Overview
General Manager Jobs in Beirut Governorate, Lebanon at FitLifelb
Title: General Manager
Company: FitLifelb
Location: Beirut Governorate, Lebanon
Job Summary:
The General Manager is the highest-ranking operational authority within the club. This is not an operational execution role — it is a strategic leadership role responsible for the overall performance, culture, growth, and profitability of the club.
The General Manager leads a team of department heads and managers, owns the club's P&L, drives the long-term vision of the business alongside ownership, and ensures that every function of the gym — from member experience to financial performance — operates at the standard FitLife demands.
The ideal candidate is a seasoned leader who has built and led high-performing teams, managed a business unit's financial performance, and understands the full lifecycle of a service-driven fitness or hospitality operation. They bring authority, clarity, and commercial intelligence to every decision they make.
I. Strategic Leadership & Business Ownership:
• Act as the actual leader of the club, making decisions that align with the owner's vision and the business's short and long-term goals.
• Own the club's financial performance — including revenue, cost control, margin management, and profitability — and report directly to ownership with full transparency.
• Drive the club's strategic planning cycle: setting annual goals, defining quarterly priorities, identifying growth opportunities, and executing against a clear business roadmap.
• Benchmark the club's performance against industry standards and competitors — identifying market gaps, positioning opportunities, and service differentiators.
• Lead the development and continuous improvement of all business systems, processes, and standards across every department.
• Make high-stakes decisions with speed and confidence — escalating to ownership only when truly necessary, and presenting problems alongside proposed solutions.
II. People Leadership & Organizational Development
• Lead, develop, and hold accountable a team of department managers and senior staff.
• Build a management team capable of operating autonomously and at a high standard; develop successors and internal talent systematically.
• Set the cultural tone of the organization — establishing expectations around accountability, performance, professionalism, and member-centricity that cascade through every level of the team.
• Drive the club's recruitment strategy at the management level, ensuring the right people are in the right roles at all times.
• Oversee performance management across all departments — ensuring evaluations, feedback cycles, and development plans are executed consistently and fairly.
• Identify structural weaknesses in the organization and proactively redesign roles, responsibilities, or team structures to address them.
III. Financial Performance & P&L Ownership
• Own the club's full P&L — understanding the drivers of revenue and cost across all departments and taking accountability for financial results.
• Set, monitor, and act on financial KPIs including membership revenue, PT revenue, cafeteria performance, cost per acquisition, retention rates, and EBITDA contribution.
• Approve budgets, significant expenditures, and investment decisions — ensuring every major spend is justified by a clear business case.
• Partner with the Bookkeeper and Operations Manager to maintain financial accuracy, clean records, and timely reporting.
• Identify revenue growth opportunities across existing and new service lines — packages, partnerships, corporate memberships, events, and ancillary revenue.
• Proactively manage cost without compromising quality — finding efficiencies across staffing, procurement, and operations.
IV. Membership Growth & Commercial Strategy
• Own the club's membership growth strategy — setting acquisition targets, defining the sales approach, and ensuring the sales team executes against a clear commercial plan.
• Monitor and act on conversion rates, churn, lifetime value, and engagement metrics to continuously improve the membership lifecycle.
• Design and oversee retention strategies that build long-term member loyalty — going beyond reactive complaint handling to proactive engagement.
• Oversee the positioning and packaging of all services (PT, classes, wellness, cafeteria) to maximize both member value and commercial return.
• Stay closely connected to the member experience — using data, feedback, and direct insight to identify what drives satisfaction, loyalty, and referral.
V. Operational Excellence & Standards
• Set the operational standards for every department and hold department heads accountable for maintaining them.
• Establish and enforce non-negotiable standards across member experience, facility condition, health and safety, and team conduct.
• Review operational performance reports, KPI dashboards, and system data regularly — identifying trends, anomalies, and areas requiring intervention.
• Ensure all compliance obligations are met including operational licenses, insurance, health and safety certifications, and local regulatory requirements.
• Drive a culture of continuous improvement — where problems are surfaced early, root causes are addressed, and processes are refined over time.
VI. Ownership Relationship & Strategic Reporting
• Serve as the primary interface between the operational business and ownership — providing regular, transparent, and data-driven reports on club performance.
• Proactively surface risks, opportunities, and strategic recommendations to ownership.
• Collaborate with ownership on long-term strategic plans, capital decisions, expansion thinking, and brand direction.
• Translate ownership's vision into executable operational strategy.
• Maintain full internal transparency with the management team.
VII. Required Competencies
• Strategic Thinking: Ability to see the business as a whole, set direction, and make decisions that compound toward long-term success rather than just solving today's problem.
• Financial Acumen: Full comfort with P&L ownership, budget management, cost control, and using financial data to drive decisions.
• Leadership Maturity: The ability to lead managers, not just staff — coaching, challenging, and developing a management layer without micromanaging.
• Commercial Intelligence: Understanding of how a fitness business generates and retains revenue, and the ability to find growth within existing and new channels.
• Operational Accuracy: Setting and enforcing high standards across all departments through systems and people, not personal involvement in execution.
• Communication & Influence: Able to communicate with clarity and authority to ownership, managers, staff, and members — adapting style to context.
• Problem-Solving Under Pressure: Calm, decisive, and solution-oriented when facing complex or time-sensitive challenges.
• Integrity & Transparency: Operates with complete honesty in all directions — to ownership, to the management team, and to staff.
• Adaptability: Comfortable navigating the realities of a growing business — where processes evolve, priorities shift, and no two days are the same.
VIII. Role Requirements
• Minimum 15–20 years of experience in senior management, general management, or business leadership — preferably within fitness, hospitality, or a service-driven industry.
• Demonstrated track record of owning P&L and delivering measurable business results.
• Proven ability to build, lead, and develop a management team — not just a frontline team.
• Experience designing and implementing operational systems, performance frameworks, and service standards at scale.
• Strong commercial background — comfortable with sales strategy, revenue modelling, and KPI management.
• Ability to operate with a high degree of autonomy while maintaining full accountability to ownership.
This job description is a guide to the nature of the work and is not an exhaustive list of duties. The post-holder will be expected to adapt to the changing needs of the business and perform other duties as reasonably requested.
