Burn Boot Camp franchise unit economics
Burn Boot Camp franchisees run camp-format group fitness gyms on monthly memberships. Across 307 outlets trading the whole of 2025, sales averaged $732,444 on 378 members, with $121,679 of net operating income. Profit tracks membership almost entirely: below 200 members an outlet loses $29,058 a year, above 500 it earns $273,438.
- Primary source
- Burn Boot Camp Franchise, LLC, 2026 Franchise Disclosure Document
- Items read
- Items 5 and 6 for fees; Item 7 for cost to open; Item 19 for sales and any profit figure; Item 20 for the location count
- Population
- 307 of 386 locations
- Our calculations
- Marked on the page with an asterisk. Method
- Last reviewed
- 26 September 2026
Disclosure-based. Not a forecast, not an offer to sell a franchise, and not advice.
Profit here runs on member count. Below 200 members an outlet loses $29,058 a year; above 500 it earns $273,438. Break-even lands around 214 members, and the protected territory holds 50,000 people, so that is 0.43% of them.
- Break-even sits near 214 members. Outlets below 200 members average a loss of $29,058; the 200–299 group averages a profit of $29,118.
- Revenue per member holds between $157.82 and $168.43 a month across all nine cuts. A 6.7% range while net operating income swings $302,496.
- Each additional member costs $1,954 of revenue and $747 of net operating income a year. 38 cents of every incremental dollar reaches the bottom line.
- Four extra years of trading adds 66 members. Mature outlets average 389 against 323 at one-year outlets, 20% more after four-plus years.
- The brand and its required local marketing take 14.3% of an average outlet's revenue and 21.8% below 200 members. $46,320 of that is flat regardless of sales.
How much does a Burn Boot Camp franchise make?
The average Burn Boot Camp unit reported $732,444 of revenue in the 2026 FDD, and the median reported $699,718. The brand’s disclosure document puts the profit line at 17% of revenue. Fees come off the top first, at about 8% of sales across royalty, brand fund and the rest of the stack. Revenue is not income. Rent, wages, cost of goods and the franchise fees all come out before an owner is paid. The figures for the highest-selling and lowest-selling businesses are below.
Profit by member count
307 outlets, sorted by how many people hold a membership.
| Member count | Outlets | Average members | Sales | Net operating income after operating costs | Median income | Margin | Revenue per member a month |
|---|---|---|---|---|---|---|---|
| More than 500 | 50 | 580 | $1,126,414 | $273,438 | $253,942 | 24% | $161.84 |
| 400 to 500 | 72 | 445 | $884,964 | $183,371 | $171,185 | 21% | $165.72 |
| 300 to 399 | 98 | 347 | $661,908 | $88,220 | $87,100 | 13% | $158.96 |
| 200 to 299 | 75 | 253 | $479,156 | $29,118 | $31,100 | 6% | $157.82 |
| Less than 200 | 12 | 175 | $334,890 | −$29,058 | −$20,382 | −9% | $159.47 |
| All outlets | 307 | 378 | $732,444 | $121,679 | $109,155 | 17% | $161.47 |
Members, revenue, income, medians and shares kept are as the brand reported it. Revenue per member is marked *, dividing each group's revenue by its average member count and by twelve.
The 200 to 299 group earns $29,118 and the group below it loses $29,058. Almost mirror images, which puts break-even between them. Interpolating on average member counts of 253 and 175 puts it at 214 members *. A lower-selling outlet at 175 members has to find 39 more people to stop losing money, and roughly 200 more to reach the system average income.
Revenue per member runs $157.82 to $168.43 a month across every cut. A 6.7% range, while net operating income swings from a $29,058 loss to a $273,438 profit. Pricing and mix are settled questions in this system. Member count is the business.
Each additional member costs $1,954 of revenue and $747 of net operating income a year *. Read across the groups from 175 members to 580. Revenue rises $791,524 and income rises $302,496. So 38 cents of every incremental dollar reaches the bottom line. That is the number to hold against any spend aimed at acquisition or retention, a member is worth $747 a year of profit. So a campaign that holds 20 people who would otherwise leave is worth $14,940.
The protected territory is 50,000 people. Territory is drawn as a 3-mile radius, or tighter where 3 miles holds more than 50,000. Break-even at 214 members is 0.43% of that population *; the system average of 378 is 0.76%; the top group's 580 is 1.16%. The gap between a losing outlet and the best in the system is roughly eight people in every thousand inside the same catchment.
