GVA Insights
Thinking from the field
Executive-level thinking on the financial and operational questions that define how clubs perform. Written for operators who are serious about running a better business.
GVA Insights
Executive-level thinking on the financial and operational questions that define how clubs perform. Written for operators who are serious about running a better business.
Most independent clubs are leaving significant margin on the table — not from bad intentions, but from inherited habits that nobody has ever challenged. The playbook they received wasn't wrong, exactly — it just wasn't optimized. And optimization is where the money lives.
Read Article →There is a number that appears on nearly every club P&L — bold, prominent, celebrated when it trends upward. It is not telling the whole story. Costs are miscategorized. Comps are undertracked. Labor is misallocated. Events are underpriced.
Read Article →Ask any general manager how many members their club has and you will get an answer immediately. It is one of the most fluent numbers in the building. It is also one of the least financially meaningful numbers being tracked.
Read Article →There is a member at almost every club who is still on the roster, still paying dues, and has not been on the property in four months. By every metric the club is using, they look exactly like an engaged member. They are not.
Read Article →There is a demo happening at a conference right now that is about to cost your club two hundred thousand dollars. A board member is watching an autonomous mower glide across a fairway in perfectly straight lines. The sales representative is explaining ROI. The board member is already composing the email to the GM.
Read Article →It begins the moment they turn off the public road onto the club's property. In those two minutes the emotional tone of the entire visit is set — before anyone has been greeted, before a club has been pulled from a bag.
Read Article →There is a question that every general manager answers every day, usually without realizing they are answering it. The answer determines more about the financial health of a club than almost any other single variable.
Read Article →Culture has direct, measurable consequences for the financial performance of the club. It shows up in member retention, staff tenure, and the reputation of the property in the market. It is not a soft metric sitting on the periphery of the business.
Read Article →There is a conversation happening in the parking lot of your club right now that you are not part of. Your best people are talking about how it feels to work here. And when they stop talking, they start leaving.
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