When to Hire a General Manager: Scaling Your BJJ Gym Leadership

A general manager oversees complete day-to-day operations, enabling the owner to work on business growth rather than in daily operations. The role bridges tactical execution and strategic direction.

Core responsibilities:

• Daily operational oversight across all functions
• Staff scheduling, management, and performance
• Member experience and retention initiatives
• Financial monitoring and budget compliance
• Facility management and maintenance coordination
• Marketing execution (implementing owner's strategy)
• Quality control and standards enforcement
• Problem-solving and decision-making within defined authority
• Regular reporting to owner on performance metrics

Difference from head instructor: Head instructors focus primarily on curriculum delivery and teaching quality. General managers handle the full business operation including non-teaching functions like finances, marketing, facilities, and administration. Many head instructors possess teaching expertise but lack business management experience.

Reporting structure: The general manager typically reports directly to the owner, with location managers (if multiple locations) and instructors reporting to the general manager. Clear reporting hierarchy prevents confusion and ensures accountability.

Employment status: General managers should be employees rather than contractors. The role's nature—regular hours, integrated into business operations, using your equipment and systems, working under your direction—meets HMRC employment criteria. Misclassifying as contractor creates tax and legal risks. See our guide on contractor versus employee status.

Timing matters critically. Hire too early and you cannot afford the investment; hire too late and you're burned out or quality has suffered. Watch for these triggers indicating readiness.

Trigger 1: Opening second location

You cannot physically be at two places simultaneously. Your second location demands either a general manager at location one (freeing you to launch location two) or a general manager at location two (whilst you maintain oversight from location one). Most gym owners find promoting an existing staff member to manage the original location whilst they focus on the new launch works best. This leverages institutional knowledge whilst applying your energy where it's needed most.

Trigger 2: First gym exceeds 200 members

Operational complexity increases non-linearly beyond 200 members. At this scale, you're managing 15-25 classes weekly, 5-8 instructors, substantial billing complexity, constant member enquiries, and facilities demanding daily attention. One person cannot maintain excellence across all dimensions whilst also developing business strategy. Research suggests fitness facility management requires dedicated operational leadership at this scale.

Trigger 3: Owner burnout (60+ hours weekly)

If you're consistently working 60+ hours weekly, taking no holidays, missing family commitments, and feeling overwhelmed, you've exceeded personal capacity. This unsustainable pattern leads to declining health, relationship strain, and ironically, declining business performance as exhaustion impairs decision-making. A general manager provides immediate relief whilst improving operations.

Trigger 4: Want to focus on growth not operations

Perhaps you're not burned out but recognise your highest value activities—developing new programs, building partnerships, exploring new locations, creating scalable systems—get neglected whilst handling operational details any competent manager could handle. This strategic decision to delegate operations and focus on growth often precedes financial necessity.

Trigger 5: Scaling to 3+ locations

Third location onwards absolutely requires professional management structure. You cannot effectively oversee 3+ locations whilst maintaining quality, even with location managers. A general manager or operations director coordinating location managers becomes essential infrastructure.

Financial readiness checklist:

Beyond strategic readiness, ensure financial viability:

• Monthly revenue consistently exceeds £25,000 (preferably £30,000+)
• Gross profit margins exceed 60% providing room for additional salary expense
• 3-6 months operating reserves beyond GM salary commitment
• Clear plan showing how GM's value creation offsets their cost

Calculate total employment cost: £35,000 base salary becomes £42,000 after employer National Insurance (15%), pension contributions (3-5%), and benefits. Can your business absorb this expense whilst maintaining adequate owner compensation and profit? See understanding gym financials for margin analysis.

Clarity about expectations prevents misunderstandings and enables performance accountability. Define responsibilities comprehensively before recruiting.

Day-to-day operations management:

• Opening and closing procedures execution and oversight
• Facility cleanliness and maintenance coordination
• Equipment inventory and condition monitoring
• Immediate problem-solving and decision-making
• Member enquiry response and issue resolution
• Ensuring smooth class transitions and operations

Staff scheduling and management:

• Weekly instructor scheduling based on class demand
• Holiday and absence coverage coordination
• Performance monitoring and feedback provision
• Conducting regular team meetings
• Initial screening and interviews for new instructors (final approval by owner)
• Onboarding and training coordination for new staff

Member relations and retention:

• Member enquiry handling and conversion support
• New member onboarding experience
• At-risk member identification and retention interventions
• Complaint handling and service recovery
• Member feedback collection and response
• Fostering positive community culture

Financial oversight (not accounting):

• Daily revenue monitoring and reconciliation
• Payment failure identification and follow-up
• Expense approval within defined authority limits
• Budget adherence monitoring
• KPI tracking and reporting to owner
• Identifying cost-saving opportunities

Note: General managers monitor finances but don't typically handle bookkeeping or accounting. Those functions should be handled by owner, bookkeeper, or qualified accountant.

