Speaker 1: We're back. It's been a hot minute, boys, it has
Speaker 1: been been more than a minute.
Speaker 2: It certainly has been. I can't remember the last time
Speaker 2: this one went up, and I'm very excited.
Speaker 1: Sixth of Journe Tommy was our last episode. We've had
Speaker 1: a pretty full on five months, and I reckon we
Speaker 1: should be set in the stage with kind of what's
Speaker 1: been what's been going on, and have been navigating all
Speaker 1: the stuff on there on the outside. You guys have
Speaker 1: seen a lot we've been absent on the podcast. Why
Speaker 1: don't we kind of give a bit of a download. Lockie, Well,
Speaker 1: you had one job to introduce it, and you didn't
Speaker 1: even intro. You didn't say what podcast number we're up to.
Speaker 1: We're like a jo authority on air. No no, no where,
Speaker 1: Joe robe Tom's in condfirm. I literally said, who is introing?
Speaker 1: And Carl said I will, And he's done nothing but
Speaker 1: say it's a hot minute. Now we're just gonna we're
Speaker 1: just gonna assume like everyone knows who we are. So
Speaker 1: what episode are we at? We're one eight one, one
Speaker 1: eighty one. That's pretty impressive with six month hiatus. Yes
Speaker 1: we have, Yes, so we're back and on the podcast
Speaker 1: today we have Karl sitting opposite Lucky and Tommy as well,
Speaker 1: so all three obviously our podcast host, Jordi has left
Speaker 1: us a few months ago and it's taken a while
Speaker 1: for us to get back into it. But we're back
Speaker 1: and we've obviously we've certainly decided that this has got
Speaker 1: to be a priority for us over the next couple
Speaker 1: of weeks and months. But we're back. Well, we've been
Speaker 1: wanting to do this from day one since Jordie left,
Speaker 1: but we've just had some important priorities, haven't we massively? Massively?
Speaker 1: Why don't we start there, Locke, If we go back
Speaker 1: to our last episode in June, where do you see
Speaker 1: the company? What are our challenges? Well, I think June,
Speaker 1: I think you've said one eight zero was me and
Speaker 1: George having a chat, and I think right then was
Speaker 1: myself at the time stepping away from Swift's. That was
Speaker 1: the last little stint of Swifts, which was unreal. We
Speaker 1: hired a great man in James Begley to take over
Speaker 1: in the Strength editioning role. Lucky for me, I'm still
Speaker 1: involved in them from a consultancy standpoint, and a shout
Speaker 1: out to my work wife Danny Mace. She obviously didn't
Speaker 1: want to lose me, so she's kept me around, which
Speaker 1: is great, But it's certainly a priority that we decided
Speaker 1: that we wanted to double down a little bit more
Speaker 1: with a lot more education work, a lot more PD
Speaker 1: work as well. And to be honest, me stepping away
Speaker 1: there probably timed it quite well because it means that
Speaker 1: I can be around for well. The man next to me,
Speaker 1: Tommy stepping away or at least down regulating his attendance here,
Speaker 1: so he'll be stepping away from header performance and congratulations
Speaker 1: on the new role with the Rabbit O's mate. Well done.
Speaker 1: We'll delve into that a little a little bit sooner.
Speaker 1: But obviously Jordie leaving as well to spread his wings.
Speaker 1: The entrepreneurial man he is, obviously even I was having
Speaker 1: a bee with him on Sunday and he was showing
Speaker 1: me his sports science set up in his kitchen. Yeah
Speaker 1: what him and may have got a full Volve suite
Speaker 1: in the kitchen plus so talking about practice what you preach,
Speaker 1: certainly got everything there. So he's obviously getting stuck into
Speaker 1: some really good one on one field sessions. He's been
Speaker 1: prioritizing he's certainly learned to learn to love the speed
Speaker 1: and agility side of things over the past few months,
Speaker 1: if not years, so that's been going well. Obvious he's
Speaker 1: kicked off his own podcast as well coached give a
Speaker 1: shout out there. And then we've had Brendan who has
Speaker 1: progressed over to the EPL side of things with the
Speaker 1: wolver Hampton Wolverhampton Wolves. I'm not a massive EPL man,
Speaker 1: but I believe that is their name, and obviously loving
Speaker 1: loving the role there is in an interesting town so
Speaker 1: to speak, there's not a lot to do there, but
Speaker 1: certainly enjoying himself with the role.
Speaker 3: Everyone who knows Brenda like that's his dream role.
Speaker 1: You know, he's massive.
Speaker 2: He's living out his dream and although that Wolverhampton probably
Speaker 2: doesn't have the most exciting things going on the fact
Speaker 2: that Brenda gets to go and go to soccer every
Speaker 2: day foot Paul I should say he will be absolutely
Speaker 2: in his elements, which is great to stoke stoke for
Speaker 2: Brendo and yeah, I'm sure he's going to go.
Speaker 3: You know, he's going to go fantastically over there.
Speaker 1: We're We're still have two more. We had Juzzy with
Speaker 1: Justin Richardson head to the war Atars, so he's officially
Speaker 1: at the Tars. Still can't work out if his strength
Speaker 1: condition coach or Phisio there, but a little bit of both, mate, Yeah,
Speaker 1: refer to LinkedIn or instagrant I get updated, lare on
Speaker 1: LinkedIn than anything. So he's been effectively the rehab Phisio there,
Speaker 1: I believe is his sort of day in, day out title,
Speaker 1: which which is fantastic. So getting down and dirty there,
Speaker 1: so good luck to him as well. Obviously doesn't move
Speaker 1: or leave Sydney like if you've been playing at home.
Speaker 1: He did predict he was leaving Sydney about eight months ago.
Speaker 1: I believe the flight's still booked in Jaen just in
Speaker 1: case something comes up, But now he's actually staying in Sydney.
Speaker 3: We has left Sydney, but it was more for the
Speaker 3: rehab conference and it's.
Speaker 1: Got some time. Ye are you right? You're spot on.
Speaker 1: He probably used the frequent flies, but also I don't
Speaker 1: know if he's going to leave his new partner as well.
Speaker 1: They're obviously the world we got to we've got to
Speaker 1: get our followers back, the deeper meaningful stuff and.
Speaker 3: The old big brother after hours.
Speaker 1: So contexted he did have a relationship breakup which probably
Speaker 1: sparked you know, him needing a change of scenery. He
Speaker 1: wanted to travel to the UK, get a role in
Speaker 1: the UK and start afresh, which you know, we've all
Speaker 1: been there and had a relationship breakup and wanted to
Speaker 1: reassess our situation. But I think he quickly fell into
Speaker 1: another relationship which has grounded him a bit more back
Speaker 1: in Sydney Classic but maybe we need to We'll get
Speaker 1: him on the podcast. Yeah, he can explain it, he
Speaker 1: can defend himself exactly. And our final one recently obviously
Speaker 1: last week, last week, last week, last week Sabrina. So
Speaker 1: she has nested herself for a role with the Eneral
Speaker 1: Bulldogs and eral w and she goes on to the
Speaker 1: profertional world as well, which is for her being a
Speaker 1: big dream. So you know, we wish her well and congratulations,
Speaker 1: but can't help a feel like we're just we're just
Speaker 1: breeding coaches for other people at this stage. So so hopefully.
Speaker 2: I think that's a really exciting thing though lots, and
Speaker 2: I think something that maybe those listeners and those that
Speaker 2: are not associated with the brand, you know, you see
Speaker 2: a bit of movement or whatever from the outside. But
Speaker 2: I think it's so exciting that for us as a
Speaker 2: brand that we're finally breeding, you know, quality coaches that
Speaker 2: are making the step in a professional sport. You know,
Speaker 2: I can speak for myself, and it is a hard
Speaker 2: jump to make, as we know. You know, you and
Speaker 2: I have often spoke about we know where the private
Speaker 2: sector is at. We know how strong it is and
Speaker 2: what it does for a coach's ability both on the
Speaker 2: gym floor, managing athletes and everything that goes with that.
Speaker 2: But you know, I think from that real sort of
Speaker 2: viewpoint of professional sport, it's probably struggled to be seen
Speaker 2: at the same level. But I finally feel like that
Speaker 2: tide's turning. I'm really proud to say that our company
Speaker 2: is been a really big driver of that. And I think,
Speaker 2: if you know, I think professional sport and the landscape
Speaker 2: in Australia is going to be a far better place
Speaker 2: with a strong private sector because people can jump between
Speaker 2: and you know, it's not just about the logo there.
Speaker 2: Then you know they're able to jump between the private
Speaker 2: sector and know that they're going to get really good
Speaker 2: strength and conditioning, can be really good practitioners.
