Digitalisation
Roadmaps

Why this exists.

MyFitness and Gym! are separate fitness brands with no shared systems, teams, or operations. The work behind their digitalisation roadmaps also happened at different times: MyFitness in 2024, Gym! in 2025.

While independent, both organisations faced a similar type of challenge: how to accelerate digitalisation in a structured and scalable way. That made it valuable to approach the analysis with a consistent method, even though the outputs remained fully separate.

Each brand required its own roadmap, built from its own context and constraints. Insights from earlier work informed later work, but no assumptions, solutions, or plans were shared across brands.

The goal in both cases was the same: to produce a credible, standalone digitalisation roadmap tailored to the organisation, robust enough to guide execution and meet external scrutiny where required.

How I built it.

The work was conducted independently for each brand, following the same structured approach.

For both MyFitness (2024) and Gym! (2025), I began with stakeholder interviews across management, operations, and customer-facing teams. The focus was on understanding how processes actually function in practice. Not documented workflows, but real day-to-day execution.

I then mapped current (as-is) processes across key journeys:

• Membership lifecycle, from sign-up to cancellation
• Club access and automation
• Customer support and communication
• Internal operations and reporting

Each organisation was analysed on its own terms. Experience from the earlier MyFitness work did help sharpen the analysis for Gym!, particularly in identifying common bottlenecks and patterns more quickly. But none of the outputs transferred.

That fed into a structured gap analysis for each brand individually, assessing:

• Process maturity
• Operational bottlenecks
• Fragmentation in systems and data

Based on this, I developed separate future-state (to-be) process models for each organisation. These were designed independently and tailored to their specific operating models.

Each model then informed its own phased roadmap, with initiatives prioritised by business impact, implementation complexity, and strategic fit. For Gym!, additional emphasis was placed on alignment with grant funding criteria.

What shipped.

The work resulted in two independent digitalisation roadmaps. One for MyFitness (2024), one for Gym! (2025).

Gym!'s roadmap was developed with funding requirements in mind and led to a successful grant from the Estonian Business and Innovation Agency.

In addition, each project produced:

• Clear as-is and to-be process documentation
• A structured and prioritised roadmap for implementation
• A strong foundation for ongoing digital development

While the roadmaps themselves are separate, the reuse of a consistent approach improved efficiency and strengthened the quality of both outcomes.

What I'd tell someone starting one.

Process mapping is a tool for alignment, not just documentation. It reveals gaps that rarely surface in day-to-day discussions. Take your time.

A strong roadmap connects strategy to execution. It should be concrete enough to act on immediately, while flexible enough to evolve with the organisation.