Two reformer Pilates studios in the Kansas City metropolitan area, five miles apart in adjacent Johnson County suburbs, trading as one business under a national franchise brand that passed one hundred studios in 2026.

Combined sales were $1,192,228 over the twelve months to 31 July 2026, against $1,108,589 for calendar 2025. Seller's discretionary earnings over the same twelve months were $338,085, a margin of 28.4%. Both studios were built new by the current owners, and 2025 was the first calendar year in which both traded for a full twelve months.

The revenue base is recurring. 440 memberships were active at 31 August 2026 and $66,554 was scheduled to bill over the following thirty days. Membership is roughly 74% of what the business takes in, billed on a schedule rather than re-earned class by class. The two rooms delivered 46,685 check-ins across 6,902 classes in the twelve months to 31 August 2026, filling 75.3% of scheduled capacity.

A general manager runs both sites day to day — scheduling, staffing, member experience and the front desk across the two locations. The owner teaches on the class schedule and is compensated separately from the earnings above, so a buyer who does not want to teach can hire that time and still underwrite to the same number.

$849,628 of leasehold improvements and equipment went into the two build-outs across 2023 and 2024, documented on the federal depreciation schedules. Both rooms are original to that work and the equipment came new with it. The capital-intensive part of a two-studio business is behind it, and the borrowings that funded it have been largely repaid and do not transfer.

The upside is in the schedule and the funnel. One studio schedules nothing between three and five in the afternoon while the other fills that same window at 76.6%. Introductory offers ran at 150 to 190 a month through mid-2025 and 36 to 51 a month from April 2026, while conversion held at 26.8% — the studios still convert the leads they get, so intro volume is a marketing input rather than a capital one. A third unit in the same county would run on a management layer that already carries two.

The owners are selling to focus on family and other business interests. They have committed to a transition period and to introductions to the franchisor, the landlords and the team. Full financial detail, including a diligence workbook, the monthly profit and loss statements and the filed federal partnership returns, is available to qualified buyers following execution of a confidentiality agreement.