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Role Overview

General Manager

2001 – 2007

Promoted 5x: Front Desk Associate → Front Desk Manager → Sales → Operations Manager → AGM → GM

Only female GM/AGM across six franchise and two corporate locations—with 20 awards to prove it.

Started at the front desk in Downtown Long Beach—a franchise under Jeff and Michele. When LBC sold to corporate, my manager Mike jumped to a DTLA franchise group and recruited me the moment I graduated from Long Beach State.

At DTLA, I competed for top performance across a four-club franchise—Downtown LA, Hollywood, North Hollywood, and Thousand Oaks. I earned that title 18 times in under 24 months. That’s right: 18 times. And an Oyster Perpetual Rolex.

The path wasn’t linear. In 2005, I left DTLA for a six-month run managing 19th Street Gym, a private club in NYC—until Josh, who’d taken over as LBC’s corporate GM, tracked me down: “Get back here and be my AGM in Redondo Beach.” When he moved to Venice Beach, he recruited me again.

I was the youngest and only female GM/AGM—outselling, outperforming, and out-hustling everyone in the room.

Case Study Snapshot

Challenge

  • Inherited a Downtown LA club in serious financial trouble

  • Youngest and only female GM/AGM across eight Gold’s Gym locations — six franchised and two corporate.

  • Competing for top performance across a four-club DTLA franchise group years before DTLA’s revitalization.

Strategy

  • Turned every corner of the club into a revenue stream — ancillary sales, premium upgrades, and proactive account management.

  • Built training systems, scripts, and tracking tools that scaled performance across the team

  • Built corporate-level partnerships most GMs never touched — including Staples Center and Gas Company Lofts.

Results

  • Drove $375K+ in monthly revenue and 300+ new memberships in DTLA.

  • Outperformed every competing club in the DTLA franchise group 15+ times, month after month

  • Took a financially troubled DTLA club and turned it into the model corporate pointed to

Impact & Achievements

Standards. Systems. Tested.

  • Regularly shopped competing clubs across DTLA — evaluating services and amenities, cleanliness, tour and sales process, and overall vibe — then used those insights to sharpen how I trained, sold, and ran my club.

  • Developed in a culture built around goal-setting, driven by the DTLA franchise management team — mapping out 1-, 3-, 5-, and 10-year goals, reading a leadership book every month, and folding those goals into weekly Friday manager meetings at the Hollywood club/HQ.

  • Corporate and franchise leadership placed heavy emphasis on training — especially for front desk staff and sales/fitness consultants — building teams that could bring their own personality and pitch while still hitting the same key points.

  • That training showed up in the day-to-day — script notepads, training manuals and modules, structured follow-up with every prospect and new member, and thank-you cards whether they joined or not.

  • Sales binders tracked daily goal percentages, translating performance into clear revenue and membership targets.

  • New guests completed a two-part liability form capturing their health goals — the top copy stayed with the front desk for the daily tracking log, while the cardstock copy went to the fitness consultant with follow-up scheduling and Q&A on the back.

  • Front desk training included the “10/20 rule” — acknowledge every guest at 20 feet, then stop and greet them at 10 — reflecting the Ritz-Carlton-level service standard ownership and operations constantly reinforced.

  • The DTLA franchise also ran a recorded mystery-shopper program — testing front desk phone-script compliance, with calls routed to FCs evaluated the same way.

  • DTLA used a detailed paging system to work around a constantly problematic phone system — everyone who answered phones learned the codes: line 1 for walk-ins, line 2 for appointments at the front desk, and line 6 + extension for calls on hold.

  • Walk-ins required FCs to have three real appointments booked that day — enforced by Mike or me with confirmation calls after FCs started faking appointments just to qualify.

Turned Idle Into Income

  • Turned every corner of the club into a revenue stream — driving ancillary sales across personal training, retail, revenue recovery, and add-on services, while making upsells feel like a natural part of the member experience.

  • Recognized an underperforming Juice Bar, recruited proven leadership from the Hollywood club to turn it around — taking the department from Bad News Bears to consistently meeting or exceeding monthly revenue goals.