Speaker 3: I think he's only beneficial for everyone involved.
Speaker 1: Right, and to add context to that before we delve
Speaker 1: into probably the internal side of it where we're at now.
Speaker 1: I say this a lot to people around, but if
Speaker 1: we use just as an example, day in day out,
Speaker 1: his list would be approximately forty rehab athletes that he's
Speaker 1: coaching on the field, he's coaching on the gym floor,
Speaker 1: he's programming for, he's treating, he's writing longer term programs
Speaker 1: and timelines for, and then he transitions into professional sport
Speaker 1: and he's doing all the same things. But the rehab list, well,
Speaker 1: if you're unlucky, he's twelve. But if we take an
Speaker 1: average of that team sport environment around the seven mark,
Speaker 1: so we've had it before.
Speaker 3: You know.
Speaker 1: Alan Robinson was the same who went to Wartas and
Speaker 1: really found that that shift from what we do into
Speaker 1: the pro sport actually easier. There's otherly over prepare people
Speaker 1: for prosport, and there's other things to do with pro sport.
Speaker 1: We can travel all these expectations and probably more pressure,
Speaker 1: I'll admit that, but ultimately management of long term rehab
Speaker 1: and the x's and o's of what you do as
Speaker 1: a rehab coach, and will refer back to strength editioning
Speaker 1: coach as well, same premise that they're so well prepared
Speaker 1: for it that that doesn't even need to be an
Speaker 1: issue for the skill set's there. It's it's then just
Speaker 1: adapting to that professional environment, which which can be done
Speaker 1: very quickly. That's maybe a nice segue. We've been intentionally
Speaker 1: quiet about how we've navigated this time, you know, from
Speaker 1: the outside looking in, and I certainly received a lot
Speaker 1: of messages and DMS emails from concerned gim owners whatever
Speaker 1: it might be, Hey, what's going on at AA you know,
Speaker 1: or you're great staff for leaving. It's been a bit
Speaker 1: of a psychological reframe for us, hasn't it in easily
Speaker 1: feeling like we can go we're losing great people to
Speaker 1: this reframe of nowhere developing great people and that that
Speaker 1: needs to be something that we should be proud of,
Speaker 1: because there really hasn't been a viable alternative to pro
Speaker 1: sport as a pathway to athletic experience. And I think
Speaker 1: that's been big for us is to go no, we
Speaker 1: need to probably just champion this idea that that private
Speaker 1: sector needs to be a development pathway in a pro
Speaker 1: sport and we need to celebrate that rather than, you know,
Speaker 1: get down the dumb set we're developing but then losing
Speaker 1: great people. And I think I've said this too before,
Speaker 1: because I think I don't know who said it, I'm
Speaker 1: probably going to bastardize it. But the old adage of
Speaker 1: you know, what if we develop people and then they leave?
Speaker 1: Are that Socrates? And then is that Socrates? That sounds
Speaker 1: well earlier what if we develop people they leave? And
Speaker 1: then the other added is well what if you don't
Speaker 1: develop them and they stay? And for us, that's a
Speaker 1: big part that I would much prefer to where the
Speaker 1: problems that come with losing great staff that we have
Speaker 1: to replace rather than the far more adverse effect of
Speaker 1: not developing stuff and I'm staying and suddenly it's like, oh,
Speaker 1: our quality of staff are terrible. I'd much prefer to
Speaker 1: to push, push, push, you develop where you can. And
Speaker 1: obviously we like to think of it as an organic
Speaker 1: development where sometimes you're so close to them you don't
Speaker 1: realize how good they've gotten until they leave, and then
Speaker 1: you try and bring other people through and you're like, God,
Speaker 1: there's a fair gap. And that's not a bad thing,
Speaker 1: but that just shows that the development they get here,
Speaker 1: I think has been fantastic and now we face the
Speaker 1: next challenge of replacing good staff. And we're lucky enough
Speaker 1: that currently we've got great staff here, you know, as
Speaker 1: far as our coaches, We've got Alex Burger who's come
Speaker 1: on recently who's absolutely commanded our field program, killed it.
Speaker 1: He's with the Oli Rus. We've got Anthony SAMs has
Speaker 1: been here quite a few years now from our internship program,
Speaker 1: manage nor short or premiership this year. Probably should have
Speaker 1: done it last year as well, but the Norse Shall
Speaker 1: curse got him. And then Denzel's who's been running our
Speaker 1: lt A D program and probably over the past six
Speaker 1: months is has really elevated into some senior athletes and
Speaker 1: working with some international based athletes that has been doing
Speaker 1: fantastic jobs, so it's not hard for them to take
Speaker 1: up the slack. We obviously still need to replace our
Speaker 1: head of performance, and we will do that in good time,
Speaker 1: and we'll find a person that is as amazing as
Speaker 1: shoes are you tell me fourteen, Yeah, well, the shoes
Speaker 1: are hard to fill. One of the big realizations for
Speaker 1: me too, if between the three of us, you know,
Speaker 1: for everyone listening on, well, other three. Yeah, the three
Speaker 1: of us being the owners, I've probably managed this the
Speaker 1: the least well, I would say. But the big realization
Speaker 1: for me is that we probably also overweight the value
Speaker 1: in legacy experience, for example, you know, Juzzy being here
Speaker 1: for five years or Brendo being here for five years
Speaker 1: or whatever it might be, and underweight the value and
Speaker 1: the utility of a fresh perspective, you know. And I
Speaker 1: can draw on some examples there, Kalin, who's replaced Juzzy
Speaker 1: very different skill set, are also very competent in different
Speaker 1: ways and adding things to the rehab program that maybe
Speaker 1: wasn't Juzzy's strength, and vice versa. And so I think
Speaker 1: the big realization for me personally is that as much
Speaker 1: as it's important to secure great staff, being willing to
Speaker 1: let them move on to their next opportunity and then
Speaker 1: finding someone who can see it from a different lens
Speaker 1: can potentially be the thing that takes the company to
Speaker 1: another level. And you know, that's how we need to
Speaker 1: look at your role, Tommy. As hard as those shoes
Speaker 1: are to feel, perhaps a new lens is exactly what
Speaker 1: the company needs. And that's how we've almost got to
Speaker 1: see that. I know, for I'm sure where I'm sure
Speaker 1: not the only gym owners who have lost great people
Speaker 1: to new opportunities. And you know, to keep an open
Speaker 1: mind is probably really important for us to not to
Speaker 1: spare because I know that was definitely that's my proclivity,
Speaker 1: that is to worry too much. So I think that's
Speaker 1: been that's been really good for us because we're at
Speaker 1: the other end of it. I feel I think Mike Young,
Speaker 1: we've obviously athletically that he says, yeah, he wrote the code,
Speaker 1: and then every one of his staff just add to
Speaker 1: that code, and I think it's a great, little nerdy
Speaker 1: way to look at it. It's a great way to
Speaker 1: look at it that you know, ultimately what we start.
Speaker 1: He's sort of like HTML code. Is that what he means, Okay,
Speaker 1: go back to Walcross, But no, it is right, and
Speaker 1: I think you go, you know, so I couldn't let
Speaker 1: Carl go back.
Speaker 2: But I do think that every every staff member that's
Speaker 2: come in so far, you know, regardless of how long
Speaker 2: they've been here, whether it's been a small period or
Speaker 2: a long period, they've left the brand in a better place.
Speaker 2: And that's all we can ask for. And I think
Speaker 2: that you know, from a big picture of stuff. If
Speaker 2: we have staff that come in, they're going to offer
Speaker 2: opinions and see things through a different lens, which is fantastic.
Speaker 2: But the brand's just got to keep evolving. I think
Speaker 2: that's something that's happened really well that every staff member
Speaker 2: that's come in, you know, is left there. We all
Speaker 2: there little spin on it or there we'd all sort
Speaker 2: of you know, their own stamp on it, and it's
Speaker 2: made as better as a company. So you know, I
Speaker 2: think those that have sort of gone before and have
Speaker 2: you know, really helped develop, you know, they've left it
Speaker 2: in a really good spot for the for the next
Speaker 2: ones to take cover.
Speaker 1: We like Tommy, he's going to be known for his
Speaker 1: famous golf days.
Speaker 3: Yeah, that's it.
Speaker 1: I just relentless with our staff. Everyone look forward to
Speaker 1: to the golf days that that never happened happened. So
Speaker 1: that's that's maybe a And you know, we've spoken about
Speaker 1: how we've managed this transition with staff. We've got fresh team,
Speaker 1: fresh perspectives from your guys vantage points. What have you
Speaker 1: seen is the key challenges that you felt like we
Speaker 1: need to overcome. Since June July, we kind of we
Speaker 1: went very internal we said, okay, look, we've got some priorities.
