My Gym franchise unit economics
My Gym franchisees run a 2,000 to 3,000 square foot children’s fitness center inside a territory holding at least 7,500 children aged thirteen and under. Rent runs $60,000 to $180,000 a year, the royalty is 7%, and total advertising is capped at 1% of revenue. Franchised centers went from 163 to 160 across three years while company-owned centers doubled from 3 to 6.
- Primary source
- Gym Consulting, LLC d.b.a. My Gym Enterprises, 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
- 0 of 160 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.
A territory here is measured in children, at least 7,500 of them aged thirteen and under, inside a circle of one to seven miles. The center that serves them occupies 2,000 to 3,000 square feet at $30 to $60 a foot, which works out at $8 to $24 of rent a year for every child in the territory.
- Rent runs $30 to $60 a square foot. $60,000 to $180,000 a year on 2,000 to 3,000 square feet *, two to four times the rate a larger children’s gym format pays.
- That is $8 to $24 of rent a year for every child in the territory. Against a 7,500-child minimum *, so the rent decision is really a decision about how many of those children you can reach.
- Total advertising is capped at 1% of revenue. And the current $200 monthly fund contribution reaches that cap at $240,000 of revenue *, leaving the local share squeezed below it.
- Fixed annual costs beyond the royalty come to $14,940. $8,000 of minimum product purchases, $3,840 of software, $2,400 to the fund and $700 of music licensing *, which equals the royalty on $213,429 of revenue *.
- Franchised centers fell from 163 to 160 while company-owned doubled from 3 to 6. With exits rising 3, 5 then 6 and zero terminations in the last two years, owners leaving.
How much does a My Gym franchise make?
The 2026 FDD for My Gym does not publish unit revenue in a form that answers this directly. What it does publish is set out below, starting with Royalty: 7% of gross volume; Advertising, all in: Capped at 1%; Rent a square foot: $30 to $60; Fixed costs beyond royalty: $14,940 a year.
Top performers
What separates the top My Gym performers
My Gym publishes no revenue figures, so neither the average nor the spread between locations is disclosed.
Decided before you open
- Capacity, fixed at build.Locations run 2,000 to 3,000 square feet. What you can sell is set by the build, and the build does not change after opening.
- What you spend to open.Opening costs $240,800 to $425,600, a 1.8× 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.
- Fees, and where the minimum bites.Fees run about 11.1% 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
- What the disclosure leaves out.Item 19 publishes no profit or cost data for franchised locations, no median, no performance bands, no attainment figure. Anything below the sales line has to come from the franchisor or from owners you call.
- What the rest of the category shows.Across the 22 Childcare & Education brands in this library that do publish bands, the top group sells 4.1× the bottom at the typical brand, and a median 42% of locations reach their own average *. Assume a spread of that order here until the franchisor shows you otherwise.
The child and the square foot
Expensive space, measured against a fixed number of children.
| Measure | Small center, 2,000 sq ft | Large center, 3,000 sq ft |
|---|---|---|
| Monthly rent | $5,000 | $15,000 |
| Annual rent | $60,000 | $180,000 |
| Rent a square foot * | $30.00 | $60.00 |
| Children in the territory | 7,500 minimum, aged 13 and under | |
| Rent a child a year * | $8.00 | $24.00 |
| Territory radius | Typically 1 to 7 miles | |
The center sizes, rents, child minimum and radius are as the brand reported it and the per-square-foot and per-child figures divide one by the other, marked *.
Tripling the rent buys only half as much minimum again. $5,000 to $15,000 a month across 2,000 to 3,000 square feet *, so the expensive end of the range is about location.
The child count is a minimum. 7,500 aged thirteen and under is the minimum the territory will contain. The radius shrinks in dense urban markets, so two centers with identical rents can face very different catchments.
A center at the top of the rent range needs three times the members of one at the bottom. To cover the same share of revenue *, against a child population that has only a stated minimum in common.
The program runs on 2,000 to 3,000 square feet, which is small for a gym. So utilization is measured in class slots a week, and the schedule is the real capacity constraint.
A mobile business may serve schools and day cares inside the same territory. At the same 7% royalty and with zero additional franchise fee, which is the cheapest way to raise revenue against fixed rent.
