Racquet club growth, read like an operator
You're making six-figure decisions on a gut read.
I'll find $75,000 in annualized revenue in your club. If I can't, you owe nothing — and there's no pitch.
- Apply in 90 seconds
- I accept the club
- One 25-minute intake form
- Findings call in ten business days
Which one are you?
Pick your door — the read is free either way.
- 20 years at the Director/GM level — racquet clubs and luxury hospitality
- 20+ clubs run or advised
$9,000 → $75,000
Annualized new membership revenue delivered — reached at month three
Acquisition · Monetization · Tennis Club of Rochester
$11,340
From a lapsed-member list, one open house, and three emails
Retention · South Towns Tennis & Pickleball
151 registrations
~600 leads at $3 each. November sold out; January filled three months early.
Acquisition · Village Glen Tennis & Pickleball
Not an agency
An agency runs your ads. A vendor sells you software. I've sat in your chair — I see how acquisition, retention, staffing, and court utilization all pull on each other, and I build the system that makes them work together.
The three questions
Every club's growth lives in three places. Most owners can't answer all three.
- 01
Acquisition
Are you bringing in new members predictably?
- 02
Retention
Are you keeping the ones you have?
- 03
Monetization
Are your courts, programs, and pricing earning what they're capable of?
Courts are the asset
Every hour a court sits empty is revenue the building already paid for.
The growth system
Five steps, in order. Nothing gets fixed before it gets read.
- 01
Diagnose
Know exactly where your growth is leaking — before you spend a dollar trying to fix it.
- 02
Acquire
Turn on predictable member acquisition.
- 03
Retain
Seal the retention gap.
- 04
Monetize
Get more out of the courts you already own.
- 05
Systemize
Hand your team the playbooks so it runs without either of us.
- 01
Apply — ninety seconds, five questions
I read every application myself and accept the clubs I can actually help. Accepted clubs get the full intake form; nothing else is asked of you before that.
- 02
Ten business days
I score your club across Acquisition, Retention, and Monetization, plus the staffing and systems underneath them.
- 03
You get the number, and the plan to go get it
On the findings call I show you what I found and what it's worth. If it isn't at least $75,000 in annualized revenue opportunity, I tell you plainly. If it is, you decide what to do about it — including taking the findings and running them yourself.
Where $75,000 comes from
Four ways to the same number. None of them require a bigger building.
The courts you already own
Eight courts. Ten points of utilization — about five more booked hours per court per week — at $40 an hour.
≈ $77,000 annualized
One new member a week
Fifty-two net new members over twelve months at $120 a month. At a healthy $150 cost per acquisition, that's about $7,800 spent to build it.
≈ $75,000 annualized
The members you're already losing
A 500-member club at $120 a month, cutting monthly churn from 4% to 2.5% — roughly seven members a month you stop losing. You spend nothing to acquire them, because you already did.
≈ $65,000 in year one, and you exit at a higher run rate
Or — most likely — a little of each
Fifteen new members. Three more booked hours per court per week. One additional clinic block, twice a year.
$21,600 + $46,080 + $7,968 = $75,648
None of these is a heroic number. That's the point. $75,000 almost never hides in one place — it's four or five ordinary things running at 70% of what they should. The diagnostic tells you which ones, in your club, with your numbers.
Illustrative math at industry benchmarks — court utilization, $120 average revenue per member, and a $150 cost per acquisition. Your diagnostic runs these against your actual numbers.
Client voices
Real words from owners and directors I've worked with.
I have known Mike Manzella for multiple years, having personal and professional relationships with him. Over the years, we have worked in the same organization and when I became a vendor, we worked side by side to positively impact both organizations. Mike represents knowledge, integrity, innovation, and experience. He has been a pleasure to work with and has had a great positive impact on me and my organization.
Wojtek
Owner of ROGace
Having known Mike for over a decade in a professional capacity, I have found his knowledge and expertise in all aspects of the Tennis and Pickleball industries to be at the highest level. When I made the transition from a Staff Professional to a Director of Racquets, his help and guidance made the transition so much easier for me, which in turn improved the quality of the programming, staffing and overall quality of my club.
Wayne Martin
Director at ST Tennis & Pickleball
I've known Mike Manzella in the tennis industry for the past 17 years. Throughout this time, I've consistently sought his advice on career matters, coaching strategies, and various business and tennis-related topics. In 2025, when I had the opportunity to establish my own indoor tennis club in Lehi, Utah, I specifically reached out for Mike's consulting expertise. His extensive knowledge has proven invaluable in the process of building our club and structuring the business operations.
Jacob Hansen
Owner of Utah Valley Tennis Club
Your club could be here
I'm looking for one more results-based story to feature. If ProServe has helped you add revenue, improve retention, or run a cleaner operation, send me a note and I'll follow up.
FAQ
Questions I hear often.
Why this might not be for you
The diagnostic is free. Acting on it isn't.
If you're looking for someone to run your ads, this is the wrong call. I'm not an agency, and most of what I find has nothing to do with advertising.
If your membership model, your pricing, and your program mix are off the table — if the answer has to be “market harder” — I'll find the money and you won't be able to go get it.
If you need board or ownership sign-off and you don't think you can win that conversation, tell me on the findings call. Half my job is building the case you take upstairs.
And if you want a report to put in a drawer, you can have one. It just won't change anything.
But if you've been making six-figure calls on instinct, and you're willing to change how something works once you can see where the money actually is —
that's the whole point.
Start with the number