Franchisee Spotlight: D1 Training in West Nashville, Tennessee 

Joe Stanford’s trajectory reveals much about the model, mindset and mission behind fast-growing youth fitness franchise D1 Training

When Joe Stanford took his first D1 Training class, it wasn’t with the intention of becoming a franchisee. 

He came as an athlete at heart, the son of a high school football coach and a basketball coach. But as a seasoned entrepreneur with multiple businesses under his belt, he also recognized something else: a model built on structure, accountability and culture.

Stanford had long been involved in several businesses, including a mortgage company and other ventures. Fitness wasn’t a sector he initially sought out. But D1 Training offered a rare overlap of two things he understood instinctively: how to build a business, and how to build a team around shared purpose.

“As a member, I got to know the brand, and I thought I could figure out a way to make it work as another business opportunity for myself.”

Today, Stanford owns two successful D1 Training locations — in West Nashville and Murfreesboro, Tennessee — both of which are profitable and operated alongside his other ventures. His story reflects the profile of modern fitness franchising: business-minded operators who succeed by focusing on passion, people and process.

Becoming a Franchisee

When Stanford began considering D1, he didn’t shop in the broader franchise market. The real debate was whether to build something himself or leverage an established system. For someone who had launched multiple businesses from scratch, the appeal of a franchise was efficiency, not ease.

“The appealing part of the franchise model was not having to go through all the trial and error,” he says. “Everything else I’ve ever done, I started from scratch. I know how long those first couple years take. With D1, the model was already built. You just had to execute the playbook.”

That clarity allowed him to commit fully. It wasn’t about reinventing anything; it was about bringing discipline and focus to a proven system.

“I said, ‘If I’m told what to do, I’ll do it. And if that works, then we should be good to go,’” he says. “And so far, that’s held true.”

Both of his D1 locations are up, running and profitable — and importantly, they integrate seamlessly into his life as a multi-business owner. The structure of the model allows Stanford to stay connected without being consumed.

“For D1, I work out every day anyway,” he explains. “So I go into one of my facilities and I work out in a class, just like everyone else. That’s where most of my ‘work’ gets done. My eyes are on the facility daily. I see if it’s clean, if classes are being run well. As long as you have the right staff, they do most of the work.”

That daily touchpoint gives him visibility; the right team gives him freedom.

The Foundation of Successful Ownership

Stanford’s operational philosophy can be distilled into three pillars: passion, people and process, each one shaping the way he leads and grows his locations.

For him, passion isn’t optional, it’s the foundation..

“If you’re not passionate about health and wellness, go open up a sub shop,” he says bluntly. “There are easier ways to make money if you don’t truly care about this.”

This mindset shapes not only his own leadership, but also how he hires. His general managers come from different backgrounds, one with a robust resume, another a former stay-at-home mom and part-time track coach. What they share is passion.

“It’s hard to give someone passion for what we do,” he says. “I can teach systems, financials and reporting. But I can’t teach someone to care.”

When it comes to the next pillar – people – Stanford’s emphasis extends beyond staffing. It’s central to how he views member retention, one of the most important metrics for any fitness franchisee.

“The first thing is, we measure it,” he says. Attrition is tracked weekly and monthly, with accountability built into the coaching team. Attendance matters. Connection matters. Follow-through matters. Our coaches are measured by how many people are attending their classes and their retention rates in their class.”

But numbers alone aren’t what keep members returning.

“They may come because it’s a pretty facility,” Stanford says. “They may come because it was a great workout. But they’re going to stay because you gave them a sense of community.”

So, his team works deliberately to cultivate that. Monthly member events range from on-site happy hours to bowling nights, golf scrambles, and college football outings. Every activity is designed to knit the membership together, and to ground D1 as a place people belong, not just a place they train.

The third pillar is process — a theme that’s truly woven throughout his leadership style.

He trusts the D1 system, but he also verifies execution. He holds formal monthly meetings with his GM and refuses to accept anecdotal reasoning without data behind it.

“A lot of owners fail because they take people’s word for it,” he says. “A GM will say, ‘These leads are bad,’ and the owner just accepts it. But did they make the calls? Did they send the texts? Did they put in the effort?”

For Stanford, process isn’t bureaucracy; it’s about clarity. It ensures that every member, every lead and every coach interaction reflects the D1 standard.

“Staff accountability is everything,” he says. “You have to know your own business well enough to call out what’s true and what isn’t.”

Why the Model Works 

Stanford’s ability to run two profitable locations while managing several other businesses is not accidental. It’s a combination of disciplined leadership and a franchise model built to support operators who show up with both passion and structure.

He also underscores that success at D1 is deeply tied to the mission. Training at D1 is not just athletic, it’s emotional and transformational.

 “Training, whether it’s a six-year-old or a 60-year-old, impacts someone’s life well beyond the physical. It’s mental and spiritual as well.”

His advice to future franchisees blends practicality with philosophy: be genuinely passionate about what D1 stands for, hire people who can both sell and truly care, hold your team accountable, understand your numbers and systems and build community relentlessly. 

In the end, Stanford’s journey isn’t about owning two gyms — it’s about building spaces where people grow, connect and stay. “I think the more people we have in this industry that have that mindset, the better off it’ll be.”