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Name: Stephanie Altenburger
Title: Founder & CEO
Company: Thrive Venture Group
No. of units: 28 Orangetheory Fitness, 3 Restore Hyper Wellness
Age: 41
Family: Husband Kurt, son, Gavyn, 12, and daughter, River, 6
Years in franchising: 10
Years in current position: 10 as an Orangetheory franchisee; 3 as founder/CEO of Thrive Venture Group
Stephanie Altenburger’s knack for leadership showed up early. She landed her first job at Jamba Juice at age 15 and became the company’s youngest general manager two years later.
“I took ownership of the store and saw the only limits were the ones I placed on myself,” Altenburger recalls of being a 17-year-old general manager. “I always had leadership skills, and it showed up there. I remember thinking to myself, ‘Wow, I am responsible for what happens within these four walls. This is my baby. I am running a store, and I can’t even vote yet.’”
Altenburger’s drive and success with the store impressed Jamba Juice’s CEO, who moved on to Club One Fitness and offered her the general manager role at the brand’s flagship location in San Jose, California, when she was 21. She eventually left California’s Bay Area to move to Cleveland and was determined to bring a fitness concept to Northeast Ohio.
When a colleague introduced her to Orangetheory Fitness, the concept perfectly aligned with her vision. “It scared and excited the heck out of me,” she says. Altenburger knew nothing about franchising and was concerned about how her strong-willed management style would fit within an established system. With the help of her husband, Kurt, they invested their life savings into the plan and went all in on Orangetheory.
“It was a big risk,” Altenburger says. “I told my husband, ‘If this doesn’t work, we lose everything. If it does work, everything we envisioned will become possible.’ Once we committed to it, there was no other option than to win.”
After initially signing on as an area developer, Altenburger exceeded the development goals by opening 20 studios in the first three years. In 2023, she founded Thrive Venture Group, which currently owns and operates 28 Orangetheory studios across Ohio, West Virginia, and Arkansas. She also supports an additional 24 locations as an area developer and added three Restore Hyper Wellness franchises to her portfolio six years ago.
Altenburger credits a strong culture that prioritizes
the empowerment and development of company leaders and more than 300 employees throughout the Thrive system. She says team members hear from her nearly daily with words of encouragement, honesty, and transparency regarding performance and the company’s plans for the future. She takes a consistent approach to developing people, building trust, and creating a culture of accountability and care.
“I lead by example, and it is something I practice daily,” Altenburger says. “We create leaders who have the same characteristics and show up even stronger for the team. That is where culture hits. I want my legacy to be that we grew by being dedicated to our people, who are the leadership team, employees, and Orangetheory studio members.”
First job: I worked the counter at a Jamba Juice when I was 15 years old.
Formative influences/events: Early in my career, I wasn’t surrounded by inspirational leaders. In fact, many of my direct leaders showed me exactly what I didn’t want to be. Their lack of vision and connection became the foundation for how I chose to lead differently. I learned the importance of empathy, communication, and accountability not by observing excellence, but by recognizing the void and deciding to fill it. That experience shaped my leadership philosophy that people come first and culture drives everything.
Key accomplishments: In 2023, I founded Thrive Venture Group, which quickly became one of the top 10 platforms in the Orangetheory system. We currently own and operate 28 studios across multiple states. This accomplishment came from a desire to chart our own path and believe in our strength as operators and community partners. Rather than following the traditional private equity route, we partnered with incredible family office investors who believed in our passion, experience, and vision to build a strong, people-centered portfolio. It represents not just growth in scale, but growth in leadership, innovation, and impact.
Biggest current challenge: Continuing to scale while maintaining the same level of culture, care, and connection that got us here. Growth is exciting, but it also requires intentional focus to ensure every studio feels supported and every member feels seen.
Next big goal: To expand our reach through Thrive Venture Group and hit the 40-studio milestone while continuing to build a leadership infrastructure that develops and empowers people at every level.
First turning point in your career: I’ve had many points in my career that felt like opportunities to pause, reflect, and push forward, but the biggest turning point was opening our first Orangetheory studio in Rocky River, Ohio. It was the moment that changed everything and proved what was possible when vision, belief, and execution all aligned. We went from vision to reality and sparked a passion to grow something bigger than ourselves.