Speaker 1: We can't focus on everything. Jeordie's moved on. You know,
Speaker 1: a podcast is something that we love to do, but
Speaker 1: it can't be our first priority right now. What from
Speaker 1: your vantage point, were the things we were focusing on
Speaker 1: and how do you think that's gone?
Speaker 3: Yeah, a great question.
Speaker 2: I think when we started to look at what we
Speaker 2: were doing really well, but then also look at some
Speaker 2: of the challenges at the time that we were facing,
Speaker 2: and it just happened to also coincide with obviously some
Speaker 2: movement and some of our staff moving on to bigger
Speaker 2: and better roles. But I think initially we were faced,
Speaker 2: like many business owners and many businesses out there, not
Speaker 2: just gyms, but with the reality of the cost of
Speaker 2: living and everything that was increasing. You know, how did
Speaker 2: we still offer a really fantastic program that was going
Speaker 2: to deliver something that we were really proud of, but
Speaker 2: make it more affordable and make our athletes be able
Speaker 2: to continue to enjoy it and everything that they'd come
Speaker 2: to known at a little bit better.
Speaker 1: Price and send it more affordable priced correct.
Speaker 2: And you know, like a lot of businesses, we weren't
Speaker 2: the only ones feeling that sort of pinch in terms of,
Speaker 2: you know, people are having to make tough decisions around
Speaker 2: you know, what they valued and where they put their
Speaker 2: money in. I think for a lot of our athletes,
Speaker 2: you know, we're at home to them, and you know,
Speaker 2: they were made din't forced to make really tough decisions
Speaker 2: that they didn't want to ultimately make around well do
Speaker 2: I put fuel in my car or do I come
Speaker 2: to the gym? And that's a little bit of an
Speaker 2: exaggeration there, but to be honest, it was it was
Speaker 2: that what we were fast.
Speaker 1: To reality more than yeah.
Speaker 2: And so I think for us, you know, probably your
Speaker 2: pride gets in the way a little bit as well.
Speaker 2: That we were we knew the service and the level
Speaker 2: of service that we wanted to offer, and you know,
Speaker 2: for the three of us in this room, and to
Speaker 2: be honest, everyone here in the facility, we didn't want
Speaker 2: to just roll something out that we weren't proud of.
Speaker 2: And that comes with its challenges, right because everything that
Speaker 2: we've done from a service model and how we offer
Speaker 2: what we do cost money, and so we have had
Speaker 2: to really rethink and you know, I think between the
Speaker 2: three of us and we're able to come up with
Speaker 2: a model that I'm really excited about. I think is really,
Speaker 2: you know, change the way we're looking at athletic development.
Speaker 2: I think it's something that you know, I think has
Speaker 2: been a really revolution, a big revolution for our company
Speaker 2: and the way we deliver strength and conditioning to make
Speaker 2: it more affordable for people yet still know that they're
Speaker 2: getting individualized training. So for us, the big challenge firstly
Speaker 2: was how do we find a product and then secondly,
Speaker 2: how do we roll this out? And what does that
Speaker 2: look like from a key man who are doing each aspect?
Speaker 2: And I think that was a really big challenge that
Speaker 2: I think over the last six months. You know, I'm
Speaker 2: not going to say that we've got it absolutely perfect,
Speaker 2: but I think, you know, what we've come up with
Speaker 2: I'm pretty pretty stoked about.
Speaker 1: So let's flash that out. Where was what was our
Speaker 1: product prior to this transition? What's the product now? In
Speaker 1: terms of what we've done with the ADP who want
Speaker 1: to kind of explain and how we've made this transition,
Speaker 1: how we've made it more affordable, Where we decided what
Speaker 1: we're going to trade off, why we decided to trade
Speaker 1: off certain things and not other things, and just give
Speaker 1: some contacts. I think the assumption that was firstly governing
Speaker 1: everything was that high performance athletic training, whatever you want
Speaker 1: to call it, required the inundated attention of a coach,
Speaker 1: daily modification, weekly, modifiate, whatever you want to look at it.
Speaker 1: You know, the mentality of a coach managing an athlete,
Speaker 1: that athlete realistically having close to twenty four to seven
Speaker 1: access to that coach to be able to manipulate things.
Speaker 1: We realized that, and we sounds dumbs and we It's
Speaker 1: not like we suddenly realized. We kind of knew, but
Speaker 1: ultimately that was the offering. But not everyone needs that
Speaker 1: full stop. And I think for us, we were probably
Speaker 1: quite caught up early on in saying, this is what
Speaker 1: we want to offer, this is what we believe is
Speaker 1: the gold standard, and that's what we offered, and there
Speaker 1: was nothing wrong with that to start. But I think
Speaker 1: the biggest realization is understanding, well, not everyone needs to
Speaker 1: offer the gold standard, and we believe that if we
Speaker 1: were going to offer the silver standard, that we would
Speaker 1: offer better than anyone else. And I think that's the
Speaker 1: mentality that probably switched the most with us when we
Speaker 1: started to say, well, yes, we offer what we believe
Speaker 1: is the best athletic performance product you can get. But
Speaker 1: there's a lot of people that don't need that or
Speaker 1: necessarily want that, but still want an amazing product that
Speaker 1: fits their current situation. And what I mean by that
Speaker 1: is if you're on the cusp of a league. We've
Speaker 1: got a number of especially in the women's space, We've
Speaker 1: had so many football girls come through Matilda's Future Matildas
Speaker 1: that that's what they need. They need the nuanced adjustments
Speaker 1: where hey Tommy, we're a game rained out two weeks ago.
Speaker 1: They've put it on next Wednesday. So I've got three
Speaker 1: games in seven days. And it's like that type of
Speaker 1: stuff is where you need a coach to be in
Speaker 1: your pocket, managing load, making sure you're doing the right things,
Speaker 1: feeling confident. Sometimes just a need to talk to the
Speaker 1: next phase down is you know your shoot shield. Rugby
Speaker 1: player that's in second grade maybe wanted to go to
Speaker 1: first grade. Even a lot of first graders that have
Speaker 1: trained for a long time, they kind of know them,
Speaker 1: they know their way around the gym, they're fairly accountable
Speaker 1: to things, but they just need solid programming, solid coaching
Speaker 1: and direction. They don't need to be able to message
Speaker 1: a coach on a Thursday morning to say that they've
Speaker 1: got an extra three games over the next fourteen days.
Speaker 3: It's typically seven day turnarounds exact.
Speaker 1: Yeah, so they don't need or need to pay for
Speaker 1: that type of thing. So we've said, well, look at
Speaker 1: the moment, our Bread and Butter is kind of that area,
Speaker 1: Like that's where we kind of started with our current
Speaker 1: situation and setup. We've found that our target market has
Speaker 1: shifted to our high end athletes that really needed the
Speaker 1: nuanced work. Great, but there's not a lot of them
Speaker 1: and our youth athletes that their parents are paying. Therefore,
Speaker 1: their parents are in a very comfortable position and to them,
Speaker 1: they want their kids looked after. If you've got kids,
Speaker 1: you know, like you want to buy trust and you're
Speaker 1: not going down to the local fitness first and just
Speaker 1: trusting anyone with a thirteen year old. So our brand
Speaker 1: has a lot of trust. Therefore, we attract a lot
Speaker 1: of parents that want their athletes or their youth you
Speaker 1: can decide if they're athletes yet or not, to be
Speaker 1: well trained, which is great, but what we were missing
Speaker 1: is that eighteen to twenty five year old mark that
Speaker 1: was our bread and butter. They're at UNI. They're striving
Speaker 1: to make it to first grade. Some of them are
Speaker 1: also striving to make it to a professional setting, but
Speaker 1: they don't have the money to How many people do
Speaker 1: we know that make the Olympics off the back of
Speaker 1: three years of living in their car or all this
Speaker 1: type of stuff. They're the people that want our help
Speaker 1: but often can't afford it. So to that point, we said, okay,
Speaker 1: well what costs us the most? For us? Having a
Speaker 1: coach allocated to an athlete costs us like it cost
Speaker 1: us a lot of money, because every athlete that goes
Speaker 1: to a coach means they get closer to their cap
Speaker 1: and suddenly we can't keep adding athletes to coaches. So
Speaker 1: we missed a context about three thousand dollars per athlete
Speaker 1: is the real cost on a managed list. So that
Speaker 1: one was the our costs for us to have an
Speaker 1: athlete on a coach's list exactly, and then understanding that yes,
Speaker 1: it costs us have the facility, Yes it costs us
Speaker 1: to program, but the cost per acquisition on that is
Speaker 1: very small. Our facility, thankfully, at the moment, is quite
Speaker 1: a large facility. We can fit a decent amount of
Speaker 1: people in the same with our programming structure. The system
Speaker 1: of our programming is very efficient, so it means we
Speaker 1: can attract large numbers of athletes and still program very
Speaker 1: effectively for them. So the bottom exit coach. So how
Speaker 1: do we remove the coach and how do we then
Speaker 1: reduce the price. Well, it's exactly that we've said. Okay,
Speaker 1: well let's see if we can't get down to that
Speaker 1: ninety seven mark, which we've done. The ninety seven dollars
Speaker 1: a week puts us in that realm of like your BFT. Again,
Speaker 1: you can fact check me on this. I think it's
Speaker 1: like eighty three dollars for BFT. Yeah, we'll fact check it. Yeah,
Speaker 1: thank you. Did a little bit. Local cross fits, especially
Speaker 1: around the area, people that are doing three four CrossFit
Speaker 1: sessions a day, they're around the seventy seven mark almost,
Speaker 1: So at least ninety seven puts us in that realm.
