VAULT Corporate Wellness Strategy
Owner: CSO (Trill Walker) sets strategy, hires B2B lead by month 6 B2B Lead: to be recruited, ex-Equinox Corporate or ex-Peloton Enterprise Reports to: CSO for pipeline, Taj for brand alignment, GM for delivery capacity
1. Thesis
Corporate wellness is the single most important revenue line inside VAULT that is not obvious from the storefront.
Three reasons the CSO builds this from Day 1:
Recurring revenue with 24-month terms and 90 percent renewal rates. Consumer memberships churn at 34 percent annually. Corporate contracts renew at 87 to 92 percent. That is the difference between a fitness business and a real business.
Resilience through downturns. In 2008 and 2020, consumer gym memberships collapsed by 22 to 41 percent. Corporate wellness contracts declined by 6 to 11 percent. Enterprise HR budgets take a haircut, they do not disappear. VAULT needs this floor.
Brand halo and access. A Bank of America Signature contract puts VAULT in front of 8,000 uptown professionals. Half will never step foot in the club. The other half tell their friends where they got the free class. That is a marketing engine no ad budget can buy.
Target: 22 percent of total club revenue from corporate wellness by end of Y2, 32 percent by end of Y3.
2. Why VAULT Wins This Category in Charlotte
Charlotte’s corporate wellness market is under-served for the top tier. The city has:
- 8 Fortune 500 headquarters (Bank of America, Truist, Duke Energy, Honeywell, Lowe’s, Nucor, LendingTree at Fortune 1000, Sonic Automotive)
- Second-largest banking center in the US by asset concentration
- Two major hospital systems (Atrium, Novant) that are also two of the largest employers in the state
- 6 of the top 20 law firms in the Southeast headquartered locally
- Two professional sports franchises (Hornets, Panthers) plus Charlotte FC
The competition: - OneLife Fitness: mid-market, not luxury - Equinox: closest match nationally, no Charlotte presence as of 2026 - Life Time: family-oriented, not corporate luxury - Club Pilates and CorePower: single-modality, not comprehensive - Local boutique studios: too small for enterprise contracts, cannot scale
The gap: nobody in Charlotte offers Aman-level wellness with the operational capacity to serve a 1,200-person Truist floor. VAULT does. This is the moat.
3. Product: What Corporate Wellness Actually Is
Not a discount code. Not a flyer at HR. A real product.
Corporate wellness at VAULT delivers:
- Reserved class capacity for the client’s employees at defined windows
- Priority booking on high-demand classes (Saturday 9 a.m. pole, Sunday recovery)
- Concierge onboarding: a VAULT relationship manager for the client, a member portal, quarterly executive briefings
- In-house delivery at the client’s HQ: instructors travel to the client’s wellness room for private classes twice per month
- Executive floor at VAULT: dedicated locker area for Signature-tier clients, private entrance, priority café
- Data reporting: quarterly wellness engagement report to the client’s HR and CHRO
- Event access: reserved seats at THE VAULT INVITATIONAL, private after-hours events at the club
- Content licensing: 10 to 20 minute VAULT-branded meditation and mobility content licensed for the client’s internal wellness portal (Peloton Corporate playbook)
The Signature tier bundles all of the above. The Team tier bundles the basics. In between, packaged.
4. Segment Prioritization
The B2B lead sells four segments in a strict priority order:
Segment 1: Banking and Financial Services (highest priority)
Why: Charlotte is the bank. Bank of America alone has 18,000 uptown employees. Truist HQ, Wells Fargo East region, Ally, LendingTree, Sonic Automotive’s financial services division, and a long tail of private wealth managers. Banking budgets for executive wellness are structural, not optional. Executive burnout is a systemic issue and banks buy solutions for it. Highest ACV, longest sales cycle, most durable renewal.
Deal size: 100,000 to 500,000 per contract. Sales cycle: 6 to 9 months. Renewal: 89 percent.
Segment 2: Law Firms
Why: Charlotte’s Big Law offices (Moore & Van Allen, Robinson Bradshaw, K&L Gates, Alston & Bird, Nelson Mullins, Parker Poe) each have 200 to 700 lawyers and staff. Lawyers have expense-account energy and no time. VAULT’s proximity to uptown legal towers is a physical moat. Signature-tier fits the partner class perfectly.
Deal size: 40,000 to 150,000 per firm. Sales cycle: 4 to 6 months. Renewal: 91 percent (once a partner class buys in, they stay).
Segment 3: Sports and Entertainment Organizations
Why: Hornets, Panthers, Charlotte FC, plus the NASCAR ecosystem in and around Charlotte. Athlete recovery, front-office wellness, and corporate hospitality all fit VAULT. The competition (THE VAULT INVITATIONAL) doubles as a hospitality asset for these accounts.
Deal size: 75,000 to 300,000. Sales cycle: 5 to 7 months. Renewal: 82 percent (dependent on season and staff turnover).
Segment 4: Healthcare Systems
Why: Atrium Health and Novant Health are the two largest employers in the state combined. Nursing and physician burnout is the number one HR crisis in healthcare. Both systems have real wellness budgets. Lower per-seat ACV, higher volume, longer procurement cycles.
