CBJ hosts the most active job board for climbing businesses and organizations. Below are the latest posts from this past week…Gym ManagerThe Front
Millcreek, UT
“The Gym Manager manages gym operations and gym staff to ensure a high level of customer service and membership retention. They ensure a positive and efficient work environment throughout the entire facility. This includes overseeing staff scheduling and daily duties, implementing onboarding and training, managing employee productivity, and processing disciplinary action. The Gym Managers will also provide coaching and training for the Assistant Gym Managers and the Gym Staff Shift Leads on the team. The Gym Manager will report to the General Manager of The Front.”
JOB SEEKER TIPS:
Supporting Mental Health in the Workplace (Information and Tips)
By Andrei Kurtuy
“In some cases, work can have a positive impact on employees struggling with mental health. The right workplace can provide a supportive environment, a way to stay engaged and connected, and a support network. The opposite, however, can also be true. A negative work environment can lead employees to struggle with their mental illnesses more severely and push others to experience mental health problems such as burnout, work-related stress, and severe anxiety for the first time. In turn, this causes problems for employees and employers alike, with lack of productivity, work impairment, and loss of profitability being only a few of them.”Read the full article here
We are excited to announce new, lower prices on our best-selling Trango Agility 9.8 rope!
Whether you’re logging mileage in the gym or tackling outdoor pitches, there’s an Agility 9.8 for you.
Shop Agility 9.8
With lengths from 40 to 70 meters, the Agility 9.8 is an ideal choice for gym and outdoor climbers of every level, from beginners to seasoned pros.
Our Agility 9.8 gives you long-lasting durability and effortless handling whether you’re on the sharp end or on belay.
CBJ press releases are written by the sponsor and do not represent the views of the Climbing Business Journal editorial team.
Specs: The operators of Summit Everett—an Everett, Washington-based climbing gym—reopened their gym in a new location on August 30th this year. Originally founded as Cascade Crags in 1996, the climbing gym has undergone a number of evolutions over the years: In 2006, Vertical World purchased the gym, which at the time had offered roped climbing. Then in 2015, Vertical World moved out of the space, making way for the Summit Everett team to move in and reopen the gym in 2016, following some renovations. The gym was then temporarily closed in November 2023 ahead of the relocation project, before being reopened this time as a 24-hour-access bouldering gym just a few blocks from the original location.
According to Daniel Coltrane, co-owner and operations manager of Summit Everett, the ownership team had been looking to shake up its business model of late. “We were trying to expand into fitness and 24-hour access, and the location where we are fits that,” he said, citing ease of access, a modern feel and the building’s layout—large enough to accommodate the gym’s new bouldering walls—as key factors that went into the relocation decision. Situated under a new apartment building, in a former grocery store, another perk of moving into the new location was the ability to have a more advanced HVAC system in the gym, added Coltrane.
With the idea in mind of “[narrowing] down the focus on fitness and bouldering” Coltrane said, the gym was constructed with an 8,300-square-foot fitness area and a variety of bouldering walls reaching 14 feet. “We probably don’t quite do as many youth programs or youth offerings as we did before,” Coltrane noted, but the owners hope the new space will accomplish the goal of providing “a more comfortable environment for people.” In addition to the upgraded HVAC system, other improvements for the gym include a larger air handling system and modernized lighting and sound systems. Coltrane acknowledged the relocation took a lot of time and patience to come together; in the end, he reiterated that the excitement of “having a brand-new space instead of the older space, which was a little bit worn out,” was worth the wait.
Walls: Owner/contractor
Flooring: Cascade Specialty
CRM Software: Capitan
Website: summiteverett.comInstagram: @SummitEverettIn Their Words: “We are very excited to have a continued presence in Downtown Everett and to help build the vibrant climbing community. We think our expanded fitness offerings and 24-hour access are going to be something that all of our community members will be excited to take advantage of.” – Daniel Coltrane, Summit Everett Co-Owner and Operations Manager
Louisville, CO – October 22, 2024 –Head Rush Technologies (Head Rush), a global leader in the engineering, manufacturing, and distribution of climbing and adventure equipment, is launching two new safety products designed to maximize safety while climbing on an auto belay device.
