By introducing hybrid modalities like FS8 and VAURA Pilates, FIT House of Brands is proving that the next phase of fitness franchising isn’t about replication — it’s about diversification.
Fitness has become the connective tissue linking industries once thought unrelated. Wellness, longevity, medicine, technology, real estate and even retail now intersect around a shared goal: helping people live better, longer and stronger.
As Luke Armstrong, Chief Revenue Officer of FIT House of Brands, puts it, “There’s this convergence happening across multiple phenomena… Fitness has gone from being somewhat esoteric to sitting at the center of so many different industries today.”
That shift — the elevation of fitness from niche to necessity — has fueled a wave of global growth for FIT House. Fourteen years ago, the F45 Training brand didn’t exist. Now FIT House operates a network of more than 1,500 studios in 55 countries and partners with brands as diverse as Red Bull, Samsung, HYROX and — most recently — Reebok.
“The consumer has come out of the pandemic with a clear understanding that the best line of defense is to get in good shape and stay healthy,” says Armstrong. “There’s the popular saying now that health is the new wealth — but you have to work at it consistently.”
So, what’s driving the brand to diversify?
For years, F45 Training has been synonymous with high-intensity, functional group training. The workouts are prescriptive, efficient and performance-driven — and it’s one of the most recognizable boutique fitness communities in the world. But as the market evolved, the company recognized a clear opportunity to meet new audiences where they were.
“As F45 expanded, the gaps became more obvious,” Armstrong says. “There are people who can’t or don’t want to do HIIT. We started to recognize that opportunity — people looking for lower impact modalities like Reformer Pilates or yoga, particularly women who understand the benefits of strength but want an environment where they can do it differently.”
An Ecosystem Built for Every Fitness Journey
That realization led to FS8, a multi-modality format, blending Pilates, strength training, and yoga into one seamless experience, and later VAURA Pilates, an elevated, aspirational reformer concept.
“We didn’t see a modern interpretation of yoga or Pilates in the market that really connected,” Armstrong says. “So we leveraged what we’d learned from F45 and created something completely new.”
This expansion wasn’t just innovation for innovation’s sake — it was a strategic diversification play. “Pilates and strength are only getting stronger,” says Armstrong. “So rather than being totally reliant on group functional training or HIIT, we’ve now got other legs on the stool — catering to multiple audiences and appealing to consumers who have distinct preferences.”
FIT House of Brands long-term vision extends beyond individual formats to a broader ecosystem that supports inclusion, progression and personalization.
“We want to create an ecosystem where someone can progress from brand to brand,” Armstrong explains. “But we also recognize there are people who will stay in one lane, and that’s a win, too. We’re broadening our appeal, allowing more consumers in every community to find their place within our brands.”
That approach is widening the franchise’s reach across demographics and fitness preferences. Whether it’s FS8’s approachable blend of modalities, VAURA’s boutique precision, or F45’s high-performance intensity, the collective portfolio attracts a spectrum of members — from first-timers to seasoned athletes.
The Franchise Advantage
Behind the scenes, diversification also unlocks new opportunities for franchise partners. “It offers different modalities and concepts to the market and brings in talented entrepreneurs who want to own wellness in their community,” says Armstrong. “An F45 owner might want to diversify with an FS8 studio, while someone who missed out on F45 early on might see a new opportunity in FS8 or Vaura.”
F45’s franchise model intentionally creates overlap and synergy without redundancy. Each brand benefits from shared infrastructure — the same CRM system, marketing tactics and operational framework — while maintaining its own visual identity and community voice.
“With FS8, we were very intentional about keeping the franchise system easy to replicate,” Armstrong says. “There’s a lot of crossover — the same CRM, the same local marketing strategies. Franchisees don’t have to relearn how to operate.”
Armstrong also points out that as a multi-concept franchisor, the strongest asset is a proven franchisee. “If you can equip strong franchisees with additional modalities, everyone gets economies of scale with the talent pool and staff.”
Still, Armstrong emphasizes the importance of differentiation. “It’s important that each brand develops its own identity,” he notes. “We’d hate for consumers to confuse FS8 and F45. Internally, each has its own management, marketing and athlete teams. Where they share common services is in legal, finance and sales. So ultimately, the brands have similar DNA, but different identities.”
Scaling for the Future
Diversifying an established global franchise network requires both speed and restraint. Armstrong credits F45’s success to its willingness to adapt while maintaining discipline around quality and franchisee trust.
“It’s important to be agile — to recognize opportunities and go for them when you see them,” he says. “But at the same time, as a franchise brand, you have constituents — business partners on the ground — that you have to be mindful of. Whatever you introduce, you want to be sure it’s battle-tested and not exposing them to unproven risks.”
That philosophy defines how the FIT House of Brands continues to expand. “If we’re going to introduce a new format, we only do it when we know it’s ready,” Armstrong says.
Looking ahead, Armstrong says the focus will remain on both deepening and expanding. “It’s fair to expect both,” he says. “We are definitely not going to take our eyes off of scaling FS8 and VAURA, but the industry is vibrant, the customer is more discerning and demanding than ever, so we’ll look for more opportunities to diversify to meet those needs.”
Ultimately, strategy and intentionality will always guide that growth. “We’ll only go into new modalities that are very distinct and meet a high standard. The goal is to do something different — and do it really well.”
That clarity of vision — expanding without diluting — is what defines Fit House of Brands next chapter. “Our future vision is to be a total health and wellness provider,” Armstrong says. “As we identify opportunities to diversify, we’ll lean into them. Five years from now, we’ll probably look very different — and that’s exactly the point.”