Half the outlets in the 300 to 399 group sit at $87,100 of income or below. That group holds 98 outlets, the largest of the five, and it averages 13% margin against the system's 17%. The distribution is honest at the top too: the 500+ group's median of $253,942 sits $19,496 below its own average. So a handful of very strong outlets pull that figure up.
Top performers
What separates the top Burn Boot Camp performers
Burn Boot Camp splits its locations into groups instead of publishing one average. The best group averaged $1,126,414 a year. The worst averaged $334,890. Both run the same brand, on the same agreement, paying the same fees. The middle location sold $699,718. The average was $732,444. More than half the system is below the number the brand quotes.
Decided before you open
- Trade area and site.A 3.4× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
- Capacity, fixed at build.capacity is 36 studio floor multiplied by hours multiplied by how full they run. What you can sell is set by the build, and the build does not change after opening.
- Territory, and how much of it is real.This model sells from a territory rather than a building, quoted at 50,000 people. Two owners with the same brand and different ground are running different businesses, and density decides how much driving sits between jobs.
- What you spend to open.Opening costs $291,145 to $678,003, a 2.3× range inside one brand. The high end usually buys more capacity, so the cheapest build is not always the cheapest route to the top band.
Live operating levers
- Members, the operating driver.This model bills on members. The owner watches how many people join, how many cancel, and what a member spends beyond the plan. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Service and retail mix.Attachment rate on retail, and the share of customers on the higher service tiers, lift what each hour earns without adding an hour or a room. It is the only lever that raises the ceiling without spending capital.
- Fees, and where the minimum bites.Fees run about 8.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
Context you underwrite around
- The reporting screen.307 of 386 locations are behind these figures. Locations open less than the full year, brand-owned, or not meeting the reporting criteria are excluded, so the numbers describe locations that cleared that screen, not the system as a whole.
- What the disclosure leaves out.Item 19 publishes no attainment figure. The brand’s own locations are the only margin signal in the document, and they are run by the people who wrote the playbook.
Fees and what it costs to open
What the fees come to. (Items 5 and 6)
| Member count | Sales | Royalty and brand fee at 8% | Technology and local marketing | Total | Share of revenue |
|---|---|---|---|---|---|
| More than 500 | $1,126,414 | $90,113 | $46,320 | $136,433 | 12.1% |
| 400 to 500 | $884,964 | $70,797 | $46,320 | $117,117 | 13.2% |
| All outlets | $732,444 | $58,596 | $46,320 | $104,916 | 14.3% |
| 300 to 399 | $661,908 | $52,953 | $46,320 | $99,273 | 15.0% |
| 200 to 299 | $479,156 | $38,332 | $46,320 | $84,652 | 17.7% |
| Less than 200 | $334,890 | $26,791 | $46,320 | $73,111 | 21.8% |
Ours, built from the filed rates: a 6% royalty on gross revenues each report period, a 2% System Brand Fee on the same base and the same schedule. May rise to 3% on 90 days' notice. A technology fee of $860 a month, capped at $1,500. And a Local Advertising Expenditure of $3,000 a month once the outlet is past its first 90 days.
$46,320 a year is flat. Technology at $10,320 and required local marketing at $36,000. At the top group that is 4.1% of revenue; below 200 members it is 13.8%. It is 1.59 times the size of that group's entire annual loss. An outlet at 175 members is paying the same brand infrastructure bill as one at 580 and billing 30% of the revenue.
The all-in rate runs 12.1% at the top group and 21.8% at the bottom. $136,433 against $73,111 in absolute dollars. The 8% percentage element is middle-of-the-road for group fitness; the flat $46,320 is what stretches the range. It stretches it hardest exactly where outlets are losing money.
The 2% brand fee may rise to 3% on 90 days’ notice. On an average outlet that is another $7,324 a year, and on the 500+ group $11,264. A material share of the fund pays for the brand’s partnerships with Kevin Hart and Marshmello.
