OSO Climbing Gyms · Flagship case study
Building a climbing community to 3,000 members
As a founding team member and Head of Experience at OSO Climbing Gyms, I helped build a community to 3,000 members. From 2019 to 2021, my work connected research, programs, brand, and the member experience. We launched in 2020 during the pandemic, placing community needs at the center of the experience.
[NEED FROM LOGAN: membership measurement date, baseline, and Logan’s specific contribution versus the wider founding team]
Context: OSO Climbing Gyms
OSO was a new indoor bouldering facility connecting climbing, fitness, and community in the Dallas area.
The challenge
Opening during the pandemic required patience, adaptation, and attention to the needs of members, employees, and partners.
The insight that changed the direction
A compelling experience depended on the whole organization, from programs and space to staff interactions and feedback.
Before / Observed context
A new facility needed to become more than a physical space.
After / Direction taken
A connected member experience supported by programs, research, staff, and a nurturing community.
What I did
- 01Build research and member feedback
- 02Connect programs, staff, and brand
- 03Grow a community to 3,000 members
Evidence status2019 to 2021; membership measurement context pending
- Built research and feedback into the member experience.
- Worked across departments on product offerings, programs, and implementation.
- Connected brand, customer advocacy, employee experience, and quality assurance.
Annotated screens and user flows
[NEED FROM LOGAN: approved annotated screens or user flow for OSO Climbing Gyms; include captions and delivery status]
Before and after evidence
[NEED FROM LOGAN: matched source artifacts showing the observed problem and the delivered or proposed response]
Outcomes and evidence
OSO grew to 3,000 members. The contribution was community building across the experience, rather than an isolated interface project.
[NEED FROM LOGAN: membership measurement date, baseline, and Logan’s specific contribution versus the wider founding team]
Reflection: decisions and trade-offs
The work balanced startup pace with the patience required to coordinate teams and respond to external constraints. Community feedback shaped decisions, and empathy for members and staff remained central.
[NEED FROM LOGAN: Logan’s specific retrospective on what he would do differently and the stakeholder alignment involved]