Each new safety product utilizes patented technology to address a specific safety concern in the climbing industry. The TRU-CLIP Connector helps to prevent clipping errors when an auto belay is in use, while the TRU-ALERT Height Sensor addresses the issue of users failing to clip into the auto belay device (the leading cause of injury while climbing on an auto belay).
Both products can be used independently; however, for optimal safety, they can also be combined into a more comprehensive safety system.
The TRU-CLIP Connector takes the place of a carabiner or other attachment point. Unlike a carabiner, the new TRU- CLIP Connector uses a sequenced connection point that removes the possibility of attaching impartially or incorrectly to a climbing harness. Better yet, while the TRU-CLIP is in use, that connection can’t be unlocked until the climber returns to the ground and inserts a Key Link.
“Our main goal with the TRU-CLIP Connector was to increase user safety by preventing clipping errors,” said Owen Richards, Technical Product Manager at Head Rush.
“Once the safety components were in place, the next step was to ask ourselves, ‘How can we make this device as easy as possible for climbers to use?’ What we ended up with was a streamlined design that’s extremely lightweight and user friendly.”
The connector comes sewn directly into TRUBLUE webbing, meaning that there is no installation, service, or recertification fees associated with using the device. A remote swivel attachment point ensures that the webbing line does not get twisted or tangled inside the device.
The second safety product to launch is the harness-mounted TRU-ALERT Height Sensor. If a climber reaches a dangerous height without clipping in, TRU-ALERT sends out visual and audio warnings, notifying staff of the situation.
When a user climbs higher than 1.5m without first clipping into a connector, an initial warning sound goes off. If they continue to climb above 2.5m, a continuous alarm activates and does not stop until the device is reset by a staff member. TRU-ALERT is also able to warn about improper use, such as pulling out extra slack or when the webbing line is caught on a climbing hold, impeding proper retraction.
TRU-ALERT Height Sensor can be used with any sequenced connecter (including TRU-CLIP, Self Belay, and BelayMate), meaning that there is no need for any climbing wall alterations or complex installation processes. Its compact design is built for hard climbing, while still being light enough that users hardly notice it’s there.
HEAD RUSH TECHNOLOGIES
1699 Cherry Street, Suite C Louisville, CO 80027
To learn more and join the product waitlist visit https://headrushtech.com/climb/new-safety-products/Contact Head Rush Technologies
Phone: +1-720-565-6885
Email: info@headrushtech.com
Mailing Address: 1699 Cherry St, Suite C Louisville, CO 80027
About Head Rush Technologies
Head Rush Technologies is an engineering company and manufacturer of climbing, zip line, and free fall equipment that is on a mission to make adventure experiences more enjoyable for users and to increase ROI for operators. Their patented magnetic braking system has led to the development of best-in-class recreational devices found in facilities worldwide, including the TRUBLUE Auto Belay (the Official Auto Belay of Team USA Climbing), zipSTOP Zip Line Brake, and QuickFlight Free Fall devices. More information is available at www.headrushtech.com.
CBJ press releases are written by the sponsor and do not represent the views of the Climbing Business Journal editorial team.
USA Climbing is now accepting proposals to host its 2025 National Events. All proposals must be submitted by November 8, 2024 to trevor@usaclimbing.org andjohn@usaclimbing.org. More info, including the schedule of events, proposal timeline, and venue selection criteria can be found in the 2025 National Events Request for Proposal (RFP).
Learn MoreCBJ press releases are written by the sponsor and do not represent the views of the Climbing Business Journal editorial team.
On today’s episode of the CBJ Podcast, host John Burgman and guest Andrew Potter chat about gym startups, software startups, market analysis and much more in between. Andrew is the founder of the RoKC climbing gyms as well as the founder of the software company Approach. In starting both a gym and a gym management technology company, he’s had a fascinating journey as an entrepreneur in the climbing industry. He’s also gained experience and insights on how to get a business idea off the ground, how to stay tenacious in turning an idea into a reality, and how to keep up with changing business trends. There’s business wisdom packed throughout this episode—all anchored by Andrew’s belief in seeing a need in a market (or in an entire industry) and figuring out a way to create something that meets that need.Thank you OnSite for your support!And thank you Devin Dabney for your music!
