Fitness for employees: how Push30 operates and why it entered Uzbekistan

IT Park
Uzbekistan and Spot engaged with the founder of the platform, Adil Gasimov, to discuss the inception of the company, the factors contributing to elevated sports expenses in Tashkent, and how the startup has become a vital component of corporate culture in the area.

Push30 is
an Azerbaijani startup focused on corporate fitness, founded in 2019. The company offers a B2B solution that allows employers to purchase subscriptions for their employees, granting access to a network of partner gyms, studios, swimming pools, and various wellness facilities through a single application. Push30 oversees all contractual and technical processes, eliminating the need for companies to negotiate agreements with individual clubs.

The concept
for Push30 emerged from a personal necessity — the quest for a convenient and flexible exercise option. What started as an internal solution to a specific company’s issue transformed into a scalable B2B platform.

Currently, the
service operates in Azerbaijan, Uzbekistan, and Kazakhstan and is preparing to expand into the Middle Eastern market. Its clientele includes major corporations, and the model remains B2B-centric: subscriptions are either fully or partially funded by employers.

In June,
Push30 secured
$300,000 from IT Park Ventures, raising the company’s total investment to $1.8 million. Its investors comprise Caucasus Ventures, Aloqa Ventures, Whitehill Capital, and angel investors from across the CIS.

IT Park Uzbekistan and Spot conversed
with founder Adil Gasimov about the origins of the venture, the rationale behind Push30's entry into the Uzbek market as one of the pioneers, and how the startup has integrated into the corporate culture in the region.

In 2019,
while working at one of Azerbaijan’s largest banks, I encountered the challenge of finding a flexible and convenient way to exercise. Gyms typically offered only annual memberships, had inconvenient schedules, and their locations often conflicted with my work and home.

I
approached HR with the proposal of providing fitness benefits for employees. The response was understandable — while they appreciated the idea, they lacked the resources to research clubs, negotiate agreements, and compare terms — a particularly resource-intensive task for companies with hundreds of employees.

This led me to ponder: why had no one developed a straightforward digital product that could link companies, gyms, and employees?

That was
the inception of Push30. We launched in the same year and quickly attracted market interest. However, the pandemic compelled us to pause our scaling efforts.

We maintained the team’s cohesion and continued to enhance the product.

Once the restrictions were lifted, Push30 experienced rapid growth. In the first year following the resumption of operations, we saw substantial increases in both our user base and partner gyms.

At the time of our launch, there were no similar solutions available in the market—neither B2B nor B2C. This situation presented both an opportunity and a challenge. On one hand, we faced no competition for market share. Conversely, we were pioneers in cultivating this culture: persuading companies of the importance of fitness benefits, training gyms to collaborate with corporate clients, implementing processes, and transforming mindsets. We believe we achieved success in this endeavor.

Financial Overview

Since its founding, Push30 has garnered around $1.8 million in investments. Our investors include Caucasus Ventures, IT Park Ventures, Whitehill Capital, and angel investors from the CIS. We connected with them through industry events, networking, and personal referrals, including links through Baku ID, accelerator programs, and business communities.

The funds have been allocated for market expansion in Uzbekistan and Kazakhstan, as well as for product and IT infrastructure development.

We have been a member of IT Park since our entry into the Uzbek market, which has allowed us to position ourselves as trustworthy partners with measurable traction and a clear growth strategy. This partnership led to a $300,000 investment from IT Park Ventures.

These funds are being utilized for expansion into new markets, growth in existing ones, and optimization of our product and IT systems.

On average, securing investment requires three to six months, depending on the maturity of the product, its stage, and the confidence of investors. Currently, we are undergoing due diligence with several potential investors and have already obtained binding and preliminary commitments that cover nearly half of the upcoming funding round.

Entry into Uzbekistan

Uzbekistan was the first market we entered beyond Azerbaijan. We chose this market after conducting thorough analysis. In 2023, the fitness market in Uzbekistan was valued at approximately 1 trillion UZS, with fitness service penetration remaining below 3%. We noted rapid growth in Tashkent, the rise of a fitness culture, and a developing startup ecosystem, albeit with limited product diversity. Uzbekistan was the first logical step outside Azerbaijan due to the cultural and value similarities among its people.

