“Things Have Changed”: What We’re Hearing From Climbing Gym Operators

The most useful conversations often begin with a candid assessment of what is—and is not—working. In our recent discussions with climbing gym owners and prospective owners, we’ve heard concerns about development costs, customer expectations, competition, and the demands of running a business. The comments below capture those perspectives. They are not a formal industry survey, but they provide a starting point for examining the decisions owners face and the support that could help them move forward.

“Construction and equipment costs are making fewer projects feasible.”

For prospective owners, this concern goes directly to whether a project can move forward. For existing operators, it raises questions about expansion and facility improvements.

Our response is to revisit the relationship between the project budget and the business expected to support it. Which assumptions have changed? What performance does the revised investment require? Does the plan preserve enough working capital after opening?

A project should not proceed simply because considerable time has already been invested in it. The business case needs to remain convincing as the numbers change.

“We thought we were insulated from the economy—but not this one.”

This comment captures more than concern about expenses. It reflects uncertainty about an assumption some owners previously relied on: that their businesses would remain resilient despite broader economic pressures.

We see this as a reason to examine the individual operation more closely. What is happening with membership, customer spending, and program participation? Which expenses are becoming harder to absorb? Where is the business performing differently from expectations?

The useful response begins with understanding what has changed—not assuming every challenge has the same cause.

“Things have changed, and we’re not sure how to respond.”

Owners do not always need another list of possible initiatives. They need a way to determine what deserves attention first.

Our approach is to separate the issues. A cash-flow concern, a marketing problem, and an operating-process problem may overlap, but they require different questions and different assignments.

Start with the decision that needs to be made. Identify the information required, establish responsibility, and define what progress would look like. That creates a more useful starting point than trying to change everything at once.

“Customers are different, and there’s more competition.”

The question behind this statement is straightforward: does the gym’s offering still match its market?

We encourage owners to examine what attracts customers, what brings them back, and what distinguishes their facility. That review should consider the whole experience—from the first visit and staff interaction to programming, routesetting, and the condition of the space.

The objective is not to imitate every competitor. It is to make deliberate choices about whom the gym serves and why those customers should choose it.

“Buying a gym might be more appealing than building one.”

This is a useful alternative to examine, not a conclusion to accept without analysis.

For an owner considering entry into a market or expansion, the comparison should reflect available capital, business objectives, facility needs, and the work required after acquisition.

We believe the planning process should leave room for a different answer than the one originally anticipated. Building, buying, and improving an existing operation all deserve consideration when they fit the owner’s goals.

“Gym owners are getting out earlier than in the past.”

Another comment in these conversations expresses a related concern:

“The lifespan of a climbing gym has gotten shorter, even though costs have gone up.”

These statements raise important questions, but they should not be treated as interchangeable. An owner leaving the business is different from a facility closing, and both are different from a gym needing substantial reinvestment.

For us, the practical discussion begins with the owner’s intentions. Are they considering a sale, a leadership transition, a reduced operating role, or improvements that would make continued ownership more attractive?

Clarifying the desired outcome makes it possible to evaluate the alternatives.

“There’s less room for mistakes. Getting through the new-gym learning curve is more important.”

This concern connects development planning with operational readiness.

The opening budget is only part of the assignment. Before opening, we want owners to consider who will manage the facility, how employees will be trained, what procedures must be ready, and how financial performance will be monitored.

Experience cannot eliminate every mistake. But a deliberate preparation process can identify questions before they become urgent operating problems.

“Routesetting demand is at an all-time high.”

We hear this as an expression of the importance operators place on routesetting—not as a verified historical measure of demand.

The useful next question is what kind of support the gym needs. Is the priority additional setting capacity, staff development, program planning, or assistance during a particular period?

Defining that need allows the conversation to move from a broad concern to a practical scope of work.

“Outsourcing services like marketing, bookkeeping, and systems management is a way to respond to challenges.”

Outside support should begin with a clear purpose.

Which responsibility needs more attention? What expertise is missing? What should remain with the internal team? How will the owner evaluate the work?

The goal is not to add services indiscriminately. It is to address a defined need while maintaining clear accountability.

How Futurist Is Responding

The support we are bringing into these conversations includes marketing, bookkeeping, routesetting, and fractional CFO and COO services. The appropriate combination depends on the business and the decision ahead.

Some owners need help evaluating a project. Others need stronger financial visibility, additional operating capacity, or support for a transition.

Our starting point is to listen carefully, distinguish the underlying issues, and define an assignment that serves the owner’s objectives.

These comments describe different challenges, but they lead to a common question: what should happen next? For one owner, the answer may involve revisiting a development plan; for another, strengthening financial reporting, improving operations, or evaluating an ownership transition. Futurist’s role is to help turn those concerns into a defined course of action. Bring us the question your business is facing, and we can work with you to assess the options and identify practical next steps.