Opening an outlet.
| Item | Low | High |
|---|---|---|
| Initial franchise fee | $60,000 | $60,000 |
| Technology systems | $10,700 | $10,980 |
| Technology fees, pre-opening and first 3 months | $5,760 | $7,500 |
| Exercise and safety equipment, furniture and fixtures | $59,784 | $104,300 |
| Real estate security deposit | $3,373 | $30,000 |
| Real estate, three months' rent | $3,236 | $45,669 |
| Pre-opening wages | $4,000 | $15,000 |
| Building work | $76,437 | $288,516 |
| Initial inventory package | $4,460 | $7,488 |
| Operating supplies | $1,000 | $5,000 |
| Janitorial expenses | $200 | $300 |
| Grand opening marketing, pre-opening and first 3 months | $30,000 | $30,000 |
| Insurance, three months' premium | $910 | $950 |
| Travel, lodging and meals for initial education | $1,500 | $6,000 |
| Legal and other professional fees | $7,100 | $22,500 |
| Additional funds, three months post opening | $22,685 | $43,800 |
| Total | $291,145 | $678,003 |
As the brand reported it.
The build costs 0.40 to 0.93 times a year of average revenue. $291,145 to $678,003 against $732,444. That is cheap for fitness, this library's studio formats routinely run past 1.5 times, because the camp format uses far less build-out. Building work here are $76,437 to $288,516 against $275,573 to $603,593 at a comparable barre or yoga build.
Against an outlet below 200 members the same build is 0.87 to 2.02 years of sales. $334,890 of revenue and a $29,058 loss. The low entry price is what makes this system approachable; the member count sets whether that entry price was ever recoverable.
$30,000 of marketing is spent before the doors are 90 days old. Half of it before opening. Given that an one-year outlet already averages 323 members against a mature 389, that spend is buying most of the member base the outlet will ever hold. Makes the pre-opening period the highest-leverage stretch in the whole life of the business.
How older locations do
What four years of trading is worth.
| Maturity | Outlets | Average members | Sales | Net operating income after operating costs | Median income | Margin | Revenue per member a month |
|---|---|---|---|---|---|---|---|
| Mature, over 4 years | 229 | 389 | $749,887 | $132,985 | $121,368 | 18% | $160.64 |
| 3 years | 31 | 354 | $715,492 | $102,145 | $86,590 | 14% | $168.43 |
| 2 years | 25 | 357 | $694,310 | $101,072 | $70,240 | 15% | $162.07 |
| 1 year | 22 | 323 | $618,105 | $54,932 | $43,609 | 9% | $159.47 |
As the brand reported it, with revenue per member marked *.
Four extra years of trading adds 66 members. Mature outlets average 389 against 323 at one-year outlets, 20% more. Against that, the member-count groups differ 175 times over to 580. So where an outlet lands has far more to do with how its catchment responds than with how long it has been open. An owner waiting for time to fix a member shortfall is waiting on a lever worth about 66 people.
Income covers $78,053 across the maturity groups and $302,496 across the member groups. Nearly four times as much *. Mature outlets earn $132,985 against $54,932 at one-year outlets. That is real, a 2.42 times step, but it is dwarfed by the member effect sitting underneath it.
A one-year outlet already bills $618,105 against a mature $749,887. 82% of the mature figure, on 83% of the members. Most of the revenue arrives early; the margin lags, at 9% against 18%. That gap is where an owner should look in year one. That is because the members are largely there already and the money is leaking somewhere between revenue and income.
Median income at two-year outlets is $70,240 against an average of $101,072. The widest average-to-median gap in the table, $30,832. Two-year outlets have the system's lowest minimum as well, a $143,778 loss. Year two is where this system's outcomes separate most sharply.
The network of locations
The network of locations.
| Year | Start | Opened | Terminations | Non-renewals | Reacquired | Ceased, other | End | Net change |
|---|---|---|---|---|---|---|---|---|
| 2023 | 316 | 35 | 14 | 2 | 0 | 0 | 335 | +19 |
| 2024 | 335 | 29 | 6 | 0 | 1 | 1 | 356 | +21 |
| 2025 | 356 | 34 | 3 | 0 | 0 | 1 | 386 | +30 |
As the brand reported it; every row reconciles exactly.
Departures fell from 16 to 8 to 4 while openings held at 35, 29 and 34. Terminations alone went 14, 6, 3. For a system of this size that is a departure rate of 1.1% in 2025 against 5.1% in 2023, the highest-selling three-year trend here.