Best business decision: Believing in myself and my husband. We invested our entire life savings to bring Orangetheory to the Cleveland market. It was a leap of faith that set the foundation for everything that came after in an industry that we love. That passion for health, wellness, and human potential continues to drive every decision we make.
Hardest lesson learned: That success isn’t linear. There are peaks, valleys, and lessons in every phase of growth. Learning to navigate uncertainty with grace and persistence has been invaluable. I’ve also learned that the energy and determination to keep moving forward no matter what challenges arise are just as important.
Work week: No two weeks are the same, and my work week isn’t confined to a Monday through Friday schedule. My focus is split between strategy, supporting network franchisees, and partnering with the franchisor on projects and pilots that strengthen the system and drive continued development. It’s a balance between leading my own team and contributing to the broader Orangetheory ecosystem. We all win together.
Exercise/workout: Orangetheory, always. I make sure to have some sort of physical activity at least three times per week.
Best advice you ever got: “Success doesn’t come from what you do occasionally; it comes from what you do consistently.” It is something I heard expressed in different ways over the years. That’s the foundation of how I lead and live. My team will tell you that consistency is a word they hear from me often. It’s the foundation of everything we do in leadership, culture, and results.
What’s your passion in business? Developing people. There’s nothing more rewarding than seeing someone grow from a frontline role to leadership and knowing their confidence, career, and life have all changed because of it. I’ve been humbled, and I am grateful to experience this several times within my organization. It’s what continues to fuel me to keep going. Watching others rise has become my greatest measure of success.
How do you balance life and work? I’ll be the first to admit that I haven’t always been great at it. It’s often been one of my biggest challenges because I truly love what I do every day, and I equally love living life with my family and experiencing all the fun and craziness my kids bring. Finding balance has meant learning to be intentional with my time and presence, giving both my work and my family the best version of me wherever I am. The only way I can truly be intentional is by trusting my team to show up powerfully, so I don’t feel like I always need to be plugged in. That trust allows me to step back when needed and focus on what matters most both personally and professionally.
Guilty pleasure: Coffee every morning and the occasional reality TV night when I need to unplug.
Favorite book: This year, it is The CEO Only Does Three Things by Trey Taylor. It’s a great reminder that leadership boils down to clarity of purpose and focusing on people, culture, and numbers. It reinforces my belief that simplicity and consistency in leadership drive long-term success.
Favorite movie: I don’t have a single favorite movie. I tend to enjoy anything that makes me think, laugh, or feel inspired in a new way.
What do most people not know about you? Most people wouldn’t guess that I’m actually a pretty good drawer.
Pet peeve: Excuses. I believe there’s always a way forward if you’re willing to take ownership.
What did you want to be when you grew up? An architect. I’ve always loved design, structure, and the idea of creating something lasting from the ground up. While I didn’t pursue architecture in the traditional sense, that same passion carries into how I approach business. I take great pride in building strong foundations, designing scalable systems, and structuring teams in a way that supports growth and sustainability. In many ways, I still see myself as an architect of people, culture, and business.
Last vacation: Spring break 2025 with my family to Disney World. Great memories!
Person you’d most like to have lunch with: Businesswoman and philanthropist Sara Blakely. She’s a master class in believing in yourself, building something authentic, and leading with both purpose and heart.
Business philosophy: Lead with people, purpose, and performance in that order. I believe that when you develop people, build trust, and create a culture of accountability and care, performance naturally follows. A strong business starts with strong leadership and authentic relationships.
Management method or style: Empowerment and accountability. I believe great leaders don’t create followers; they create other leaders. I empower my team to make decisions, take ownership, and think like business owners, but I also believe accountability is essential. Empowerment without accountability creates chaos. Accountability without empowerment stunts growth. The balance between the two is where teams thrive. That’s why I chose to name our company “Thrive.”
Greatest challenge: Balancing the scale of growth with maintaining deep cultural roots within our ecosystem. As our organization expands, ensuring that every studio still feels connected, valued, and supported is an ongoing and intentional effort.
