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The way India works out is changing, with fitness increasingly becoming a lifestyle rather than a routine. Vault by Virat Kohli is responding to this shift with a premium proposition that brings together infrastructure, training, technology and community. Mukesh Gogia, Founder of Vault, discusses the brand’s vision, franchise model, market learnings, competitive positioning and growth strategy.
What inspired Vault by Virat Kohli, and what gap does it address in India’s fitness and wellness market?
Vault was created with the vision of making fitness a more complete and engaging part of everyday life. We wanted to bring together high-quality training, performance, recovery, wellness and community in one experience, while creating a brand that could evolve with how people approach fitness today.
Why is franchising central to Vault’s expansion, and how will company-owned and franchise clubs evolve?
At Vault, we follow FOFO (Franchise-Owned, Franchise-Operated) model, which combines entrepreneurial ownership at the club level with the strength, consistency and expertise of the Vault brand. This allows us to scale the Vault experience efficiently while partnering with entrepreneurs who bring strong ownership and an understanding of the communities they serve.
The investment required to set up a Vault club typically ranges between ₹3–4 crore, depending on the location, area size and specific requirements of the club, with a minimum recommended area of 6,000 sq. ft.
Importantly, our role extends well beyond providing the brand. We support our franchise partners across the entire club lifecycle; from identifying and evaluating the right space, planning and setup, equipment procurement and vendor management, to hiring and training the team. Once the club is operational, we continue to provide support across training, processes, operations and execution to ensure that the Vault experience remains consistent across the network.
This model gives our franchise partners, the ownership and entrepreneurial drive to build their clubs, while Vault brings the brand, operating framework, expertise and systems required to scale sustainably. As we grow, our focus will remain on building a strong franchise network while maintaining high standards of experience and execution across every Vault club.
With 32 clubs, what have you learned across cities, and how will these insights shape future growth?
Expanding across different cities has taught us the importance of balancing consistency with adaptability. The Vault experience needs to feel recognisable across the network, while the way we engage with members and build communities must reflect the nuances of each market. These learnings are shaping a more focused and scalable approach to our next phase of growth.
What qualities do you seek in franchise partners, and what role should they play beyond financial investment?
We look for partners who understand that building Vault is about more than operating a fitness club. Strong ownership, operational discipline and alignment with our brand values are important to us; qualities that sit at the heart of our FOFO model, where franchise partners bring entrepreneurial ownership and Vault brings the brand, systems and operating expertise. Our franchisees are expected to be hands-on in maintaining the Vault experience and creating an engaged member community.
What is Vault’s strongest USP today: Virat Kohli, infrastructure, training, community, or overall wellness?
The strongest USP is the Vault experience itself. The Virat Kohli association gives the brand recognition and a strong point of connection, while the combination of training, performance, recovery, wellness and community gives Vault its identity. It is this integrated approach that sets the brand apart.
The Panipat launch recorded more than 250 memberships during the presale phase. What does this response tell you about the demand for organised premium fitness in Tier 2 and Tier 3 markets?
The response tells us that fitness is becoming a more important part of everyday life across cities of all sizes. Members are looking beyond just access to equipment and are seeking structured training, variety, community and an experience they can stay connected to.
Which cities, states or emerging markets are on Vault’s expansion radar for franchise-led growth?
We see opportunities across a wide range of cities, from established metros to emerging markets. The key is finding the right combination of consumer demand, growth potential and strong franchise partners who can uphold the Vault experience and build lasting communities.
How does Vault maintain consistent member experience, equipment, training standards and community culture across franchise clubs?
Consistency is built into the way we operate. We have clear standards across equipment, training, operations and the member experience, supported by ongoing processes and training for our teams. This extends from the setup stage; where we work closely with partners on space, equipment and vendor selection, through day-to-day operations and execution once the club is running. At the same time, we give each club the flexibility to build its own community, while ensuring the core Vault experience remains consistent across the network.
What are Vault’s three-to-five-year growth ambitions, and could it expand into recovery, wellness or lifestyle?
Our ambition is to build Vault into a leading fitness and wellness ecosystem in India. Alongside expanding our club network and geographic presence, we see significant opportunities across recovery, performance, wellness and lifestyle. Vault was also among the first to introduce dedicated recovery solutions within a fitness club environment, reflecting our focus on going beyond workouts and building a more complete ecosystem around the member. As we grow, our focus will remain on building a strong franchise network while maintaining high standards of experience and execution across every Vault club.
