The past year marked a noticeable change in the maturity of digital thinking across fitness and wellness. Ambition around AI and personalisation has grown, but so too has an understanding of the foundations required to make it work. In this piece, Amy and Tiff share their reflections on 2025 and outline the strategic shifts they believe will define how operators, partners and technology providers approach the year ahead.

What achievement from this year are you most proud of?

Amy: I’m proud of the work we’ve done to raise the bar on access security for Crunch Fitness. We delivered a series of security-focused enhancements to reduce fraudulent club access and protect member value. This included blocking screenshots and screen recording of the check-in QR code, introducing dynamic QR codes that refresh every 15 seconds, and implementing device-enrolment policies so each installation of the Crunch app is tied to a single member identity.

I’m also proud of co-creating a shared activity data language with South Downs Leisure and Abbeycroft Leisure. Together we designed a uniform data structure for all bookable activities in Legend, which has strengthened inter-centre reporting and created a clean foundation for future AI and analytics projects without bespoke setup for each new product or site.

Another highlight has been embedding a personalised recommendations engine into the new-member onboarding journeys for South Downs Leisure and Abbeycroft Leisure. This work introduced tailored activity suggestions based on goals and preferences, provided richer information to reduce first-time anxiety, and created clearer calls-to-action to move members from “curious” to “booked” in as few steps as possible.

Finally, we strengthened our partnership with EGYM by collaborating more closely across client engagements to ensure better outcomes for operators.

Tiff: One of the achievements I am most proud of this year has been the growth and onboarding of the team, alongside the successful application of shared templates and ways of working across the consultancy arm of the business. Establishing greater consistency has not only improved how we operate internally, but has also enabled us to deliver clearer, more repeatable value for our clients. Most rewarding of all has been the feedback we’ve received from customers and, in particular, seeing them take our recommendations forward and implement them successfully. Watching strategic thinking translate into real-world impact reinforces the importance of building strong foundations and working in close partnership with our clients.

What were some of the challenges we faced in 2025, and what did we learn from them?

Amy: A recurring challenge has been the state of operators’ data foundations. Many customers are eager for AI, but their data is often inconsistent, siloed or incomplete. We’ve learned that any AI initiative must begin with a foundational clean-up phase — standardising data, defining naming conventions and closing gaps — before models or LLMs can provide reliable value. This work requires active collaboration from operators; it isn’t plug-and-play and needs human-in-the-loop support for some time.

We also learned the importance of keeping AI conversations anchored to business outcomes rather than abstract “AI capabilities.” Operators increasingly expect providers to tie AI initiatives to measurable KPIs such as conversion, visit frequency, attrition, ancillary revenue or NPS, not just model accuracy.

Balancing innovation with privacy, security and emerging AI regulation has also been a challenge. As soon as we talk about AI and 360-degree member views, questions arise around consent, GDPR/PIPEDA/HIPAA and broader governance frameworks. We’ve learned that explaining data use in plain language and designing explicit opt-ins is not only a compliance requirement but also a trust and adoption driver.

Another challenge has been supporting operators who still deliver one-size-fits-all programming. We’ve focused on helping clients understand segments, member cohorts and behavioural patterns so they can deliver more personalised digital experiences that reinforce the in-person outcomes they want to achieve.

Finally, the mainstream rise of GLP-1 medications means operators must now integrate GLP-1 users into their customer journeys, designing programmes that protect muscle mass, build cardiorespiratory fitness and support long-term behaviour change.

Tiff: Covering the range and volume of projects across the organisation was challenging at times, particularly as our ambitions continued to grow alongside a relatively small but highly capable team. Balancing pace with quality required careful prioritisation, clear communication and a willingness to adapt as we went. However, each project brought valuable learning, whether about process, tooling or client engagement, and we were able to apply those insights across the business to improve efficiency and consistency. Over the course of the year, this has helped us refine how we work, scale more effectively and deliver stronger outcomes without compromising on quality.

Which technology, trend, or innovation surprised or delighted you this year?

