Getting to Know Your Club's Story

• In one short paragraph, how would you describe your club today — its personality, membership type, and what members most value?
• What type of club are you? (Select the best fit) Options: Member-owned country club, Developer-owned club, City/social club, Golf-focused club, Other
• Current active membership and maximum capacity (if known) Options: Under 150, 150–300, 301–600, 601–1,200, Over 1,200, Unknown
• How long has your club operated in its current governance/ownership structure? Options: Under 2 years, 2–5 years, 6–15 years, Over 15 years
• Who typically makes the final choices about operations and management (titles or roles)?
• Is your general manager currently: Options: In place and full-time, In place but part-time/interim, Recently departed, Open position — recruiting, Other

Are You Comfortable With the Status Quo?

• When you picture where the club is headed if nothing changes, what worries you most?
• How long have you observed membership shrinking or stagnating? Options: Less than 1 year, 1–2 years, 3–5 years, More than 5 years
• Right now, is attrition higher than new enrollment for: Options: 1 year, 2 consecutive years, 3 consecutive years, It fluctuates
• Which of these has had the biggest operational impact in the past 12 months? Options: Dues revenue shortfall, Staffing gaps, Deferred maintenance, Failed capital vote, Declining food & beverage revenue, Other
• When the board discusses these problems, what emotions tend to surface (e.g., frustration, denial, fear)?
• Can you share a recent example where a member complaint or event made it clear the current approach isn’t working?

What's the Hidden Cost of Doing Nothing?

• If membership and revenue trends continue for another 12–24 months, what concrete consequences do you expect?
• How large is the current annual budget gap (dues + revenue vs. operating costs)? Options: No gap / balanced, Under 5% shortfall, 5–15% shortfall, Over 15% shortfall, Unknown
• Which facility or program is most at risk if funding isn’t secured (e.g., pool, golf course, clubhouse, maintenance)? Options: Golf course, Clubhouse / F&B, Pool / aquatics, Tennis / recreation, Buildings & infrastructure, Other
• Have you delayed any capital projects or maintenance because the board feared a failed vote or lack of funds? If yes, which ones and how long have they been delayed?
• How would members likely react if a major amenity closed or a large assessment were required? Options: Strong backlash / resignations, Mixed reaction but manageable, Limited reaction, Unsure

Who Really Comes to Your Club — and Who Doesn’t?

• If we mapped your membership by age cohorts today, where is the largest group and where are the gaps? Options: Under 30, 30–44, 45–59, 60–74, 75+
• How often do members in the 35–50 range participate in core activities (e.g., dining, golf, family programs)? Options: Daily/weekly, Monthly, Occasionally, Rarely
• What membership tiers do you offer today and which tier(s) are shrinking fastest?
• What are the most common reasons departing members cite when resigning? Options: Cost/dues, Lack of younger members/energy, Poor programming, Facility condition, Relocation, Other
• How well do your onboarding and orientation processes convert new members into engaged, long-term members? Options: Highly effective, Somewhat effective, Not effective, No formal process
• Can you describe a recent membership win (a new member who became active quickly) and what made that possible?

If We Could Protect Your Club Culture, What Would That Look Like?

• What parts of your club’s culture are absolutely non-negotiable and must remain intact under any management model?
• Which cultural elements are you open to evolving to attract younger members? Options: Programming variety, Flexible membership tiers, Event timing, Food & beverage offerings, Communication style, Other
• Have members expressed explicit fears about losing tradition to professional management? If so, what phrases or concerns recur?
• How would you want a management partner to demonstrate respect for traditions while introducing change?
• Which member segments do you see as guardians of tradition, and who are the likely early adopters of change?

What Would Success Feel Like in Year 1, 3, and 5?

• If we look at year 1 after a management partnership, which single outcome would make you feel it was worth trying?
• Which of these measurable targets would you prioritize in the first 12 months? Options: Net new members, Retention rate improvement, Dues coverage of OPEX, F&B revenue growth, Reduced operating deficit, Member satisfaction score
• For year 3 and year 5, which governance or financial milestones matter most (pick up to three)? Options: Balanced operating budget, Reserves rebuilt, Completed capital projects, Sustainable membership pipeline, New membership tiers established, Other
• How would you prefer success to be reported — monthly dashboards, quarterly reviews with the board, or member town halls? Options: Monthly dashboards, Quarterly board reviews, Semi-annual member reports, Ad-hoc as needed, Other
• What member-facing metric would convince skeptical long-tenured members that the club’s character is intact?

