Andrew Alfano Of Retro Fitness: Five Things You Need To Be A Highly Effective Leader During Turbulent Times
An Interview With Fotis Georgiadis
Talent and Tolerance. In its most simplistic state if you have the right talent and you are not achieving results, then it is your lack of tolerance. Conversely, if the same is not evident quickly and your tolerance is appropriate then you likely have the wrong talent.
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Andrew Alfano.
Andrew Alfano is a successful Executive Leader with over 25 years’ experience in the retail, hospitality/restaurant industries and was a graduate of the Culinary Institute of America. He is currently the Chief Executive Officer for Retro Fitness, a rapidly growing fitness franchise company with over 120 locations open or in development in 12 states.
He joined Retro Fitness in 2019 to mature and drive the growth of the brand. The company at an inflection point, he quickly restructured the organization, recruited a new leadership team and moved its headquarters from NJ to West Palm Beach, FL. Implementing a series of strategic initiatives, along with crafting a new brand position “Get Real”, in less than a year’s time Retro Fitness went on to have its best January campaign in the history of the company. He has successfully led the organization through the Covid Crisis and has repositioned the company for rapid growth.
Prior to that, Andrew enjoyed an impressive 16-year career with Starbucks Coffee Company. Joining in the late 90’s, he worked his way from District Manager up to Senior Vice President, U.S. Business where we was ultimately accountable for over $3.5B in revenue across company operated and licensed stores. Andrew helped architect the company’s strategic growth in higher profile, complex urban markets, specifically Starbucks Flagship market of New York. During this time, these markets saw record growth in sales and profits.
Andrew and his wife grew up on Long Island, as well as went to high school together, where they raised their family. While they still maintain a home on Long Island, they now spend most of their time at their primary residence in West Palm Beach, FL.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
“I am the CEO of Retro Fitness, a leader in the High Value, Low Price sector of the fitness industry. I started my career in the restaurant/hospitality industry having graduated from the Culinary Institute of America. Quickly moved into operations and had the good fortune to join Starbucks Coffee Company in their earlier days of the late 90’s, where I was a District Manager overseeing just 10 locations. I spent the majority of my career at Starbucks — right time, right place, and great mentors around me, I was able to grow as a leader, as well as help the brand grow. By the time I left, 16 years later, I was a Senior Executive for the US Business.
Leadership transcends industries. Retro Fitness at an inflection point, I took the opportunity to join an industry that I have always been personally passionate about. Since joining, even with a global pandemic, we have restructured the organization, transformed the brand, and have positioned the company for rapid growth as we come out of the pandemic.”
Extensive research suggests that “purpose driven businesses” are more successful in many areas. When your company started, what was its vision, what was its purpose?
“I joined in May of 2019 and while I am not the founder, I have restructured the organization. I have not just led it through the pandemic, but also through a significant brand transformation. In doing so, building a company with a mission and purpose was on the forefront of my mind from the time I took the helm.
I have always been passionate about Exercise, Health and Fitness, which in itself is purpose driven as it helps people live their best lives.
Leveraging our organizations strength in this area, with strategic investor partnerships, we are bringing affordable Exercise, Health, and Fitness to Black and Brown Communities. With a goal of building 500 clubs in 50 cities across the country, giving back to black and brown communities is our north star. “
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
“Fortunately, or unfortunately, I have had to lead through a lot of crises in my time. Whether it was the smaller day-to-day challenges in building a global brand, more significant challenges like being on the ground for 9/11 in NY or even leading through the downturn in 2008. These experiences prepare you for leading through the unprecedented times like the pandemic.
Being Present with your people, being transparent for your people is paramount, all while also being a calming influence to instill confidence. Your people also need to know what they should expect and how you respond. That is both in good times and bad. Your people should never get whiplash when challenging times arise because a different version of you shows up.
The pandemic was unprecedented, and we immediately started communicating with our franchisees, investors, and corporate employees. Being transparent is mission critical and when times are uncertain, you need to be honest about that. While we had a strong in the moment plan, not knowing where the pandemic was leading us, I transparently shared that part of the plan was that we will continue to evaluate, be nimble and adjust where necessary. Said differently, sometimes the plan is to have a plan. Getting too far over your ski’s defining a strategy and outcome when there was too much unknown will not instill confidence and create calm. It too often will have the opposite effect.
