Spain’s Climbing Gym Sector Takes a Collective Step Toward Professionalisation
Spain’s indoor climbing industry has reached an important inflection point.
The inaugural National Encounter of Commercial Climbing Gyms, organised by Neko Escalada on 6th February in Logroño, marked the country’s first coordinated step toward full-scale industry professionalisation.
Held amid accelerated national expansion, the event brought together 60 key professionals, including 25 managers from some of Spain’s most influential climbing centres, representing 21 cities. For a sector that has grown rapidly but often informally, the gathering signals something deeper than networking: a conscious transition from sport-led entrepreneurship to robust, auditable business structures.
From Climbers to Entrepreneurs
A defining message of the conference was clear: the sector has “moved from being climbers to being entrepreneurs”.
Many Spanish facilities were founded by passionate athletes rather than career operators. That energy fuelled rapid growth — particularly following climbing’s Olympic debut, including a Spanish gold medal at Tokyo 2020 — but scale now demands structural discipline.
Discussions focused heavily on professionalising the financial narrative presented to banks and investors. Operators emphasised the need for audited accounts, realistic competitive analysis and strong KPI reporting.
EBITDA, recurring subscription revenue and churn rate are becoming standard metrics in board-level conversations. Distinguishing between transient visitors and monthly members is now viewed as critical to long-term stability.
Spain’s market is not yet saturated, but it is maturing — and operators appear determined to build financial credibility before external pressure forces it.
Expansion: Reaching the Other 95%
Despite strong growth, leaders acknowledged a strategic challenge: approximately 95% of Spain’s population still does not climb.
Current expansion remains largely organic, with 70–80% of new customers acquired through word of mouth. While that signals strong product-market fit, it also highlights reliance on internal community dynamics rather than broad-based demographic penetration.
The sector’s ambition is to democratise climbing — repositioning gyms as accessible lifestyle hubs rather than niche sport facilities. Cultural programming, cross-sport collaboration and improved onboarding experiences were all framed as tools to broaden appeal.
The next phase of Spanish growth may depend less on opening new walls, and more on converting new audiences.
HR: Stability as Strategy
Human resources emerged as the sector’s most vulnerable operational pillar.
Retention challenges — particularly among routesetters and instructors — have exposed the limits of informal management models. In response, operators are pursuing greater labour stability, with a stated goal of reaching 96% full-time contracts across teams.
Several centres shared success stories from implementing four-day work weeks (36 hours) to improve wellbeing and retention. Transparent salary banding structures, role clarity and formal performance systems were also highlighted.
The so-called “climber-worker” paradox — where staff passion for personal training can conflict with customer-facing duties — was openly addressed. Cultural clarity, particularly around safety and service priorities, is increasingly seen as essential.
The shift signals a move away from enthusiasm as a management strategy toward structured workforce planning.
Financial Solvency and Alternative Capital
Access to capital remains a defining challenge.
Spanish banks are still developing familiarity with the climbing gym business model. To overcome scepticism, operators discussed the need for stronger data, audited accounts and professional financial advisory support.
The conference also highlighted alternative capital routes. “Cuentas en Participación” (joint participation accounts) have emerged as a community-driven financing tool capable of mobilising up to €1 million without diluting governance control. Mechanisms such as reciprocal guarantee societies (SGRs) were also referenced as important bridges for newer operators.
This reflects a broader shift: Spanish gyms are no longer only opening through personal savings and small loans. They are experimenting with scalable capital structures.
Routesetting as a Commercial Product
Perhaps the most telling sign of maturity was the reframing of routesetting.
The “bloque comercial” — or commercial boulder — was defined not as an artistic creation but as a mass-consumption product. Its function is to manage progression, minimise injury risk and “manage customer happiness”.
A conscious departure from classic ‘old school’ setting, these problems prioritise ergonomic movement, accessibility and completion rates. High usage becomes a measurable indicator of success.
This customer-centric framing reflects a wider European shift: routesetting is no longer a solely creative output - it is at its core product design.
Children, Families and Operational Tension
The integration of children remains a structural tension point, as in many European markets.
Operators openly acknowledged the financial importance of school groups and birthday events, while recognising the friction they can create for core adult members. Strategies discussed included spatial segregation, clear supervision ratios and stronger parental responsibility frameworks.
Importantly, the conversation focused on coexistence rather than exclusion. Some centres are designing dual-use walls that can serve both children and adults, maximising usage per square metre.
The debate was pragmatic, not ideological — centred on operational sustainability.
Risk, Insurance and Legal Exposure
If there was one theme that carried urgency, it was risk management.
Spain lacks a fully specific regulatory framework for climbing gyms. In its absence, labour inspectors and courts may apply rules from adjacent sectors, increasing legal exposure in the event of serious incidents.
As a result, operators emphasised both active safety (design, supervision, training) and passive safety (documentation, insurance, compliance protocols). Higher liability coverage limits are increasingly viewed as non-negotiable, particularly as compensation awards rise.
Crucially, the conference identified national association-building as a strategic priority — not merely for networking, but to standardise safety frameworks and strengthen representation before regulators.
That shift from reactive to proactive positioning could define the next phase of the Spanish market.
Marketing: Product First, Tools Second
Despite increased adoption of CRM systems and digital tools, operators estimated that 70–80% of new customers still arrive via word of mouth.
The implication is straightforward: product quality remains the industry’s most powerful marketing driver.
That said, the conference reflected growing sophistication. Internal email marketing, churn tracking, cross-selling with adjacent sports and cultural programming were all highlighted. The ambition is to reposition climbing gyms as lifestyle hubs rather than purely sporting facilities.
Again, the emphasis was on ownership of customer data and relationships — reducing dependence on external platforms.
Why This Conference Matters
Industry conferences often produce incremental insight. This one signals structural change.
Spain’s indoor climbing sector is choosing coordination over fragmentation. By openly addressing finance, HR, safety, route setting and regulatory gaps, operators are reducing collective blind spots and accelerating learning cycles.
National gatherings create tangible value:
Shared knowledge reduces costly operational errors
Collective negotiation strengthens supplier and insurance leverage
Standardisation increases investor confidence
Coordinated advocacy improves regulatory clarity
For a market transitioning from entrepreneurial enthusiasm to structured industry, that is a decisive step.
Looking Toward 2027
The team at Neko Escalada plans to expand the 2027 edition of the event to include a B2B exhibition ecosystem alongside its roundtable format. A technical committee is also expected to formalise safety standards and best practice frameworks through ongoing virtual meetings. If delivered, those initiatives would represent more than event growth. They would signal consolidation.
Across Europe, the indoor climbing market tends to follow a recognisable path: rapid expansion, operational growing pains, financing friction, legal scrutiny and eventually collective organisation.
Spain now appears to be entering that final stage — deliberately and collaboratively. The market there is not just expanding, it is organising.