Where Are You Willing To Share Control — and What Must Stay Yours?

• Imagine a partnership where you retain clear authority over some things and delegate others — what would you never delegate?
• Which responsibilities would you expect a management company to own day-to-day? Options: Membership sales & marketing, F&B operations, Facility maintenance, Staffing & HR, Financial reporting, Events & programming
• How do you feel about initiation fees being handled by a management company versus retained by the club? Options: Prefer club retains, Open to shared model, Prefer management collects, Undecided
• What resignation or refund policy would you consider fair to members while protecting the club financially?
• Would you be open to performance-based management fees tied to membership growth or financial targets? Options: Yes — strongly, Yes — with limits, No, Unsure

What Would a Low-Risk Pilot Need to Prove?

• If we proposed a short pilot to test management services, what would be the smallest scope that would still be meaningful? Options: Membership marketing only, F&B overhaul only, Facility maintenance assessment, Full operational trial (3–6 months), Other
• Which metrics would you require to judge pilot success (choose up to three)? Options: Net new members, Trial visit conversion rate, F&B revenue lift, Member satisfaction improvement, Reduction in operational defects, Staff retention
• What timeline feels realistic for a pilot to show clear evidence (weeks/months)? Options: 30 days, 60 days, 90 days, 3–6 months
• What member communication or governance approvals would be needed before launching a pilot?
• What would make you comfortable about an exit or pause clause if the pilot isn’t delivering? Options: Clear KPIs, 30-day notice, Financial penalties, Board review checkpoints, Other

Decision Timeline — Who, When, and What Needs to Happen Next

• Who are the decision-makers and influencers we should engage (names and roles if possible)?
• What is your ideal timetable for a decision about management options? Options: Immediately / within 30 days, 30–90 days, 3–6 months, Longer than 6 months
• What documents or analyses does the board need to see to feel comfortable moving forward (e.g., financial model, reference visits, case studies)? Options: Financial model / pro forma, Reference club visits, Sample service agreement, Staffing plan, Capital maintenance plan, Other
• How open are you to hosting a small, member-only Q&A to surface concerns before any formal vote? Options: Very open, Somewhat open, Not open
• What's the best next step from your perspective — a site visit, a financial review, a member listening session, or a pilot? Options: Site visit from management team, Deep financial review, Member listening session, Short pilot program, Other

• Current State & Consequence Alignment
• Member Scenarios Workshop — Diagnosis Through Stories
• Programming Trade-offs Workshop
• Financial Trade-offs & Modeling Session
• Proof, Validation & Executive Confirmation

• Define downside thresholds and trigger points for contingency actions.
• Create detailed pilot designs for the 2–3 highest-impact interventions (scope, duration, success metrics).
• Develop member-facing communications drafts for each pilot to test messaging that protects culture.
• Assign PM and data owner to track cohort outcomes during pilots (retention, usage, NPS).
• Tie Programming Options to Member Scenarios
• Select programming trade-offs to pilot that directly map to proven scenario outcomes.
• Define cost-benefit expectations and cultural mitigations for each selected program.
• Agree pilot timelines, owners, and success thresholds tied to the future-state metrics.
• Finalize program SOPs and staffing changes required for pilots.
• Prepare member advisory group list and schedule first feedback session during pilot.
• Create communications plan for pilot launch emphasizing preservation of club culture.
• Restate Current State & Future Outcome Targets
• Agree model assumptions that map member behavior changes to revenue and cashflow.
• Validate that proposed interventions meet financial acceptance criteria in base case.
• Introductions & Meeting Objective
• CustomerNode to deliver a 3-case financial model (base, upside, downside) with linked retention assumptions.
• Board finance lead to review and confirm acceptable thresholds for initiation fee and capital treatment.
• Draft recommended commercial language for performance targets and escalation clauses.
• One-sentence Current State, Consequence, Future State Recap
• Obtain explicit executive confirmation that the proposed approach will be piloted to prove retention and cultural preservation.
• Lock in pilot start date, owners, and success dashboard requirements.
• Capture any remaining objections and assign owners to resolve them before pilot launch.
• Executive sign-off to proceed with the defined pilot(s) and allocated budget.
• Assign project manager and data lead with a 30/60/90 day dashboard template to track agreed metrics.
• Document open objections and owner-responses with deadlines prior to pilot launch.
• Produce a single-sentence current-state diagnosis everyone accepts.
• Agree quantified consequence of inaction expressed in dollars and operational risk.
• Define a one-sentence future-state outcome with measurable targets.
• Agree 3–5 acceptance metrics that will validate success in later sessions.
• Identify owners and deliverables for the Member Scenarios workshop.
• Board/GM to deliver updated membership cohort data and P&L slices used in the quantified consequence.
• CustomerNode team to draft proposed one-sentence current-state and future-state language for validation.
• Assign owner to prepare 4–6 member archetypes and 3 real member journeys for the scenarios workshop.
• Recap: Current State & Consequences (1 sentence)
• Confirm which specific interventions change outcomes for each archetype.
• Surface residual risks to club culture and how to mitigate them.
• Produce a short list of pilot interventions to prove retention and cultural preservation.
• Capture objections and required evidence to address member concerns.
• One-sentence Current State
• Proof: Pilot Flow Demonstration (only what proves the future state)
• Present Baseline Financials
• Introduce Member Archetypes
• Present Programming Options & Trade-offs
• Scenario 1 — Retaining a Long-tenured Member
• Quantify Consequence
• Tie Each Step Back to the Problem
• Cost/Benefit for Each Option
• Model: Retention & Membership Mix Impact
• Force Validation Checkpoints
• Define One-sentence Future State
• Mitigation Plan for Cultural Risk
• Sensitivity & Downside Scenarios
• Scenario 2 — Converting a 35–50 Prospect
• Decision & Next Steps
• Agree Success Metrics & Acceptance Criteria
• Scenario 3 — Response to Dues Increase or Capital Assessment
• Capital & Initiation Fee Trade-offs
• Pilot Design & Timeline
• Confirm Inputs for Scenario Workshops
• Define Financial Acceptance Criteria & Guarantees

