. That’s all they talk about. People who are healthier and active, who work out a little bit, paid attention, if they got the virus they would be less susceptible to the bad symptoms, they’d recover quickly. I think that just finally engrained in the other 78% of our country’s population who really wasn’t healthy and active, who didn’t have a gym membership per say. I think people are really focused on that. I think as we go forward in our industry, not just from the fitness experience, but I think the overall health and wellness experience. Meaning, there will more focus on nutrition, there will be more focus on recovery, there will be more focus on the mental wellness which is a big one.
I posted something on LinkedIn yesterday about how resistance training actually helps symptoms of anxiety. All these things are really coming to light during the pandemic. I think besides the overall physical fitness, the nutrition aspect, the recovery aspect, and the mental wellness aspect I think in our industry were already important. We all knew that in the industry but they’ve come to light. I think those areas of our business if we package them correctly and support our members correctly is certainly going to boom over the next 3 to 5 years.
The other piece will be hyper personal. We talked about hyper local and hybrid experience. Hyper personal, the more we can make personal experience as part of fitness or make it feel like it is personal anyway, I think that’s going to be a big part of fitness and wellness in the next few years as well.
Kevin: Those are some good insights. If we go back unto that extended size of the market because more people are interested in health and living active lifestyles. How do you think businesses should market to this new audience or finds the people in the community that would never have consider going to the gym but now are thinking about it?
Adam: That’s an interesting one. I think, obviously, we all have various types of marketing as gym operators whether it is digital, most of us are digital now, email, awareness, paper click, all that fun stuff. I think what people want to see in my personal opinion is people like to see social proof. They like to see what’s happening with that other 22% for example who did go to gym, right? They saw the social proof unfortunately over the last year and some of the negative sides of the pandemic for those who were not as healthy, not as active, more deconditioned. The social proof of the benefits of it, I think that’s a great way to market to people without throwing things on their faces; without saying, “Come in just get healthy.” That’s just a simple statement but to actually show the members who were deconditioned, who were unhealthy, who came in, who made a change over this fall, and this winter, and this spring coming out of the pandemic. I think as a society we live and breathe by that. We live and breathe by monkey see monkey doing. If we see what’s happening with people, we see that benefit. So if I’m out there, I’m certainly at a market that I never claimed to be, but I’m trying to do the best I can to show what my gym, what my brand has done to help some of the people who made that emotional decision to come in here. I think that resonates really well with the consumer.
Kevin: Yeah, that make sense. When you spoke about the hyper personalization, what you think is a way for businesses to put a toe in the water on that front? What kind of things could you do to be ahead of the game there?
Adam: I do feel that the nutritional, mental wellness, recovery piece can lead to that. By partnering or bringing in a registered dietician and getting much more personal and prescribed fitness and prescribed nutrition if you will. That’s a way to get very hyper personal. The recovery piece, personalizing recovery programs, sport specific individuals even if you have [unclear] but you prescribed it to that person. I think that works extremely well.
In terms of the mental wellness side that’s personal in it of itself. But I think just creating those experiences. Virtual personal training is growing like crazy. Companies like Trainerize are doing it in this country and the personal experience outside the gym when needed once things get back to normal just being able to do that once in a while by can’t get to the gym. That makes a big difference and that’s quite personal and that extends that emotional connection to the members. I think there’s certainly a number of ways and there’s going to be operators who are going to continue to experience certain things that are going to give us guidance as what’s the best way forward here.
Kevin: I think in summary it sounds businesses are obviously having a tough time now. But between a heightened in awareness around health and a broader range of things that gyms and studios can potentially provide to consumers, there’s actually quite a bright future ahead of us.
Adam: I am ridiculously bullish on the brick and mortar fitness. I think we have a huge opportunity ahead. Again, one of the very few positives that came out last year was the focus on health, and wellness, and being active. I think people, not only because they are being cooped up, but because they also have really learned this is important. I think the brick and mortar space is going to boom the next 3 to 5 years. I think it’s going to be some of our best times as an industry. I know everyone’s personal and business financial situations are different and it would be crass of me to say just hang on and you will get there but that’s what most people are doing. They are going out there and they are hanging on and they are doing the best they can because I think they tend to agree that once we get through this, by the time that summer hits into the fall, we are going to start to hopefully experience not just pre-pandemic growth but hopefully even beyond that as people realize how important having a fitness and wellness regimen in their life really is.
Kevin: Okay. We’ll come to a close on that positive note because I think it’s definitely a good one. Before we go, tell me, what’s that biggest lesson that you’ve learned so far in the past 12 months?
Adam: It’s a couple. Certainly, I’ve learned that just going and grab a glass of wine doesn’t solve everything but it certainly helped during the pandemic. I think for me a couple of things. I think perseverance. We’ve all, everybody, everyone had to weather probably like 10 storms over the last year. This is when we thought things were changing. They got worst. They got better. A lot happened in this world not just the pandemic. And so, for me, perseverance is more than anything. And then second thing for me was just my own health. As a fitness industry guy and enthusiast, I work out 3 or 4 days a week. During the pandemic that wasn’t enough for me. My stress is up there and I bumped that up to 5 or 6. Even if it wasn’t a ridiculous workout but an extra day or two really helps, and so just giving that focus a little bit. The third thing is I think for myself personally and for everyone around me and the people in this industry, I think we were stronger than we even thought. This industry has seen that over the last year. I think we are more important than we realize, and so I think the lesson learned is we are stronger. We are important. We do make great things happen for people and we do change lives. That’s certainly have been brought to light to me over the last year.
Kevin: Those are some good takeaways. Okay, well Adam, thank you very much for coming on with us.
Adam: Of course.
Kevin: Before you leave, tell us how people can get in touch and where they can find you online.
Adam: Yeah, certainly. On LinkedIn, Adam Zeitsiff, and my Twitter is @adamzeit. I love to connect and stay in touch with people and try to be as active as I can. Just certainly reach out and they can connect.
Kevin: Adam Zeitsiff, thank you very much for coming on the show.
Adam: Kevin, thanks so much for having me bud.
Kevin: Thank you.
This podcast is brought to you by Glofox, a boutique fitness management software company. If you want to accelerate growth, work efficiently, and deliver a well-branded boutique customer experience then find us at glofox.com.