"I saw that gyms weren't the sort of place women wanted to go to. [At my gym] there was an unpleasant aroma, weights lying around and a grubby atmosphere. The walls had either men's body building photos or raunchy women's body building photos. I envisaged a girls' club with lovely things women appreciate – like fresh fruit, or flowers," she says.

Her instincts proved correct. Today, more than 70 clubs host 68,000 members across Australia, and Fernwood turns over more than $75 million, earning it regular appearances on Business Review Weekly's list of Australia's top 10 fastest-growing private companies.

Now mostly run as a franchise (about 10 clubs are company-owned), Williams is the direct boss of the 50 staff at head office.

"If you get the right people in the first place, your job as a boss is easy. If not, you have to have an uncomfortable conversation, as it can upset the apple cart if you just leave them there when they don't fit the culture," she says.

While years developing the business has seen her grow confident in her own decisions, Williams still prefers a consultative approach.

"I like to get advice and second opinions, especially from people in the team. I think that's why my staff members have an ownership mentality; they're contributing to the future of the business," she says.

CURRICULUM VITAE

Name: Diana Williams.

Current position: Founder and chief executive, Fernwood.

Responsibilities: Ensuring the brand remains relevant, vibrant and a market leader in an ever-changing landscape.

Education: · Girton Church of England Girls Grammar School, Bendigo.

Additional training/courses: · Certificate of Business (accounting), Bendigo Tafe.

Professional associations: · Franchise Council of Australia.

· Weight Management Council of Australia.

· Fitness Australia.

Honourable mentions: · Australian Businesswomen's Hall of Fame, 1999.

· Franchise Council of Australia Hall of Fame, 2007.

· Fitness Industry Roll of Honour, 2013.

· Australian Telstra Business Woman of the Year, 2005.

Strength: When I first started, I was a different kind of boss, doing everything myself. As the business has grown, so have I, and I've been able to hire a high standard of person. They're all very self-sufficient. My role is just to share my vision and mentor them to grow and develop.

Weakness: I'm no longer gullible or naiive; sometimes you become a bit more cynical as you get burnt a few times. I'm not sure if that's a weakness or strength.

Management style and tips: I'm a collaborative boss. I give direction, but not by micromanaging.

Work motto: The one I've stuck with for years is: "98 per cent of the things you worry about never happen."