• Operate clubhouse food & beverage service
• Run member dining and banquet operations
• Host prospective member guest visits
• Execute new member orientation onboarding
• Perform membership sales calls and follow-ups
• Manage member billing and dues collection
• Provide interim general manager onsite
• Staff and manage daily club operations
• Perform routine facilities maintenance work
• Deliver golf course and grounds maintenance
• Manage F&B inventory and vendor purchasing
• Process payroll and employee administration
• Produce monthly financial statements and remittances

Operate clubhouse food & beverage service

• Do you require a full-service F&B operation or limited/seasonal service? Options: Full service (daily breakfast/lunch/dinner), Limited hours (peak times only), Banquet-only / event-driven, Seasonal operation
• What is your average expected weekly covers (meals served)? Options: Less than 200, 200-500, 500-1,000, More than 1,000, Unknown
• Are there specific menu, dietary or culinary concepts we must support (e.g., farm-to-table, kids menus, kosher)? If yes, list them.
• Should the management company handle menu design and pricing strategy? Options: Yes, No
• What gross profit or cost-of-goods targets should F&B aim to achieve? Options: No target provided, Loss-leader / member-first, 5-10% margin, 10-20% margin, 20%+ margin
• Will liquor licensing, compliance, and vendor relations be part of the scope? Options: Yes, No
• Acceptance criteria: What measurable outputs indicate the F&B service is acceptable? (e.g., average cover time, member satisfaction score, margin targets)

Run member dining and banquet operations

• How many banquet or private events do you anticipate per month? Options: 0-5, 6-15, 16-30, 30+, Unknown
• What is the maximum seating/capacity for banquet events?
• Do you require a dedicated events/catering sales team and point person? Options: Yes, No
• Should the scope include banquet menu customization and event production (set-up, A/V, staffing)? Options: Yes, No
• Is there a required SLA for event confirmations, final counts and venue readiness? Options: Yes, No
• Acceptance criteria: What performance targets should banquet operations meet (e.g., revenue per event, Net Promoter Score, on-time execution rate)?

Host prospective member guest visits

• How many prospective member guest visits do you expect per month? Options: Less than 10, 10-25, 26-50, 51+, Unknown
• Should guest visits be hosted (guided tour) or self-led with staff touchpoints? Options: Hosted tour by GM/staff, Self-led with staff touchpoints, Hybrid / by appointment
• Do you require a scripted guest experience and pre-defined talking points for hosts? Options: Yes, No
• Who will own invitations, scheduling, and follow-ups for guest visits? Options: Management company, Club staff (board/volunteer), Shared responsibility, TBD
• Do you want immediate feedback capture post-visit (survey or call) included in scope? Options: Yes, No
• Acceptance criteria: What conversion rate from visit to application/membership do you expect as a success metric? Options: Less than 5%, 5-10%, 10-20%, 20%+, Custom