How do others describe you? Driven, focused, and passionate. I think they would also say I’m approachable and always there to listen. I have high standards but also genuine care.
Have you ever been in a mentor-mentee relationship? What did you learn? Yes. I’ve learned that the best mentor-mentee relationships are built on mutual growth. As much as I’ve been able to pour into others, I’ve learned just as much in return. Great mentorship sharpens both people involved.
One thing you’re looking to do better: To continue refining communication and alignment as our organization grows. With so many teams spread across multiple markets, ensuring clarity and connection takes consistent effort and creativity.
How you give your team room to innovate and experiment: You need to be clear on the vision, understand the “why” behind what we are building, and trust leaders to take risks and try new things. My team knows our goals. They hear them often, and they understand that achieving them requires curiosity and the willingness to experiment.
How close are you to operations? While I’ve built a strong leadership team, I still stay connected to the field. You can’t lead effectively from always being behind a desk. I try to balance my intentional office time with being present where the work happens in the studios.
What are the two most important things you rely on from your franchisor? Alignment and innovation. Orangetheory’s commitment to evolving program design, technology, and member experience ensures that the brand stays relevant and strong. I also value the partnership and open dialogue between franchisees and the franchisor. Collaboration and effective listening are what make the system successful.
What you need from vendors: Consistency and partnership. I value responsive and proactive vendors who understand our pace and scale and operate with the same integrity and urgency that we do. I don’t look for transactional relationships. I look for long-term partners who share our commitment to excellence and being a part of our growth.
Have you changed your marketing strategy in response to the economy? How? Yes, of course. But it’s not only because of the economy; it’s also in response to shifting consumer sentiment. We’ve leaned into influencer partnerships in the digital space, finding authentic ways to connect with our prospective members through voices they follow and trust. At the same time, we’ve also returned to grassroots marketing by being out in our communities, building relationships, and creating experiences that reflect who we are. That’s how we built our brand. It’s part of our DNA, and while we got away from it for a while, we’ve made it a priority once again.
How is social media affecting your business? Social media has shifted over time, but it continues to play an important role in how we connect with our communities. It allows us to amplify member stories, celebrate our studio culture, and strengthen our digital community. That said, what happens inside our studios is far more powerful. It’s where the real transformation and connection take place. Social media helps us share that story, but the in-person experience is what truly transcends and drives lasting impact.
In what ways are you using technology (like AI) to manage your business? We use a variety of technology and software tools provided by our franchisor to analyze our business, identify trends, and provide the data we need to make informed decisions. While we haven’t tapped deeply into the AI space yet, it’s something that genuinely intrigues us and that we’re eager to explore, especially from an optimization standpoint. We’ll always be a human-to-human business, and that’s what makes us so special and different. But we also recognize that AI has the potential to simplify back-end processes, enhance efficiency, and free up more time for our teams to focus on what matters most: our people and our members.
How do you hire and fire? We hire for the role. We hire for attitude, culture, and accountability. Skills can be taught, but alignment with our values and work ethic cannot. I believe in hiring people who have passion, curiosity, and a relentless desire to grow. On the other side, when someone isn’t the right fit, we handle it with transparency and respect. My philosophy is simple: Don’t surprise people. Communicate clearly, coach consistently, and when it’s time to part ways, do it quickly and with dignity.
How do you train and retain? Employee retention comes from connection. A key part for us has been building a strong middle management layer that focuses on workshops, continued education, studio visits, and hands-on coaching for our teams. This not only strengthens our culture, but also creates consistent growth opportunities at every level of the organization.
Retention comes naturally when people feel valued, seen, and supported. When our teams are winning, employees are rewarded, and they bring enthusiasm into everything they do. It’s equally important to recognize progress, not just outcomes, because that’s what builds confidence and long-term success.
How do you deal with problem employees? Most performance issues come from a lack of understanding or connection, not intent. First, I have an honest conversation to uncover the “why.” If alignment can’t be reestablished during that conversation, then we move forward decisively. Every person we keep or separate with shapes not only our culture, but also how our team views what is acceptable and unacceptable within our space, so those decisions have to be thoughtful and intentional.
