Paula Comfort, founder of Hire Ground Talent (Photo by Evelyn Barsby)
By FitBizWeekly Staff
The fitness, health, wellness, and recovery sectors are entering a period of transformation—one where leadership, workforce design, and talent development are emerging as the industry’s defining competitive advantages. Few voices capture this shift more clearly than Paula Comfort, a long-time operator, talent strategist, and founder of Hire Ground Talent (HGT). With a career spanning club ownership, global wellness expansion, restructuring, recruiting, and leadership development, she brings a panoramic view of what fitness businesses need to succeed as they head into 2026.
“I’m not your average recruiter,” says Comfort. “I have been told I am a CEO/ COO whisperer and a straightforward career coach. I’ve served many chapters in my career, and my passion has always been people—optimizing performance not just in fitness, but in business and life.”
From Club Owner to Talent Architect
Comfort’s roots run deep in club operations. As a part-owner of a high-end fitness group for 18 years—scaling to 23 clubs across two brands—she learned firsthand the realities of staffing, leadership, and business evolution. Her professional journey later expanded into launching a global wellness brand, developing talent pipelines across continents, and running her own boutique studio. These experiences informed the co-creation of 360 Impact Group, which eventually evolved into Hire Ground Talent, where her work centers on guiding emerging leaders, advising C-suites, and shaping the next generation of fitness professionals.
“At HGT, we don’t just place candidates—we inspire them. We act as career counselors, helping individuals and organizations build meaningful, fulfilling careers.”
In her conversation with Liz Clark on the Shorts With Liz Clark video series, Comfort emphasized that the modern fitness workforce is no longer satisfied with transactional employment relationships. Instead, they are driven by purpose, well-being, and opportunity—factors she believes leaders must intentionally cultivate.
Why Talent Management Matters Now
The industry’s workforce reality is shifting—and quickly. Comfort highlights several challenges that operators are now navigating simultaneously:
- Post-pandemic recalibration STILL
- Gen Z expectations for meaningful career pathways
- Compensation pressures vs. cost of living
- Owner burnout limiting strategic focus
- M&A activity creating cultural uncertainty and displaced executives
Her message is blunt: people strategy is no longer optional—it is decisive.
Owner burnout is real. You can’t build great teams if you’re too exhausted to focus on your people.”
In the interview with Clark, she notes that the next era of staffing will be shaped by “talent architecture”—a strategic approach that intentionally designs how teams are built, supported, and led.
Retention Strategies That Work
With Gallup reporting that only 31% of employees are engaged, Comfort emphasizes that retention must be proactive. Beyond compensation, the most effective organizations are those creating workplaces where staff feel seen, supported, and valued.
Key strategies she outlines include:
- Employer branding backed by real employee experiences
- Delivering on promised growth and flexibility
- Personalized incentives that acknowledge life outside work
- “I Have an Idea” programs to empower innovation
- Culture-building rituals that deepen connection
- Regular, meaningful feedback
Sometimes the smallest gestures—an afternoon off, a thank-you lunch, or a simple hand-written card—keep talent from walking out the door.”
In her conversation with Clark, Comfort adds that high-performing workplaces are those that create emotional safety—a prerequisite for creativity, loyalty, and performance.
Building a Workplace That Attracts Talent
Comfort believes top workplaces share a set of defining characteristics:
- Structured professional development
- Programs that elevate emerging “rising stars”
- Empathy-driven, human-centered leadership
- Work-life balance perks, from PTO surprises to wellness retreats
- Wellness accounts and recovery tools that reinforce a culture of health
These aren’t “nice-to-haves”—they are expectations for the modern workforce. In the interview, she notes that candidates increasingly evaluate employers through the lens of longevity and lifestyle, not just job description.
Leadership Philosophy Drives Talent Management
Comfort emphasizes that the tone of a workplace is set by leadership behavior—not policy manuals.
“Leadership isn’t about telling people what to do—it’s about showing them what’s possible.”
She notes four pillars of effective modern leadership:
- Trust, respect, compassion
- Collaborative structures over hierarchy
- Talent optimization using assessment tools
- Emotional intelligence development through coaching, mentorship, and continuous learning
In her discussion with Clark, she points out that the next generation of leaders must be built, not hired—and that leadership development is one of the most overlooked investments in the industry..
Recruiting in the New Era
As hiring becomes increasingly competitive, Comfort sees leading operators leaning into:
- Unique employer branding
- Employee testimonial campaigns
- Strong social media presence
- Referral incentives
- Engaging part-time staff as part of long-term pipelines
- Leveraging AI for efficiency—without losing the human touch
She notes that in many cases, candidates choose employers based on mission and culture before reviewing the job’s technical details.
Aligning Talent Management With Wellness
Comfort argues that staffing and wellness are now inseparable. Employees expect employers to support well-being holistically, including:
- Recovery tools
- Mental health resources
- Meaningful PTO
- Flexible working arrangements where feasible
- Encouragement for personal wellness goals
This alignment strengthens culture, reduces burnout, and improves retention—especially among Gen Z and Millennials.
Culture Is the Foundation
Culture is the throughline in all of Comfort’s work. She emphasizes that leadership determines culture, and culture determines retention.
The best teams aren’t just recruited—they’re nurtured, developed, and inspired. Talent management and retention aren’t checkboxes—they’re the foundation of a brand’s success.”
Her final message to operators heading into 2026: talent is the engine of every fitness business. In an industry built on transformation, the greatest transformation ahead may be reimagining how we recruit, develop, and lead the people who drive our organizations forward.
Connect with Paula at HireGroundTalent.com.