Execute new member orientation onboarding

• Do you require a formal onboarding program for new members? Options: Yes, No
• Which onboarding components must be included? (select all that apply) Options: Facility orientation, Introductions to key members/staff, Program enrollment (golf/rec/classes), Digital welcome packet, Account setup and billing orientation, House rules and governance review
• What is the expected timeline to complete onboarding for a new member? Options: Within 1 week, 2-4 weeks, 1-3 months, Custom
• Do you require tracking and reporting on onboarding completion and engagement? Options: Yes, No
• Will any initiation fee or welcome credit require special handling during onboarding? Options: Yes (describe below), No
• Acceptance criteria: What percentage of new members should complete onboarding within the agreed timeline? Options: 75%, 85%, 95%, Custom

Perform membership sales calls and follow-ups

• Do you require a dedicated membership sales representative or team? Options: Yes, No
• What is the monthly new member target for sales efforts? Options: 0-5, 6-15, 16-30, 30+, Unknown
• Should sales activity include outbound calls, email nurture, and CRM tracking? Options: Yes, No
• Do you already have a CRM to use, or should one be provided/configured? Options: Use existing CRM, Provide/configure new CRM, TBD
• What follow-up cadence do you prefer for prospective members? Options: 3-touch (short), 5-touch (moderate), 7+ touch (aggressive), Custom cadence
• Acceptance criteria: What conversion or pipeline velocity metrics should sales meet (e.g., leads-to-members conversion rate)?

Manage member billing and dues collection

• What billing frequency do you require? Options: Monthly, Quarterly, Annually, Custom
• Do you want the management company to handle arrears management and collections? Options: Yes, No
• Which payment methods should be accepted? Options: Credit card, ACH/Bank transfer, Check, Online portal, Other
• Are there tiered dues or custom billing rules that must be enforced (e.g., social vs full golf)? Options: Yes, No
• Do you require monthly member statements and a self-service billing portal? Options: Yes, No
• Acceptance criteria: What collection metrics (days sales outstanding, % delinquent) indicate acceptable performance?

Provide interim general manager onsite

• What is the expected duration for interim GM coverage? Options: Less than 1 month, 1-3 months, 3-6 months, 6+ months
• What onsite presence is required for the interim GM? Options: Full-time onsite, Part-time onsite, Remote support with scheduled onsite visits
• Which responsibilities should the interim GM have? (select all that apply) Options: Operations oversight, Staffing and scheduling, Vendor management, Member relations and communications, Financial oversight and reporting
• Will the interim GM have authority to hire/fire or make capital decisions, or must they obtain board approval? Options: Full authority, Hire with board approval, No authority - board approval required, Case-by-case
• Is overlap/handover time required with the departing GM for knowledge transfer? Options: Yes, No
• Acceptance criteria: What outcomes define successful interim GM performance (e.g., stabilized operations, maintained member satisfaction, completed monthly close)?

Staff and manage daily club operations

• Which staffing model do you prefer? Options: Staff employed by management company, Club-employed staff with management oversight, Hybrid model
• What are the required daily service hours (kitchen/clubhouse/guest services)? Options: 6-8 hours, 8-12 hours, 12-16 hours, 24/7 coverage
• Should payroll, scheduling and timekeeping be managed by the management company? Options: Yes, No
• Do you want staff KPIs and regular performance reviews included in scope? Options: Yes, No
• Are background checks, certifications (e.g., food handlers) and training requirements mandated? Options: Yes, No
• Who will own disciplinary decisions and HR escalations? Options: Management company, Board/Club, Shared / requires board sign-off

Perform routine facilities maintenance work

• Which facility assets are included in routine maintenance? (select all that apply) Options: Clubhouse interior, Mechanical / HVAC, Plumbing, Electrical, Pool, Fitness center, Grounds, Roads / parking
• What frequency do you expect for routine maintenance tasks? Options: Weekly, Biweekly, Monthly, Quarterly, Seasonal/annual
• Do you require a preventive maintenance program with logged work orders? Options: Yes, No
• How should capital maintenance and repairs be distinguished and funded (management budget vs board capital plan)? Options: Management covers up to a threshold, Board funds capital, Shared / defined thresholds, TBD
• Will vendor selection and management for specialized trades (roofing, HVAC contractors) be included? Options: Yes, No
• Acceptance criteria: What response times and completion SLAs for urgent and routine repairs are required? Options: 4 hours (urgent), 24 hours, 48 hours, 72+ hours, Custom

