Life Time Group Holdings, Inc.
Life Time Group Holdings, Inc. operates premium athletic country clubs and wellness destinations under the Life Time brand. It combines fitness, spa, dining, childcare, events, digital services, and adjacent asset-light offerings such as co-working and wellness-oriented residences to create a broader “Healthy Way of Life” ecosystem for members.
Fiscal year 2025 · change from previous year
Development 2020–2025
Business
Share of revenueRecurring memberships that provide access to Life Time's athletic country clubs and amenities.
Spa, café, childcare, personal training, and other in-center services sold to members.
Media, athletic events, race services, and revenue from Work and Living locations.
Products
Reported · share of revenue- Membership70.5 %
- In Center26.6 %
- Other2.9 %
Source: 10-K FY2025, revenue the company reports per product line (SEC XBRL). Shares are of the lines shown and add up to 100 %.
Customers
Life Time sells primarily to affluent individuals and families who want a premium, all-in-one fitness and wellness experience. Members buy access not just for exercise, but for convenience, social community, childcare, recovery, dining, and lifestyle amenities that support frequent use and retention. The company also serves co-working users, residents in wellness-oriented housing, and participants in endurance events and related services.
Buy memberships for access to premium clubs, classes, pools, courts, and wellness amenities.
Use childcare, Kids Academy, and broad amenity sets that make frequent visits practical.
Pay for a luxury, resort-like fitness and leisure experience close to home or work.
Buy premium co-working space with club access and a wellness-oriented work setting.
Use wellness-oriented residential offerings and adjacent development partnerships.
Consume endurance event services, race registration/timing, and branded media content.
Strategy
Life Time is extending its premium club model into a broader wellness ecosystem that keeps members engaged across more parts of the day. Management is also investing in new centers, remodels, technology, and asset-light Work and Living concepts to widen the brand footprint without relying only on traditional club growth.
New centers drive membership growth and extend the brand into affluent trade areas.
Premium pricing and richer amenity usage improve unit economics and member lifetime value.
Work and Living create additional touchpoints and can support club traffic and brand loyalty.
Upgrades help maintain the premium experience and support operating efficiency.
Geography
Life Time's core business is concentrated in the United States, with more than 185 centers across 31 states, and it also operates in one province in Canada. Its clubs are typically located in affluent suburban and urban trade areas, which supports premium pricing but also ties performance to local demographics and real estate economics. The company is expanding nearby Work and Living locations to deepen its footprint around existing clubs and improve member engagement.
Risks
The business depends on keeping members engaged and willing to pay premium prices, so any slowdown in discretionary spending or weakening of the brand can hurt retention and pricing power. Growth also requires continued access to suitable real estate, reliable third-party suppliers, and disciplined capital spending, while the company faces competition from gyms, boutique studios, country clubs, digital fitness, and other wellness alternatives.
- Macro and discretionary spending weaknessImpact: HighLikelihood: High
Fitness and wellness memberships are discretionary and sensitive to consumer confidence and recession risk.
Exposure: New sales and renewals
- Member attraction and retentionImpact: HighLikelihood: Medium
The model depends on recurring memberships and frequent usage; weaker engagement reduces revenue per center.
Exposure: Membership dues and ancillary spend
- Brand reputation deteriorationImpact: HighLikelihood: Medium
The premium positioning relies on perceived quality, amenities, and service consistency.
Exposure: Pricing power and membership growth
- Supplier and supply chain disruptionImpact: MediumLikelihood: Medium
Equipment and certain services are sourced from third parties and may be hard to replace quickly.
Exposure: Center operations and expansion
- Competition across multiple formatsImpact: MediumLikelihood: Medium
The company competes with gyms, boutique studios, country clubs, and digital wellness offerings.
Exposure: Market share and pricing
Accounting
Judgemental itemsValuation uses assumptions about revenue growth, margins, membership trends, and discount rates.
Impact: Could create non-cash impairment charges if expectations weaken
The company operates many centers under leases, so straight-line rent and lease liabilities are important.
Impact: Affects operating expense, liabilities, and cash flow presentation
The company uses sale-leasebacks to fund growth and manage capital needs.
Impact: Can create gains or losses and change financing/cash flow optics
Growth, maintenance, and modernization spending must be classified and depreciated over time.
Impact: Influences EBITDA timing, depreciation, and future cash needs
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Last updated: 24/09/2026