  • Forecasted PT renewals by pulling trainer session reports and introduced complimentary fitness evaluations to keep the sales pipeline full — tying trainer commission to the entire flow, from intro session to booked package.

  • Transformed DTLA’s executive locker room — complete with TV, laundry service, and a quiet premium experience — into a sought-after upgrade that drove new memberships and strengthened loyalty among downtown professionals.

  • Improved collections and past-due revenue recovery in Venice using my DTLA AGM sandbagging tactics — maximizing monthly revenue spikes instead of letting payments trickle in.

The Numbers Don't Lie

  • Drove $375K+ in monthly revenue and 300+ new memberships in a then-underdeveloped DTLA, consistently hitting Level 2 top-tier incentives in both revenue and memberships.

  • Closed revenue gaps when the club fell short — using strategic pro shop purchases to push the team into bonus territory and protect monthly performance.

  • Consistently exceeded membership sales, renewal, and revenue goals through structured follow-up, relationship-based selling, and disciplined performance management in both Long Beach and DTLA.

  • Earned AGM of the Month 18 times — in under 24 months — across the DTLA franchise group — standing out in a male-dominated leadership environment across all four clubs — plus AGM of the Year for hitting the highest percentage of goal in membership and revenue more consistently than any peer.

Ran It Before I Owned It

  • Inherited a Downtown LA club in serious financial trouble and turned it around — building systems and processes that delivered results strong enough for corporate to make it the standard.

  • Functioned as the de facto General Manager well before holding the title — running daily operations, training staff, and approving member accounts while someone else held the title, got the credit, and earned the salary.

  • Overhauled cash handling after inheriting inconsistent deposit practices from the previous GM — trained directly by the CRO on proper procedure, then managed daily courier pickups and handoffs.

  • Built direct relationships with the corporate office and became a go-to resource — trusted because of how completely the club had turned around.

Execute Relentlessly

  • Entrusted to lead operations and performance initiatives across Southern California Gold’s Gym locations totaling 135,500+ square feet — including Downtown Long Beach, DTLA, Redondo Beach, and Venice Beach.

  • Ran the 35,000-square-foot Downtown LA facility from 2003–2007 — a state-of-the-art club with a Jr. Olympic pool, years before DTLA’s revitalization made it the destination it is today.

  • Maintained high operational standards by anticipating staffing, cleanliness, and facility needs before they became issues — keeping clubs health-inspection-ready while personally holding a food handling license for juice bar compliance.

  • VP and owner surprise visits were a real treat — Steve, Rich, Willy, or Angel would call from one of the other three clubs, which meant DTLA was next. Walkie-talkies would chirp, and everyone knew “The Eagle will be landing soon” was code for tuck in your shirt, name tag on, act normal, and make sure the place was spotless.

Led Where Few Women Do

  • Broke records across six franchised and two corporate Gold’s Gym locations — consistently outperforming targets in a male-dominated industry.

  • Did this as the youngest and only female manager across four clubs — DTLA, Hollywood, North Hollywood, and Thousand Oaks — where missteps got blamed on my age, until 17 awards did the talking for me.

  • Managed 150+ team members across sales, front desk, Kid’s Club, juice bar, personal training, group exercise, tanning, pro shop, and maintenance — while owning vendor relationships and building teams that delivered results across operations and revenue.

  • Built a high-performing, rewarding culture where people worked hard, stayed motivated, and delivered results without making work dreadful.

  • Created leaderboards and competition systems that drove accountability and closeout energy — and recruited top talent from other clubs to strengthen teams fast.

  • Recognized with the General Manager Appreciation Award for exceptional teamwork, work ethic, and the kind of day-to-day Recognized with the General Manager Appreciation Award for exceptional teamwork, work ethic, and day-to-day leadership that earned trust across the company.leadership that earned trust across the company.

  • Turned vacant club space into a full spa buildout by partnering with Yolanda Aguilar Beauty Institute & Spa — complete with its own showers, steam, sauna, and dressing rooms — while owning the vendor relationship end-to-end as point of contact.

