Edgard Corona transformed Smart Fit’s organizational structure by implementing a horizontal management model that empowers employees at every level. The fitness executive credits this approach with enabling the company’s growth from 55 gyms in 2011 to over 1,743 facilities by end of 2024.
The Smart Fit founder believes in team autonomy focused on business expansion rather than hierarchical decision-making. This philosophy emerged after Corona attended a training session in 2003 that fundamentally changed his perspective on organizational leadership and employee empowerment.
Inverting the Traditional Pyramid
Corona adopted principles emphasizing power, purpose, and participation for employees, leading him to invert the traditional corporate pyramid at his company. Staff members who interact with customers daily gained authority to make operational decisions previously reserved for senior management.
This structural change allows gym floor employees and facility managers to address member concerns immediately rather than escalating issues through multiple approval layers. The fitness industry leader argues that frontline workers understand customer needs better than executives in distant headquarters, making them best positioned to improve member experiences.
Smart Fit monitors member satisfaction through Net Promoter Score daily, although individual members receive surveys only twice yearly. Members who score facilities below six out of ten trigger immediate manager callbacks to apologize and address problems.
Developing Leaders from Within
The horizontal structure also serves as a talent development system identifying future executives from operational roles. Edgard Corona’s management approach reveals high-performing employees through their problem-solving abilities and customer interaction quality rather than traditional credentials or tenure.
Smart Fit uses measurement processes assessing how well managers care for teams and member satisfaction levels. This dual evaluation ensures that facilities maintain operational standards while building strong workplace cultures.
Employees who excel at improving their gym’s Net Promoter Score often advance to general manager positions, then directors, and potentially executive roles. Discovering talented people from the ground level ensures future leaders understand the business, customers, and operational realities thoroughly.
Cross-Country Leadership Transfer
The horizontal management model facilitates Smart Fit’s Latin American expansion by developing managers who can transfer between countries. Leaders who prove themselves improving facilities in Brazil can deploy similar approaches in Mexico, Colombia, or Chile, carrying knowledge of Smart Fit’s systems and culture.
This internal talent pipeline reduces dependency on external hires who might not understand Smart Fit’s unique operational philosophy. Corona prioritizes cultural fit and proven execution over traditional executive backgrounds when selecting leaders for international markets.
The horizontal management approach represents a competitive advantage enabling Smart Fit to maintain consistent service quality across 15 countries while scaling rapidly. The model demonstrates how organizational structure choices directly impact growth capabilities in franchise-intensive businesses.