In real estate and in business, opportunity is often invisible when it first presents itself. Success arises from foresight, which enables individuals and organizations to seize opportunities, sometimes by merely recognizing that this is the right place and the right time.

As you dust off your long-range plans and take a long look at your written goals for the near future, consider just how opportunities essential to realizing these goals will present themselves. Scientist Louis Pasteur said, "Chance favors the prepared mind." How have you prepared yourself to act on opportunities that emerge in 2008 and beyond? How observant are you?

Internationally-acclaimed squash professional Clive Caldwell admits he could not foresee his future when he began his first job in 1972 working at Toronto's Cambridge Club, but he was always ready to act when chance presented itself.

"I started totally from the bottom up -- when, at 21, I was working as a club squash professional," said Caldwell of his first opportunity. "It was the only place I could get a job. It was a very high-end, men-only club, that was started [at the same time] I got started. I was working there 6 months before the club opened, and after 3 years, I was offered 5% of the business, which I bought. The partnership built another 12 clubs over the period of a decade, and then the whole thing fell apart because the principal partners did not 'love' each other anymore, so they decided to break up."

Caldwell reacted to this first upset with determination. During years competing on the World Professional Squash Association Tour, Caldwell, exposed to a range of international fitness and athletic clubs, and a variety of management styles, learned to appreciate high-quality service and the best amenities. He put this insight to good use. Coupled with foresight, nurtured by his athletic training, this may have been a deciding factor in his success.

He worked his way into an ownership position, first with one downtown fitness club -- The Adelaide Club in the basement of First Canadian Place -- and then another.

By the early eighties, The Cambridge Club was in financial trouble. Responding to this opportunity, Caldwell partnered with local financial expertise to take this enterprise over. He ended up with two premium private clubs, a block a part, in the core of Toronto's financial district. Working as General Manager (GM) of both clubs for about 5 years, Caldwell saw memberships build to consistently sold-out levels.

Over his lengthy career, Caldwell earned a reputation for operating fitness clubs that people wanted to join and wanted to stay with. The remaining members of Canada's oldest athletic club searched Caldwell out to save their haven -- Montreal's MAA -- which had become decimated by Quebec's changing political climate. Under his leadership, The Club Sportif MAA grew from 400 members to about 3000, and was voted Canada's best fitness club by Readers' Digest in 2006.

Fitness and health clubs seem to be everywhere, so building on opportunity requires insight and decisiveness. Caldwell continues as GM of The Cambridge Club while acting as President of The Cambridge Group of Clubs, which also includes The Toronto Athletic Club. This Club, located on the 36th floor of another downtown tower, has recently undergone a C$3 million renovation and was almost sold out by early December 2007. In addition, The Adelaide Club celebrated its 30th anniversary and a C$2 million renovation to member accolades.

In the competitive world of fitness, Caldwell stresses significant distinctions for his four clubs:

• At a time when 'branding' seems to mean 'cloning a once-good idea,' Caldwell is adamant that his clubs share consistent high-quality service, but little else: "The four clubs we have all look very different -- there is no 'cookie cutter' club. I have been a member of a private club since I was five years old and I like the idea of operating these commercial clubs as private clubs. We market the clubs individually although we have put them in a network around the world."

• In private clubs, membership turnover is about 5 to 10% per year, but commercial clubs generally face membership changes of 30 to 50% or more. "In our case, we run from 10 to 25% per year and one of our clubs has the type of turnover of a private club."

• Caldwell advocates an under-35 reduced-fee strategy common in private clubs: "We charge by age because we do not believe a higher-priced, high-quality club is affordable for [those] 30 and under ... . Any organization needs to bring in fresh blood. We have an image and a way we function. We do have a range of ages -- it's nice that you have 25, 45, 65. We are not restricted to any age, which is quite private club-ish."

Gone is January's mass fitness sign-up, driven by New Year's resolutions. Health and fitness have become part of day-to-day life for a greater and growing proportion of the population. Improvements like this mean opportunity on many fronts. Do you know where to look for similar starting points in your industry or for the type of real estate you'd like to own?

Staying fit is an essential part of being ready to act. How else are you preparing to improve your life and your opportunities in 2008?

Have a Healthy Happy New Year!

Published: January 3, 2008

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Strategist and Futurist is The Catalyst -- intent on "Helping The Best Get Better." An internationally-recognized "new retirement" authority, PJ's research, writing and speaking programs focus on decisions Baby Boomers face to achieve a successful future. Author of 6 books, PJ knows that, since home is headquarters for the "new retirement," professionals and consumers need relevant knowledge and insights, along with solid decision-making skills, to protect and enhance this private oasis. As The Catalyst, PJ provides strategic communication, client appreciation and advanced education services to the financial, tourism, lifestyle and service sectors -- and the clients they serve. A frequently quoted financial and business commentator, PJ is a thought-provoking strategic speaker who offers practical, real-life suggestions on leaving "the box" behind and embracing Forward Thinking -- a talent she regularly demonstrates in this column. For more, visit TheCatalyst.com.