When it comes to expansion, The Yard Gym empowers its carefully vetted franchise partners with continuous support
Progression through patience is a widely practiced fitness philosophy in the gym, from boutiques to big box brands. From a business perspective, few champion it greater than The Yard Gym, the Australia-based strength and conditioning franchise founded by Tiarne and Daniel Bova.
While the brand has already begun expanding beyond Australia and into the United States, it’s committed to careful growth, only allying with like-minded franchise partners and prioritizing sustainability above all else.
“Healthy growth, for us, means expanding at a pace that protects the brand, supports our partners and maintains long-term viability,” Daniel Bova said. “It’s not about how many sites we open in a year, it’s about how well those sites perform, how connected they feel to the network and how sustainable their businesses are over time.”
However, the Yard knows success doesn’t come with preaching patience alone — it needs to be practiced. The brand does so by constantly reassessing its franchising methods and procedures, sometimes rejecting potential partners and even dedicating three special days a month to educate and gauge alignment with them.
It’s an approach that goes against the industry grain, but The Yard isn’t here to apologize for it.
“Too often in this industry, growth is prioritised over people,” Bova said. “We aim to offer a different path by building a strong, connected network where decisions are made with long-term sustainability in mind for the brand, the business and the people behind each location.”
Defining “Healthy Growth”
The Yard takes these calculated steps forward, opposed to blind leaps, by measuring possible growth moves against models before conducting them and by providing extra onboarding assistance through training programs related to staff building, business operations and more.
The brand also deploys a Network Health Team, which provides ongoing support once locations are up-and-running.
“Our Network Health Team exists purely to support franchisees beyond the launch phase,” Bova said. “Day-to-day, that shows up through regular check-ins, performance reviews, operational guidance, marketing and brand support, and being a sounding board when challenges arise.”
While the Network Health Team has its objectives and boxes to check, it primarily aims to establish an overarching sense of reassurance, trust and empowerment within franchisees.
“The focus isn’t compliance for the sake of it, it’s partnership,” Bova said. “We want franchisees to feel supported, heard and equipped to make good decisions, knowing they’re not navigating things alone.”
Not for Everyone
Preserving a robust franchise network doesn’t come without consequences. If prospective franchisees don’t possess a caring, community-first mindset, along with a desire to work hard and learn, The Yard isn’t afraid to turn them away. Bova even noted that The Yard rejects around 50% of its franchisee applicants.
“Every franchisee directly impacts our brand; being selective isn’t optional, it’s essential,” he said. “There’s nothing beneficial in letting anyone and everyone in. It creates more work for HQ, puts strain on the support teams and ultimately compromises the standards we’ve worked so hard to protect.”
Bova added that alignment matters “far more” than background experience, citing incompatibility with franchise partners as the business snare that trips them up the most.
“The traits we prioritize are community-first thinking, hard working, high standards and a long-term mindset,” he went on. “Coachability is non-negotiable, being open to learning, taking feedback and operating within a proven system. We also look for partners who genuinely care about people and culture, not just financial return.”
The Yard isn’t afraid to pump the brakes on other operative functions to support its future at the expense of the immediate either. That includes occasionally delaying site approvals, refining systems before scaling or investing more in support resources.
“There have been multiple instances where we’ve slowed down expansion or adjusted commercial decisions because it was in the best interest of the network, even if it meant less short-term gain for HQ,” Bova said. “We consistently ask, ‘Does this genuinely help our franchisees succeed long-term?’ If the answer is ‘no,’ then we don’t proceed.”
Discovery Day
While The Yard’s efforts to find and weave in winning franchisees are abundant, few are on par with the brand’s three-day, VIP Franchise Discovery Experience events. In these monthly expos, prospective franchisees get an up-close look at The Yard, allowing them to train, engage with the brand’s culture and understand its standards.
“The Yard is more than a business model, it’s a culture, a standard and a way of operating,” Bova said. “We believe it’s essential for potential partners to experience that firsthand before committing. The VIP Discovery Experience allows people to truly understand what they’re stepping into — the training, the community, the expectations and the level of involvement required.”
The events also give The Yard a chance to see if there’s a fit from its own end as well.
“It ensures alignment on both sides and leads to stronger, more committed partnerships,” Bova added.
Bova reported that while the brand’s January event has already reached its capacity, the February one is now open for registration. There, and as The Yard grows, he’ll continue to leverage his own acumen, and commitment to his brand’s established culture, to push it forward.
“I am lucky to have been a franchisee for 10 years, I know what it is like and I know what our franchise partners need at the right time,” he said. “Operators should be looking for transparency, genuine support, realistic growth expectations and a franchisor who is invested in their success beyond the sale.”