Fastest way into your doghouse: Lack of accountability and lying. Mistakes are fine, and they are part of growth. But dishonesty or avoiding responsibility erodes my trust quickly. Once I lose trust, it’s not likely you will earn it back. We’re a team that values integrity and ownership. We own our outcomes, good or bad.
Goals over the next year: Our primary goal is to continue expanding through Thrive Venture Group while deepening the quality of leadership within our existing studios. Hitting the 40-studio milestone remains a top priority, but equally important is strengthening our operational systems, community footprint, and culture so that we scale with excellence, not just size.
Growth meter: How do you measure your growth? I measure growth beyond just revenue. For me, it’s about leadership depth, retention, and team development. I want to know our people are advancing, our members are thriving, our studios are performing consistently, and our business is growing. It’s also about growing our membership base because that means we’re reaching more people and introducing them to our life-changing brand that truly provides people “More Life.” We are our members’ partner in longevity, and we take that responsibility seriously while striving to share it with as many people as we can.
Vision meter: Where do you want to be in five years? 10 years? In the next five to 10 years, I want Thrive Venture Group to be a recognized leader in franchise operations not only within Orangetheory, but across our industry.
Do you have brands in different segments? Why/why not? Right now, Thrive is focused on Orangetheory and strengthening our impact within that brand. That said, I’ve personally diversified in the wellness and recovery space through Restore Hyper Wellness, which complements our fitness operations and broadens our influence in health and performance locally in Cleveland.
How is the economy in your region(s) affecting you, your employees, your customers? The economy has undoubtedly affected our team members, which is why we’ve adjusted some of our compensation structures to better support them through the changes. It has also impacted our members, which makes the experience and sense of community we create inside our studios more important than ever. Those connections are what keep people committed, especially when times are uncertain. It’s critical that our brand message and in-studio experience clearly communicate the value of Orangetheory and that what we offer goes far beyond a workout. It’s a lifestyle investment with guaranteed results both physically and mentally.
Are you experiencing economic growth in your market? Yes. It varies by region. What we’re seeing overall is steady demand for wellness and fitness, which continues to be a top priority for many people post-pandemic. That is also creating more competitors in our markets.
How do changes in the economy affect the way you do business? Economic shifts push us to be more efficient, strategic, innovative, and focused. We look closely at spending, optimizing operations, and staying proactive with marketing and member retention. The key is to stay flexible without losing sight of who we are.
How do you forecast for your business? We use a blend of historical data, real-time performance trends for Thrive and the Orangetheory franchise network, and the impact of innovation projects. We also rely heavily on communication with our leaders and our teams because numbers tell part of the story, and people tell the rest.
What are the best sources for capital expansion? For us, it’s been our family office partnerships. We chose this route intentionally over private equity because we wanted partners who believed in us, our leadership, and our long-term vision. That alignment has been key to our growth.
Experience with private equity, local banks, national banks, other institutions? Why/why not? Yes. We’ve built strong partnerships with all the above, and it has allowed us to ensure we are able to keep our studios best in class with updates and upgrades. We value these partnerships and relationships. We keep communication lines open to ensure we are doing the best for our business at all times.
What are you doing to take care of your employees? We invest in development/training, benefits, and employee recognition. We have invested in a deep management team to be present for our team to support, inspire, and mentor. When people feel valued, supported, and seen, they bring their best selves to work, and that energy flows right back to our members. Taking care of our employees is as much about providing servant leadership as it is offering a laundry list of benefits.
How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We’re managing those increases by focusing on efficiency, retention, and leadership development. Reducing turnover and empowering internal growth create stability, which offsets some of the cost pressures. During distressed times, it takes even more effort and intentionality to ensure we don’t lose sight of these priorities.
How do you reward/recognize top-performing employees? We make it a point to celebrate not only results, but also effort, leadership, and impact. Whether it’s public recognition, employee of the month, career advancement, or incentive programs, we want our top performers to feel seen and appreciated. Winning should feel great for everyone.
What kind of exit strategy do you have in place? Right now, my focus is on growth and legacy building. My goal is to create a business that’s sustainable, scalable, and empowering for the people within it. If there’s ever an exit down the road, it would be one that honors our people, our brand, and the culture we’ve worked and continue to work so hard to build.