David Prosser's Strategic Fitness Revolution

David Prosser’s Strategic Fitness Revolution In the bustling fitness landscape of Southeast Asia, where trends come and go, few leaders have managed to blend resilience, vision, and adaptability quite like David Prosser. From his early days introducing the Fitness First brand to Hong Kong in 2001, to his current role as CEO of Evolution Wellness, Prosser has consistently navigated change with a strategic eye and an unwavering commitment to community-driven fitness.

Today, as he steers Evolution Wellness through a post-pandemic resurgence, his focus is clear: redefining what value means in the health and wellness industry across the region.

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our publication: You’ve spent over two decades in the Asian fitness market. What first drew you to the region? David Prosser: It was actually opportunity disguised as a challenge. Back in 2001, Fitness First was virtually unknown in Asia. The idea of building something from the ground up—particularly in a dynamic market like Hong Kong—was incredibly appealing. It wasn’t just about opening gyms; it was about shaping a culture of fitness in a place where that mindset was still emerging.

That first assignment opened doors—to Malaysia, Indonesia, and eventually leadership roles that took me across the continent. But even after leaving Fitness First for other ventures, the pull of Asia remained strong. When the opportunity came to return through the merger of Celebrity Fitness and Fitness First Asia into Evolution Wellness, it felt like coming full circle.

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How did you approach the integration of these two very different brands? Integration is never just about operations—it's about people, processes, and purpose. When I rejoined in 2017, the mandate was to create synergy between two companies with distinct identities. One was premium and urban-focused, the other more localized and community-oriented. My approach was to identify the best elements from each and build a unified strategy that honored both.

We focused on aligning our service standards, streamlining backend systems, and most importantly, fostering a shared culture rooted in customer experience. It wasn’t easy, but it laid the groundwork for what we are today.

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Evolution Wellness took a significant hit during the pandemic. How did you lead the organization through that disruption? The pandemic was a brutal stress test for every business model, especially ours. Gyms were among the last to reopen, and consumer behavior shifted dramatically. People weren’t just concerned about safety—they were reevaluating their spending priorities altogether.

What we realized early on was that the pre-pandemic playbook no longer applied. We had grown by expanding into new markets and acquiring brands, but suddenly, scale didn’t guarantee stability. We needed to get leaner, smarter, and more responsive.

So, we right-sized our support structure. We redefined our core offerings. And we shifted our focus from acquisition-led growth to sustainable, community-driven expansion. That meant being ruthless about what we kept and what we let go. It was painful, but necessary.

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You’re now leading the charge behind GoFit, Evolution Wellness’ high-value, low-price offering. What makes this brand different? GoFit is a direct response to the evolving needs of the market. Consumers want quality fitness experiences, but at a price point that doesn’t break the bank. And operators want scalable models that can be rolled out efficiently without compromising on standards.

GoFit clubs are typically between 500 and 600 square meters—compact, functional, and purpose-built. They’re designed for quick deployment and minimal overhead, which allows us to offer memberships at around half the cost of our traditional full-service clubs.

But more than that, GoFit represents a shift in how we think about accessibility. Fitness shouldn’t be a luxury—it should be a right. By lowering barriers to entry, we’re not just growing our membership base; we’re broadening the entire ecosystem of health and wellness in the region.

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Where do you see the biggest growth potential for GoFit? Indonesia, Malaysia, and Singapore are all key markets for us. Right now, we have four GoFit clubs in Malaysia, with another opening late next year. In Singapore, we already have six clubs and are launching our seventh in November. And in Indonesia, we’re seeing strong interest—four clubs are operational, with more in the pipeline.

The model resonates because it fits the modern lifestyle. Urban populations are growing, real estate costs are rising, and time is becoming an even scarcer resource. GoFit addresses all of those realities. It’s flexible, affordable, and fast.

We also believe deeply in the power of community. Even in a simplified format, we’re creating spaces where people feel connected, supported, and motivated. That emotional engagement is what keeps members coming back—and that’s where long-term value lies.

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As CEO, how do you balance innovation with operational efficiency? That’s the eternal tightrope walk for any leader. On one side, you have the need to stay ahead of the curve—to experiment, to disrupt, to innovate. On the other, you have the responsibility to keep the lights on and deliver consistent performance.

For me, the key is building a culture that encourages both. We empower our teams to test new ideas, whether that’s in digital engagement, class formats, or member services. At the same time, we maintain rigorous standards around execution. Innovation without discipline is chaos. Discipline without innovation is stagnation.

We also use data extensively. It tells us what’s working, what isn’t, and where there’s room for improvement. That way, decisions aren’t based on gut feel alone—they’re informed by real insights from our members and our markets.

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You’ve led teams across multiple countries and cultures. How do you approach leadership in such a diverse environment? Leadership is about understanding context—and adapting without losing sight of your core values. In Malaysia, for instance, relationships and trust are paramount. In Singapore, speed and precision matter more. In Indonesia, local relevance is everything.

I try to meet people where they are—not where I expect them to be. That means investing time in listening, learning, and building genuine connections. It also means empowering local leaders who understand their markets better than I ever could.

At the same time, I look for universal principles that transcend geography: integrity, accountability, and a relentless focus on the customer. Those are non-negotiables, no matter where you are.

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Looking ahead, what’s your vision for Evolution Wellness over the next five years? I want to make Evolution Wellness the go-to wellness partner for millions across Southeast Asia. That means continuing to expand GoFit, but also deepening our digital capabilities, diversifying our offerings, and building a truly integrated ecosystem that supports people at every stage of their health journey.

More than that, I want to leave a legacy of sustainable growth—not just in financial terms, but in social impact. We have a platform that can influence how people think about fitness, well-being, and community. If we can use that responsibly, we’ll have achieved something far greater than profit.

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Final question: What advice would you give to fellow executives navigating uncertain times? Stay curious, stay grounded, and don’t mistake motion for progress. In uncertain times, it’s tempting to react quickly—to chase the next big idea or pivot wildly in response to market noise. But the most successful leaders I know are the ones who take a step back, assess what’s really changing, and respond with intention.

And always remember: your people are your greatest asset. Invest in them, listen to them, and trust them. No strategy survives contact with reality unless you’ve got the right team behind it.

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This article first appeared in our publication.