Built to Keep Them

  • Sold $999 three-year memberships at a pace nobody else in DTLA could touch — long before that renewal volume was considered realistic.

  • Ran stacked renewal campaigns — flipping expired lists, creating one-day-only offers, and working prime-time check-in to catch expiring or past-due members before they left the front desk.

  • There was a hard learning curve to constantly jamming people up about money — but once the commish checks started rolling in, it was let’s-go time.

  • Used comp smoothies, bottled water, and personal training evaluations as loyalty incentives to increase repeat visits and strengthen long-term member relationships.

  • Walked the weight room floor for regular member check-ins and enforced gym etiquette — redirecting members in rivet-studded jeans and flip-flops while keeping the club safe, welcoming, and genuinely worth coming back to.

  • RFK Jr. would’ve been walked straight to the pro shop for actual workout pants — jeans weren’t making it onto my floor, and that revenue was going straight into the register.

  • Earned strong member and staff loyalty by becoming the go-to leader for resolving issues, honoring commitments, and delivering a consistently praised member experience.

Connections That Convert

  • Managed the Staples Center corporate membership partnership — tracking executive usage, reallocating unused memberships to maximize value, and coordinating suite access for home games as part of the account relationship.

  • Negotiated and managed a partnership with Gas Company Lofts in DTLA, which had no on-site gym — providing each resident a “free” Gold’s Gym membership in lieu of building amenities while creating a built-in member pipeline, guaranteed monthly EFT revenue, and stronger ties to the surrounding community.

  • Strengthened the Gas Company Lofts partnership by becoming part of the resident community myself — adding firsthand credibility, visibility, and day-to-day connection between the property and the club.

  • Built and managed executive and corporate membership relationships across multiple clubs — including premium upgrades, stakeholder reporting, and usage tracking tied to membership value and retention.

  • Strengthened partnership visibility and business development by embedding Gold’s into the surrounding DTLA ecosystem — driving recurring revenue, retention, and long-term membership growth.

Called In to Close

  • Became the go-to closer for the toughest objections and deals consultants couldn’t land, using sales instinct, member experience, and the right incentive to turn hesitation into signed contracts.

  • Got paged to a sales rep’s desk when they hit an objection — usually “the enrollment fee’s too high” or “the monthly dues are too much” — got the quick rundown, then walked over to take the close.

  • Wrote upside-down on the sales sheet, negotiated terms, signed off on the deal, ran their card, and booked their PT eval before they finished their free smoothie.

  • Strategically sandbagged deals — keeping everyone on their toes — then dropped them late on mid- or end-of-month closeout, when competing clubs thought we were done.

  • Then here I come dropping a $3K–$12K+ personal training package in the register, beating everyone again in total revenue and memberships. They never knew when I’d pull a rabbit out of my hat — and I loved it.

Fix It. Rebuild It. Repeat.

  • Built a reputation as the go-to revenue fixer — moving between Downtown Long Beach, Redondo Beach, Venice, and DTLA to strengthen performance across multiple clubs.

  • Stepped into struggling environments, implemented missing processes, hired and trained staff, and rebuilt performance from the front desk up — including hourly PA announcements and checklist-driven equipment wipe-down protocols.

  • Rebuilt teams, restored culture, and tightened execution in the clubs that needed the most help — turning around performance where others hadn’t been able to.

  • Repeatedly recruited and promoted into leadership roles for a track record of stabilizing underperforming clubs and driving measurable results.

Awards

Assistant General Manager of the Month

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (November 2003)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (December 2003)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (February 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (March 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (April 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (May 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (June 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (July 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (August 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (September 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (November 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (December 2004)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (January 2005)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (February 2005)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (April 2005)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (May 2005)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (June 2005)

  • Earned by hitting the highest percentage of goal in membership and revenue, company-wide (July 2005)

  • Achieved the highest company-wide goals in revenue and membership, earning a Rolex Oyster Perpetual (2004)

  • For exceptional leadership, teamwork, and company-wide recognition (2007)