“At least, those were the revenues pre-COVID.” Our eight owned clubs are all very large: US$8m in revenue a year for our smallest club US$13m for our average club and over US$40m a year at Midtown Athletic Club Chicago – dad’s original tennis club. “Management contracts are a comparatively small part of our cashflow though. We also manage 25 clubs for other owners – hospitals, corporations and so on – which is an area of the business dad started and I’ve grown. “We now own eight Midtown Athletic Clubs outright, including ownership of the property itself: four in Chicago and four up and down the eastern seaboard, including one in Canada. “Dad wasn’t really interested in fitness though, so by 1990 he turned to me and said: ‘You do it!’ We renovated, repositioned and slowly, over a period of about 15 years, bought out all our partners to consolidate ownership.
We soon realised this was a more profitable model.
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We started adding elements of fitness, turning Midtown into a multi-recreational business, and learned how to market it. The business certainly wasn’t failing, but tennis wasn’t performing as I thought it could. “I joined Midtown in 1987 and started looking at the model. My dad’s fire was stoked when my career brought me back to Chicago as director of development for Hyatt Hotels. “In my father’s mind, I think it was an inevitability that his kids would join the family business,” he says, “but I went down the path of hospitality, studying at Cornell hotel school. The clubs were tennis facilities and my dad would get involved in the tennis programming, but the business model had a real estate focus and we always had partners in the clubs. “He was also passionate about real estate, and what the business did was bring this together with tennis. We never had a vacation that didn’t revolve around a tennis tournament,” Schwartz laughs. “Dad was a great tennis player: winner of nine national championships and seven state championships. Originally founded by his father and grandfather in 1970, and with his son Alex now making his presence felt as director of marketing, Midtown Athletic Clubs is – as CEO Steven Schwartz explains – a four-generation business. I can now see light at the end of the tunnel.Member confidence is the single most important factor, and I say – without doing so lightly – that our cleanliness standards, protocols and marketing are the best I’ve seen in the industry My journey with GBS is not over, but strides of progress are being made. At Synergy there’s a very special sense of sincerity and compassion combined with spot on therapy techniques that can only be learned and applied through the highest levels of experience. The treatment I have received has been far superior to that of any other. I scoured the Internet and discovered Synergy - which unknown to me, would become the beginning of my recovery. It occurred to me that my Lord might direct me to someone special who could help me. Thomas - I thought to myself, just one more time. In November, of this year, I wondered if I would be able to make the 2,200 mile trek back to St.
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I am now in month 11.įour hospitals and four physical therapists later, I had almost reached a point of resigning myself to the facts of immobility and never being pain free again. Simply put, this is a neurological disorder that affects the peripheral nervous system - in my case causing bilateral paralysis. Not many people you meet are familiar with Guillain Barre Syndrome.
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