Speaker 1: Obviously still a little bit pricier than your local CrossFit,
Speaker 1: but we obviously program with far more detail, and suddenly
Speaker 1: we've reached a mark that is affordable to these people
Speaker 1: that are trying to make it. They're living around that
Speaker 1: eighteen to twenty five year old Mark. They're not making
Speaker 1: a lot of money at the time, but they come in,
Speaker 1: they get their program, they get their testing, they get
Speaker 1: their program designed based off their sport and they're testing,
Speaker 1: and they get world class coaching on the gym floor. Yes,
Speaker 1: they don't have the coach in the pocket, but they've
Speaker 1: got it on the gym floor whenever they need it.
Speaker 1: And we've found a lot of people love that and
Speaker 1: really happy with that product, and I believe we do
Speaker 1: it better than anyone else. So that is sort of
Speaker 1: the driving force the direction, and I suppose the logical
Speaker 1: discussions we had around moving to that model so more
Speaker 1: Neuon's coach will say, okay, but how do you now
Speaker 1: then make the programming decisions and how do you navigate
Speaker 1: that If a coach isn't the interface between the program
Speaker 1: and the athlete, you know, how do you do that
Speaker 1: and how do you do that effectively? What was our solution? Well, realistickly,
Speaker 1: it's done on the floor as a coach, so the
Speaker 1: coaching still makes the decisions. And what I mean by
Speaker 1: that is when we think of what an athlete texts
Speaker 1: the coach about or talks to a coach. Obviously some
Speaker 1: key goal setting works some targets that we build out,
Speaker 1: and then it's a lot to do with day to
Speaker 1: day loading and when things that pop up that I
Speaker 1: suppose unpredicted, they get put through and the coach can adjust.
Speaker 1: The ninety seven option now allows that still to happen,
Speaker 1: but the athlete will come into the gym and discuss
Speaker 1: it with the coach on duty on the gym floor,
Speaker 1: so the coach is still make the decision, but the
Speaker 1: difference is the coach doesn't have any administrative lag external
Speaker 1: to their coaching hours. So they're on the floor, they're coaching,
Speaker 1: and athlete goes, oh my, yeah, my right knee has
Speaker 1: been give me a little bit of issues. Okay, look,
Speaker 1: let's just switch out this neee dominant movement for a
Speaker 1: hip dominant movement, give it a bit of a rest
Speaker 1: for the next two weeks. If it's still sore, then
Speaker 1: touch base with the physio so we can see that
Speaker 1: if there's any issues, they can be modified on the fly.
Speaker 1: But then also there's a follow up protocol. If they
Speaker 1: still saw then they touch base with our physio, which
Speaker 1: means the physio will then be able to modify accordingly.
Speaker 1: Again ads to the benefit of having our physios in
Speaker 1: our four walls. They can log into our team Builder.
Speaker 1: They know the programming structure, they can set it, they
Speaker 1: can change it, they can modify it. But then the
Speaker 1: flip side is also the coaches can modify long term.
Speaker 1: So for example, if someone goes onto the gym floor
Speaker 1: and they're like, oh, yeah, I got smacked yesterday, my
Speaker 1: back is just killing me. The coach on the floor
Speaker 1: can make the decision. But right for this training block,
Speaker 1: we're switching out a hinge for maybe a need dominant option,
Speaker 1: and that's going to be your training block. Let's see
Speaker 1: how you feel next training block, touch base again with
Speaker 1: me on the floor. More upstream into how I even
Speaker 1: get into program, we had to kind of come up
Speaker 1: with a new framework for essentially associating a style of
Speaker 1: program to the hour.
Speaker 3: Yeah.
Speaker 1: The initial program, Yeah, so we break it into three
Speaker 1: key base programs that are allocated based on sport and
Speaker 1: sporting requirements. From that, we then have our three key
Speaker 1: testing three based programs. So base programs are what we
Speaker 1: call total body dynamic, our upper body bias and our
Speaker 1: concentric bias. So total body dynamic refers to any sport
Speaker 1: as it sounds that you kind of use total body.
Speaker 1: Things like AFL rugby league, rugby union, you're kind of
Speaker 1: using all your body, but you technically have a little
Speaker 1: bit more lower limb dominance. It's a high running sport.
Speaker 1: When we talk about our upper body bias program, it
Speaker 1: simply means that that sport now has an acute bias
Speaker 1: to the upper body, ie cricket, baseball, tennis, things where
Speaker 1: you're actual resports spot on, you actually need to drive
Speaker 1: a little bit of outcome from the upper body. It's
Speaker 1: not just an accessory. And in concentric are our more
Speaker 1: concentric orientated sports cycling, rowing, sprinting, track work that's up
Speaker 1: being et cetera. Love that, So then what happens from there,
Speaker 1: So then that's groups. So they have their three groupings.
Speaker 1: Within those groupings, we devise into a rate of force
Speaker 1: development group and a force development group, and that is
Speaker 1: based off our initial testing that actually hasn't changed. Our
Speaker 1: initial testing is still the same testing all of our
Speaker 1: athletes get, but we just utilize a little bit of
Speaker 1: a smart algorithm to establish whether currently they're going to
Speaker 1: be more orientated towards building strength and force outcomes versus
Speaker 1: they've got the license to activate a little bit more
Speaker 1: velocity work in their rate of force development. So looking
Speaker 1: at key ratios that we've used before being our RSI,
Speaker 1: our eccentric utilization ratio, and then our DSi or strength
Speaker 1: strength strength to power. So those three are three key
Speaker 1: ones that we've used previously and will continue to use
Speaker 1: to establish whether or not that one gets grouped. On
Speaker 1: top of that, we then have our resiliance components, which
Speaker 1: add a little bit more individualization to the program based
Speaker 1: off where their asymmetries or weaknesses occur. Our key ones
Speaker 1: that we look at are groin, our hamstring, and our calf.
Speaker 1: Of those three, we do basic isometric strength testing. From that,
Speaker 1: we establish any extra work that they may need in
Speaker 1: their program that gets allocated in And what that's allowed
Speaker 1: us to do is essentially most of the leg work
Speaker 1: is done through the mechanims of testing. They have a program.
Speaker 1: Modifications then occur on the gym floor, and what we've
Speaker 1: now been able to do is decuple the athlete experience
Speaker 1: from a coach and the anchor it from that, reduce
Speaker 1: the price to ninety seven and we've had a lot
Speaker 1: of success because you know, we were appealing to the
Speaker 1: extremes of the bell curve. We had the fourteen year
Speaker 1: old kid and the eleven year old, twelve year old kid,
Speaker 1: and then we had to lead athletes, and we were
Speaker 1: missing the majority of the bell curve in the middle,
Speaker 1: which was our core market. You know, the market we
Speaker 1: love to train and you know the great result of
Speaker 1: this change is we have reattracted that core market. It's
Speaker 1: that eighteen or twenty six year old athlete who is
Speaker 1: semi pro shoot shield wants a great place to train,
Speaker 1: but doesn't necessarily need the detail the nuance that those
Speaker 1: ends of the spectrum we're demanding. And to be honest,
Speaker 1: without putting our own program to disservice, I truly believe
Speaker 1: athletic performance as a whole fits far more commonly in
Speaker 1: that area, like eighty percent of our training and even
Speaker 1: out like what you would term an individualized program, which
Speaker 1: are even the term individualized I think is a little
Speaker 1: bit overused these days, but ultimately you're going to get better,
Speaker 1: Like general physical preparation is what we do as a whole.