Facility management:

• Maintenance issue identification and vendor coordination
• Cleaning schedule oversight and quality inspection
• Safety compliance and risk management
• Equipment repair and replacement recommendations
• Facility improvement project management

Marketing execution (not strategy):

• Implementing marketing campaigns designed by owner
• Social media content posting and engagement
• Local partnership relationship maintenance
• Event coordination and execution
• Google Business Profile management
• Tracking marketing performance metrics

Marketing strategy remains owner responsibility, but execution can be delegated. GMs implement rather than create marketing direction.

Quality control:

• Teaching quality observation and feedback
• Member experience consistency monitoring
• Standards compliance verification
• Regular audits using established checklists
• Identifying and addressing quality gaps

Problem-solving and decision-making:

Define clear decision-making authority:

• Autonomous decisions: Daily operational matters, scheduling adjustments, routine member issues, expense approvals under £250
• Consultation required: Staffing changes, significant member issues, expense approvals £250-£1,000, program changes
• Owner approval required: Major expenses over £1,000, instructor terminations, significant policy changes, strategic decisions

Owner liaison and reporting:

• Weekly one-to-one meetings with owner
• Monthly comprehensive performance reports
• Immediate escalation of significant issues
• Quarterly strategic planning participation
• Annual goal setting and performance review

Effective GMs proactively communicate, escalating issues early rather than surprising owners with crises. Establish communication cadence preventing both under-communication and excessive updates about minor matters.

Understanding role distinctions prevents overlap and gaps. Each role serves different functions within your gym's leadership structure.

When you need GM versus when head instructor suffices:

Head instructor suffices when:

• Single location under 150 members
• Owner handles business operations capably
• Primary need is teaching quality and curriculum
• Limited budget for management roles

General manager becomes necessary when:

Can head instructor become GM?

Potentially, but success depends on individual capabilities and temperament. Excellent instructors don't automatically make excellent managers. Assess whether your head instructor possesses:

• Business acumen and financial literacy
• Staff management and leadership skills
• Organisational and systems orientation
• Communication and conflict resolution abilities
• Desire to transition from primarily teaching to primarily managing

If your head instructor has these attributes, internal promotion often succeeds better than external hiring due to cultural fit and institutional knowledge. However, if they excel at teaching but lack management aptitude or interest, keep them as head instructor and hire a business-oriented GM.

Hybrid role considerations:

Some gyms create hybrid "General Manager / Head Instructor" roles, particularly at 150-250 member scale where neither role demands full-time attention. This works when:

• Teaching responsibilities don't exceed 15-20 hours weekly
• The individual genuinely excels at both teaching and management
• Compensation reflects dual responsibilities
• Role boundaries remain clear preventing teaching responsibilities from crowding out management duties

As you scale beyond 250 members or add locations, split these roles. Attempting to combine both at scale leads to one or both suffering.

Comprehensive job descriptions attract suitable candidates whilst deterring unsuitable ones. Invest time creating accurate, detailed specifications.

Essential components:

Job title: "General Manager" clearly communicates seniority and scope. Avoid ambiguous titles like "Operations Coordinator" or "Assistant Manager" that understate the role's authority and responsibility.

Reporting structure: "Reports directly to Owner/Director. Manages all location staff including instructors and administrative personnel."

Overview: 2-3 sentences summarising the role's purpose and impact.

Key responsibilities: Bulleted list of primary duties (see GM Responsibilities section above for comprehensive list).