The network grew 22.2% over three years, from 316 franchised outlets to 386. Growth accelerated: +19, +21, +30. Against 12 outlets sitting below 200 members and losing money, the system is adding roughly thirty a year and holding its departures at four.
62 signed agreements sit unopened against 30 projected openings. Roughly half the backlog is expected to convert in the coming year. California holds 7 of those agreements, Florida 8 and Georgia 6, so the near-term buildout is concentrated in three states.
Territory is granted as a protected radius holding 50,000 people. Three miles where the population is thinner. Protected: the franchisor, other franchisees and company outlets may sell to and serve members inside it, with zero compensation owed. Territory protects the site.
Questions we get asked
Questions owners ask.
What should an outlet be earning?
The 307 outlets trading all of 2025 averaged $732,444 of sales and $121,679 of net operating income, a 17% margin, with a median income of $109,155. Income ran from $544,596 down to a loss of $143,778. By member count: $273,438 above 500 members, $183,371 at 400 to 500, $88,220 at 300 to 399, $29,118 at 200 to 299, and a loss of $29,058 below 200.
How many members does an outlet need to covers its costs?
About 214, interpolating between the 200 to 299 group at 253 average members and $29,118 of income. The group below it at 175 members and a $29,058 loss. That is 0.43% of the 50,000 people in a protected territory. The system average is 378 members, or 0.76%, and the top group averages 580, or 1.16%. Each additional member is worth roughly $1,954 of revenue and $747 of net operating income a year.
Does the business get easier with time?
Somewhat. Mature outlets past four years average 389 members and $132,985 of income against 323 members and $54,932 at one-year outlets, 2.42 times the income on 20% more members. But the age groups differ by $78,053 of income. The member-count groups differ by $302,496. So where an outlet lands in its market matters roughly four times as much as how long it has traded. A one-year outlet already bills 82% of the mature revenue figure; the gap is in margin, at 9% against 18%.
What does the brand cost each year?
A 6% royalty and a 2% System Brand Fee on gross revenues, the second of which may rise to 3% on 90 days' notice. $860 a month of technology and $3,000 a month of required local advertising. The flat portion is $46,320 a year at every outlet regardless of size. All in, that is 14.3% of revenue at the average outlet, 12.1% at the top group and 21.8% below 200 members. Shortfalls against the local advertising requirement may be invoiced and banked in the brand fund with zero credit against the 2%.
Who does bookkeeping for a Burn Boot Camp franchise?
Member count belongs at the top of the monthly pack, benchmarked against 378 system-wide and against the group boundaries at 200, 300, 400 and 500. That matters because each boundary is worth a step of real money. Revenue per member sits beside it as a control: drift away from about $161 a month means mix or discounting has moved. Net operating margin is the third line, against 17% system-wide, 18% mature and 9% at one year. On mechanics, royalty and brand fee are swept by direct deposit on a report period the franchisor may set as weekly or monthly. So the cash calendar and the close calendar can diverge and need reconciling. The Local Advertising Expenditure has to be tracked and reported quarterly within 15 days, with any shortfall invoiceable. And the retail affiliate’s quarterly minimum apparel purchase belongs in inventory. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.
- No cost lines. Wages, rent and cost of goods are not broken out, so margin cannot be rebuilt from the document.
- No attainment figure. The filing does not say how many locations reached the average it publishes.
Questions worth putting to Burn Boot Camp
The filing answers what it answers. These are the gaps an owner or a buyer should close directly.
- Is the profit figure in Item 19 before or after owner pay, and how many locations sit below it?
- What separates the highest-selling locations from the lowest: trade area, years open, size, or the owner?
- How long does a new location take to reach the average you publish, and what does the build-up look like month by month?
- At what level of sales do the minimum charges stop applying and the percentage take over?
- How many Burn Boot Camp locations closed, were sold, or changed hands last year, and why?
Run your own numbers.
The Franchise Finance Diagnostic runs the same checks on your own numbers. It scores where you stand and compares you with Item 19 of your brand’s FDD. It works out what one location earns and spends, and builds a 13-week cash forecast. Checks whether you are ready to open another one. It is free and it runs in your browser.
Launch the diagnostic →How far are you from the next member group?
A structured review of your unit economics, cash forecast, and reporting, built around the member count that decides this model.
Request the review