Speaker 1: We certainly get specific with some individuals at certain times,
Speaker 1: but ultimately a strength editioning coaches, performance coaches, that's our
Speaker 1: bread and butter. So we'd be silly not to think
Speaker 1: that we can't cater to a large population with a
Speaker 1: more simplistic approach that's still just effective. You know, a
Speaker 1: simple approach doesn't necessarily mean it's any worse or less.
Speaker 1: It's just a simple approach that will get really good
Speaker 1: results with those people that need it. Nice. So that
Speaker 1: was the first big change I think from a product perspective,
Speaker 1: that's the biggest change we made. What internally structure wise,
Speaker 1: staff wise, organization structure? What else did we navigate in
Speaker 1: the in the six months since dren Well.
Speaker 2: You go, no, no, Well, we've obviously had as we
Speaker 2: sort of said, we've had some key staff move on
Speaker 2: two different opportunities. And with that, you know, you discussed
Speaker 2: earlier about that understanding of probably the legacy coach or
Speaker 2: legacy staff member and hold what their IP was around
Speaker 2: the company, and then how do we then install that
Speaker 2: into a new coach. So you know, we really revisited
Speaker 2: and revamped our onboarding processes, which I think is only
Speaker 2: going to be beneficial for us from a whole growth standpoint.
Speaker 2: You know, it's no secret obviously as a as a brand,
Speaker 2: we you know, we want to be prominent and prevalent
Speaker 2: in many states in Australia, if not every state in
Speaker 2: Australia one day. And in order to grow effectively and
Speaker 2: run our brand the way that we want to, you
Speaker 2: need to be able to systemI all that and make
Speaker 2: sure that the people that come into your brand that
Speaker 2: potentially the three of us wouldn't have met right as
Speaker 2: you get bigger, how do we make sure they understand
Speaker 2: the DNA and the real characteristics of what makes an
Speaker 2: athletes authority, staff member, coach or whatever role they're coming into.
Speaker 2: And so I think, you know luck he loves to
Speaker 2: look at the Winner Bago example. Let him talk about that.
Speaker 2: But essentially we wanted a manual. It's going to tell
Speaker 2: the story now, no, no, no, yeah, he can come
Speaker 2: back to it. But we wanted a manual or essentially
Speaker 2: something that was going to tick every box. So we
Speaker 2: knew that we could give a staff member and at
Speaker 2: least they were going to have an understanding and concept
Speaker 2: of everything that we're going to need them to do.
Speaker 2: Do we expect them to remember all of it right away? No,
Speaker 2: but at least then they've visited or had a touch
Speaker 2: point with some of the key things that we do.
Speaker 2: So that when it does pop up, they go, yeah,
Speaker 2: I remember speaking about that or what have you, and
Speaker 2: we can then build on that. And so I think
Speaker 2: for us like that is a real that was a
Speaker 2: real challenge, right like to install or to give new
Speaker 2: staff members the right amount of information and really give
Speaker 2: them the key processes because we sort of said that
Speaker 2: common sense isn't all that common, because some things that
Speaker 2: we thought were assume knowledge or that we thought that
Speaker 2: most people would understand was maybe a little bit more
Speaker 2: nuanced to what we did here that we were missing
Speaker 2: out on.
Speaker 1: Yeah, I literally was going to say the same thing
Speaker 1: about an onboarding process. I think with staff turnover, it's
Speaker 1: important to be able to get people on the ground,
Speaker 1: upskilled and running as quickly as possible. And I was
Speaker 1: even at the ACA level three most recently, we often
Speaker 1: get a lot of questions about how do we on
Speaker 1: board what we're on board with? And it has been
Speaker 1: something that's taken a while to really master. And I
Speaker 1: think the biggest weakness we had, as Tommy said, was
Speaker 1: this assumed knowledge that sometimes thinking what we thought was
Speaker 1: very common is not that common, to the extent that
Speaker 1: when you build out what we've built out, some of
Speaker 1: the ticker boxes seem so just everyday stupidity almost, but
Speaker 1: you just have to say it because you just don't
Speaker 1: know where someone is and that's staff are stupid. No,
Speaker 1: of course not, it's just it's it's sometimes very obvious
Speaker 1: things just completely get missed based on different people's experiences.
Speaker 1: And that's to Tommy's point with the Winnebago story, like
Speaker 1: that's that's exactly what what I've built out and we've
Speaker 1: tried to add to and we keep adding to every
Speaker 1: time we on board someone. And the decision had to
Speaker 1: be made, you know, do we take it very slow
Speaker 1: and not overload them and stuff like that, And we
Speaker 1: kind of saw, well, to be honest, if we take
Speaker 1: it really slow and happy and everyone's really calm, that
Speaker 1: there's so many things that come up that they have
Speaker 1: no idea about. So we have opted to go Baptism
Speaker 1: of fire style and just hammer everything. And the first
Speaker 1: couple of weeks are really intensive, like we go through
Speaker 1: a lot of stuff for new staff that come on board,
Speaker 1: knowing that they're not going to take it all in
Speaker 1: and they can't. There's way too much stuff. But the
Speaker 1: hope is that the core things that they need to
Speaker 1: get on board with and start with they get then
Speaker 1: everything else becomes oh, you know, I do remember going
Speaker 1: through that, or I remember Locke saying something about that,
Speaker 1: or Karl saying something about it, or from a physio standpoint, yeah,
Speaker 1: I remember the physios were saying they do this and
Speaker 1: at least they've had some sort of exposure to it
Speaker 1: in the first probably three weeks. We aim for knowing
Speaker 1: that sometimes the onboarding for a number of our staff
Speaker 1: can take eight to twelve weeks of actually solidifying everything
Speaker 1: that they need to know. But in saying that, I
Speaker 1: just don't see any other way. There's no other way
Speaker 1: for the amount of moving parts and stuff that we
Speaker 1: do here. The best way to onboard someone, in my opinion,
Speaker 1: is here is everything all sectioned out, blocked out. It's
Speaker 1: easy to follow, it's simple to understand. But there's just
Speaker 1: a lot. So of course they're going to forget things.
Speaker 1: But the important thing is they've had a touch point
Speaker 1: of it. They kind of know about it. They don't
Speaker 1: need to master it until sort of that eight to
Speaker 1: twelve week mark. On Boarding has been a big thing
Speaker 1: we've changed. For one of the other things I think
Speaker 1: we've done that we maybe haven't touched on. As part
Speaker 1: of getting our staff more aligned is what we rolled
Speaker 1: out with our role scorecards, which I think have actually
Speaker 1: been quite useful and practical for getting everyone on the
Speaker 1: same page and what we were observing. If we go
Speaker 1: back to April or May, we took we canvas the
Speaker 1: whole team. I think we could potentially ask people in
Speaker 1: the same role what are the most important things that
Speaker 1: need to happen within your role? Would get different answers,
Speaker 1: and that's not because someone was right and someone was wrong,
Speaker 1: but because of their biases or whatever it might be,
Speaker 1: they viewed their role differently to potentially someone in the
Speaker 1: same role but a different person. So what we had
Speaker 1: to do was we had to essentially go, Okay, what
Speaker 1: is the role, what are the key responsibilities, and how
Speaker 1: do we intend to measure that? And that was a
Speaker 1: really big challenge for us because we were we probably
Speaker 1: started to build this infrastructure too late in the sense
Speaker 1: that the organization. You know, when when you're doing three
Speaker 1: and a half million dollars in turnover and you've got
Speaker 1: eighteen staff, when it's really big, it's far more complex.
Speaker 1: If we had rolled these things out when there were
Speaker 1: seven of us, and we had clear KPIs, clear expectations.
Speaker 1: When there are seven people, it's probably easy to continue
Speaker 1: to build that out. But to that point to interrupt you,
Speaker 1: that's when you don't need it. It exactly on the same page.
Speaker 2: And that's probably a good learning lesson too for other
Speaker 2: businesses out there, because exactly right, when you've got seven
Speaker 2: people or you know, we would have far more conversations
Speaker 2: with every person on a day to day basis that
Speaker 2: all those things got ticked off. Anyway, you don't know
Speaker 2: what you need until you need it, and that was
Speaker 2: something that we found.