Amy: I’ve been encouraged by the industry’s overdue pivot toward women’s health and life-stage-specific programming. There is a growing acknowledgement that female wellness journeys differ significantly across menstrual cycles, perimenopause, menopause and post-menopause, and that these stages require tailored strength, recovery and nutrition strategies. Women’s health, especially menopause, is becoming a significant innovation and investment area.

I’ve also been impressed by the growth of structured referral pathways between healthcare and fitness, particularly for GLP-1 users. Clinicians are increasingly directing GLP-1 patients into fitness programmes focused on preserving lean mass, supporting cardiovascular health and building confidence to move.

Another major shift has been how quickly AI-driven personalisation has moved from novelty to expectation. Members now assume that training programmes, recommendations and content will adapt to their individual history and goals. AI-personalisation is rapidly becoming essential to digital competitiveness.

Finally, the rise of connected ecosystems and richer biometric inputs has been exciting. Bringing together data from wearables, connected equipment and membership systems enables far more holistic wellbeing coaching, covering sleep, nutrition, mental health and more.

Tiff: One of the most striking developments this year has been the shift from basic content recommendation towards genuinely actionable behavioural insight, particularly through the growing use of wearable data and connected systems. Encouragingly, operators are no longer treating this ambition as theoretical; there is a far greater willingness to embrace AI operationally than there was even twelve months ago, with technology increasingly being applied to real decision-making rather than experimentation. Alongside this, the increased focus on women’s health has been particularly positive, with more organisations recognising the role technology can play in supporting awareness, education and life-stage-specific programming. Together, these shifts signal a maturing market, where personalisation is becoming more meaningful, more inclusive and more closely aligned to real outcomes.

Is there a partnership, project, or moment that stands out as a highlight?

Amy: A standout highlight has been working with operators who are genuinely committed to going deep on customer data. When clients invest in understanding how their members behave from facility usage and class attendance to PT sessions, at-home workouts, wearable data and broader health behaviours, it transforms the work. It allows us to design journeys and recommendations grounded in real insight rather than assumption.

Co-creating AI-ready catalogues and onboarding journeys with South Downs Leisure and Abbeycroft Leisure has also been a meaningful achievement. Standardising data and embedding recommendations together felt like true co-innovation rather than traditional vendor–client delivery, and it has created a reusable template for the wider sector.

I’ve also valued the continued development of cross-organisation governance forums, where product roadmaps, data priorities and KPIs are discussed openly. These spaces are where digital strategy becomes real through resourcing decisions, dependency management and shared accountability for outcomes.

Tiff: A particular highlight this year has been seeing strategic work translate into tangible outcomes. Outside of LeisureLabs, Sandwell winning digital transformation awards stands out, not least because they are now actively implementing the roadmap and strategy that was created, demonstrating how thoughtful digital planning can drive real change. Within LeisureLabs, it has been equally rewarding to see DLC take the class bookings recommendations so seriously that they have embedded them deeply into their app, to the point of submitting it for innovation awards. In both cases, the most satisfying aspect has been watching ideas move beyond strategy and into execution, delivering measurable impact rather than remaining theoretical.

Looking Ahead…

Which trends do you expect to shape the fitness and technology sector next year?

Amy: I expect to see GLP-1 workout programming become commonplace, alongside more operators replaying customer behaviour back to members to help form new habits. We’ll see deeper integration of physical health, mental health, nutrition and fitness into holistic wellbeing journeys. AI-personalisation will become table stakes. There will be increased focus on women’s health and on meeting the needs of an ageing population.

Tiff: Looking ahead to 2026, personalisation will continue to dominate the agenda across the sector, not as a buzzword but as a practical expectation. As digital experiences mature, members will increasingly expect services to respond to their behaviour, preferences and context in real time. Underpinning this shift is the growing importance of data interoperability. Without systems that can reliably share and interpret data across platforms, even the most ambitious personalisation strategies will struggle to deliver consistent value.

Where do you see the biggest opportunity for LeisureLabs or the wider sector in 2026?