Following this, we expanded into Samarkand.

This development in Uzbekistan represents a logical evolution, propelled by the growth of the local fitness market, the establishment of new facilities, job creation, and the demand from our client companies in Tashkent.

The fitness market in Uzbekistan is growing, yet it is still in its early stages. Although there is a demand for quality gyms, there is a limited comprehension of how to establish a digital business. Our primary competitor is the entrenched practice of either using a single gym or not engaging in exercise at all.

The market also features 1Fit, which provides comparable services. However, we focus on different segments and do not consider them direct competitors. Instead, we view ourselves as participants in a collaborative ecosystem aimed at advancing the regional fitness market.

The introduction of our brand in Uzbekistan posed challenges — we started with no brand recognition and sales at zero. We assembled a team, clarified our product, and marketed ourselves without prior acknowledgment. Fortunately, local companies demonstrated a strong willingness to invest in employee wellness. Currently, 96% of our Uzbek clients fully subsidize subscription costs for their teams.

Our clientele includes prominent corporations in the financial, banking, oil and gas, and telecommunications industries. Additionally, we cater to small and medium-sized enterprises, particularly within the IT and innovation sectors.

Why Tashkent is more expensive than Baku

Fitness services in Uzbekistan tend to be pricier for several reasons. Firstly, the market is relatively new, with many gyms targeting the premium segment, which elevates average prices.

Secondly, market analysis in 2023 indicated unprecedented growth rates: in nominal terms, the market expanded by roughly 30%, with absolute growth surpassing 250 billion UZS. The total number of fitness facilities in the nation exceeded 1,000.

This growth was fueled not only by new openings but also by substantial price hikes — averaging nearly 15%.

Consequently, our packages in Uzbekistan are more costly: in Baku, the standard corporate subscription is approximately $60 per month, whereas in Tashkent it is $100. Nevertheless, our model has been tailored to accommodate local price sensitivity.

Our revenue is generated from monthly and annual subscriptions paid by client companies, while partner gyms receive compensation for employee visits.

We currently support over 15,000 active users in Azerbaijan and more than 3,000 in Tashkent and Samarkand.

The average user falls within the age range of 25 to 40, representing active professionals who work in an office or have flexible schedules.

The majority of our users are employees of large corporations who prioritize health and work-life balance.

Flexibility is a key aspect for our users: they appreciate the option to select from gyms, yoga studios, and swimming pools based on their mood, schedule, and location. Additionally, they value convenience, as it eliminates the need for multiple individual memberships.

Many of our users are individuals who have long desired to try a new sport but have been hesitant. Push30’s flexibility has allowed them to start training and explore activities that truly inspire them.

Each account is designated for a single user, with the end users of our service being employees. However, subscription choices are made by their employers. Notably, companies frequently respond to employee demand, meaning that staff interest plays a significant role in the decision-making process.

Consequently, our marketing efforts target not only HR departments and executives but also employees. We strive to ensure that employees recognize the value of the product and stay engaged. To facilitate this, we conduct meetings with client teams, provide detailed explanations of the product, address inquiries, and, when requested, include representatives from our fitness partners. This approach enhances communication, making it more interactive and effective.

Our clientele includes SOCAR, BP, all members of the “Big Four,” BCG, and numerous others. Our primary focus is on B2B, as the corporate sector allows for more stable and rapid scaling while fostering robust partnerships with gyms.

In contrast to B2C, we do not inundate gyms with occasional users. Instead, we connect companies and provide a financially stable, previously untapped audience of employees who would not typically join gyms.

In certain instances, we also utilize a B2B2C model, where companies partially subsidize subscriptions and employees pay the remainder. However, we limit these cases, as complete employer coverage leads to significantly higher engagement and overall program effectiveness.

The market currently suffers from a lack of transparency. Numerous gyms and services do not adequately disclose pricing, service terms, or capabilities, which fosters mistrust and complicates decision-making.

Customer experience is often inconsistent. The industry lacks standardized service protocols — from booking ease to client support — which results in diminished loyalty and retention.

Additionally, there is a deficiency of modern digital solutions. Many fitness centers continue to depend on outdated systems, lack mobile applications, and are not integrated with corporate services, hindering user convenience and management efficiency.