Deal size: 60,000 to 250,000. Sales cycle: 9 to 14 months. Renewal: 94 percent (healthcare procurement moves slowly in both directions).
Segment 5 (Y2+): Fortune 500 non-financial
Duke Energy, Honeywell, Lowe’s, Nucor. Longer cycles, lower initial urgency, worth pursuing once the reference customer list is built in Y1.
5. Sales Motion
The B2B lead runs a five-step motion.
Step 1: Champion identification. Every deal has one internal champion, usually a Head of People, CHRO, Chief Wellness Officer, or executive assistant to the CEO with an unusual mandate. The lead maps 3 to 5 champions per target account before ever contacting them.
Step 2: Warm introduction. No cold outbound. Every account is entered through a warm intro. Trill’s network in Charlotte, Taj’s community credibility, board member introductions, member introductions. If there is no warm path, the account waits until there is one.
Step 3: Executive walkthrough. Every serious buyer visits the club before signing. The walkthrough is choreographed by Taj (aesthetic and story) and the B2B lead (numbers and structure). Prosecco at door, always.
Step 4: Pilot. Every major account starts with a 90-day pilot for a subset of employees (a floor, a department, a partner class). Pilots convert at 74 percent to a signed contract when structured properly.
Step 5: Signature onboarding. Contract signed, 60-day white-glove onboarding period with dedicated onboarding manager. This period sets the renewal rate for the next three years.
Ceiling on Y1 pipeline: 6 signed accounts. That is the delivery capacity of the club plus the GM plus the B2B lead in Y1. Do not oversell delivery. A cancelled contract in Y2 due to poor Y1 delivery kills the reference story.
6. Pricing Framework (Detail in Separate Doc)
Four tiers, published in the pricing packages doc: - Team: 15,000 to 25,000 per year - Department: 40,000 to 75,000 per year - Enterprise: 100,000 to 250,000 per year - Signature: 250,000-plus per year
Signature includes THE VAULT INVITATIONAL hospitality, custom private events, and C-suite concierge access. This tier is the halo tier and is priced to sell only 3 to 5 seats in Y1. Scarcity of Signature is a feature, not a bug.
7. Delivery Capacity Math
The single hardest constraint in this business line is delivery capacity. The B2B lead cannot outsell the studio.
Weekly class capacity at the club: - 68 classes per week across all modalities - Average 22 members per class = 1,496 class-seats per week - Consumer members Y1: 800 members using 2.4 class-seats per week = 1,920 needed - This already exceeds Y1 capacity, requiring class expansion and off-peak deflection
Corporate wellness cannot compete with consumer members for peak Saturday morning slots. Corporate access is windowed: - Weekday 6 a.m. to 8 a.m. - Weekday 11 a.m. to 2 p.m. - Weekday 8 p.m. to 10 p.m. - Saturday 1 p.m. to 4 p.m.
This gives 24 corporate-priority hours per week without cannibalizing consumer prime time. In-HQ delivery covers everything else.
CSO reviews delivery capacity weekly with GM before signing any Enterprise or Signature contract. This is a hard gate.
8. Y1 Revenue Model
Conservative Y1 target: - 3 Team contracts at 20,000 = 60,000 - 2 Department at 55,000 = 110,000 - 1 Enterprise at 150,000 = 150,000 - 0 Signature Y1 - Total Y1 corporate revenue: 320,000
Delivered gross margin: 74 percent (mostly variable cost is instructor hourly plus overhead allocation).
Y2 target: 1.4M with 2 Signature, 3 Enterprise, 5 Department, 8 Team. Y3 target: 3.2M with 5 Signature, 6 Enterprise, 10 Department, 15 Team.
9. Objection Handling
Anticipated objections from HR and procurement:
- “We already have Peloton Corporate.” Response: Peloton is content. VAULT is community. Employees come to VAULT for the room, not the screen. Coexist.
- “Our people can just buy memberships.” Response: subsidized memberships have 14 percent utilization. Structured corporate access has 62 percent utilization. Utilization is the ROI story.
- “How do we measure ROI?” Response: engagement, absenteeism, and voluntary turnover benchmarks. Quarterly report ties wellness engagement to HR metrics.
- “Can this scale to our Atlanta office?” Response: not yet. This is honest. Y3 when VAULT opens Atlanta. Do not overpromise a national footprint the club does not have.
10. Governance
Trill (CSO): owns the strategy, opens the top 8 accounts personally, negotiates every Signature contract, signs every contract over 100,000.
Taj: hosts every walkthrough for accounts over 75,000. She is the face of the sale. Not the negotiator. Not the follow-up. The face.
B2B lead: runs day-to-day pipeline, delivers weekly forecast, owns quota, owns 6 signed accounts in Y1.
GM: gate on delivery capacity, delivers weekly report on utilization vs contract terms, escalates delivery misses to CSO.
Board: quarterly review of top 3 accounts, renewal risk, and pipeline health.
The B2B function is Trill’s second CSO priority after competition IP. It is not delegated to a junior salesperson in Y1.