Data Analytics Lead

Position SummaryFitness Growth Capital (FGC) is a private equity-backed Crunch Fitness franchisee scaling from 12 locations to 40+.The Data Analytics Lead is FGC’s first dedicated data hire and the primary owner of how data moves from source systems into decision-ready information. This position will be operating in a fast-growing, sponsor-baked environment, working closely with the CEO and CFO to rapidly increase visibility to key data.FGC is building its data function from a greenfield state: no data warehouse, pipeline, transformation layer, or established business intelligence environment is in place today. The priority in the first three to five months is to deliver dependable reporting using current tools — working directly from ABC (POS), Paylocity (payroll/HR), Sage Intacct (ERP/GL), and the exports, extracts, and spreadsheets available today. FGC is seeking a candidate who views an immature data environment as a problem to diagnose and solve, and who is resourceful enough to stand up a dashboard on a scheduled extract where that is the fastest path to reliable numbers for club operators.Once interim reporting is established and trusted, this position leads the build-out of FGC's future data platform. Snowflake is the target architecture. The role directs the external implementation partner FGC expects to engage, then assumes full, independent ownership of the platform and scales it as FGC grows from 12 to 40+ locations. The work completed in the first phase establishes the metric definitions, business logic, and priorities around which the warehouse is built.Across both phases, this position serves as the executive team's technical partner on data, accountable for ensuring that the information behind decisions on growth, profitability, and operations is accurate, accessible, and timely for FGC's leadership and its private equity sponsor.Phase One — KPI Definition and Reporting Foundation

• Work with the CFO, CEO, and operations leadership to identify the 10–15 metrics that drive operating and investment decisions at FGC — including active membership and net member change, attrition, average revenue per member, draft/EFT yield and delinquency, personal training and other non-dues revenue, club check-in traffic, labor as a percentage of revenue, unit-level P&L, and cash — and deliver them reliably in advance of any platform build.
• Establish dashboards and recurring reporting using the most direct tooling available: direct connections, scheduled exports, flat files, and a business intelligence layer (e.g., Power BI, Sigma, or comparable) built on top of them. Interim solutions that include manual steps are acceptable in this phase provided they are documented, repeatable, and accompanied by stated limitations.
• Perform the work directly: extract, clean, model, reconcile, and publish.
• Replace the recurring manual Excel reporting that finance and operations produce today, one report at a time, prioritized by hours saved and decisions improved.
• Establish metric definitions, validation, and reconciliation practices at the outset, so that business logic is settled and trusted before it is encoded into a warehouse.
• Support ownership and lender reporting requests in this interim state while designing toward their eventual automation.
• Document the questions the business cannot answer with the systems in place today, along with the requirements to answer them. This assessment becomes the primary input to the Phase Two roadmap.Phase Two — Building and Scaling the Platform
• Lead the data platform build-out, including warehouse design, cost and performance management, and governance. Snowflake is the intended architecture. This work is anticipated to begin once interim reporting is established, in approximately months three through five.
• Direct and collaborate with an external implementation partner during the initial build-out, ensuring the resulting architecture is sound, well documented, and capable of being operated and extended independently by FGC.
• Design and build data integrations from core operating systems, including ABC (point of sale, membership agreements, recurring billing, and check-in activity), Paylocity (payroll/HR), and Sage Intacct (GL/ERP), along with additional sources as FGC adds locations and systems.
• Build and maintain the transformation layer (e.g., dbt or comparable) so that data is clean, consistent, and modeled around the business logic validated in Phase One — membership and subscription lifecycle, recurring billing and draft performance, non-dues revenue, club traffic and labor, unit-level P&L, and cash.
• Migrate Phase One reporting onto the platform without interruption of service to operators or leadership.
• Serve as FGC's subject-matter expert on Snowflake and own the platform end to end following implementation.
• Manage data governance and access controls appropriate to a company handling financial, payroll, and member data.
• Scale the data architecture as FGC grows from 12 to 40+ locations, anticipating volume, complexity, and new-system requirements before they constrain the business.Ongoing Responsibilities
• Partner directly with the CFO and CEO to translate ad hoc and recurring reporting requests, including those from the sponsor, into reliable and repeatable data products rather than one-off exports.
• Partner with business leaders to make sure the data is telling the business story
• Monitor unit-level and company-wide reporting for anomalies, outliers, and data integrity issues, and raise them proactively rather than allowing them to surface downstream.
• Equip executive and board-level decision-making — including new-club investment decisions, pricing, labor optimization, and portfolio performance reviews — with the underlying data sets, reporting, and self-service access required to evaluate options.
• Build the data products that support FGC's expansion — new-club ramp against pro forma, same-club comparable trends, and membership acquisition and retention by channel, promotion, and plan tier — so that leadership can evaluate performance without commissioning bespoke analysis.
• Maintain data quality, validation, and reconciliation practices sufficient for leadership to rely on reported figures without independent verification.Measures of SuccessFirst Three to Five Months
• Leadership and club operators use recurring reporting delivered in this phase to inform weekly operating decisions.
• Metric definitions are documented and agreed across finance and operations, and reported figures reconcile to the general ledger.
• Recurring manual Excel reporting in finance and operations is materially reduced.
• A costed roadmap for the data platform is delivered to the CFO, informed by the findings of the interim work.First Year and Beyond
• The warehouse is operational, integrations run reliably, and interim reporting has been migrated without loss of service.
• Corporate leadership and club operators have reliable, near-real-time visibility into unit economics and operational KPIs without dependence on manual reporting.
• Decision makers across corporate and club operations answer routine membership, billing, traffic, and labor questions through self-service reporting rather than through requests to finance.
• Recurring data and reporting requests from the sponsor are served by the platform rather than by one-off Excel work.
• New systems and new locations are onboarded into the data platform as FGC scales.
• The platform is documented and stable to a degree that its continuity does not depend on any single external vendor.Qualifications
• Demonstrated record of producing trusted reporting in a low-infrastructure environment, including building dashboards and analysis from exports, APIs, and flat files in advance of a data warehouse, and comfort with pragmatic interim solutions that are documented and repeatable.
• 5+ years of experience in data engineering, analytics engineering, or business intelligence, including hands-on ownership of a modern cloud data warehouse. Snowflake strongly preferred.
• Experience modeling data from a subscription or recurring-revenue business — membership or contract lifecycles, recurring billing and payment processing, and usage or attendance data. Experience with a membership management or consumer subscription billing platform is strongly preferred.
• Bachelor's degree in analytics, mathematics, management information systems, or a related field.
• Demonstrated experience personally building — rather than solely overseeing — data pipelines, transformation logic, and dashboards, ideally as the sole or lead data resource at a growing company.
• Strong SQL skills and working knowledge of ELT/ETL tooling (e.g., Fivetran, Airbyte, dbt), scripting in Python or a comparable language, version control, job scheduling and orchestration, and business intelligence platforms (e.g., Power BI, Looker, Tableau, Sigma).
• Experience integrating data from operational systems such as POS, payroll/HRIS, or ERP platforms. Direct experience with ABC, Paylocity, or Sage Intacct is preferred but not required.
• Ability to operate with a high degree of autonomy in a lean organization
• Ability to explain technical work simply, in plain language to business partners
• Experience in multi-unit retail, restaurant, fitness, or franchise environments is strongly preferred, given the unit-level economics this role supports.
• Strong business communication skills, with the ability to work directly with the CFO, CEO, and sponsor stakeholders, translate business questions into data solutions, and explain technical work in plain business terms.
• Demonstrated ability to translate business questions from non-technical decision makers into durable data models and reporting products rather than one-off answers.