Required qualifications:

• Minimum 3-5 years management experience in service or hospitality industry
• Proven staff management and leadership track record
• Financial literacy and budget management experience
• Strong communication and interpersonal skills
• Organisational abilities and attention to detail
• Problem-solving and decision-making capability
• Computer literacy (Microsoft Office, management software)

Desired characteristics:

• BJJ training experience or martial arts background (helpful but not essential)
• Previous fitness or sports facility management
• Marketing or sales experience
• Multi-location management experience

Compensation and benefits:

• Salary range (be transparent to avoid wasting time on mismatched candidates)
• Performance bonus opportunities
• Free gym membership
• Holiday entitlement (statutory minimum 28 days including bank holidays)
• Pension contributions
• Professional development budget

Working arrangements:

• Full-time (typically 40-45 hours weekly)
• Schedule requirements (may include evenings and weekends)
• Location(s) of work
• Flexibility expectations

Example job description template:

General Manager - BJJ Gym

We're seeking an experienced operations manager to lead day-to-day operations of our thriving Brazilian Jiu-Jitsu academy with 250+ members and 8 instructors. The ideal candidate combines business management expertise with passion for martial arts and community building.

Responsibilities:
• Oversee complete daily operations including staff, facilities, and member services
• Manage team of 8 instructors and 2 administrative staff
• Monitor financial performance, budget adherence, and KPI achievement
• Implement marketing campaigns and retention initiatives
• Ensure exceptional member experience and service standards
• Coordinate facility maintenance and vendor relationships
• Report regularly to owner on operational performance

Requirements:
• 3-5 years management experience in service industry
• Proven track record managing teams of 5+ staff
• Strong financial acumen and budget management skills
• Excellent communication and interpersonal abilities
• Organisational skills and attention to detail
• Weekend and evening availability as needed

Preferred:
• Martial arts training experience
• Fitness or sports facility management background
• Marketing or sales experience

Compensation:
• £32,000-£38,000 annually depending on experience
• Performance bonus up to £3,000 annually
• Free gym membership for you and family
• 28 days holiday plus bank holidays
• Pension contributions
• Professional development support

Customise this template for your specific situation, accurately representing role demands and your gym's culture. Honest job descriptions prevent mismatched hires.

Three primary candidate sources exist, each with distinct advantages and considerations.

Internal promotion: Head instructor or senior staff

Advantages:

• Deep understanding of your culture, values, and operations
• Established trust and relationship with owner
• Existing relationships with members and staff
• Immediate credibility within organisation
• Lower hiring risk due to proven track record
• Faster onboarding requiring less training

Disadvantages:

• May lack formal business or management experience
• Potential difficulty transitioning from peer to manager relationship with former colleagues
• Limited external perspective on improvement opportunities
• May be too embedded in "how we've always done it"

Making internal promotion succeed:

• Provide formal management training (courses, books, coaching)
• Start with assistant manager role before full GM responsibility
• Invest in their business education (consider short courses on finance, marketing, HR)
• Set clear expectations about role change and relationship shifts
• Support them through the transition with patience

Internal promotions often work exceptionally well when candidates possess natural management aptitude even if lacking formal experience. Cultural fit and trust frequently outweigh technical credentials.

External hiring: Business/management professional

Advantages:

• Professional management experience and credentials
• Fresh perspective identifying improvement opportunities
• Established business skills (finance, operations, systems)
• No pre-existing relationship complications
• May bring valuable experience from other industries

Disadvantages:

• Must learn BJJ culture, terminology, and operational specifics
• Culture fit risk—gym culture differs significantly from corporate environments
• Requires comprehensive onboarding and immersion
• No existing relationship foundation
• May not appreciate BJJ community's unique dynamics

Recruitment channels for external candidates:

• Indeed: UK's largest job board, effective for reaching broad candidate pool. Budget £150-£400 for sponsored listings.
• LinkedIn: Excellent for professional management candidates. Post to company page and share through network. LinkedIn Recruiter (£99+ monthly) enables proactive candidate search.
• Leisure/fitness job boards: LeisureJobs specialises in sports and fitness sector with relevant candidate pool.
• Local recruitment agencies: Can screen initial candidates but charge 15-20% of first-year salary (£4,500-£7,500 for £30,000-£38,000 role).

Hybrid: BJJ practitioner with business background

Ideal but rare candidate profile: someone with both business management experience and genuine BJJ training background. These candidates understand both business operations and martial arts culture.

Where to find hybrid candidates:

• Your own advanced students who have business careers
• Regional BJJ community through instructor networks
• BJJ UK Facebook groups and forums
• Visiting practitioners from other gyms (attend open mats and seminars)

Don't limit your search to advertised channels. Often the best candidates emerge from your network through conversations and relationship building. Make your search known amongst your BJJ community—word-of-mouth referrals frequently produce exceptional fits.