I am a self-proclaimed working executive. I’ve always stayed close to the work and more importantly close to the people. This was particularly important these past two years. This has helped me through the years, not only maintain relationships at all levels, but similarly makes a leader more approachable and accessible.”
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
“Funny — I think it can be a viewed as a shortcoming to certain people and an advantage to others; I don’t have an “off” button when it comes to my work. In challenging times, or when faced with a difficult situation, I think there are two types of people. Those who see it as thrilling and invigorating or those that see it as daunting and insurmountable.
Not that I wish for challenging times, but I tend to thrive in those moments.”
What would you say is the most critical role of a leader during challenging times?
“Hands down the most critical role of a leader is to be present. Growing up at Starbucks, we practiced, and I wholeheartedly embrace Servant Leadership.
Being Present, Useful, Vulnerable, Accepting and Approachable are essential traits of any leader if they expect to inspire, motivate and engage.”
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
“Communicate early and communicate often. Be honest and avoid canned corporate responses at all costs.”
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
- CEO must be front and center — Leadership cannot be delegated.
- Companies that put profits over people — first and foremost you are in the people business.
- Companies/leaders take too long to make a decisive decision put their organization at risk.
- Lean in and invest — too many companies pull back. You must see past the challenge and be prepared for the minute there is daylight so you can hit the gas.
Generating new business, increasing your profits, or at least maintaining your financial stability can be challenging during good times, even more so during turbulent times. Can you share some of the strategies you use to keep forging ahead and not lose growth traction during a difficult economy?
“It is critically important to always be looking down the field. Anticipate is another critical skill in leadership.
My executive team and I met daily during the early days of the pandemic. We met to keep each other well informed, enabling us to lead and manage in the moment more effectively. By anticipating a new business landscape, we also continued to innovate and invest in the company recognizing that we would in fact be coming out of this at some point.
Too often leaders over correct and pull too far back. You must strike a healthy balance, or you will find yourself behind the pack.
While we were helping our franchisees and investors get through a very tough time, “anticipating” helped us strategically craft an entire new arsenal of tools, resources, and support. Today we also have developed new revenue streams for the company as well.”
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
- Communicate early and communicate often:
A week before the country went into mandatory lockdowns, I put out an internal video message to everyone in the company. I let them know if the worst was to occur, that we would go through this together. As a 100% franchise organization, I needed to let them know how we would help and what we would do to ensure they felt supported. I could not change the challenges they were about to face, however I wanted them to know we were in this together as a family.
2. Listen:
Taking over a turnaround situation, as I did when I first joined the Retro Fitness Team in 2019, we had an organization with challenges. I went on a listening tour, first meeting 1:1 with all corporate employees and then into our clubs to meet with our franchisees in their businesses with their people. I needed to personally hear from them what wasn’t working, why, and what they needed more/less of.
3. Lead and get out of the way
It’s the old adage of don’t hire smart people and tell them what to do. Share your vision, work with your people to craft a strategy, ensure they have the tools, resources and support necessary to be successful…then get out of their way.
Most important with this approach is have regular check-in, noting “get out of the way” does not mean to completely go away.
4. Talent and Tolerance
In its most simplistic state if you have the right talent and you are not achieving results, then it is your lack of tolerance. Conversely, if the same is not evident quickly and your tolerance is appropriate then you likely have the wrong talent.
5. Compassion
I am a big believer in Servant Leadership and, while the aforementioned principles can be applied in any corporate setting, they will serve you extremely well in turbulent times. Empathy allows leaders to help employees improve and excel.
While a narrow and simple example, I try to have lunch in our café as often as possible just to be with our people and connect. I regularly touch base with employees at all levels of the organization just to check in to see how things are going. “How are you doing?” is not a greeting, it’s an actual question and, when you truly listen you will learn a lot.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“In life and in business, it’s important to remember that on your worst day, it’s not half as bad as you think and, on your best day it’s not half as good as you think. It’s always somewhere in the middle, which is why it’s important to stay balanced while also always staying humble and hungry.”
How can our readers further follow your work?
Thank you so much for sharing these important insights. We wish you continued success and good health!