Amy: One of the biggest opportunities is starting with people, not technology. There is enormous value in speaking directly to consumers and employees through surveys, interviews, behavioural analysis and in-product feedback to understand what problems really need solving. Too many strategies are still created in boardrooms rather than co-designed at the edges.

Another opportunity is enabling partners to understand the “why” behind an operator’s strategy, not just the “what.” When vendors understand the context, they can deliver solutions that genuinely address customer problems and influence KPIs.

There is also significant opportunity in helping operators modernise their digital stacks and data governance. Many still rely on fragmented technology and patchy reporting. LeisureLabs can help unify member data, construct member and operator journeys, and implement privacy-by-design patterns so organisations can adopt AI and analytics with confidence.

Tiff: The biggest opportunity for LeisureLabs and the wider sector lies in building on these foundations through more advanced use of machine learning and AI. This includes developing smarter recommendation engines, personalised nudges, risk profiling and clearer member pathways that support both engagement and long-term outcomes. Equally important is the continued rewiring of digital ecosystems through robust ETL layers that improve the usability and accessibility of data across organisations. Combined with AI co-pilots that support operational efficiency, programming, timetabling, member journeys and sales pathways, these capabilities have the potential to fundamentally change how operators make decisions and deliver value at scale.

What are you personally looking forward to progressing or achieving next year?

Amy: I’m looking forward to connecting every feature and deliverable to a measurable customer KPI. That means shifting conversations from “what are we building?” to “what will this change?” and tying releases to metrics such as trial-to-member conversion, early-life visit frequency, GLP-1 strength markers or engagement with midlife programming.

I’m also excited to progress a 360-degree member profile tool that sits above membership systems and integrates preferences, visit behaviour, digital engagement and — where appropriate and consented — health indicators. This will allow every interaction, digital or in-club, to be more context-aware and personalised.

I’m keen to share insights more widely with the industry and to embed stronger product and data thinking within operator cultures. Ultimately, I want to help client teams build their own muscles around experimentation, funnel analysis and member insights so continuous improvement becomes self-sustaining.

Tiff: Looking ahead, I’m keen to build on the momentum of the past year by deepening our work with clients across EMEA. This means not just expanding our footprint, but strengthening the quality and consistency of impact by applying what we’ve learned across a broader range of organisations. As operators become more confident in using data, AI and personalisation operationally, there is a real opportunity to support more clients in moving from strategy into execution, embedding smarter digital foundations and delivering measurable outcomes at scale.

If you could focus the industry’s attention on one issue in 2026, what would it be?

Amy: The first is the importance of data privacy, security and meaningful consent as core design principles rather than afterthoughts. As AI, GLP-1s and 360-degree member views evolve, robust privacy practices and explicit opt-in are essential for trust, compliance and adoption.

The second is supporting GLP-1 users with strength, function and long-term health, rather than focusing solely on weight loss. With WHO now endorsing GLP-1 therapies for obesity while emphasising the need for behavioural and lifestyle support, the fitness sector has a responsibility to design programmes that protect lean mass, improve cardiovascular fitness and promote sustainable behavioural change.

Finally, the industry must prioritise designing for under-served groups — including midlife women, older adults and lower-income communities. These groups have distinct needs and barriers. Creating accessible, culturally relevant and evidence-based programming for these audiences offers both significant impact and meaningful growth potential.

Tiff: If there is one issue the industry should focus on in 2026, it is the use of digital tools to deliver greater health equity. Technology has a unique ability to broaden reach, reduce barriers to participation and improve access to services for groups that have traditionally been underserved. When applied thoughtfully, digital platforms can also help organisations better measure outcomes, adapt support to individual needs and track long-term impact rather than short-term engagement. The opportunity now is to move beyond scale for its own sake and use technology deliberately to support more inclusive, effective and equitable health outcomes across communities.

What stands out across both perspectives is the growing recognition that digital transformation is ultimately about people, not platforms. The next phase for fitness and wellness will belong to organisations that use technology to better understand behaviour, remove friction and support long-term health. With expectations rising, the challenge now is to turn insight into action at scale.