Structured selection processes increase hiring success rates by systematically assessing candidate suitability across multiple dimensions.

Initial screening (15-20 minutes phone call):

Verify basic qualifications before investing time in full interviews:

• Management experience level and industries
• Staff management scope (team sizes, responsibilities)
• Availability and schedule flexibility
• Salary expectations alignment
• Genuine interest in role and martial arts environment

Screen out obvious mismatches early, advancing only candidates meeting minimum requirements.

First interview (60-90 minutes):

Comprehensive assessment of experience, capabilities, and fit:

Essential questions for GM candidates:

• "Describe your most challenging staff management situation. How did you handle it?" (Assesses leadership and conflict resolution)
• "Walk me through how you would spend a typical week in this role." (Reveals priorities and organisational approach)
• "How do you handle pressure when multiple urgent issues arise simultaneously?" (Tests stress management and prioritisation)
• "What metrics would you track to assess whether the gym is performing well?" (Demonstrates business acumen)
• "Tell me about a time you improved operations or efficiency in a previous role." (Shows initiative and systems thinking)
• "How would you handle a member complaining about an instructor's teaching?" (Tests diplomacy and problem-solving)
• "What experience do you have with budgets and financial management?" (Verifies financial literacy)
• "Why are you interested in managing a martial arts gym specifically?" (Assesses genuine interest versus any job opportunity)

Assessment exercises:

Practical scenarios reveal capabilities better than questions alone:

• Scheduling challenge: Present complex scheduling problem (instructor absences, overlapping classes, coverage gaps) and ask how they'd resolve it
• Budget review: Show simplified P&L statement and ask them to identify concerns or opportunities
• Member issue role-play: Have staff member act as difficult member; observe how candidate handles situation

Facility tour: Walk candidates through operations, gauge their questions and observations. Engaged candidates ask thoughtful questions about processes, systems, and challenges.

Second interview (optional, for finalists):

If multiple strong candidates emerge, second interviews allow deeper assessment:

• Meet with head instructor or key staff members
• Observe a class and discuss observations
• Present detailed operational challenge for written analysis
• Discuss specific improvement ideas they've identified

Reference checks (absolutely critical):

Never skip reference checks for management positions. Speak with at least two previous supervisors (not just HR departments):

Key questions for references:

• "What were [candidate's] primary strengths as a manager?"
• "What areas did they need to develop or improve?"
• "How did they handle difficult staff situations?"
• "Would you rehire them if the opportunity arose?" (Most revealing question—hesitation speaks volumes)
• "How would you describe their work ethic and reliability?"

Listen for enthusiasm and genuine positivity versus tepid or generic responses. Outstanding former employees generate enthusiastic references.

Trial period (3-6 months probation):

All UK employment contracts should include probationary period (typically 3-6 months) during which either party can terminate with minimal notice. This protects both employer and employee whilst assessing real-world fit.

Use probation actively—don't default to permanent employment automatically. Assess performance against clear expectations, providing regular feedback. If concerns emerge, address them early or exit the relationship rather than hoping problems resolve themselves.

Competitive compensation attracts quality candidates whilst aligning interests for long-term success.

Base salary ranges UK (2026):

Gym manager salaries vary by gym size, location, and candidate experience:

• Small gym (under 150 members): £25,000-£32,000
• Medium gym (150-300 members): £30,000-£38,000
• Large gym (300+ members): £35,000-£45,000
• Multi-location operations: £38,000-£50,000+

London salaries typically run 15-25% higher than national averages. According to PayScale data, UK gym managers earn average £35,734 annually, with range from £29,228 (25th percentile) to £44,096 (75th percentile). Premium gym chains like Virgin Active pay general managers £55,000-£57,000.

Performance bonuses:

Variable compensation aligns GM interests with business success. Structure bonuses around measurable outcomes:

• Revenue growth: £1,000-£2,000 bonus for 10%+ year-over-year revenue growth
• Member retention: £500-£1,500 bonus for maintaining monthly churn below 5%
• New member acquisition: £25-£50 per new member above target
• Profitability: 5-10% of profit improvement above baseline

Total annual bonus potential: £2,000-£5,000 for strong performance. Keep bonuses substantial enough to motivate but not so large they create unhealthy pressure.

