Agentic analytics for studio, club and wellness groups
Prime time in this category runs at 19% occupancy.What does yours run at?
That’s the median across 327 activity facilities and 888,429 bookings. The top 10% run at 36%. Most groups can’t answer the question for their own locations this week without someone building a report first.
Left on the table each year
For a group with 50 locations and $500k in central media spend that sees bookings by location every quarter instead of every month.
30 minutes with someone who has pulled numbers out of these booking systems before. Or run your own numbers first.
keep their performance data in three or more systems that never meet in one view.
don’t agree internally on what their own metrics mean.
can’t see performance at the level they manage: by location, franchisee or brand.
From in-depth research with 16 operators: boutique fitness, massage and recovery groups, youth athletics franchises, racquet and activity clubs, and wellness studio groups and brands. Half of the leisure operators run all their reporting through one person.
Your franchisees budget monthly. Most groups report quarterly.
A franchise owner sets a budget each month, spends against it each month and lives with the results each month. If you report quarterly, a bad decision runs for two months before anyone can name it. That delay is the cost that better reporting can fix.
The number that fixes it is one your booking system already calculates but never rolls up: revenue per available service hour, for each location, against that location’s own target. It’s the studio version of RevPAR in hotels, and almost nobody in this category reports it.
Which locations carry the group
Same-store sales are down across most of the franchised studio category. Xponential reported systemwide same-store sales down 6.8% in Q2 2026, and 19.4% of Orangetheory studios lose money at the four-wall level. A group average hides all of it. A location down 20% and one up 12% net out to a flat line in the board deck, and your field team visits whichever franchisee complained loudest.
What we build for it
Every Monday, an AI agent ranks each location on revenue per available service hour against its own target and names the three that moved most in either direction, with the reason. You start the week knowing which four visits to make, instead of learning at the quarterly review that a studio has been sliding since February.
Proof
What it looks like when the number shows up in time.
Three operators in this category. None of them wanted a dashboard.
“It’s their money. Their checkbook truly that I am reporting out.”
NOW Massage was reporting to franchise owners a quarter behind the monthly budgets those owners were spending. Moving to monthly reporting closed the gap, and it has run that way for three years.
Joe Kambeitz, NOW Massage
A CEO emailing spreadsheets to colleagues every cycle, and chasing the ones who forgot to fill them in. It had run that way for seventeen years.
- Numbers collected by email
- CEO doing the chasing
- No view without asking
Wellness company
“We have a scorecard we look at weekly that we’re pulling from lots of different places, but it’s all manual entry.”
She wanted numbers she can trust and drill into live, in the meeting.
VP of Finance, multi-unit activity group
Where the co-op money lands
Media is bought centrally and bookings happen locally, and the two rarely end up in the same report. Spend keeps going to locations that are nearly full, while locations with open slots get the same share they got last quarter. Budgets are growing too: 60.7% of operators are raising marketing spend this year, while new gym joins are down 9% and new studio joins are down 5%.
What we build for it
An AI agent compares each location’s fill rate with its share of co-op spend and flags mismatches before the next campaign goes out. Same budget, aimed at the locations with hours left to sell.
Your numbers
What are your unsold hours worth?
Enter two numbers. We fill in the rest from the operators we studied.
We assume each location has 240 bookable provider hours a week at $75 an hour, and reports go out quarterly.
Left on the table each year
That’s $3,375 for every week you wait.
New revenue from filling hours you already staff and pay for
Media spend moved from full locations to ones with open slots
Time back from building the group report by hand
How we worked this out
A 50-week year and a 2-point utilisation gap, which is the low end of what we see. Quarterly reporting against monthly budgets means about a third of that gap goes unnoticed, and 3 in 10 of those hours can be filled by moving spend or changing the schedule. 15% of central media reaches locations that are already full. Group reporting takes 15 minutes per location per change, 12 changes a year, at $40 an hour. We only count what you could realistically have caught, and nothing from acquisition cost.
Bring your fill rate. You’ll leave knowing whether we can read your booking platform, what it would take, and what it costs.
Agreeing on what the numbers mean
Half the wellness groups we studied couldn’t agree on what their own metrics meant. One couldn’t define its funnel stages: “we don’t know how it’s currently attributed on the CRM.” Another couldn’t separate trial members from paying ones. In the leisure operators, many bookings counted as new came from existing members, so acquisition cost looked far lower than it was.
A franchise owner deciding whether to keep paying for an ad out of their own pocket needs the real cost. One group switched its reporting from ROAS to cost per acquisition for exactly that reason.
What we build for it
We set up one agreed list of definitions (new member, trial, active, churned) with a goal attached to each, and every location reports against it. An AI agent separates new members from returning ones before it reports acquisition cost, and shows franchisees both figures.
Before you ask
Questions we usually get before the call.
“We can’t fill those hours. We can’t hire instructors.”
Hiring fixes next year’s capacity. This is about hours you’ve already staffed, scheduled and paid for, and about pointing central spend at locations that can take bookings today.
“Our booking platform already reports this.”
It reports on one location well. Mindbody’s own documentation sends operators who want multi-location views or custom KPIs to third-party tools. None of these platforms see your ad spend, finance system or franchisee budgets either, and you need those to see where spend and bookings don’t line up.
“We could build it ourselves with AI.”
Some teams do, and the first version is quick. What breaks is everything after: keeping the connections running, keeping definitions the same across locations, and getting the report out every Monday without someone asking. One operator in our research pastes exports into ChatGPT and has been unprofitable for two years.