How Europe's fastest-growing fitness operator used Anaplan and Keyrus to scale FP&A operations, eliminate manual work, and manage more than double the number of gyms with the same team.
Same FP&A team manages double the gyms, scaling from under 100 to over 300 clubs without new hires.
Automated reporting and data consolidation freed the team for higher-value analysis and forecasting.
Connected CRM, ERP, BI, and key data sources into one platform with company-wide planning access.
Faster internal and external reporting, including investor reporting to Providence Equity Partners.
VivaGym's adoption of Anaplan,implemented by Keyrus, delivered measurable business improvements across financial planning and operational efficiency.
Anaplan stood out for the connectivity it offered, the scalability it could provide as we continued to grow, and the connectivity to all the systems we might have or acquire through our inorganic growth. That was key for us.
Lorenzo Lozano, FP&A and Controller Director, VivaGym
VivaGym is one of the leading fitness operators on the Iberian Peninsula, with a mission to provide affordable, high-quality fitness to all its members. Founded in 2011, the company operates a no-commitment membership model and offers an extensive range of group classes alongside dedicated zones for strength training, cross training, and cardio.
By the close of 2026, VivaGym expects to surpass 300 gyms across Spain and Portugal, serving more than 720,000 members and generating over 245 million euros in revenue. The company operates 260 gyms in Spain and 46 in Portugal, combining organic expansion with strategic acquisitions to fuel its growth.
The European fitness industry is a growing sector, with over 72 million members, 65,000 clubs, and 36 billion euros in revenue as of 2025. Market penetration across Europe sits at 9%, with room for further expansion as health and wellness habits continue to shift. VivaGym operates in this landscape with a clear ambition: to become the undisputed leader of the fitness sector in Spain and Portugal.
VivaGym's trajectory over the past several years illustrates the kind of rapid, complex scaling that demands robust financial planning infrastructure. The company began with seed capital from Tom Singh and Magenta Partners, growing to 15 clubs by 2015 with investment from BFM. In 2018, the acquisition of 27 gyms in Portugal through the Fitness Hut brand created the VivaGym Group, bringing the total to 65 clubs. A further acquisition of 13 gyms in Barcelona in 2019 brought the count to 91.
COVID-19 hit in March 2020, forcing the company into damage control mode with 97 clubs. The real acceleration came in 2024, when Providence Equity Partners acquired VivaGym and the company integrated multiple acquisitions in rapid succession, including Smartfit, Macrofit, Altafit, and FitUp, reaching 224 clubs. By 2025, with 25 new organic openings and 25 additional M&A acquisitions, the network exceeded 270 clubs. Looking forward, the company projects more than 300 clubs by the end of 2026.
This transformation, from an entrepreneurial venture to a private equity-backed market leader, fundamentally changed the demands on VivaGym's financial planning and reporting capabilities.
Before Anaplan, VivaGym was operating in a context of rapid integration and growth that made agile and timely reporting extremely difficult. The company's previous workflow was linear and fragmented: data moved sequentially from CRM to ERP to external reports to data consolidation to FP&A and finally to reporting. Each step involved significant manual effort.
Lorenzo Lozano, VivaGym's FP&A and Controller Director, described the situation directly: the company had several pain points, including a heavy burden of manual work, reporting that was not fully automated, and significant inefficiency across the teams, who were spending too much time on manual tasks that could have been redirected to higher-value activities.
The challenge was compounded by four critical requirements that VivaGym needed to address simultaneously. First, the pace of transformation demanded tools that could keep up with the speed of acquisitions and organic openings. Second, the company needed to eliminate manual work and automate data consolidation and reporting. Third, cross-functional connectivity across the enterprise was essential, as information needed to flow freely between departments rather than being locked in silos. And fourth, any solution had to be implemented quickly to match the pace of the business.
VivaGym conducted a formal tender process, evaluating several products and platforms. The team had a clear vision of what they would need in the medium and long term, and Anaplan stood apart on four dimensions.
Flexibility and adaptability were critical given the constantly evolving nature of the business. Anaplan's platform could be configured to respond to new reporting requirements, investor requests, and changing business structures without requiring a lengthy development cycle.