Profit share:

For GMs you intend to retain long-term, profit sharing creates ownership mentality:

• 2-5% of net profit distributed quarterly or annually
• Vesting schedule (e.g., fully vests after 2-3 years)
• Clear definitions of how profit is calculated

Profit sharing works best after GM has proven themselves (typically year 2+). It dramatically improves retention and cultivates genuine business partnership rather than mere employment relationship.

Benefits package:

Statutory requirements:

• Holiday: Minimum 28 days including bank holidays (5.6 weeks). Many gyms provide 33-35 days total (25 days + 8 bank holidays).
• Pension: Minimum 3% employer contribution under auto-enrolment. Many employers contribute 5-8% for management roles.
• Sick pay: Statutory Sick Pay (£116.75 weekly for 2026) minimum. Consider enhanced sick pay for management roles.

Additional benefits:

• Free gym membership: For GM and immediate family (spouse/partner and children)
• Professional development: £500-£1,500 annually for courses, conferences, certifications
• Private health insurance: Optional (£50-£150 monthly) for senior roles
• Gym equipment allowance: £200-£500 annually for training gear if BJJ practitioner

Total employment cost calculation:

Budget for costs beyond base salary:

Example: £35,000 base salary
Base salary: £35,000
Employer National Insurance (15%): £5,250
Pension contribution (5%): £1,750
Holiday cost (28 days): ~£3,800
Benefits and perks: £1,000
Total annual employment cost: £46,800

Employer National Insurance sits at 15% on earnings above £5,000 annually (Secondary Threshold) for 2026. Budget conservatively at 15-18% of salary. Calculate total employment costs using HMRC's current rates.

Beyond salary and statutory costs, factor in recruitment expenses (£500-£1,500), onboarding time investment, and initial productivity gap. Total first-year cost for £35,000 GM exceeds £50,000 when comprehensively calculated.

First 90 days determine long-term success. Structured onboarding accelerates effectiveness whilst establishing expectations and communication patterns.

First 30 days: Learning and relationship building

Focus on immersion, observation, and relationship development rather than independent decision-making:

• Week 1: Comprehensive orientation—facility tour, systems training, staff introductions, culture immersion
• Week 2: Shadow owner and observe operations across all functions
• Week 3: Begin handling routine operational tasks with oversight
• Week 4: Take on first management responsibilities (e.g., creating next week's schedule) with owner review

Key activities month 1:

• Complete all staff introductions and one-to-one meetings
• Learn gym management software thoroughly
• Understand member journey and key processes
• Review all SOPs and operational documentation (if exists—create if doesn't)
• Observe multiple classes across all programs
• Meet key members and community leaders
• Understand financial reports and KPIs

Days 31-60: Increasing autonomy with support

GM begins managing independently whilst owner remains closely involved:

• Full ownership of daily operations and staff scheduling
• Independent member issue resolution (owner informed)
• Weekly performance reporting established
• First initiatives and improvement suggestions
• Regular debrief meetings with owner (3x weekly reducing to 2x)

Key deliverables month 2:

• First complete performance report to owner
• Completion of any identified training gaps
• Initial improvement recommendations based on observations
• Established communication cadence with owner and staff

Days 61-90: Full responsibility with periodic oversight

GM operates largely independently with weekly check-ins:

• Complete operational ownership
• Staff management and performance feedback
• Implementing approved improvement initiatives
• Weekly one-to-ones with owner replacing more frequent check-ins
• 90-day probation review and feedback session

90-day probation review:

Comprehensive assessment of performance against expectations:

• What's working well?
• What needs improvement?
• How is staff responding to new management?
• Are members experiencing positive impact?
• Do financial metrics show improvement or stability?
• Does GM demonstrate potential for long-term success?

Be honest in this review. If significant concerns exist, address them explicitly with improvement plan or exit the relationship. Many hiring mistakes become apparent within 90 days—don't ignore warning signs hoping they'll resolve themselves.

Setting KPIs and expectations:

Establish 3-5 key performance indicators the GM owns:

• Member retention: Monthly churn rate below 5%
• Member satisfaction: NPS score above 50
• Financial performance: Revenue within 5% of budget
• Staff satisfaction: Instructor retention and satisfaction metrics
• Operational quality: Audit scores above 85%

Review KPIs monthly initially, moving to quarterly once established. Tie performance bonus to KPI achievement for alignment. See gym financial KPIs for comprehensive metrics frameworks.

