For directors, GMs, and directors of racquets
You know the club. You don't have a benchmark.
You're never out of operational mode. You know your members, your courts, and your staff intimately — but nobody has ever shown you what good looks like for a club your size, and there's no room in the day to think strategically about it. So instinct is what you've got.
Request the free diagnostic. You send nothing — and you'll have findings you can take to your owner or board instead of asking for budget on faith.
What you're telling yourself
- I'm doing everything I can — I just don't know what else to try.
- Maybe this is as good as it gets for a club like ours.
- We tried that before and it didn't work.
What usually brings people here
- Membership numbers dropped below target
- A new competitor opened nearby
- A revenue shortfall heading into the off-season
- A board conversation that didn't go well
- You just lost a key staff member
Before → after
- Underperforming membershipA predictable acquisition system
- No consistent acquisition systemA funnel: beginner → regular → member
- Staff without clear rolesDefined roles with accountability
- Revenue that swings by seasonMetrics you can track and optimize
- Members churning without explanationA campaign playbook that outperforms
- Can't tell what's workingConfidence that decisions are data-backed
The proof
$9,000 → $75,000
A $9,000 engagement identified $75,000 in annualized new membership revenue.
Tennis Club of Rochester
- 20 years at the Director/GM level — racquet clubs and luxury hospitality
- 20+ clubs run or advised
The objection I hear most
“We tried that before and it didn't stick.”
Because it was one lever. An ad push, a new software, a new coach — dropped into an operation that was leaking somewhere else. The diagnostic reads the whole club first, so the fix goes where the money is actually falling out, and the playbooks stay behind after I'm gone.
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.