Timestamps
00:00 – Intro04:16 – RoKC’s Creation08:57 – Planning a Gym While Deployed15:13 – Climbing as Meditation18:18 – A Meticulous Approach to Opening a Gym21:33 – Market Assessment27:23 – Attracting Families31:09 – The Approach Software’s Creation34:28 – Getting Going as a Startup39:43 – Pushing Through Challenges42:55 – Resilience50:20 – Keeping a Gym Relevant59:01 – Mom-and-Pop Gyms01:03:01 – Full-Service vs. Specialized Gyms01:08:21 – The Board Room Concept01:13:42 – Market Saturation01:15:39 – Contacting Andrew01:16:19 – Closing
Abridged Transcript
BURGMAN: … I’m interested in hearing the background of how the gyms were created and how you got the idea of the gyms because I know it’s directly tied to your military service, which makes your creation of the gyms pretty unique in the industry. So, can you tell me the story of how the idea to start a gym came about?
POTTER: Going way back, I come from a military family, so I was born in Clarksville, Tennessee, right outside of Nashville. And then we moved to Guam and then Germany and then to D.C. My dad was working in the Pentagon, and when we were in Germany, we got into Boy Scouts. So, I started climbing in Garmisch, Germany, in the late 90s and fell in love with climbing. And then when we eventually settled in Kansas City, because my father was retiring at Leavenworth, I climbed at the local gym, which is a 90s gym called Ibex that’s still around today. I was there for their entire evolution from 6th grade through college, where I did Boy Scout outings and I slept on their pea gravel floors, and then they changed to mulch and I slept on their mulch floors, and I did my first competitions there. I actually broke my first ankle bouldering there. So, climbing was always just a part of who I was.And then a buddy and I founded the University of Central Missouri Climbing Club, and we were both in ROTC together. We founded that club and there were like four people in the club. We would take trips to Arkansas, to Horseshoe Canyon Ranch. I competed in Horseshoe Hell in the first year, like 2005. And that’s where I met Dave and Dan Chancellor of So iLL and just had a ton of really cool connections in climbing. Even as I was in the army and travelling the world, everywhere I went I’d find a gym to set at, or there’d be a gym on the military base I was at that I would set at or instruct at, and I would take trips. So, I ended up climbing all over the world. Then when I was on my second deployment to Afghanistan, knowing I was probably going to do a third or a fourth, I was like, “Man, I want to have a family one day. I want to have more normality in my life. How do you do that? How do I wake up doing stuff I enjoy [doing] every day?” I was like, “I love climbing. It’s a passion of mine. I wonder if this is something that’s viable.” That’s what kind of started the dream of: “Could I move back home to Kansas City, get out of the army, and open a climbing gym? Would that even work?”…
…Can you talk a little bit about being there in war in Afghanistan and having your mind on creating a gym? I guess what I’m wondering is, aside from sort of a business idea, an entrepreneurial idea, was there something about creating a gym that gave you a much-needed release from what I’m guessing is the chaos and horror of being at war?
Yeah, it was definitely an escape, and I didn’t realize it. And so is climbing, and so is being in the mountains. They’re so meditative. Being able to bury yourself in this large undertaking—understanding an industry, understanding how to read markets, understanding what an SBA loan is or what EBITDA is…all this stuff—it was like trying to get a master’s degree [during] your nights and weekends, and you’re hoping not to get rocketed. So, yeah, it was definitely an escape that I didn’t realize I was going to get. And I really enjoyed the learning and the problem solving.There are times when you’re overseas when there is downtime and sometimes significant amounts; because of the rules of engagement and what’s happening, there are times you just can’t go out on mission. So, if you’re not going out on mission for three, four or five days, there might be a full day-and-a-half or two of planning, planning and then training…
…When you were looking at Kansas City, a market that you were pretty familiar with, beyond the napkin math, what [got you thinking] this would be a good market for a climbing facility?