Scalability was non-negotiable. With the company growing from under 100 to over 300 clubs in just a few years, any planning solution needed to absorb new entities, new data sources, and new complexity without breaking.
System connectivity was a decisive factor. VivaGym's inorganic growth meant that acquired companies often came with their own systems and data structures. The ability to connect Anaplan to any system the company currently had or might acquire in the future was, in Lozano's words, key.
The team at both Anaplan and Keyrus as the implementation partner made a strong impression. The connection was strong from the very beginning, and this human factor was another critical point in the decision. Keyrus brought deep expertise in Anaplan implementations and a collaborative approach that gave VivaGym confidence in the partnership.
With Anaplan now at the center of its FP&A and reporting infrastructure, VivaGym uses the platform across five interconnected areas of the business.
Automated analysis covers the evolution of key performance indicators, prediction models, and the ability to combine variables across the business. This includes mirror club comparisons, what-if scenarios, price sensitivity analysis, and tariff mix evaluation, all capabilities that were impractical with manual processes.
Financial projections support the evolution of the business plan, covenant monitoring, and treasury needs. These projections are essential for maintaining alignment with Providence Equity Partners and providing the investor with timely, accurate financial visibility.
Budgeting now involves full scenario modeling with cross-functional access across the company and an exponential increase in the number of useful variables that can be incorporated. Teams across the organization can participate in the budgeting process rather than it being confined to the finance department.
Business intelligence is built on a foundation of solid, reliable data that serves as the backbone for all planning processes. Anaplan connects to other BI tools, ensuring consistency across reporting channels.
Reporting and internal control have been transformed in both capacity and speed. The company can now deliver both internal and external reports faster, with greater depth, and with the agility to respond to ad hoc requests from the investment fund or operational leaders.
The most striking result of VivaGym's Anaplan implementation is captured in a single metric: the improvement in departmental efficiency now allows the same team to manage more than double the number of gyms. The FP&A team that previously supported fewer than 100 clubs now oversees planning, reporting, and control for over 300, without adding headcount.
Previously, the team's time was consumed by manual work, data consolidation, basic analysis, forecasting, and reporting, in that order of priority. With Anaplan, the workflow has been reoriented around improved reporting, forecasting and internal control, and deeper analysis. The manual data wrangling that once dominated the team's working hours has been eliminated.
Lozano highlighted several specific benefits in his assessment of the platform's impact. Eliminating manual work was the most important, as it represented a significant portion of the department's total working time. The response in reporting and analysis became much more agile, and in many cases immediate. And the adaptability of the system to any circumstance or request was a critical advantage, particularly when responding to the investment fund's requirements.
The most important factors in the successful integration, according to VivaGym, were planning for future needs and system connectivity, the team's commitment and competence, deep knowledge combining sector expertise with system interconnection and analytical possibilities, the economic model covering CapEx, OpEx, price-times-quantity modeling, and treasury fluctuations, and the scalability and ease of use of the platform environment.
VivaGym's ambition is to continue its strong organic and inorganic growth trajectory and consolidate its position as a reference point for the fitness sector in Europe. Anaplan plays a central role in that vision.
The interconnection of the platform in future inorganic acquisitions is critical to making those integrations as seamless as possible for the teams. Every new acquisition brings new data, new systems, and new reporting requirements. Having Anaplan as a stable, scalable hub for financial planning means that VivaGym can absorb new entities faster and with less disruption.
Lozano noted that while Anaplan was initially intended for the FP&A and management control department, it has increasingly become a cross-functional tool used across all departments. That evolution is expected to continue, with Anaplan becoming one of the keys to scaling information, analysis, reporting, and internal control across the entire organization.
Looking further ahead, VivaGym plans to synchronize its work with AI tools to continue improving efficiency, building on the analytical and planning foundation that Anaplan and Keyrus have helped establish.
VivaGym's objective is to be the leader of the fitness sector in every market and country where it operates. Anaplan is one of the key tools we are using. It was initially intended for our FP&A and management control department, but it is increasingly becoming a cross-functional tool used across all departments.
Lorenzo Lozano, FP&A and Controller Director, VivaGym
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