For owners, investors, and partner groups
You can read the P&L. You can't read the operation.
You had capital, you loved the sport, and you bought or built a facility as a cash-flowing asset. The statements are legible. What isn't legible is why the numbers look the way they do, whether your GM's explanation holds up, or which lever actually moves yield. You're evaluating an operating business with a real-estate brain.
Request the free diagnostic — a no-cost read on asset performance. Revenue per court, revenue per square foot, and where yield is being left on the table.
What you're telling yourself
- The courts are full and I'm still not making money.
- I don't know what I don't know about this business.
- I'm relying on a GM I have no way to evaluate.
- The pro forma said we'd be at X by now.
What usually brings people here
- The facility is underperforming the pro forma you underwrote
- Debt service is tighter than modeled
- You can't tell whether it's the GM or the market
- You're considering a second location
- You're thinking about an exit and the asset won't trade at your multiple
- Year two arrived and opening-hype revenue flattened
Before → after
- Underperforming membershipMembership revenue that tracks to plan
- No consistent acquisition systemA repeatable, forecastable demand engine
- Staff without clear rolesA management layer you can actually evaluate
- Revenue that swings by seasonPredictable seasonal cash flow
- Members churning without explanationRetention you can underwrite against
- Can't tell what's workingOwner-level visibility without owner-level hours
The proof
$9,000 → $75,000
A $9,000 engagement identified $75,000 in annualized new membership revenue — yield the asset was already capable of producing, framed as revenue per court.
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
“Will this undermine my GM?”
No. This is not an audit of your GM. The operating read gives you visibility into the asset and gives your GM better tools and clearer priorities than they have today. The clubs where this works best are the ones where the GM is in the room for the findings call.
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.