Furthermore, there is a lack of adequate effort from both the government and businesses to foster a culture of wellness. Few initiatives promote healthy lifestyles and physical activity, especially within corporate environments. Increased awareness of the benefits of wellness, along with supportive actions from both public and private sectors, is essential.

Collaborations with gyms progressed relatively smoothly; we provided them with new clientele, utilized off-peak hours, and they quickly acknowledged the advantages of our partnership.

Engaging with companies proved to be more complicated. They need to allocate budgets, which necessitates viewing employee wellness as an investment rather than a cost. We held numerous meetings and presentations, establishing trust through direct interaction. Once companies became involved, the advantages were immediately evident, and most have continued as long-term partners.

Gaining user loyalty was also crucial. Given that the concept was new, it was vital to illustrate the benefits of flexibility, variety, and self-care. Currently, many employees in Azerbaijan regard Push30 as an essential benefit when selecting an employer. This demonstrates the trust and standards we are cultivating.

Who is behind Push30

Initially, Push30 was comprised of myself and my co-founders. Today, the company employs over 70 individuals across three markets. The success of Push30 is attributed to our collective efforts. Each team member plays a significant role, and the high degree of commitment and accountability is particularly valuable. Everyone treats the company as if it were their own, which is uncommon, and this sense of ownership propels progress even in challenging circumstances.

We are contemplating the launch of an employee stock option program in the near future. This represents a logical next step considering our growth stage and plans for further expansion.

In Uzbekistan, we began with three employees. Now, our Tashkent office has a team of 17, including local personnel in sales, partner relations, and other essential positions.

As with any startup, priorities, processes, and tasks shift rapidly. This can be demanding, particularly in new markets where we frequently encounter resistance. Therefore, we place a high value on flexibility, adaptability, determination, and persistence. Success does not always come quickly, but accountability is vital: we look for individuals who take ownership, accept responsibility for outcomes, and see tasks through to completion.

Push30 emphasizes several key performance metrics.

First, active users.

This indicator is closely associated with seasonality — in the majority of markets, fitness activities peak during January and February, while experiencing a decline in July and August. With this understanding, we offer a broad array of options — ranging from yoga and dance to swimming pools and rehabilitation centers — to guarantee that users can discover appropriate activities throughout the year and for any mood. Currently, across our three markets, we have more than 18,000 active users.

Secondly, partner and client retention is equally crucial as user metrics. We take pride in the fact that approximately 90% of gyms and companies that have collaborated with us in the past continue to be our partners today. This is indicative of a strategic approach to partnerships and exceptional client support.

Naturally, financial indicators are also essential, including gross margin and the trajectory toward profitability. We assess the effectiveness of our business model in every market we operate in, aiming for sustainable growth.

The MENA region represents our next significant opportunity. We have already established a company in Saudi Arabia and have held numerous meetings with potential partners and investors.

When Push30 becomes the benchmark for corporate wellness in the region, we will confidently regard ourselves as a “large company.” When HR departments in any organization declare: “We need Push30 — otherwise people will not join our company.”

Perseverance during challenges

There are, of course, challenging times. However, I persist in moving forward, motivated by several key factors. Foremost among them is the mission of Push30 — our team is committed to transforming the region and beyond, enhancing people's health and helping them discover sports they truly enjoy. We have ambitious plans to create a comprehensive ecosystem that will further enhance user wellbeing.

The second motivating factor is my team. Each time I enter the office and observe these driven, dedicated professionals, I am reminded of the magnitude of what we are building and the potential for success with such individuals alongside me. This fuels my determination and inspires me to persevere.

I have evolved alongside my business. Over time, I have become more composed and calm. I have developed maturity and strategic thinking. I increasingly rely on data rather than intuition alone. I have learned to build teams in new markets and to trust both individuals and processes. Most importantly, I consistently return to the core essence of the product and maintain focus, even amidst distractions and concurrent tasks.

If you are embarking on your own business journey, learn to embrace challenges.

A startup is characterized not by the lack of challenges, but by its capacity to address and resolve them. The essential factor is to stay concentrated and progress gradually, one step at a time.