A People Person With a Strategic Mindset

A multi-brand structure allows LFG to serve different consumer segments, learn from best-in-class concepts, and share central capabilities such as technology, procurement, finance, marketing, and property expertise.

“We acquire individual clubs as well as regional groups, particularly where they strengthen existing city clusters or open attractive new regions,” Seibold says. “All acquired clubs are integrated into one of the two distinct Fitness First segments: RED or BLACK. Every location must have the right market, property, team, product potential, and financial profile.”

LFG has raised its previous goal of 250 units by the end of 2028 to 280 units. Such accelerated growth comes with risk, as Seibold explains.

“The potential pitfalls are complexity, duplicated processes, unclear brand positioning, and the loss of an acquired company’s culture. We address these through clear brand architecture, common systems and KPIs, accountable brand leadership, disciplined due diligence, and structured integration processes.”

Unlike some acquisition companies, Seibold is careful to retain the best qualities of a new property. In other words, he uses a scalpel instead of a machete to cut the fat away.

“Our philosophy: ‘The new comes in, the best remains,’” he says. “We modernize and professionalize acquired clubs without unnecessarily removing their character, community, or proven strengths.”

This is consistent with a leader known to take the time to motivate and elevate his staff.

“Martin is a team-builder; a good listener who possesses sharp emotional intelligence,” says Hans Muench, an industry consultant and speaker, who served as HFA’s first director of Europe and knew Seibold as a young intern. “He is reliable, focused, walks the walk, and helps the people in his orbit to be better.”

To Seibold, relationships and character matter.

“My objective is to develop people in a way that enables the organization to remain agile and move quickly,” Seibold says. “We use what we call the ‘Sunday Tea Index.’ We want colleagues whom we respect and would genuinely enjoy inviting into our homes on a Sunday for tea.”

Baptism by Fire

Seibold took the helm at LFG in 2019 just before the pandemic hit. Instead of obstacles, he saw opportunity, albeit a challenging one.

“Covid was both an existential threat and a catalyst for transformation. It was the most difficult period of my career, and there is no point romanticizing it,” he admits. “However, while our operating business was at a standstill, we invested in our clubs, accelerated digitization, simplified processes, and made the organization more agile. The most important lessons: the resilience of our teams and the loyalty of our members. We emerged stronger because we used the crisis as a time to act rather than simply wait.”

Seibold also tries to keep his sense of humor. When he joined Fitness First Germany as marketing manager in 1998 around the holidays, he showed up to his first meeting dressed as the Easter Bunny when he couldn’t find a Christmas costume for a promotional campaign. “I still have that bunny outfit, and I bring it out each Easter.”

Moving Ahead—Judiciously

How will LFG continue to grow—with high energy prices, inflation, and other economic challenges? What are the opportunities?

“These factors increase operating, construction, financing, and labor costs, thereby raising the hurdle for every investment,” Seibold says. “They do not change our strategic direction, but require even greater discipline. We manage them through careful site selection, centralized procurement, energy-efficiency investments, modular club concepts, disciplined capital expenditure, and a balanced mix of acquisitions and new openings. We can also adjust the pace of development without compromising our long-term strategy. The quality of growth is more important than simply announcing a high number of locations.”

He points to the growth in a difficult German economy. “Germany reached a record 12.36 million members in 2025, an increase of 5.6%, but penetration remains only 14.8%—well below markets such as the US and parts of Scandinavia. Across Europe, membership grew to a record 75.5 million in 2025, with further room for growth.”

Opportunities include further market consolidation, new clubs, group exercise—where LFG partners with Les Mills—and community-based experiences from LFG's partnership with HYROX.

As for membership, Seibold concedes that some consumers will become more price-sensitive, and there may be movement between market segments. However, he does not expect a structural decline in demand for fitness and health.

“Fitness has increasingly become part of people’s everyday health routines rather than a discretionary luxury. Our portfolio covers different price points, while company-sponsored fitness—where we work with partners such as EGYM Wellpass for employees—makes access available to a broader population.”

He should know. As the 2026 HFA Global Report reveals, under Seibold, LFG grew its membership 63% in the last year.

“We cannot take member loyalty for granted. We must continually demonstrate value through strong products, coaching, community, flexibility, and a consistently positive member experience.”

Easter Bunny costume optional.