Seven, one, and a fixed minimum
Seven percent, one percent, and $14,940 that arrives regardless.
| Charge | Rate | $200,000 | $300,000 | $400,000 | $600,000 |
|---|---|---|---|---|---|
| Royalty | 7% of gross volume | $14,000 | $21,000 | $28,000 | $42,000 |
| Advertising, all in | Capped at 1% of revenue | $2,000 | $3,000 | $4,000 | $6,000 |
| Minimum product purchase | $8,000 a year | $8,000 | $8,000 | $8,000 | $8,000 |
| Enterprise software | $320 a month | $3,840 | $3,840 | $3,840 | $3,840 |
| Music licensing | $700 a year | $700 | $700 | $700 | $700 |
| Total | n/a | $28,540 | $36,540 | $44,540 | $60,540 |
| Share of revenue | n/a | 14.27% | 12.18% | 11.13% | 10.09% |
The rates and fixed charges are as the brand reported it and the dollar figures apply them at each revenue level, marked *.
The 1% cap covers everything the brand can ask for in advertising. The fund, any future regional fund and the required local spend all sit inside it, among the tightest advertising ceilings in this library.
The $200 monthly fund contribution equals the whole 1% at $240,000 of revenue. *, so a center below that figure has already used its advertising allowance on the fund alone.
Fixed charges of $12,540 sit outside the percentages. Product minimum, software and music *, equal to the royalty on $179,143 of revenue *, and unchanged whether the center bills $200,000 or $600,000.
The load falls from 14.27% to 10.09% across the range shown. *, so scale here is worth four points of margin, entirely through the fixed charges.
An audit is triggered at a 7% understatement and costs $2,000 to $10,000. Plus late fees and 18% interest on the underpayment, the widest audit threshold and one of the steeper interest rates in this library.
What it costs to open
A quarter of the opening is equipment.
| Item | Low | High | Share of the low total * |
|---|---|---|---|
| Initial franchise fee | $55,000 | $55,000 | 22.8% |
| Customized equipment | $45,000 | $45,000 | 18.7% |
| Designated equipment | $18,000 | $18,000 | 7.5% |
| Real estate and improvements | $50,000 | $150,000 | 20.8% |
| Pre-opening advertising | $25,000 | $25,000 | 10.4% |
| Additional funds, three months | $25,000 | $50,000 | 10.4% |
| Total | $240,800 | $425,600 | n/a |
| Payable to the brand | $102,500 | 42.6% | |
Every figure is as the brand reported it and the share column divides each line by the filed low total, marked *.
Equipment is $63,000, or 26.2% of the low total. *. The ball pit, climbers and designated apparatus that make the program work, and the largest single block after the fee itself.
$102,500 goes to the brand before the doors open. 42.6% of the low total *. The franchise fee, the customized equipment and the software set-up.
Pre-opening advertising of $25,000 runs over 180 days. $4,167 a month *, ten times the ongoing fund contribution, concentrated into the half-year before opening.
The franchise fee is refunded less $5,000 if a site or financing stays out of reach within three months. A narrow window, and one of the few refund provisions of its kind in this library.
Existing owners may get up to 50% off a second fee. Two agreements in 2024 carried discounted fees of $31,000 to $50,000, so the second center is materially cheaper than the first.
The network of locations
A flat system, with the brand buying back in.
| Year | Franchised start | Opened | Terminated | Ceased, other | Franchised end | Company-owned end | Transfers |
|---|---|---|---|---|---|---|---|
| 2023 | 163 | 2 | 1 | 3 | 161 | 4 | 5 |
| 2024 | 161 | 6 | 0 | 5 | 162 | 4 | 5 |
| 2025 | 162 | 4 | 0 | 6 | 160 | 6 | 10 |
| Three years | n/a | 12 | 1 | 14 | n/a | n/a | 20 |
Every figure is as the brand reported it. Company-owned centers rising from 3 at the start of 2023 to 6 at the end of 2025, all in California.
Twelve centers opened against fifteen exits. So the franchised count slipped by three across three years, and every exit after 2023 came through owners closing.
Transfers doubled to ten in 2025. Four of them in New Jersey *, twice the rate of either prior year, on a $15,000 transfer fee.
Company-owned centers doubled from three to six, all in California. Two opened in 2025 alone, with zero franchised centers reacquired, so the brand is building its own.
