From the outset, Jetts grew quickly and Levenson says the pilot club exceeded even his expectations.
“Our growth has been strategic; however, we have taken opportunities as they have come up along the way. Our goal was to always franchise and this has helped us expand at the rate we have, without the need to raise capital or take on significant debt.”
“I knew the model would run fast, as the consumer demand was then matched by franchise demand. The key was controlling the rate of growth and the quality of our expansion. We could have grown at another 30-40% per year but kept the parameters as tight as we could to ensure the long-term sustainability of our growth,” he says.
Levenson tracks his business metrics on a regular basis throughout the year to ensure he’s on track to meet his goals.
“The executive team set targets for the year in advance and are measured in accordance with both internal and external factors.”
“I have come from being a big goal-setter in the past, but have shifted to being more about focusing on enjoying the present. I am a believer in fate, and as long as you trust and follow your instinct, you will end up kicking some goals,” he says.
Levenson says his personal aim is to help others within the business reach their goals, and he aims to instil a culture of “care, respect and trust” among his Jetts employees and franchise partners.
“My personal goal is to help people move forward, whether that be a member with their goals, a franchisee getting into business, a staff member developing as a professional, or a supplier benefiting from a strong partnership.”
“The essence of my purpose is engrained in the Jetts brand and our practices, and my goal is to create a culture that is network-wide based on care, respect and trust. When you start with a goal of helping people and engrain that into your culture, you are 90% on your way to creating a great place to be.”
The world’s best companies, Levenson says, believe in more than just making money.
“I have a real passion for branding and connecting the essence and purpose of the brand with our customers,” he says.
Being a family man, Levenson spends his afternoons with his kids, usually at sporting matches or training.
“The afternoon is usually reserved for kids’ sport, then dinner/baths/wine and bed by 10pm. Somewhere in the madness of getting the kids fed and ready for bed, I typically spend half an hour on any urgent work actions and planning for the next day,” he says.
Undoubtedly influences on his business, Levenson’s personal passions are sport and the outdoors.
“Cristy and I are both outdoor people and love our sport, so we like to get out when we can. Family is really important to us, so we typically spend as much time as we can together, particularly over the weekends, and we travel together when we can.”
“I love my sport and try to link in any travel with live sports events.”
Levenson intends to further Jetts’ international expansion into three to five new markets within the next five years.
Domestically, he says the focus will be on improving the user experience and he wants to “lead from the front through innovation and great execution”.
“There is a world of opportunity with Jetts and with that comes challenges. Throw in a five-year-old old who wakes at the crack of dawn and there are plenty of reasons to get out of bed with a spring in the morning.”
Within 10 years, Jetts will be present in eight to 10 countries across the Asia Pacific and Europe and Levenson says it will be “one of the leading fitness brands in the world”, as determined by its customers.
“As long as we maintain our focus on the customer,” he says.