Your relationship with your GM determines their effectiveness and your liberation from operations. Strike the difficult balance between providing autonomy and maintaining accountability.

Communication cadence:

• Weekly one-to-ones: 60-90 minutes reviewing performance, addressing challenges, aligning priorities. Never skip these—they're critical.
• Monthly formal reporting: Comprehensive written report on KPIs, initiatives, and issues
• Quarterly performance reviews: More extensive assessment of progress against goals
• Annual reviews: Comprehensive performance evaluation tied to compensation review
• Immediate escalation protocol: Clear guidelines on what requires immediate owner attention versus can wait for weekly meeting

Autonomy with accountability:

The fundamental challenge: granting sufficient autonomy to justify the GM role whilst ensuring quality and alignment with your vision.

Provide autonomy by:

• Trusting decisions within defined authority levels
• Avoiding micromanagement and constant intervention
• Resisting the urge to "just do it yourself" when things take longer
• Letting them make mistakes and learn (within reasonable bounds)
• Encouraging initiative and experimentation

Maintain accountability through:

• Clear KPI tracking and regular review
• Defined decision-making authority with escalation requirements
• Regular reporting and communication
• Performance reviews tied to measurable outcomes
• Consequences (positive and negative) for results

Most gym owners struggle with delegation, alternating between excessive control and insufficient oversight. Establish systems providing visibility without requiring your constant involvement.

When intervention is needed:

Step in when:

• KPIs show persistent decline despite discussions
• Staff or member complaints increase significantly
• Communication becomes unreliable or defensive
• Major decisions are made without proper authority
• Quality standards are compromised
• Financial irregularities emerge

Address issues promptly through direct conversation, documentation, and if necessary, formal performance improvement plans. Don't let problems fester hoping they'll resolve themselves.

Supporting not micromanaging:

Your role shifts from doing to coaching:

• Ask questions rather than providing answers
• Encourage problem-solving rather than solving problems for them
• Provide resources and remove obstacles
• Celebrate successes and initiatives
• Offer feedback regularly, both positive and constructive

If you find yourself constantly intervening in operations six months after hiring a GM, either you're micromanaging, you hired the wrong person, or your systems and training were inadequate. Diagnose honestly and address root causes.

Learn from others' expensive mistakes rather than making them yourself.

Hiring too soon (can't afford):

Enthusiasm for scaling leads some owners to hire GMs before their business can sustainably support the expense. Consequence: Financial pressure forces owner to reduce GM hours or terminate, wasting recruitment investment and disrupting operations. Verify financial capacity—three consecutive months of revenue exceeding GM total employment cost by comfortable margin—before hiring.

Hiring too late (owner burned out):

Conversely, some owners delay hiring despite clear need, working themselves to exhaustion. By the time they hire, they're so depleted they can't effectively onboard and manage the GM. Hire when you're working 50-55 hours weekly, not when you're at 70+ hours and breaking down. Prevention beats crisis response.

Unclear role definition:

Vague job descriptions and undefined authority lead to confusion, conflict, and duplicated effort. GM doesn't know what they're responsible for; owner continues doing tasks they intended to delegate. Invest time creating comprehensive role definition before recruiting. Refer back to it regularly during onboarding and management.

Micromanaging (defeats purpose):

If you're going to constantly intervene, second-guess decisions, and maintain operational control, you're paying someone expensive salary to be an assistant, not a manager. The GM role only delivers value if you actually delegate authority. If you cannot trust someone with real decision-making power, don't hire a GM yet—address the trust and control issues first.

No KPIs or accountability:

Without defined performance metrics, "good performance" becomes subjective and contentious. Establish clear KPIs during onboarding, track them consistently, and use them in performance conversations. What gets measured and discussed gets managed.

Wrong hire (culture mismatch):

Impressive résumés sometimes mask poor cultural fit. Someone who thrived in corporate environment may struggle in BJJ gym's culture. Prioritise cultural fit and values alignment alongside competence. Better to hire the decent manager who loves your culture than the brilliant manager who doesn't get it.

Insufficient training:

Assuming GMs will figure everything out through osmosis leads to frustration on both sides. Invest properly in onboarding—first 90 days determine long-term trajectory. If you lack time for proper onboarding, you're not ready to hire a GM.

