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The sport of climbing is rapidly gaining traction both in the United States and globally. Once considered a niche activity, it has become an exciting feature of the Olympic Games, inspired an Academy Award-winning documentary, and experienced a remarkable surge in the establishment of indoor climbing gyms, which have doubled in number across America in the past 15 years.
A driving force in this climbing renaissance is Anne-Worley Moelter, the CEO of Movement, the largest network of climbing gyms in the United States. In a recent conversation, she shared her journey navigating the male-dominated climbing industry, providing insights for entrepreneurs aiming to thrive in their own business ventures.
What prompted your initial interest in climbing?
My career began in tech, but I quickly realized it wasn’t the right path for me. I transitioned into the climbing and fitness arena and have been dedicated ever since. Relocating to Boulder, Colorado, I secured a position as the assistant manager at a local climbing gym. Alongside my husband and a friend, we took over a bouldering competition series known as the American Bouldering Series. We later merged it with the U.S. Competitive Climbing Association, forming USA Climbing, which serves as the national governing body for competitive climbing in the U.S.
Was launching your own climbing facility a natural progression for you?
While managing the U.S. youth climbing team, I had the chance to visit various gyms across the country and internationally. Observing these facilities taught my husband and me first-hand about what constitutes a successful gym, especially during a time when social media was not yet prevalent. Upon our return to Boulder, we recognized the opportunity to create something truly innovative and state-of-the-art.
What innovations did you introduce at your gym?
Back then, many gyms were compact and located in warehouse districts. We acquired land in Boulder and collaborated with an architect who was also a climber to design a welcoming space. Our facility features abundant natural light from 22 skylights and larger open areas. Unlike many gyms designed solely for quick access, we incorporated a spacious seating area for socializing, as climbing often involves significant rest periods. Additionally, we established dedicated yoga and fitness studios, addressing the gap that existed in many facilities at the time.
When did you notice substantial growth in your gyms?
As Boulder gained popularity, we recognized the potential to expand climbing access to other communities. In 2014, we opened our second gym in Denver, quickly followed by others. Our momentum accelerated significantly in 2019 when we merged with EL CAP, which had previously acquired Planet Granite and Earth Treks, further enhancing our growth trajectory.
What was the significance of your merging decision?
Operating as a small, independent company allowed us to grow, but it was typically at a slow pace—one gym every couple of years. By merging with a larger entity, we believed we could accelerate our expansion, positively impact more communities nationwide, and create enhanced opportunities for our team. When the time came to consolidate our identity, everyone involved agreed that “Movement” was the most fitting name.
How has the climbing gym landscape evolved since your opening?
When we opened in 2009, there were roughly 300 climbing facilities in the U.S. Today, that number has more than doubled. In the past, a gym achieving 500 or 600 daily check-ins was exceptional. Now, some of our locations routinely see 1,200 visitors in a single day, indicative of the dramatic growth we’ve experienced over the last decade and a half.
Does the fear associated with climbing influence your approach to business?
Ironically, I was once afraid of heights. Today, running a climbing gym is my profession! Business ownership comes with its own set of daunting moments. We opened our Boulder location in 2009, coinciding with the aftermath of the 2008 recession. Launching a gym during summer—arguably the worst season for it—in a market already occupied by two climbing facilities was risky. I remember isolating myself in my office, questioning our decisions and whether we’d be able to sustain our mortgage. However, our extensive experience in the industry equipped us with the necessary knowledge to manage our challenges, and as climbers ourselves, we could effectively connect with our community and guide our business toward success.
What misconceptions do people have about starting a business?
You might not agree with my viewpoint, but I believe you don’t need a concrete business plan to get started. What is essential is the hands-on experience you’ve accumulated—those 10,000 hours—and the support of those around you. While it’s crucial to have a structured concept and vision, you may encounter situations where you must act before the paperwork is finalized. My advice is to trust in your idea, experience, and team, and take the leap to build your business as you go.
Have you received memorable advice from mentors throughout your journey?
A mentor once imparted invaluable wisdom that continues to resonate with me. He said, “You will face setbacks, often repeatedly. When you find yourself down for the ninth time, remember what motivates you to rise again for the tenth.” This mantra has become a guiding principle for Movement. Our mission to uplift communities and enhance the lives of those who visit our gyms drives our commitment and success.
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