Speaker 1: Out sixty athletes. You can remember our team meetings used
Speaker 1: to be going through every athlete. We'd literally read through
Speaker 1: every athlete because we could. There's not a chance in
Speaker 1: hell we can do that now. And to that point,
Speaker 1: that the same with staff. You can't possibly have the
Speaker 1: same interaction with every staff every day, so getting them
Speaker 1: on the same page is important and it needs to
Speaker 1: be done day one, which for us was a lot
Speaker 1: harder because we didn't have many day ones. When we
Speaker 1: did it, everyone had been here for a certain amount
Speaker 1: of times, so it's about, you know, putting everything in
Speaker 1: front of everyone, almost clicking the restart button, And if
Speaker 1: you've been with us long enough, you'll know that we've
Speaker 1: probably clicked the restart button a few times because we
Speaker 1: think this is the best direction. Ends up maybe that's
Speaker 1: not the best solution, so we modify half of it,
Speaker 1: and then we end up clicking the restart button and
Speaker 1: going again. But obviously that's business. I think anyone that's
Speaker 1: been around long enough, they've been through numerous iterations. We
Speaker 1: see major companies like Apple, Coke, McDonald's, they still go
Speaker 1: through iterations now, not to the same extent, obviously, but
Speaker 1: they're a far more established company. But we're exactly the
Speaker 1: same in the fact that as we grow, as we
Speaker 1: find new problems, we find better solutions, hopefully, and sometimes
Speaker 1: those better solutions can be a real rebuild. Hopefully, those
Speaker 1: rebuilds get less and less and less as we perfect it.
Speaker 1: And I really think our last six months, well eight months,
Speaker 1: has probably been that last final big rebuild, and everything
Speaker 1: else now a little additions that we make as we grow.
Speaker 1: Talking about additions, something I've noticed that we've done, and
Speaker 1: I think we've been very good at it in our
Speaker 1: de fans is actually subtraction. If anything. In the last
Speaker 1: eight months, we've probably done a very good job at
Speaker 1: choosing what our priorities are, making trade offs on what
Speaker 1: we're going to focus on and what we're not going
Speaker 1: to focus on, and our business in maybe some respects
Speaker 1: might feel more complex, but certainly in other respects that
Speaker 1: you're simplifying. I think that's something that we had to
Speaker 1: learn the hard way is that for every time we
Speaker 1: add something, what we're actually adding is additional complexity to
Speaker 1: how the organization runs. And so every time we add something,
Speaker 1: we need to find or be willing to make some
Speaker 1: type of trade off or subtract something elsewhere. I think
Speaker 1: what we've done really well, and I think the podcast
Speaker 1: is a great example of this is there are so
Speaker 1: many priorities in business. We have so many things that
Speaker 1: are worth doing that could add value, that can contribute
Speaker 1: to the business's value in the marketplace. But you can't
Speaker 1: do everything, and you can't be everything to everyone. And
Speaker 1: we made a really conscious choice of three of us
Speaker 1: to go no, we're going to focus on our internal
Speaker 1: realities first, because you know, we made the decision that
Speaker 1: if athletes authority as a facility first can't thrive, then
Speaker 1: our contribution to the rest of the marketplace can't be
Speaker 1: great either. We need to make sure that the inside
Speaker 1: the four walls that gets the attention the folks that
Speaker 1: needs and we were willing to you know, put the pause,
Speaker 1: put things on ice, not do other things so we
Speaker 1: could focus on what really mattered. I think that's an
Speaker 1: important lesson for any gym owner. We have a lot
Speaker 1: of them who listen who when they're faced with challenges,
Speaker 1: you have to prioritize. And what we rolled out was,
Speaker 1: you know, we tried to select our three biggest challenges
Speaker 1: in the organization and essentially engineered the whole business around well,
Speaker 1: how to navigate those challenges. Maybe we should talk about that.
Speaker 1: The first challenge we identified was over the course of
Speaker 1: two or three years, we noticed that the consumption of
Speaker 1: the product was changing. You know, we had when it
Speaker 1: was a smaller organization, we were more proximate to the athletes,
Speaker 1: were closer to them, we saw them more regularly. As
Speaker 1: the organization grew, and you know, complexity grew and the
Speaker 1: number of athletes grew, we weren't seeing athletes come in
Speaker 1: quite as frequently. Maybe we had lots of different ways
Speaker 1: that we were structuring their training weeks. We didn't see
Speaker 1: them as often, and we were noticing then on the
Speaker 1: back end that a lot of athletes on canceling were
Speaker 1: saying things online with Tommy, You're at the coal face
Speaker 1: of this, you know, I'm just not seeing the value
Speaker 1: in the product anymore. And so we recognized, well, you know,
Speaker 1: how do we define that value? And we figured out, well,
Speaker 1: the best way to probably define the value as well,
Speaker 1: how often are you coming in? So we did a
Speaker 1: fairly significant analysis on what that was, and we found
Speaker 1: on average it was like one point six or one
Speaker 1: point seven times on average per week that athletes were
Speaker 1: coming in. So if you anchor that to the price
Speaker 1: they were paying, it was a relatively high per session
Speaker 1: cost that you know, that the athletes were incurring to
Speaker 1: come in. Of course they were more, we offer more
Speaker 1: than just the sessions, but that was kind of how
Speaker 1: they're anchoring the value in their own eyes. So we
Speaker 1: kind of realized, we need to put a lot of
Speaker 1: eggs in the basketball. How do we get that consumption up?
Speaker 1: So we had to start tracking that. We had to
Speaker 1: you know, set some expectations and targets, we had to
Speaker 1: build infrastructure around that, We had to change the way
Speaker 1: we tracked visit history. There was a lot of kind
Speaker 1: of internal realities we had to start changing to make
Speaker 1: sure that we navigated that challenge. But you know, the
Speaker 1: six months that follow we made insane progress where all
Speaker 1: time record facility highs for visits. So it's it's really interesting.
Speaker 1: You know, you can have a challenge, but unless you
Speaker 1: choose to allocate resource to the challenge, both attention, time
Speaker 1: and capital potentially, you know capital in the sense that
Speaker 1: people we were paying you ad Z our data site
Speaker 1: a lot of time to build infrastructure that allowed us
Speaker 1: to track. So we're spending cash in that way to
Speaker 1: track it. Unless you unless you actually allocate resource to
Speaker 1: the challenge, you can't really expect to overcome it. And
Speaker 1: I think I think that's something that we should be
Speaker 1: really proud of, is you know, our decision to focus
Speaker 1: on what can we improve, what is the most important
Speaker 1: to improve, and can we stay committed to that because
Speaker 1: I think certainly me, you've you've helped me to account
Speaker 1: lock and Tommy you too. Is you know, we need
Speaker 1: to stay focused, and I think that's an important lesson.
Speaker 1: You choose a couple of things focus on and just
Speaker 1: stick with it. Well, you think of us as a
Speaker 1: as a young company, and you see the same as
Speaker 1: a child or a teenager. They bounce around different passions, Lars,
Speaker 1: they try everything, they make mistakes, and that's exactly what
Speaker 1: we did. You know, every opportunity for us as an opportunity,
Speaker 1: and we took it and we tried it, and I
Speaker 1: think it puts us in a better state in the
Speaker 1: end because we know how things interact with our ecosystem.
Speaker 1: We know how things work and what things actually benefit
Speaker 1: our core values and what we want. And as I say,
Speaker 1: you know, if everything so priority, nothing is so. I
Speaker 1: think we've all been guilty of bouncing around things and
Speaker 1: getting excited for the new thing. And I think that's yeah,
Speaker 1: I'm spot on with you, and I think the best
Speaker 1: thing we've done over the past six months has regardless
Speaker 1: of the mistakes we've made, we've actually stuck to what
Speaker 1: we want to target and aim for and we continue
Speaker 1: to keep taking steps that way, and I think it's
Speaker 1: been great. Maybe that's maybe a nice segue then to
Speaker 1: wrap this first episode of the revampart is what's the
Speaker 1: future for us look like? From your guys perspectives? Where
Speaker 1: do we go from here?
Speaker 3: Well?