I spoke about Ibex earlier, a gym that’s still around. I really enjoyed that gym, and I still do. And it was pretty far outside the city, so we just didn’t have something closer to downtown and near the metro. Then there was another bouldering gym that existed as well that I eventually acquired. But that bouldering gym was just bursting at the seams. I mean, overflowing—way too small of a space. And it was bouldering only; there was no sport climbing. And Kansas City is really more of a sport climbing community. You almost have to think of it—if somebody doesn’t know anything about climbing, what’s the first thing they’re going to think? They’re not going to think bouldering; they’re not going to think 13-to-15-foot walls and falling to mats. They’re going to think ropes and taller walls; they’re going to think Galyans; they’re going to think Lifetime Fitness, and the YMCA walls where there’s, like, 35 feet. Maybe that’s what they’re going to think about when they think about climbing.So, to have a bouldering gym be so successful—and it was—it was kind of like, “Wow.” And I’m a sport climber, I enjoy bouldering, but I’ve always been traditionally a sport climber. And I was like, “But we don’t have any sport climbing in our city. If we could put some decent sport climbing in, I think that would attract a lot of attention and it would bring in a lot of members.” So, that was part of it. There was lack of saturation, there was lack of sport climbing…
What do you do then to attract that cohort: the family…How do you encourage the family to, instead of going to the trampoline park on a Saturday, go to your climbing gym?
It’s taken a lot of time and organic growth, in part. We’re not necessarily directly competing with the trampoline park, so to say; it’s just a good metric to look at. But I think [what plays a role is] the fact that we have an extremely diverse community, in general—from young to old to very fit to maybe not so fit—and we showcase that and we kind of say, “If you can climb a ladder, you can climb in our gyms,” and we set to help support people who are just getting introduced and learning about this, and we really push and promote that. We don’t necessarily try and drive marketing and social media through these mega-strong climbers.Something else we did early on, that was somewhat of the antithesis of the climbing industry, definitely bothered a lot of people. But it was something that I was very adamant about: You have to wear a shirt in our gyms. At the time, I never climbed with a shirt on. If I’m going to Ibex or wherever, my shirt is coming off. But I have a seven-year-old daughter now, and the thought of her walking into a gym and there’s this big, strong, burly dude, grunting up the wall shirtless, doesn’t create this family-friendly environment. It’s fine if you’re somewhere where climbing is just inherent in the culture. When you’re in Kansas City and your kids have always played soccer and tee-ball, and then you walk into a climbing gym and it feels more like there’s a CrossFit gymnast on the wall, it’s not very inviting. So, we were quite strict about that from the beginning…
Can you tell me the story of how you went from owning a gym to then venturing into software?
…The software we were using, it was fine, and we didn’t have a problem. But then we opened a second gym, and a lot of the software that we had used or seen out there were built as a single-studio product. That meant when opening a second facility, it worked, but it was kind of a nightmare. So, for me, it was like, “Man, why is this so complicated?” We started demoing a lot of other products, and we found that there were a lot of similar issues. Most people built for the single studio, and then maybe they advanced into multi-facility capabilities later. But because their initial data structure and everything they did from the beginning wasn’t designed for it, [there were] these weird workarounds. And there was just stuff that they couldn’t do that we thought was important to our business.In addition to that, a lot of the software was quite dated, maybe 10, 12, 15 years old at the time. I kept thinking, “I’m going to own climbing gyms for the next 20 years, right? If there’s nothing new being built, does that mean in 20 years, my product, my software, is going to be 35 years old?” At that point there was a member at our gym, there was a software engineer, and him and I had met and become friends, and I had asked him, “Hey, is this possible? Could we build this?” And he was like, “Yeah, we could build this, and we could build it quickly.” And to my own naivety into software and whatnot, I thought that this would be a fun problem to solve and that it wouldn’t be that hard. And I was just dumb enough to believe myself…
Is that the key then, to getting any idea—whether it’s a gym or a software company—to getting it from idea to actual reality? Breaking down this monumental thing into a bunch of tomorrows, as you say?… Itemize your goals on sort of a smaller scale, that makes it a little easier to manage just day to day?