Deliver golf course and grounds maintenance

• Please describe the course type and acreage (number of holes, acreage, practice facilities).
• What conditioning standard do you require? Options: Tournament-level conditioning, Daily play / member standard, Resort-style maintenance, Budget-conscious standard
• What is the required frequency for mowing/green maintenance and aeration schedules? Options: Daily, 3x per week, Weekly, Seasonal schedule, Custom
• Should equipment maintenance and capital replacement planning be managed as part of scope? Options: Yes, No
• Are there environmental or chemical application restrictions we must follow? Options: Yes, No

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Commercial Terms & Fee Schedule
• Initiation Fee Handling & Escrow
• Governance & Delegation Agreement
• Resignation & Refund Policy
• Performance Guarantees & Remedies
• Capital Maintenance & Reserve Funding Agreement
• Transition & Onboarding Plan (Implementation SOW)
• Acceptance Criteria & KPI Annex
• Insurance, Indemnity & Liability Schedule
• Change Order & Amendment Procedure
• Term, Renewal & Termination Terms
• Execution & Board Approval Record

• Monthly Performance Review
• Quarterly Strategic Board Update
• Member Experience & Satisfaction Deep Dive
• Operational Triage: Issues & Enhancements Sync
• Annual Success Metrics & Forecast Workshop

• Update shared issue channel with current statuses and new owners.
• Prepare variance explanation memo for any >10% budget variances.
• Log prioritized member feedback items into enhancement backlog with SLAs.
• Publish updated KPI dashboard with data sources and definitions.
• Opening & Objectives
• Produce decision memos and vote records for approved items.
• Update multi-quarter financial forecast reflecting approved capital spend.
• Charge a committee to finalize initiation fee or tier changes, with timeline.
• Prepare member communication templates for any approved policy changes.
• Framing: Current State & Consequence
• Confirm the top 3 member experience issues with evidence and quantified consequence.
• Approve at least one pilot with clear acceptance criteria and owners to test an intervention.
• Establish how pilot outcomes will be measured and decision thresholds for scaling.
• Schedule targeted member interviews and record transcripts for deeper insight.
• Build pilot plan with budget, owner, timeline, and a dashboard to track success metrics.
• Add prioritized experience fixes to enhancement backlog with estimated effort.
• Draft member-facing messaging for pilot participants and communication cadence.
• Open Escalations Review
• Clear backlog movement with owners and deadlines for all top-priority items.
• Reduce time-to-resolution by enforcing SLAs and removing blockers.
• Ensure transparent communication to members on high-impact issues.
• Assign owner and deadline for targeted retention outreach campaign.
• Escalate any items needing board-level approval with briefing note.
• Launch approved quick-fix tickets with defined SLA targets.
• Publish weekly member update for issues affecting experience.
• Year-in-Review Highlights
• Finalize annual targets for membership, retention, financials, and member satisfaction.
• Align budget and resource commitments to prioritized initiatives tied to targets.
• Establish a clear reporting cadence and owner map for ongoing success tracking.
• Publish final annual success plan and dashboard definitions to stakeholders.
• Create project charters for top initiatives with owners, budgets, and timelines.
• Schedule quarterly reviews and link them to board reporting calendar.
• Propose required governance/policy changes for board approval with implementation plan.
• Ensure all stakeholders have a clear, shared view of monthly performance vs targets.
• Identify top 3 immediate risks affecting membership and finances and assign owners.
• Agree on specific corrective actions and communication to members where required.
• Executive Summary
• Obtain board approval for any required capital or policy decisions that impact membership and finances.
• Align board and management on the strategic plan and measurable targets for the next quarter.
• Surface major member sentiment risks that require governance attention.
• Methodology & Data Sample
• Enhancement Backlog Prioritization
• KPI Dashboard Review
• Market & Demographic Trends
• Membership Trajectory vs Strategic Targets
• Financial Health & Reserve Forecast
• Membership Pipeline & Conversion
• Top Themes & Member Journey Scenarios
• Set Targets: Membership, Retention, Financials, NPS
• Quick Decisions & Approvals
• Root Cause Analysis
• Retention & Churn Analysis
• Major Initiatives Status
• Communication & Member Notices
• Program & Investment Prioritization
• Reporting Cadence & Ownership
• Decisions Required
• Owner Commitments & SLAs
• Brainstorm & Prioritize Pilot Solutions
• Financial Variance & Cash Flow