Speaker 1: I really want to get back into sports management. Person
Speaker 1: that's a cash cow. If you really want to make
Speaker 1: money quickly, it's sports manager three percent of Australian contracts
Speaker 1: giving you much. We say that in Jess obviously because
Speaker 1: we spend a lot of money on sports management and
Speaker 1: returned all of zero dollars, so you know, talk that
Speaker 1: up to a loss. To be honest, what I'm most
Speaker 1: excited about is probably our evolution of our education arm
Speaker 1: because I really believe that's something that we do amazingly
Speaker 1: well and we've really only dipped our toe in. I
Speaker 1: think we show it with our coach Immersion program. We
Speaker 1: showed it with our one Days that we've hosted. A
Speaker 1: couple of online releases we've done have been very, very big,
Speaker 1: and to be brutally honest, it hasn't even been I think,
Speaker 1: from our standpoints, something that we've consciously really invested a
Speaker 1: lot of time into. That's not to say we haven't
Speaker 1: put time into our Coach Immersion, because we have, but
Speaker 1: ultimately it's one product within the ecosystem of our full
Speaker 1: education and I think the new revent we're about to
Speaker 1: go with is going to be fantastic, can be a
Speaker 1: little bit more specific with things. I'm really excited to
Speaker 1: announce and launch our little Physio series. I think that's
Speaker 1: going to be really good. We're going to be running
Speaker 1: some key topics that are going to be targeted for
Speaker 1: clinical physios that really want to get up skilled in
Speaker 1: that practical side. So you know, one and two day
Speaker 1: events like that are going to be fantastic for us
Speaker 1: to get in here and also turn to running mechanics,
Speaker 1: intro to gym and load introduction, all that everything you
Speaker 1: could possibly think about. We're going to be starting to
Speaker 1: prioritize into this the Physio series, which would be great.
Speaker 1: The style of mentorship that we're going to set up. Obviously,
Speaker 1: Carl runs our business mentorship, which is a hugely success
Speaker 1: for our ACL mentorship has been hugely successful, and these
Speaker 1: little things that we just alluded to where we've had
Speaker 1: these things that we've i suppose focused on and really
Speaker 1: had some great results from, but then we've moved away
Speaker 1: in other avenues in other areas. So for us to
Speaker 1: double down in these mentorship style setups is going to
Speaker 1: be big. So Team Sport mentorship is going to be
Speaker 1: coming back. We've got Strength Power mentorship, Sports Science mentorship,
Speaker 1: all these little short form mentorships which are going to
Speaker 1: be really powerful and have a lot of information in
Speaker 1: them and allows the consumer to be able to really
Speaker 1: double down in an area that they want to specialize
Speaker 1: and improve on. And Mate, to be honest, that's probably
Speaker 1: for me the twenty twenty five that's one most excited
Speaker 1: for I O that, Tully.
Speaker 2: Yeah, I'm also equally excited about the education stuff, but
Speaker 2: I think for me probably, no, probably the biggest thing
Speaker 2: I'm excited about is this revamp to our programming structure
Speaker 2: and how we're delivering athletic development. I think, you know,
Speaker 2: the fact that what we spoke about before, how we're
Speaker 2: able to access more athletes, you know, get back to
Speaker 2: the crux and the core of what we do as
Speaker 2: a brand. I think to the part why our education
Speaker 2: has been successful, why it's been able to be successful,
Speaker 2: and why we can continue to grow and develop, it
Speaker 2: is because we have delivered fantastic training to athletes and
Speaker 2: actually been at at the cold front.
Speaker 3: There that the cold front, the cold face.
Speaker 1: Sorry, mattea cold man.
Speaker 3: I'll tell you what this air con though, after log
Speaker 3: it's got to turn down his.
Speaker 1: Cold Okay, settle now, Mate, I think that he's got
Speaker 1: to be more muscle mass anymore, produce more heat. Yeah,
Speaker 1: it's not that. It's not this cold in the in
Speaker 1: God's Country, is it, Tommy?
Speaker 3: It's not Northern beaches is never this cold?
Speaker 1: Man? Just to get hotter as you get closer to
Speaker 1: the equator. Yeah, Okay, sos which direction you go? If
Speaker 1: you go if you go north, then yeah, but if
Speaker 1: you go south to go north, is that closer to
Speaker 1: the crater, we can still get there that way? True?
Speaker 1: It is the globe round though, I don't know.
Speaker 3: But yeah, we're going to bring this back.
Speaker 1: We're going to bring this circle back around the globe.
Speaker 1: Correct the listeners ago, I wonder why they got distracted. Yeah,
Speaker 1: Carl's gone on a flat earth Tedge.
Speaker 2: So yeah, I think I think getting back to doing
Speaker 2: what we do best and getting or having access to
Speaker 2: to a really broad spectrum of athletes and that are
Speaker 2: able to afford it, and really rip into this new
Speaker 2: style of training and seeing how that grows over our
Speaker 2: two facilities at the moment, and then obviously hopefully expanding
Speaker 2: that into into more and and delivering that, you know,
Speaker 2: to to more athletes around Australia. Speaking of just getting
Speaker 2: back from the a s c A Level three and
Speaker 2: there was a lot of coaches from Brisbane and all
Speaker 2: over Australia, Western Australia, and you know that was very
Speaker 2: interested in in our brand and what we're doing and
Speaker 2: a lot of the questions were when are we when
Speaker 2: are we coming there? So you know, obviously, for me,
Speaker 2: I think that's something that I'm really excited for is
Speaker 2: how we look to continue to deliver what we do
Speaker 2: to athletes but all over Australia.
Speaker 1: Well, if anyone is in any state around Australian they'd
Speaker 1: like to invest into own and run an athlete's authority,
Speaker 1: come and let us know, because you're fronting all the money.
Speaker 1: That's that's a big lesson we learned. We you know
Speaker 1: this the last couple of years with we've got we've
Speaker 1: had a lot of money in our bank account and
Speaker 1: we've had not a lot of money in our bank account,
Speaker 1: and we've experienced everything in between. And so certainly something
Speaker 1: we've learned is that you know, opening up a gym
Speaker 1: once you account for facility, you know, start up, and
Speaker 1: then you know running at a loss for a gym
Speaker 1: for years, which is always going to happen. Because you
Speaker 1: need the staff before you have the athletes. You know,
Speaker 1: that's that's not an easy thing to navigate. And we've
Speaker 1: certainly learned that the hard rate but prob the best
Speaker 1: way it is. The hard ry is often the best
Speaker 1: way to learn it is. And accounts try to spin
Speaker 1: and say, oh, you don't need to pay tax. Not profitable,
Speaker 1: that's one positive.
Speaker 3: I guess I'd.
Speaker 1: Like to pay tax indeed for me. Actually, I'm just
Speaker 1: looking forward again, back to long form content. I'm not
Speaker 1: sure how you guys feel about, you know, the state
Speaker 1: of Instagram and all, but it's fucking exhausted. Is it's
Speaker 1: the same same things being argued over the same nuanced
Speaker 1: things like who gives a shit if you're going deep
Speaker 1: enough on the squad?
Speaker 3: Just move on?
Speaker 1: Yeah, frontal plan or fucking transfer. But also probably know,
Speaker 1: I certainly feel when I jump on Instagram it feels
Speaker 1: like it's just thousands of NPCs. You know, it's the
Speaker 1: same content over and over and over again, and like
Speaker 1: there is there's no real nuance, there's no good discourse.
Speaker 1: And what I'll tell you know, I'm you know what
Speaker 1: to that to interrupt. Look credit to people that have
Speaker 1: done well and that are doing well and enjoy it
Speaker 1: and really love it. That's that's but yeah, I'm certainly
Speaker 1: not it's not inspiring to get stuck into. So I
Speaker 1: agree with you. Yeah, so long long form content for
Speaker 1: what I'm most excited about. Obviously, the podcast is a
Speaker 1: big mechanism of that. Like you know, we've we've all
Speaker 1: discussed had as long best provide value to this given
Speaker 1: you know, you've got one of the most unique skill
Speaker 1: sets in the country with your experience, and you know
Speaker 1: you doing more of the long form education stuff. I
Speaker 1: think is the best way that we can kind of
Speaker 1: contribute to the industry because you know, despite the challenges,
Speaker 1: I think we've navigated, We've navigated them like we haven't.
Speaker 1: We've gotten through those challenges. I think we've learned a
Speaker 1: lot in that process and have a lot to share
Speaker 1: that I think is going to be really valued. But
Speaker 1: I think that's what I'm excited about, is, you know,
Speaker 1: how do we just get back to contributing to the
Speaker 1: industry and sharing ideas And now that we're in a
Speaker 1: far more stable place facilities wise, and we've we've we've
Speaker 1: got far more clarity around accountability and structure that better
Speaker 1: supports it up until three months ago. You know, Tommy
Speaker 1: used to do the sales in Sydney, Nate used to
Speaker 1: do the sales in Melbourne. Now we have a sales function.
Speaker 1: You know, we all used to kind of broadly speaking,
Speaker 1: share marketing responsibilities. Now that's at least a more clear functional.
Speaker 1: You know, until it's that role is filled, I'm doing it.