Yeah. I looked at this—I went through Ranger School and I did three tours to Afghanistan, all this stuff—and if you look at the 120 days at Ranger School or you look at this nine-to-twelve-month deployment, and you’re thinking of everything that could or can happen over the next 120 days, 90 days, this or that, it would just be absolutely overwhelming, right? There’s so much that goes into building a climbing gym, and there’s so many things that go wrong with building a climbing gym that it’s like you really just have to focus on one problem at a time, one day at a time. And with that, I think there’s a few important things about building a business and being an entrepreneur. I think that the most important one is resilience.Every entrepreneur is going to face adversity. Every single one. I don’t care where you come from. You could have all the money in the world, and you could be ready to open tomorrow, and the fire chief could come in and say, “You need a sprinkler head there,” and then that part doesn’t come in for two weeks. So, now you have to delay opening your gym. Anything can happen. So, you have to be resilient. You have to be committed to the pain that you’re going to go through because you will go through it. And when you look at the greatest and the most successful entrepreneurs of the world, and you look at their inception stories, everyone has gone through insane amounts of adversity…
…How do you keep a gym relevant? How do you keep software relevant? Or anything within the industry, how does it keep up to the trends?…
I think to an extent it’s decent to look at the broader market. But it also can be kind of a danger just because what is doing really well out in Salt Lake might fall flat here in Kansas City. So, I think what’s doing well in Australia or Europe might fall flat, but it also might be a really great idea. There’s an article I wrote for CBJ about weekly memberships, and that’s not an original idea. People have been doing that in the fitness industry for a long time, but it was also outside of the climbing industry until we kind of introduced selling weekly memberships at gyms. But it’s not really my original idea. It’s more of something that we were like, “This is great. We should bring it to the industry.”So, there’s trends like that that I think you have to look at and then see if it’s a good fit for your market, for your business, because it might not be, right? But then it also comes down to looking at the trends out there. Do a little research for yourself: “Is this in a market that’s similar to mine?” Like, mid-size metro, not-a-top-30 metro, small college town, whatever. “Is it working? Is it working for them? Can I find out if it’s working? And if it is, let’s experiment.” You don’t have to go all in on the trends that are happening.When the MoonBoard became a thing and it started going across gyms across the world, you didn’t have to go buy five MoonBoards. In fact, you didn’t have to buy a single MoonBoard. You could have put up a spray wall and set climbs on it each week that were slightly different and then see what the reaction would be: “Are your strong climbers going in there and sessioning it and projecting it? Is the area being used?” Reiterate on that and then say, “Hey, this could really work. Let’s put it in a MoonBoard.” So, just because a trend is happening doesn’t mean it’s going to be successful or great or that it will be in your market. My advice to anybody is look at it; see if you believe it could work. Test it, try it out. See if it may work or test your consumers…It’s interesting to see the data that comes out of that that then informs business decisions. And it might be something that you didn’t expect. So, I think just being curious and then testing some of these trends isn’t a bad idea…
In what could be a cautionary tale for the climbing gym industry, it was recently announced that Bouldering Project (BP) has signed a lease to take over the space of the current Crux Climbing South Austin (Crux) location in Austin, Texas, according to multiple sources.
The news hit the Austin climbing community this week, beginning Tuesday with an email to BP members celebrating the gym chain’s new project, followed closely by an Instagram post from Crux lamenting the news. Crux founder and owner Kevin Goradia told CBJ he had been unaware that BP would be moving into the space and first learned of the move directly from a BP representative about five minutes before BP’s member email was sent. Over the ensuing hours and days, both BP and Crux addressed the situation through Instagram posts.
How did this situation happen? Certain aspects of the story are clear; however, there are also some conflicting claims. What is at the core of the story, though, is the fact that Crux’s lease, which Goradia confirms began in 2016, was not renewed and the landlord, 3423 Holdings LLC (LLC), re-leased the property to BP.