No succession plan if GM leaves:

Once you delegate operations to a GM, their departure creates crisis if you haven't maintained operational knowledge and developed potential successors. Even with excellent GM, maintain systems documentation and cross-train senior staff. Hope for long tenure, plan for transitions. See succession planning for frameworks.

Compensation mismatch:

Offering below-market compensation attracts below-market candidates. Pay competitively for your market and gym size. If you cannot afford market-rate GM, consider alternatives until your business grows sufficiently.

Full-time GM represents significant investment not always immediately viable or necessary. Several alternative structures provide partial solutions.

Part-time manager (20-30 hours weekly):

Suitable when:

• Gym size doesn't justify full-time role (100-150 members)
• Budget constraints limit full-time salary
• Owner can handle some operational duties but needs support

Compensation: £15,000-£22,000 annually (£10-£15 hourly for experienced managers). Part-time employees receive same statutory benefits (holiday, pension) on pro-rata basis.

Typical responsibilities: Day-to-day operational oversight during their working hours, staff scheduling, member relations, facility coordination. Owner handles strategic planning, finances, and coverage when part-time manager isn't available.

Limitations: Doesn't fully free owner from operations. Emergencies during non-working hours still require owner involvement. Can work as stepping stone to full-time role as business grows.

Virtual operations manager:

Remote administrative support handling:

• Billing and payment follow-up
• Member communication and enquiry response
• Schedule coordination and communications
• Marketing execution and social media
• Data entry and reporting

Costs: £800-£1,500 monthly for 20-40 hours support from virtual assistant services or freelance operations coordinator.

Limitations: Cannot handle physical facility management, in-person member relations, or real-time operational challenges. Works as complement to on-site leadership, not replacement.

Promoted head instructor (hybrid role):

Teaching + management responsibilities combined:

• 15-20 hours weekly teaching
• 15-20 hours weekly management duties

Compensation: £28,000-£35,000 reflecting dual responsibilities, typically 30-40% premium over pure teaching roles.

Success factors: Works only when individual genuinely excels at and enjoys both teaching and management. Requires clear delineation of teaching versus management time. As gym grows beyond 250 members, split roles—attempting to maintain both at scale leads to one or both suffering.

Owner with strong systems:

Most sustainable alternative to GM: build robust systems and processes reducing operational burden without hiring senior management.

Invest in:

• Comprehensive SOPs documenting all procedures
• Technology automation for scheduling, billing, communications
• Well-trained instructor team capable of handling routine operational tasks
• Clear delegation of specific functions to staff members

Example delegation model without GM:

• Head instructor: Curriculum, teaching quality, instructor scheduling
• Lead administrator: Billing, member records, enquiry response
• Facilities coordinator: Cleaning, maintenance, supplies
• Marketing coordinator: Social media, local partnerships, events
• Owner: Strategy, finances, staff management, problem escalation

This distributed model works effectively for single locations under 200 members. Beyond this scale or with multiple locations, centralised operational leadership (GM) becomes necessary.

Choosing the right alternative:

• If budget constrained: Part-time manager or distributed responsibility model
• If administrative overload: Virtual operations manager
• If need operational presence but moderate scale: Head instructor hybrid role
• If want to avoid personnel overhead: Systems and automation investment

Many gyms progress through these alternatives before hiring full-time GM as they grow. Each solution addresses specific constraints whilst building towards eventual professional management structure.

Understanding general manager return on investment helps justify this significant expense.

Direct costs:

Annual investment for £35,000 GM:
Base salary: £35,000
Employer National Insurance: £5,250
Pension (5%): £1,750
Holiday cost: £3,800
Benefits: £1,000
Recruitment and onboarding: £2,000 (first year)
Total first-year cost: £48,800
Ongoing annual cost: £46,800

Value creation:

1. Owner time liberation

Primary benefit: freeing 20-40 hours weekly of owner time currently spent on operations. Value depends on how you reinvest this time:

• Opening additional location: Second gym generating £200,000+ annual revenue with £40,000-£60,000 profit massively exceeds GM cost
• Strategic partnerships and corporate accounts: Corporate wellness programs generating £10,000-£30,000 additional revenue
• Program development: New offerings (kids programs, privates, specialized training) adding £15,000-£40,000 revenue
• Quality of life: Evenings and weekends with family, holidays without crisis calls, reduced stress and burnout

If reinvested strategically, liberated owner time creates value far exceeding GM cost. If owner simply works fewer hours without leveraging freed capacity, ROI proves harder to justify.

