Łukasz Dojka built a fitness empire expanding from a single basement gym in Tarnów, Poland, after beginning his career cleaning floors in an American facility. Today, his franchise model targets underpenetrated smaller towns, delivering structured subscription-based revenue across Central and Eastern Europe.
The Bottom Line
- The Scale: The network has grown to active clubs, targeting 750 total locations under an aggressive regional expansion strategy.
- The Economics: Mature franchise locations generate over 400,000 PLN in annual EBITDA, requiring initial partner capital of 450,000 to 500,000 PLN.
- The Model: Subscriptions account for over 80% of top-line revenue, bolstered by multi-club diversification into children’s play centers and Pilates franchises.
From Tarnów Basement to Regional Enterprise
The operational blueprint of this Polish fitness operator began far from corporate boardrooms. At age 17, Łukasz Dojka relocated to the United States, training in a basement before securing an entry-level position cleaning gym floors. Over eight years in the U.S., he transitioned through training, sales, and management roles. He subsequently spent another eight years managing facilities for major operators in the United Kingdom.
When his partner became pregnant in 2012, the couple returned to Poland. Dojka opened his first facility in a 300-square-meter basement in Tarnów, utilizing secondhand equipment purchased from his former employer in the UK and starting with several tens of thousands of pounds in personal savings. Within three years, the footprint expanded to three locations, prompting a strategic shift toward a scalable franchise model developed alongside a business partner experienced in distributed finance.
Here is the math on the expansion pace: the network’s original milestone of 227 profitable clubs by the end of 2027 is now projected to be achieved a full year ahead of schedule. International scaling is already underway, with the first club in Opava, Czechia, slated to open on October 15.
Unit Economics and Franchise Mechanics
Running a fitness franchise requires substantial upfront capital. Opening a single location demands 450,000 to 500,000 PLN in personal funds from the partner, covering franchise fees and non-leasable expenditures. While corporate partners facilitate equipment financing through banking relationships, Dojka is blunt about the operational realities.
“It is not a passive business,” Dojka notes regarding prospective franchisees who expect to manage operations entirely from a smartphone. In the first 6 to 12 months, hands-on involvement typically demands 40 to 50 hours per week.
Once stabilized, the financial return is clearly defined. A mature club generates slightly over 400,000 PLN in annual EBITDA after covering operational costs, rent, franchise fees, and wages. Revenue generation relies heavily on predictable consumer cash flows.
| Metric | Value / Range |
|---|---|
| Total Active Clubs | active locations |
| Valuation / Enterprise Scale | PLN |
| Subscription Revenue Share | > 80% of total revenue |
| Average Monthly Membership | 150 to 200 PLN |
| Mature Club Annual EBITDA | > 400,000 PLN |
| Franchisee Capital Requirement | 450,000 to 500,000 PLN |
Subscription fees account for more than 80% of club revenues, priced between 150 and 200 PLN monthly with a one-month cancellation window. The network also accepts multi-sport corporate access cards, yielding roughly a dozen zlotys per visit. Rejecting the common industry myth that inactive members are the most profitable clients, Dojka maintains that long-term retention depends entirely on active engagement and visible customer results.
Targeting Underserved Micro-Markets
While major commercial operators frequently cluster in Tier-1 metropolitan areas, this network pursued a contrasting geographical strategy. Approximately 75% of Poland’s population resides in towns with fewer than 100,000 residents. By establishing footholds in these secondary and tertiary markets, the company avoided direct competition with saturated urban giants.
Market penetration data underpins the growth thesis. Total fitness market penetration in Poland remains below 10%, compared to double-digit figures across Western Europe, over 20% in the United Kingdom, and approaching 40% in Scandinavia. With more than 3,000 fragmented sports facilities scattered across Poland, consolidation remains a primary runway for expansion.
Nevertheless, the brand has begun selective urban incursions, launching four locations in Warsaw alongside sites in Kraków and Poznań over the past year.
Diversification Beyond the Gym Floor
To insulate revenues from traditional fitness cyclicality, the corporate strategy embraces sector diversification. The portfolio now includes Extreme Kids indoor play centers, which host an average of over 100 birthday parties per month at price points ranging from 400 to 1,000 PLN per event.
Furthermore, the group acquired the master franchise rights for Strong Pilates across Central and Eastern Europe. This positions the parent company to capture higher-margin demographics within the broader well-being economy.
The revised long-term corporate strategy targets 750 total locations, aiming for undisputed leadership in the Central and Eastern European well-being sector. But the balance sheet and operational execution will dictate whether these aggressive unit expansion targets materialize without compressing franchise margins.
