Direct and interim management of golf clubs, sports clubs and hotels
Direct and interim management, with the team already in place.
Owner-Minded Management™
Owner-Minded Management™
Some assets need someone in charge for a period: an opening, a transition, a recovery. When we manage directly, daily choices on people, pricing, maintenance, suppliers and service are made with the value of the asset in mind, working with the team already in place.
Run the day to day
We manage the operation with the team already in place.
Budget and dashboard
An annual budget, a monthly report and a weekly dashboard the team can act on.
Sales and membership
Commercial and membership plans that fill the asset without cutting its price position.
Procedures and training
Procedures and training by department, so that standards hold after we leave.
Pre‑opening and recovery
Hiring, suppliers and systems for an opening, and a recovery plan when results need turning round.
Scope can include
- General and golf club management
- Racket and sports club management
- Hospitality and food and beverage oversight
- Membership and revenue management
- Budgeting, forecasting and reporting
- Training and SOPs
- Pre‑opening and interim management
- Turnaround
Typical deliverables
- Annual operating plan and budget
- Monthly management report
- Weekly performance dashboard
- Commercial and membership plans
- SOP framework and training plan
- Recovery plan
When clients call us
- When the asset needs direct management or an interim manager
- Before an opening or reopening
- When results need recovering
- When a lender or fund takes over an operating asset and needs management from day one
Start with one defined piece of work
Most engagements begin with one defined piece of work, with its scope and fee agreed in advance. The deliverable is an Owner Decision Report, written for the owner, the board or the investment committee that has to act on it.
- The question, in one sentence
- What is happening in the asset, and why
- What it means for the owner
- Options and their consequences
- Recommendation and next steps, with names and dates
- Main risks, and the information still missing
To prepare it we ask for the essentials: type of asset and its uses, two years of revenue and costs by business line, CAPEX completed and planned, the management model and what has already been agreed.