As Founder and CEO of Canadian gym chain GoodLife Fitness, David ‘Patch’ Patchell-Evans knows fitness is one of the most competitive industries. There are more than 200,000 fitness clubs worldwide and over 184 million people with gym memberships. The global gym market is currently worth US$96.7 billion.
“GoodLife is always improving so we can deliver the best possible fitness experience for our members,” he tells The CEO Magazine. “In a competitive industry, we’re focused on maintaining our dominant market share in Canada and reinforcing our high brand awareness.”
But as a former champion rower, stiff competition is something Patch has always embraced. “As an athlete, you rank yourself by the quality of competition. So my philosophy has always been ‘bring it on’,” he says.
Patchell-Evans also knows that there’s plenty that sets his gyms apart from others in the market.
“Our culture of learning, caring and support for members and employees has made us successful.”
After a serious motorcycle accident in his 20s, he discovered the power of fitness to help rehabilitate from his injuries. That’s where his passion for fitness took root. He opened the first GoodLife gym in 1979.
From the beginning, he wanted to take care of people. His purpose has always been to ‘give everyone in Canada the opportunity to live a fit and healthy good life’. That purpose guides his decisions and has been the mantra for GoodLife employees across Canada as the company has grown more than four decades. As a privately-owned company, GoodLife is able to keep its purpose front and center in its business decisions and how it treats employees and members.
“It’s possible to be very successful and ethical. You can look after people and give back to your communities. You can also support your staff and be a profitable and sustainable business,” he says. “Our culture of learning, caring and support for members and employees has made us successful.”
Today, Patchell-Evans has grown the GoodLife Group of clubs in Canada to include GoodLife Fitness, as well as high-value, low-price brands Fit4Less and Éconofitness. He is a significant partner in Oxygen Yoga & Fitness and GYMVMT. He also owns CityFitness, the largest fitness club chain in New Zealand, and is a significant partner in Australia’s REVO Fitness.
To provide ongoing education and reinforce professional standards in the fitness industry, Patchell-Evans started canfitpro in 1993. canfitpro is also part of the GoodLife Group, and is the largest certification body for the fitness profession in Canada with 100,000+ members.
An environment of positive impact
Even after 45 years, Patchell-Evans still gets the same thrill from knowing he’s made a difference in his members’ lives.
“Every day I hear from members who thank me because GoodLife saved their life, or the life of someone they care about. If the average person can work out two-to-three times a week, they can extend their lifespan by a decade and live 20-to-30 percent better every day. A little bit delivers substantial benefits,” he says.
An understanding from day one that fitness plays a role in physical and mental health feeds GoodLife’s positive culture.
“Fitness opens the door to change, to positivity, to growth,” he says. “Yes, it’s important to do the bench press, but it’s even more important to talk to the person beside you and see how he’s doing. By becoming the ‘second space’ in people’s lives, we create community and connection. This is essential for combatting the current mental health crisis we are facing.”
Patchell-Evans is dedicated to promoting exercise as an effective healthcare solution. Over the years, he has donated more than US$40 million to support organizations and programs that have fueled breakthroughs in how we understand cardiovascular health and other chronic conditions, as well as led research and offered resources for families and children affected by autism and intellectual disabilities.
“I can’t do everything or reach everyone, but I can try to entice as many people as possible to look after themselves using fitness.”
Innovations such as free summer fitness for over 80,000 teens each year, the GoodLife Kids Foundation MOVE program for youths with autism and intellectual disabilities and the GoodLife Fitness Centre for Cardiovascular Rehabilitation and Prevention with the University Health Network group of hospitals in Toronto, all contribute to a healthier Canada.
“I can’t do everything or reach everyone, but I can try to entice as many people as possible to look after themselves using fitness,” he says.
Creating a welcoming environment
GoodLife aims to create a welcoming, inclusive and safe space for all its members and employees. Patchell-Evans says he wants GoodLife gyms to be a place where you can feel comfortable and supported.
“Our gyms are a space where you can spend time taking care of yourself. There aren’t many places where you can do that. There’s more interest and focus on the broader physical and mental health experience – including recovery and healing, meditation and mindfulness, time to reconnect with your body and mind.”
GoodLife aims to deliver the best possible live and digital experience for members. That means having an abundance of equipment in good repair, adding new services and spaces and expanding its boutique programs. Some GoodLife clubs offer a circuit-style HIIT training program known as REGYMEN.
GoodLife is adding Hot Yoga studios and recently partnered with George Foreman III to introduce Craft Boxing at some of its popular clubs across Canada. More recently, it introduced Recovery Rooms in many of its clubs, responding to member interest for more dedicated equipment and space to care for their bodies and minds.
“You always have to question, how you can improve? How can you help others improve? Then you’ll continue to win.”
One thing is for sure: Patchell-Evans is nowhere near the finish line with his plans for the GoodLife business.
“I operate with a mindset of measurable constant improvement,” he says. “That’s the attitude I have in everything I do. You don’t get to sit back and think, ‘OK, this is what I did last year, I’m going to do the same thing again’. Your competitors aren’t doing that. You always have to question, how you can improve? How can you help others improve? Then you’ll continue to win.”