2. Improved operations and member experience

Professional management typically improves:

• Member retention: 2-3 percentage point churn reduction (from 7% to 5%) worth £12,000-£18,000 annually for 200-member gym
• New member conversion: Better trial follow-up improving conversion 5-10 percentage points
• Revenue per member: Better upselling and program promotion
• Operational efficiency: Reduced waste, better scheduling, improved cost management

3. Staff development and retention

Quality management reduces instructor turnover and improves team performance, avoiding recruitment costs and maintaining teaching quality.

Break-even analysis:

Simplified calculation for 200-member gym with £30,000 average annual revenue per member (£150 monthly):

• GM total cost: £47,000 annually
• Churn reduction from 7% to 5%: 4 members retained monthly = 48 annually
• Value of retention: 48 members × £1,800 (12 months @ £150) = £86,400 revenue preserved
• Gross profit on saved revenue (65% margin): £56,160

Member retention improvement alone substantially exceeds GM cost. Add owner time value for strategic initiatives and operational efficiency gains, and ROI becomes compelling.

When GM investment pays off:

General manager delivers clear positive ROI when:

• You're opening second location (enables growth otherwise impossible)
• Gym exceeds 200 members (complexity justifies dedicated management)
• Your time is better spent on revenue-generating activities than operations
• Quality and member experience suffer due to your operational overload

When to delay GM investment:

• Revenue under £20,000 monthly makes £47,000 annual cost mathematically challenging
• You lack clear plan for reinvesting freed time strategically
• Systems remain undocumented making delegation difficult regardless of who you hire

Build systems and processes first, then hire GM to operate those systems. Without documented procedures, even excellent managers struggle to maintain your standards.

Real-world examples illustrate general manager hiring decisions and outcomes.

Multi-location operator case study:

A successful London BJJ gym owner operated his flagship location profitably with 280 members. When opportunity arose to open second location in nearby borough, he recognised he couldn't be present at both gyms simultaneously.

Rather than hire GM for new location, he promoted his senior instructor (10 years with the gym, blue belt under him) to manage the original location. This decision proved strategic: promoted instructor knew members, culture, and systems intimately. Owner devoted full attention to launching location two successfully.

Investment: £34,000 annual salary plus £8,000 additional costs = £42,000. Result: Original location maintained quality and retention under new management. Owner successfully launched second location generating £180,000 revenue and £45,000 profit year one. ROI: Obvious positive—growth impossible without delegation.

Key success factors:

• Promoted from within leveraging existing trust and knowledge
• Clear role definition and expectations
• Weekly check-ins maintaining alignment
• Owner's willingness to truly delegate authority

Premature hiring case study:

An enthusiastic gym owner with 120 members and £15,000 monthly revenue hired an external general manager at £32,000 hoping to free himself for expansion activities. Unfortunately, the economics didn't work: £32,000 base became £40,000 total cost, consuming over 25% of revenue.

Additionally, without documented systems, the external GM struggled to learn operations through observation alone. Owner found himself constantly training and correcting rather than being freed from operations. After six months, both parties agreed the timing wasn't right. GM departed amicably, and owner refocused on building systems and growing to sufficient scale before trying again.

Lessons learned:

• Wait until financial capacity truly supports the investment
• Build systems before hiring someone to operate them
• External hires require more comprehensive onboarding than internal promotions
• Sometimes the best decision is recognising poor timing rather than forcing it

Two years later, with 200 members and documented procedures, the same owner successfully hired a part-time manager who transitioned to full-time as the business continued growing.

General insights from UK gym owners:

Through conversations with successful multi-location UK BJJ gym operators, common patterns emerge:

• Most successful GMs were promoted internally rather than hired externally
• Systems documentation dramatically improved new GM success rates
• Clear KPI tracking and regular communication prevented misalignment
• Owner willingness to genuinely delegate made the biggest difference
• GM hire represented pivotal moment enabling scaling that would otherwise be impossible

General manager represents one of the most important hires you'll make as gym owner. Take the decision seriously, prepare thoroughly, and invest properly in making it succeed. When done well, hiring a GM transforms your business and quality of life.