Here at the AFA, we believe there’s enormous value in shared experience. We wanted to explore the realities of running a franchise business, from early decisions to everyday leadership. This month, we asked Larni Mailer about her journey, in the first of our Franchise Interview Series, to understand the key lessons she’s learned, and what makes a franchise operation truly succeed.
What impresses us most about Larni is her clarity around what truly drives performance, recognising early that culture is the real multiplier. Larni speaks openly about her business – and her story is a powerful reminder that strong culture, clear systems and intentional leadership are what elevate a franchise from simply operating to truly thriving.
When I purchased Fernwood Fitness North Lakes in January 2023, it was an underperforming company club. Within 18 months, we grew from 540 members to 1,400. Today, we sit at more than 1,500 active members.
In December 2024, I purchased a second underperforming club – Morayfield – which moved from 560 members to 800 and into profitability within three months. But for me, this journey hasn’t just been about numbers. It has been about connection.
From Entrepreneur to Franchisee
I’ve been in business since I was 21, operating across multiple industries, from swim schools to construction, hospitality and consulting. I’m a self-proclaimed workaholic, and being a stay-at-home Mum with a FIFO husband clearly wasn’t enough of a juggle for me. Before becoming a franchisee, I worked as Club Manager at Fernwood Carindale. During Covid, I stepped more deeply into the role while the owner managed remotely. What drew me in wasn’t just the strength of the brand – it was the impact.
Fernwood offers more than fitness. It offers connection, community and a safe space for women. That purpose aligned deeply with who I am as both a leader and a business owner. After resigning to refocus on my Business Consulting company, I received a call just five days later asking if I would consider purchasing North Lakes. I didn’t hesitate. Financially, I never doubted the turnaround. My background gave me confidence in P&L analysis and identifying operational gaps quickly. I could see the markers clearly.
The Moment I Knew It Would Work!
While I believed in the numbers from day one, the real confirmation came when I saw the culture take hold. When the team began leading with empathy and ownership, and members were referring others because of how they felt inside the club – that’s when I knew this wasn’t just a recovery story. It was sustainable growth. I’ve learned that you can adjust pricing, marketing and sales strategy –
but culture is the multiplier. With a team that genuinely embodies empathy, joy, collaboration, inclusivity and authenticity, growth becomes organic. We aren’t just a 24-hour gym. We are a community.
My Biggest Leadership Shift
My greatest mindset shift has been moving from owner-led to systems-led leadership. In the early days, I was deeply embedded in daily operations. When North Lakes grew rapidly, I found myself scrambling to formalise processes that should have been established earlier. That was my biggest early mistake – not preparing for scale soon enough.
Growth exposed structural gaps. I learned that scalability requires proactive system design, not reactive process building.
Today, I believe profitability follows clarity. A clearly defined organisational structure, strong leadership layers and regular reflection on performance have had the greatest impact on our results.
The Trap I See New Franchisees Fall Into
One common trap I see is relying too heavily on the brand’s systems and support.
Yes, frameworks are invaluable. But you are still a business owner.
The way you lead, how you build culture, how you drive performance and growth – that responsibility sits with you. Success in franchising requires more than following a framework. It demands ongoing self-development, seeking learning opportunities and actively networking – both within your franchise and outside your sector.
Growth happens when you take ownership of your leadership, not just your licence.
Working On the Business
As I stepped into multi-site ownership, I had to let go of being physically present every day. As someone deeply connection-driven, that transition was uncomfortable. I went from being first on site and last to leave to operating in a more advisory leadership role.
But stepping back strengthened our team leaders. It forced clearer systems and accountability. Trying to be everywhere at once doesn’t build maturity – empowerment does. Working on the business rather than constantly in it changed everything.
Culture Is Our Competitive Edge
In competitive 24-hour fitness markets, culture is what differentiates us. Our five core values – empathy, joy, collaboration, inclusivity and authenticity – are non-negotiables. Emotional intelligence comes first. Skills can be trained; values cannot. If we build strong people, the business performance follows.
Connection drives loyalty. In a society increasingly lacking genuine connection, when women feel seen, supported and valued, they stay. Loyalty becomes emotional, not transactional.
Community Is Not a Strategy – It’s a Responsibility
Staying visible and relevant in our local communities is imperative to me.
We fundraise for local charities quarterly, sponsor local sports teams and actively attend networking events. We offer weekly free initiatives including Kids Fit classes, Mums & Bubs sessions and a family-inclusive Run Club.
Visibility isn’t marketing. It’s meaningful involvement.
I am always seeking new ways to connect our businesses to the broader community because I firmly believe connection creates a ripple effect of growth.
The Power of Not Being in Business Alone
One of the reasons I’m drawn to the franchise sector is the camaraderie.
I strongly believe it takes a village. Collective knowledge accelerates growth and reduces costly mistakes. Learning from others compresses the trial-and-error phase dramatically.
Organisations like the Australian Franchisee Alliance strengthen that ecosystem. Peer support normalises challenges and builds resilience. Exposure to other operators’ approaches challenges complacency and strengthens strategic thinking.
If we benefit from shared experience, we also have a responsibility to contribute back.
Strong networks depend on contribution.
We fully agree with Larni, that one of the greatest strengths of the franchise community is the ability to learn from one another. In this spirit, we asked Larna to share her top tips for fellow franchisees building and growing their businesses.
Here’s Larni’s Advice to Franchise Owners
Lean into the network.
Master your numbers.
Build culture intentionally.
Finally, we wrapped up our interview with a quickfire round to learn a little more about Larni beyond the day-to-day of franchising – the small things that keep her inspired, focused and energised.
Take it away, Larni…
Best advice received: Choose your hard
Non-negotiable habit: 10,000 steps a day
Book influence: Simon Sinek – Find Your Why
System every franchisee should master: Clear organisational structure
Leadership style: Connected
A sincere thank you to Larni for taking the time to share her journey and the lessons she’s learned along the way. Conversations like this help bring the realities of franchising to life and remind us of the power of shared experience.
Keep an eye out for our next Franchisee in Focus in the upcoming issue of Franchise Forward >>>
Oh! And if you’d like to feature in one of our monthly interviews, and share your learnings, success, and yes – mistakes – call us for a chat…
