Decide what to build, and why it matters.

Understand the business and the user together.

A product can make sense to a business and still be difficult for its members to use. It can also be enjoyable for members without fitting how a studio, gym or coach operates. Strategy needs to account for both perspectives.

Our scope includes digital strategy, market research, competitive benchmarking, business forecasting, user research and metrics. For product management, it includes roadmapping, information architecture, technology and platform decisions, and pricing and packaging.

Start with the audience, the problem and the current alternatives. Understand what people do today, what staff need to support them and what the business hopes to change. Existing products can provide evidence through support issues, customer feedback and observed behavior; new ideas need their assumptions made explicit.

Turn a long list into a useful first scope.

A roadmap is a set of decisions about sequence and tradeoffs. Prioritize the smallest coherent experience that addresses the central need, then identify the work that depends on it. Mark assumptions separately from confirmed requirements.

• Define the target audience and the journey the product must support.
• Agree on success measures and how they will be observed.
• List operational, content and technical dependencies.
• Separate launch requirements from later improvements.
• Assign an owner to decisions that cross teams.

For example, a multi-brand booking pass needs clarity about inventory, eligibility and the relationship between a reservation and the participating studio. A home fitness product needs clarity about content production and equipment support as well as the workout interface.

Experience with products and the businesses around them.

Our founders’ experience includes GAIN, which brought guided workouts to more than a million iPhone users, and Nick’s work co-founding MYX Fitness through its first 100 beta units.

While at SprintFWD, our team helped create XPASS, a multi-brand booking marketplace with dynamic pricing, consumer apps, acquisition marketing and internal tools. The portfolio also includes work on trainer software, instructor tools, content platforms and studio experiences.

Those projects inform the questions we bring to a new engagement. They do not replace research into your customers, business model or constraints.

Keep learning connected to delivery.

Strategy should remain useful after the initial workshop. Decisions need a path into design, engineering and QA, with room to adjust when evidence changes. We can support the whole process or join your existing team for a specific part of it.

When you are ready to move from planning to implementation, explore fitness app development or connected fitness product design. A useful starting brief includes the audience, current product or idea, team, constraints and the decision you need help making.