Speaker 1: But you know, we've spent a lot of time figuring out,
Speaker 1: you know, what what needs to happen in this business
Speaker 1: for it to be successful, and reverse engineering that and
Speaker 1: having that type of support structures there. So I'm just
Speaker 1: looking forward. Now that we've got that in place, how
Speaker 1: do you get back to doing what we do best,
Speaker 1: which is to improve the lives of the industry and
Speaker 1: make that easier for people. Whether it's you sharing the
Speaker 1: new structure of the base program and how we figure
Speaker 1: that out or whatever it might be moving forward. That's
Speaker 1: kind of what what excites me. For sure. I grow
Speaker 1: and a tan because we all live on the beaches.
Speaker 1: Now that's what happens in God's country. It's amazing that
Speaker 1: God's country seems to follow Lockie. If you noticed that, Tommy,
Speaker 1: where Jesus settles, God is there. That's a claim not
Speaker 1: actually even religious. I probably shouldn't be saying that. Yeah,
Speaker 1: you probably shouldn't. But now we've got a c A
Speaker 1: conference next week as well, so for people that are
Speaker 1: up in Brisbane, Brizzy Convention Center be a great couple
Speaker 1: of days. So looking forward to being out there. That's
Speaker 1: a bit of a plig clock. Yeah, definite self was
Speaker 1: plugged me and I'm presenting one What are you presenting on?
Speaker 1: What am I presenting on? For a second, I got
Speaker 1: a few presentations around my heade. We are I am
Speaker 1: presenting on impacting your team? So how you how you
Speaker 1: coach a team and and talk about impacting and influencing
Speaker 1: your athletes. The simple stuff, not the complex stuff. The
Speaker 1: simple stuff that works. Give us a give us like
Speaker 1: a teaser. One one basic one that that I do
Speaker 1: focus on is what I refer to as conversational threads
Speaker 1: and being able to grab onto a conversational thread. And
Speaker 1: I think when I was Tommy smile because he's heard
Speaker 1: this story a few times. I'm sure if Geordie's listening
Speaker 1: to this, he'll be yelling out one of the stories.
Speaker 1: But when I was a young coach, I really to
Speaker 1: try and be professional. I never really engaged in saying
Speaker 1: on the weekend, if they go, how your weekend, my
Speaker 1: response was always oh yeah, programmed, programmed, which trained, just
Speaker 1: because that's professional when an actual fact, Yeah, I was
Speaker 1: twenty two, so I went and got on the piss
Speaker 1: with my mates on Saturday night, had a good time. Yeah,
Speaker 1: white shirt, blue dots, short sleeves, the Lucky Special, ready
Speaker 1: to roll and yeah you don't you don't change what vip?
Speaker 1: Yeah yeah, yeah, I think the Floto is still up,
Speaker 1: actually still on the waar mate, Yeah yeah, exactly good
Speaker 1: And Wallaby Bar if anyone's old enough to remember Wallaby
Speaker 1: Bar that had zero trophies in the cabinet, I remember
Speaker 1: that one Oka just mate. But ultimately, yeah, you are
Speaker 1: forty two, so it's for those playing you know, I'm
Speaker 1: not forty two. That for me then in that conversation
Speaker 1: gives them no threads to grab onto. So obviously for them,
Speaker 1: the programming maybe training a little bit, they've they've got
Speaker 1: really no interest in that. But the older I got,
Speaker 1: the less professional I got, and the more open you get,
Speaker 1: and the more you actually open up multiple threads within
Speaker 1: one respect onto one conversation that I talk about them
Speaker 1: being able to grab onto. You know, if I was
Speaker 1: to say that I got went and got pissed with
Speaker 1: my mates. Whether you think that's professional or not, at
Speaker 1: least it's a bigger thread for a nineteen year old
Speaker 1: AFL player to grab onto rather than programming. And yeah
Speaker 1: you may not, but that may actually be a conversation
Speaker 1: started because they've probably gone and gotten pissed at some stage,
Speaker 1: so there's at least the ability to have a conversation.
Speaker 1: Now I use it as a reference. I'm not saying
Speaker 1: you have to go and get pissed every weekend to
Speaker 1: have a conversation, but being open with what you do
Speaker 1: and not actually being as professional as probably everyone thinks
Speaker 1: you need to be. So be more like yourself correct
Speaker 1: like what you think you need to be is more
Speaker 1: exactly exactly. But yeah, just a little teasy if you
Speaker 1: want to find out or Brisbane conventions the tickets, your tickets,
Speaker 1: Tell me what's on the horizon for you new role mate?
Speaker 1: You want to tell us about that?
Speaker 2: Yeah, a new role obviously jumped across to South Sydian
Speaker 2: rabbit O so have gone into a rogula club, which
Speaker 2: for those that do you know a little about me.
Speaker 3: Obviously, rugby league is very very important to me.
Speaker 2: It's definitely the thing under there, the thing I get
Speaker 2: excited about the most. So now look really really looking
Speaker 2: forward to the new challenge. So I've stepped into the
Speaker 2: Pathways high Performance Manager role, which sits across everything from
Speaker 2: the new Sadwell's Cup down to the Harrold Matthews in
Speaker 2: the in the boys stream, as well as the female
Speaker 2: pathways from their Harvey Norman Women's which is the open
Speaker 2: Open Women's down to their Lisa Fiel Touchcow and Lisa Fiola.
Speaker 3: So sit across at it.
Speaker 2: There's seven seven major teams within that program and then
Speaker 2: we've got development squads and everything else that go in between.
Speaker 2: So I sort of oversee that and obviously look forward
Speaker 2: to to ripping and hopefully having a good season at
Speaker 2: the hoth Sydney Rabbits.
Speaker 1: I've always wondered when rabbit Os play manly, how do
Speaker 1: you how do you navigate that? He turns out? You
Speaker 1: know those people that turn up in the half jerseys
Speaker 1: are sewn together, that's you. What will be on the
Speaker 1: left hand side? Where will we will? Will the heart
Speaker 1: be the heartart? Doesn't Brookie doesn't leave the heart.
Speaker 3: Yeah, it's it's a tough one, mate.
Speaker 2: Well, obviously, I think I have had this experience before
Speaker 2: at some of the other clubs I work with. Look,
Speaker 2: manly will always be in the heart, but you do
Speaker 2: learn to love the team that you're with and the
Speaker 2: club that you're with. You obviously build connections and relationships
Speaker 2: with those athletes, so there's a far more personal relationship
Speaker 2: with them. So no, I'm very excited for for South Sydney.
Speaker 2: I hope hopefully we have a really big season and
Speaker 2: can can turn around some of the results from last year.
Speaker 1: I'm looking forward to Have you met Wayne yet?
Speaker 2: No, No, I have not. Wayne is not December one
Speaker 2: hasn't just started yet. Looking forward to meeting the master.
Speaker 2: I'm sure I can learn plenty of him, so now
Speaker 2: looking forward to that, But no, I haven't haven't.
Speaker 3: Met him yet.
Speaker 1: Out have an exciting podcast. We'll do it, tom Wayne,
Speaker 1: Tom Wayne, where's Wayne? Well, Mike, Tommy up for the meeting. Hi,
Speaker 1: I'm Tommy Wayne, Like hello, and that'll be it. Hopefully
Speaker 1: it's more more impactful than just that, mate. We're exciting
Speaker 1: to hear how how you goes made? And it's great
Speaker 1: to still have you around. Yeah, we need to get
Speaker 1: a proper schedule off him so we can announce Tobby's
Speaker 1: on floor appearances during the week. But been doing well
Speaker 1: so far, and what we might do is we might
Speaker 1: just put a message out month Cisco's Live. You guys
Speaker 1: were not exactly showing the new structure for the podcast,
Speaker 1: but we're definitely thinking more of a host type panel
Speaker 1: type as I'm concerned it'll be. We'll lock in a
Speaker 1: regular time and what we do will will be dependent
Speaker 1: on the available staff at the time, but I think
Speaker 1: keeping keeping the AI inside of important and then yeah,
Speaker 1: if we've got visitors at the time or people that
Speaker 1: we want to get in, we obviously will think. So
Speaker 1: your Mike destruct away there, mate.
Speaker 3: I Mike just it wasn't an intentional much.
Speaker 1: I haven't tightened up them and to service these mics
Speaker 1: a little bit anyway. But yes, we'll have more panel discussion,
Speaker 1: a little bit, more multiple people on. I think, well, boys,
Speaker 1: it's great to break the back of the podcast again.
Speaker 1: It's gonna be awesome releases and get back on the
Speaker 1: bandwagon on full Content's our thing and look forward to
Speaker 1: having you all back on Cracking. Thanks guys, yep, thank you,
Speaker 1: see yup.