According to the Austin Monitor, in 2022, Crux notified the Austin Zoning and Platting Commission that the Crux team was planning to relocate the South Austin gym, pending rezoning of the proposed new location. Per Goradia, Crux’s current lease is in a two-year extension through January 31, 2025, after which it would automatically renew for successive one-year periods unless it was terminated by either party. Goradia told CBJ he intended to execute the automatic renewals to keep the South Austin gym open until the relocation could be completed.
Here is where the stories diverge: According to LLC, “Crux declined the opportunity to enter into a longer term commitment, stating that it wanted flexibility due to its plans to construct a replacement facility.” Only after Crux declined the longer-term lease was the termination option exercised, LLC told CBJ. However, in a conversation with CBJ, Goradia denied that a long-term lease was the nature of that negotiation between Crux and LCC, and Goradia said that LLC exploited an obscure loophole in the terms which allowed LLC to terminate the lease. “We have pursued lease renewal this entire time and were surprisingly served the termination notice on February 1st,” Goradia told CBJ. He explained that Crux did not address the situation publicly or with staff in the hopes that negotiations could be salvaged, as prior experience with the landlord suggested was possible.
Instead, LLC told CBJ that LLC had approached BP in September 2023 about the opportunity for a long-term lease at the location, and LLC added that BP was the only climbing gym operator LLC approached. The decision to approach BP had some history to it: The investors behind LLC also were landlords for BP’s Springdale location through 979 Springdale Road, LP, and have worked closely with BP since 2015, based on CBJ’s research. LLC informed CBJ that neither landlord, nor any of their affiliates, has a financial stake in BP beyond the tenant relationship.
In a conversation with CBJ, BP representatives explained how the opportunity to move into the space had felt like a win-win for both their business and the local community, who they believed were facing the loss of this climbing gym when Crux would be exiting the space. “It’s a bit disheartening to read the extent of the outrage,” Kyle Wiggins, BP Austin Market Director, told CBJ, adding, “We’ve been in Austin for over a decade.”
When asked, Wiggins told CBJ that in the coming months BP intends to open applications for employment at the former Crux location and “if former Crux employees are the right fit and want to work for BP, we would be psyched to have them join us.” At the same time, Goradia assured CBJ there would be opportunities for current Crux staff to work at Crux’s other locations, including the recently opened Pflugerfille gym or the relocated South Austin gym (slated to open in late 2025).
Panning out from the controversy in Austin this week, this episode should serve as a caution to climbing gym operators who lease their space. Difficulties with lease renewals are a common reason why climbing gyms close their doors. However, typically when a closure happens, the gym is demolished or deconstructed. Occasionally, a landlord in possession of a fully equipped gym may look for a new tenant to operate the space. Very often, doing so is a tenuous affair, since the economic reasons the previous gym operator did not renew the lease are the same headwinds facing another operator. But it’s another thing altogether if climbing gym developers begin to see growth opportunities through interfering with existing lease negotiations between landlords and gym operators who intend to continue operations. To be clear, despite allegations, that situation does not appear to be the case here in Austin. However, this moment opens the door to imagine that kind of thing happening somewhere in the future. It’s a reminder of the vulnerabilities that come with leasing gym spaces, as well as the importance of communication between gyms and the communities they serve.
Congrats to the new US National Champions! Unbelievably, Sharma was there too, and just missed finals. Hope he keeps showing up, it’s like the 90s again. Unlike the 90s, we now purchase crags to preserve access, some examples below. Also a few podcasts with comp support staff, changes at USA Climbing, and a few online sessions for gym staff. See The Freshest Job Posts Here
CBJ hosts the most active job board for climbing businesses and organizations. Below are the latest posts from this past week…Facilities ManagerHalf Moon Bouldering
Seattle, WA
“We are seeking a highly motivated Route Setter that will collaborate with our Route Setting Team to create a memorable bouldering experience for climbers of all ages and abilities. You’ll be responsible for setting high quality boulder problems, based on the needs of the community while expressing what makes your setting unique.”
