How Pulse Lagree Achieved 47% Revenue Growth in 6 Months without Owner Overwhelm
Lagree Studio Retention
Recurring Revenue Growth
Instructor Turned Owner
Fitness Studio Consulting
“Telomere has been amazing, I feel like they truly are an extension of my business. I feel comfortable and confident in their direction and advice. Our calls always light my creativity on fire & help me get back on track and organized with what I need to keep top of mind!”
— ASHLEE, Owner of Amplify Lagree
High-Demand Lagree Studio Operations Strategy
Telomere built up Pulse Lagree’s backend with proper systems around studio staffing, delegation, client retention and class utilization optimization that helped owner Ashlee step away from the teaching floor and into the role of owner.
81%
membership growth, from 108 to 196 members through stronger retention and membership strategy
53%
fewer member cancellations improving retention and creating a more stable membership base
25%
intro to membership conversion, up from 7%, turning more first-time visitors into long-term members
the telomere effect
Our Strategy for Building Systems Before Scaling
01
The Challenge: Fixing A Leaky Lagree Studio Funnel While Alleviating a Founder-dependancy Crisis
Ashlee opened Pulse Lagree to immediate demand, with class utilization sitting at 92% from launch. Behind the numbers was a founder carrying the entire business on her back. She was teaching 31 classes a week when the studio opened in Syracuse, NY. Six months later, she was still teaching upwards of 16. On top of instructing, she was serving as head trainer, marketing and events lead and head of operations at the same time. There was no admin capacity to absorb any of it, and very little delegation infrastructure to hand work off to even if there had been. Much of how the studio actually ran lived in Ashlee’s head rather than in SOPs, onboarding documents, or an employee database, which meant everything routed back through her.
The stakes were high because demand was significant, but the funnel was leaking. Intro-to-membership conversion was landing between 7-14 percent against a 20 to 30 percent target, and over 70% of first visitors never came back. Pulse Lagree was filling the top of the funnel and losing them after one class. Without systems to fix retention and free Ashlee from the day-to-day, the studio risked burning out its founder, stalling revenue growth despite strong demand and never building the profitable, sustainable business it could become.
The Strategy: Stabilize the Foundations, Systemize the Backend, and Scale the Studio
The temptation with a studio running at 92% utilization is to chase growth tactics first whether through new promotions, ad spend, or schedule expansion. But Telomere cut through the noise until they built a foundation that could support a scalable Lagree studio. The engagement with Ashlee followed a deliberate sequence: stabilize the foundations, systemize the operations, then scale the brand.
Stabilize: Establishing a Baseline to Find the Holes and Fix the Cracks in the Systems
Before any fixes, Telomere did a deep drive into Pulse Lagree’s key performance indicators (KPIs) to identify the biggest gaps in revenue, retention and utilization. From there, Telomere rebuilt Pulse Lagree’s pricing to better align with the studio’s market. Membership value was bolstered by a raise in drop-in and pack pricing, pushing more clients to membership options. To avoid continued capacity strain, the unlimited plan was temporarily removed so the studio wasn’t selling unlimited access it couldn’t comfortably deliver. Ashlee’s teaching load came down incrementally, with Thursdays reassigned first, which gave her room to work on the business as an owner. As the business foundations found stability, monthly KPIs continued as part of the operating rhythm, replacing instinct with evidence for every decision that followed.
Systemize: Building the Infrastructure around Staffing, Class Utilization and Client Retention
The next phase meant moving the business out of Ashlee’s head and into documented infrastructure. Telomere built an employee database and an Operating Procedures binder accessible to all employees. They then created an instructor certification pipeline of practice hours, observation hours and mock classes with objective evaluation so new instructors could be developed and vetted without Ashlee’s oversight. Instructor pay was formalized and benchmarked to the local market which made hiring and retention more predictable and gave the studio a fair, repeatable structure for growth.
On the retention side, Telomere introduced structured protocols, including win-back offers, re-engagement outreach for at-risk unlimited members, and first-visit follow-up systems aimed directly at the leaks in the intro funnel.
Scale: Delegating Effectively and Diversifying Revenue
Only once the systems were in place did Telomere turn to growth. The first move was delegating leadership: a Lead Trainer was promoted, tenured instructor roles expanded, and a contractor was hired to handle admin and communications support. Together, these created a management tier that no longer depended on Ashlee alone.
Revenue was diversified beyond class fees through a retail markup strategy, merchandise drops, a TikTok ambassador program, a juice bar partnership, and a teacher-training program run as a profit center. With the business no longer hinging on a single person or revenue stream, the focus moved from optimizing one location to expansion readiness, including financial modeling, lease analysis, and real estate scouting.
02
The Results: 47% Increase in Recurring Revenue, 80 New Members, 25% Intro Offer Conversion Rate
from “fitness instructor who owns a studio” to a business owner drawing a salary. Because of the systems put in place with Telomere, pulling Ashlee off the schedule did not cost the studio momentum. In fact, memberships grew 81%, from roughly 108 at grand opening to 196, while utilization held in the 90th percentile without tipping into overcapacity with a healthy 23-24% profit margin.
From June to July, new clients rose 40% with about 50% of first-time visitors returning for a second class. Of those we returned, 25% were becoming members – up from 7% just six months prior. On the other side, member cancellations fell by 53%. More people were becoming members, and less were leaving once on a plan creating steady growth for the expanding studio. Most importantly, the studio shifted from reactive to proactive: Ashlee went from chasing software bugs and cancellations to planning a second location, backed by a management team that supported her at every step.
03
Ashlee’s focus now shifts to sustainable expansion, with the systems and leadership structure to support Pulse Lagree’s next chapter.
With a Lead Trainer in place, documented operating procedures, and stronger client retention systems, the studio is no longer dependent on Ashlee to manage every part of the business.
Pulse Lagree’s growth is now supported by a stronger operational foundation, a 23–24% profit margin, and a management team ready to support the next location. The focus moves from running one successful studio to building a business designed to scale.
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