In celebration of TRIB3 Deansgate’s second anniversary, we sat down with Katie Kopka, Deansgate’s Franchise Partner, and Jessica Sierant, Studio Manager, to hear more about their journey as a team, the key to their proposition being successful in central Manchester and their goals for 2024.

As we celebrate Deansgate’s second anniversary, how would you recap the first 2 years of being open in Manchester?

We’ve created and formed a new family, amazing relationships and networks, which I massively value and look forward to seeing them go. I mentioned in my first interview how important networks are and the value they hold - these two years with TRIB3 Deansgate have enabled me to meet some great people, giving me a different outlook on things.

Katie, what do you think makes for a successful owner-manager working relationship?

For me the basis for this is quite simple – honesty and transparency. Without trust you'll struggle to grow. You have to know that your studio manager genuinely cares about making the business successful, similarly, your studio manager needs to know that you have their back. I would also call out worth ethic – finding someone who also has some entrepreneurial DNA in them is when you've found the right profile. If you both always show up for each other that’s half the success locked in.

Jess is a great manager to her team but can also manage upwards - empowered and equipped to be able to challenge when needed. At Deansgate this is all part of empowerment within a creative framework; you set the boundaries, but you give complete free rein with the accountability to execute how they see fit.

Self-awareness is critical. Taking the time to understand each other’s strengths and weaknesses helps you call each other out in the right way and lean into difficult situations together, which is a key behaviour of a high performing team.

Establishing a relationship where everyone understands that business is business, and personal is personal. It’s a great soft skill to be able to make the 'quick switch' between the two, we ensure that this is part of our culture – ensuring everyone has the emotional intelligence to be able to do this effectively.

I can't speak for everyone, however, if your studio manager has more experience than you in the industry you need to trust them and their judgment, as they’re the eyes and ears on the ground – they’re closest to the customers. This has been a big step for me personally.

Jess, what advice would you part with to other studio managers or anyone thinking about being a studio manager?

First and foremost, it's essential to thoroughly understand the TRIB3 product. TRIB3 has a unique approach to group fitness, technology integration and community. Having said that, a genuine passion for fitness and a commitment to the TRIB3 product is essential and something I firmly believe has led Deansgate to where we are today. This passion not only motivates you but also resonates with your team and TRIB3Rs, driving the success of your TRIB3 location.

High standards – have high standards and you'll assemble a strong team. I need to feel I'm hiring individuals who share my passion and vision for how good the TRIB3 workout experience can be. If you feel you can hire better, then don't shy away from this. Having the right coaches and team around you is important – they must have a shared commitment to providing an outstanding customer experience is critical.

Thirdly, be open to feedback and don't be scared to try things that you think will benefit your studio.

Building a successful TRIB3 location takes time, applied consistency and grit but it’s one hell of a ride to be embraced!

What has been the key to the TRIB3 Team being successful in central Manchester?

Recognising that we both have a good relationship which has got us this far. That said, if we continue employing in our own image then we’ll stagnate so this something we’re challenging each other on.

Not being afraid of the test and learn – taking this approach even when the stakes are high. Not everything we've tried has delivered the desired outcomes but it’s vital for the studio’s continued development to stay competitive. We’ve made “test and learn” part of the studio’s vocabulary, ensuring the whole team are part of the process.

What are your goals for 2024?

As a team, we go into full scale-up mode in 2024. There's a big piece here for us first to work on together to really get under the skin of what scaling up means for us, our behaviours, goals and ways of working. I think if we get that then we will be pushing onto new levels together.