Three things that helped Gym Giant Barry’s head succeed

from Barry started in 1998 as a one-studio, Los Angeles-based boutique gym concept that grew into a global fitness phenomenon.

from Barry

At the helm of the company is Joey Gonzalez who started as a client in 2003, but quickly embarked on a unique journey that resulted in CEO status as of 2015.

Gonzalez has dedicated his life to expanding the brand around the world and nurturing diverse communities on four continents. Barry’s now has more than 80 studios in 30 cities across 14 countries (including the US, Mexico, Europe, Australia and Southeast Asia). They welcome more than 150,000 customers through their doors every week.

In 2018, Gonzalez was named Fast company‘s list of the “Most Creative People in Business” and was named “EY businessroundups.org of the Year for Greater Los Angeles” in 2020.

Here are excerpts from my interview with the man himself, describing how he pulled it off in an epically short time…

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Servant leadership and common values

“My 4-dimensional journey as a Barry client [in 2003] to Instructor/Manager, COO and eventually Global CEO [in 2015] had a huge impact on my leadership style, which I call servant leadership. I’ve learned that you need to create a work environment that puts customers’ needs first and also supports the development of our instructors. This servant leadership style has resulted in a reliable workforce who are highly passionate about their work, contributing to overall business success. I have also devoted a significant amount of time, effort and resources to developing Barry’s mission, vision and values ​​that act as a compass for the company. This… gives the entire employee base clarity about expectations and the path to success.”

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Hire people who challenge you

“Who you surround yourself with is what you become, so choose wisely. I’ve always tried to hire key players from whom I feel I can learn, have a positive outlook on life, have a hard work ethic and a passion for Barry’s. This didn’t put me in a comfort zone, but instead in a growth zone. It has also impacted the way we recruit.”

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