THE HFA GLOBAL 25
Fitness Park Group
A French Brand Learns to Travel
Fitness Park’s 2025 numbers capture a company growing steadily. Revenue reached approximately $520 million, membership climbed 15.7% to 1.38 million, and the network passed 400 clubs.
But those year-end figures were already becoming outdated by the time International Development Director Astrid Lacassagne spoke with HFA.
“To see our true momentum, look at where we are today,” Lacassagne says. “We are already approaching 1.7 million members.”
That acceleration is being driven by two things that Fitness Park believes travel well: a young audience and a concept it describes as “affordable premium.”
*2025 report reflects 2024 performance. **2026 report reflects 2025 performance.
“Combining franchising and master franchising is the fastest way to scale rapidly while keeping CapEx light and optimized.” • Astrid Lacassagne
More than half of Fitness Park’s members are under 30 and nearly 80% are under 35. The clubs combine accessible pricing with equipment from premium manufacturers and dedicated concepts such as Burning Park, Fight Park, and powerlifting areas. The proposition is built around performance, rather than simply inexpensive access to equipment.
“Fitness Park is not low-cost discount fitness,” she says. “We offer affordable premium fitness.”
That distinction matters as the brand moves farther from its French base.
By 2026, more than 25% of Fitness Park’s roughly 460 clubs were outside France, and international markets accounted for half of new openings. The company’s goal is straightforward: enter at least one new country every year.
More than 25% of Fitness Park’s roughly 460 clubs were outside France, Fitness Park's base of operations.
In the last year, membership climbed 15.7% to 1.38 million for the brand.
Gen Z—those born between 1994 and 2010—represents 65% of Fitness Park’s membership.
Spain Provides the Blueprint
Spain has become the clearest example of how Fitness Park believes that can work.
The company has surpassed 100 Spanish clubs in roughly six years, powered in large part by a master franchisee capable of opening more than 30 locations annually. For Lacassagne, the lesson isn’t simply to find partners with capital. Fitness Park looks for operators with local knowledge, a performance mentality, and, perhaps most importantly, real estate expertise.
“Our golden rule is simple,” she states. “Securing prime locations is the single critical factor driving rollout speed and ROI per square meter.”
Master franchising is the engine behind the international strategy. A partner initially opens and operates corporate clubs, allowing Fitness Park to test the concept in a new country before permitting broader sub-franchising. The approach gives the company a way to move quickly without carrying all of the capital burden itself, reducing CapEx (capital expenditure).
“Combining franchising and master franchising is the fastest way to scale rapidly while keeping CapEx light and optimized,” Lacassagne says.
Speed, however, creates its own problem: How does a brand remain recognizable when increasingly it is being operated by other people in other countries?
Fitness Park uses its FP Cloud software to manage network operations centrally, while teams in real estate, concept, and marketing work with master franchisees. Regular audits and a common operating manual are intended to keep the experience consistent. Local partners can adapt marketing and make necessary changes for local regulations, but the equipment, performance focus, and broader brand identity stay put.
Fitness Park sees plenty of room left to run. Lacassagne points to European fitness penetration of roughly 10%, compared with more than 20% in mature markets such as the US. The company is expanding in Portugal and entering Italy and Belgium, and is targeting more than 300 international openings by 2028.
“We are the fourth-largest operator in Europe by members, the #1 franchisor in the sector,” Lacassagne asserts. But she doesn’t see the opportunity as simply taking members from competitors. “Our main goal is bringing new, younger members into fitness rather than just competing for existing gymgoers.”
That’s an important distinction for a company trying to grow across borders. Fitness Park isn’t betting that every European fitness market looks like France; it’s betting that its audience increasingly does.
Worth Watching: International clubs already represent more than a quarter of Fitness Park’s network, and 50% of new openings are now outside France. The company plans to enter at least one new country every year and is targeting more than 300 international openings by 2028.
The Gen Z Growth Engine
Gen Z—those born between 1994 and 2010—represents 65% of Fitness Park’s membership. The company’s international strategy starts with a demographic conviction: Younger fitness consumers have more in common across borders than they have differences.
“Our concept resonates globally with Gen Z, who share the exact same expectations everywhere,” Lacassagne says. Spain has been the strongest proof point so far, growing to more than 100 clubs in roughly six years.
She notes that Gen Z is responding to Fitness Park’s affordable-premium proposition, combining accessible pricing with high-end equipment and performance-focused training areas.
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