JOB SEEKER TIPS:
How To Prepare for an Industry Interview in 8 Steps
By Indeed Editorial Team
“Understanding details about an organization may provide insight to you about their values, certain industry-specific tools or techniques they may use and what they may look for in a candidate. Consider researching the company that you’re performing an interview with to help you prepare for the types of questions they may ask you or skills you may want to include in your answers. You can find out information about an organization by looking at their company website or asking people who worked there.”Read the full article here
Specs: In the Åre Municipality of Sweden,there are a lot of ways to stay active: skiing, snowboarding and other snow activities are common attractions, in addition to mountain biking, kayaking and—as of February 17th this year—indoor climbing. Åre Klätterhall, located in the Duved village, is a mixed-discipline climbing gym housing a total of 475 square meters (5,113 square feet) of climbing wall surface, evenly distributed between bouldering and roped climbing. The gym is owned by Tove Tvedten, Oscar Carlsson and CEO Peter Johansson, as well as a group of owners with connections to climbing or the Åre resort, Johansson told CBJ.
According to Johansson, Åre is Sweden’s biggest winter and outdoor resort, with a vibrant outdoor culture and outdoorsy community in the Åre Valley, between Åresjön Lake and the mountain Areskutan. However, Johansson noted, the city had yet to receive a commercial climbing gym, prior to the construction of Åre Klätterhall. “When I moved here two years ago, I saw the possibility of realizing a dream I’ve had since I started climbing some 20 years ago,” Johansson said. He found local climbers Tvdeten and Carlsson shared the same dream, and soon the trio were teaming up and starting the challenging search for a place to turn that dream into a reality. “There were only three facilities in the proximity of Åre’s main town that could house a climbing gym, and all of them were already occupied,” Johansson explained. Fortunately, in nearby Duved the team came across a new building occupied by Åre Sportcenter—a tennis, paddle and fitness center—that would permit gym construction over two of the five paddle courts. “[Duved is] Åre’s neighbor town and is closely linked to the main ski lift system in Åre,” said Johansson, adding that the town has cheaper rent and more families in the vicinity.
In some ways, the timing wasn’t ideal: At the project’s outset, Johansson said businesses were recovering from COVID, Russia had invaded Ukraine, and “the Swedish currency was at a historical bottom.” But in other ways, “it was the perfect moment,” he continued. “I had lots of time for planning and studying and had the fortune to meet my two future partners at the local crag. I had momentum going and decided to let it go as far as it would take me.” Additionally, the local climbing club—the home of the only public climbing wall in the city, at the time—was under a demolition contract according to Johansson, galvanizing the team into action.
Operating a climbing gym business in a resort town comes with a unique set of perks and challenges. In Åre, only 12,000 residents remain for the entirety of the year, Johansson reported, although the city sees 600,000 visitors annually. “But as the mountain and outdoor culture is so strong here, most locals fit right into a climbing gym’s target group,” he said—including visitors. During the gym’s first year of operation, the team has indeed been seeing tourism contribute to a large portion of the business’s income. On the other hand, “This also means we are more season-varied,” added Johansson.
In addition to climbing walls reaching 11.5 meters (38 feet), Åre Klätterhall features a café, fitness gym, campus board and sauna. Climbers can attend yoga classes, holiday camps, training courses or personal training sessions and—with help from one of the gym’s guides—climb on real rock outside. The gym offers annual and monthly membership options, as well as a monthly membership option geared toward tourists and seasonal workers, in particular.
Walls: Walltopia
Flooring: Walltopia
CRM Software: BRP
Website: www.areklatterhall.seInstagram: @AreKlatterhallIn Their Words: “We totally underestimated the cleaning. We also underestimated operating the whole thing. We were kind of naive and thought that once we were open, everything would go smoothly. In a way it has, the climbing part of the business has. But the other parts of our operation (store and café) have meant a lot of learning, planning and optimizing.” – Peter Johansson, Co-Owner, Co-Founder and CEO of Åre Klätterhall