California holds 38 centers and held exactly 38 for all three years. Nearly a quarter of the system *, perfectly stable, and the only state where the brand operates its own.
Ten agreements are signed and waiting to open. Against 160 trading, so the pipeline is 6.25% of the system *.
Questions we get asked
Questions an owner asks.
What does the brand take?
A 7% royalty on gross volume, due by the 25th of each month. An advertising contribution capped at 1% of revenue in total, currently $200 a month to the marketing fund with the balance spent locally. Add $320 a month of enterprise software, $700 a year of music licensing and $8,000 a year of minimum product purchases.
What does that come to?
On our reading, 14.27% of revenue at $200,000 and 10.09% at $600,000. The difference is entirely the $12,540 of fixed charges, which land the same whatever the center bills.
Why is the 1% advertising cap unusual?
Because it covers everything. The marketing fund, any regional fund the brand creates, and the required local spend. Most brands cap the fund alone and leave local spend open. The catch is that the current $200 monthly fund contribution reaches the full 1% at $240,000 of revenue. So a smaller center has little room left for local advertising inside the cap.
What does a center cost to open?
$240,800 to $425,600, of which $102,500 goes to the brand: a $55,000 franchise fee, $45,000 of customized equipment and $2,500 for the software. Equipment in total is $63,000, or 26.2% of the low figure on our reading.
What is the rent?
$5,000 to $15,000 a month on 2,000 to 3,000 square feet, which is $60,000 to $180,000 a year, or $30 to $60 a square foot. Against a territory holding at least 7,500 children aged thirteen and under, that is $8 to $24 of rent a year for each child.
How is the territory defined?
By children. The brand intends a territory containing at least 7,500 children aged thirteen or younger using census data, typically a circle of one to seven miles from the front door, smaller in dense urban markets. Exclusivity is disclaimed in principle, but the brand will keep its own and other franchised centers out of it while you stay in good standing.
What is the system doing?
Holding roughly flat. Franchised centers went 163, 161, 162, 160 across the three years, with 12 openings against 15 exits and zero terminations in the last two years. Company-owned centers doubled from three to six, all in California. Transfers doubled to ten in 2025.
Which two numbers should run monthly?
Revenue against rent, because rent is the largest cost and runs $30 to $60 a square foot. Enrolled members against the 7,500-child minimum. Because that ratio is the only measure of how much of your territory you have actually reached.
- No revenue figures. The filing makes no financial performance representation, so there is no disclosed sales number for any location.
- No profit figure. The filing reports sales and not earnings, so what an owner keeps is not disclosed.
- No cost lines. Wages, rent and cost of goods are not broken out, so margin cannot be rebuilt from the document.
- No range. The filing does not show the highest and lowest locations, so the spread inside the system is unknown.
- No attainment figure. The filing does not say how many locations reached the average it publishes.
- No ramp. The filing does not show how a new location builds up, so the first-year curve has to be assumed.
Questions worth putting to My Gym
The filing answers what it answers. These are the gaps an owner or a buyer should close directly.
- What do locations at the median spend on wages and rent as a share of sales? The filing reports sales only.
- What did the highest and lowest locations sell last year, and what explains the gap?
- 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 My Gym 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 many of your 7,500 children have you reached?
A structured review of your unit economics, cash forecast. Reporting, built around rent at $30 to $60 a square foot, $14,940 of costs that arrive whatever you bill. A 1% ceiling on everything you can be asked to spend on advertising.
Request the reviewthe franchise library, all 243 brands · how franchise unit economics work · running the books across several locations · what Averan does for franchise owners
My Gym reads against the rest of the youth sports and movement group: i9 Sports · Skyhawks Sports Academy. The youth sports and movement guide compares all of them on the same figures.
Questions owners ask next
The figures above raise these, and each one is answered on its own page.
- At what level of sales does a minimum fee stop costing me more than the percentage?How royalty, ad fund and minimums actually work on a monthly statement.
- How much cash do I fund before a new location covers its own costs?A 13-week forecast for the months before break-even.
- My payroll percentage keeps climbing. Is that a payroll problem?Usually it is a revenue problem wearing a payroll costume.
- Do I need a bookkeeper, a controller, or a CFO?What each one owns, and the point at which the next one pays for itself.
- Revenue was the highest it has been. Why did profit not move?Where the extra revenue went, line by line.