In this episode, Ed Heil and Jason Becker discuss the insights from the Golf Life Navigators mid-year report, focusing on trends in private club memberships, generational shifts, and the integration of real estate with golf communities. They explore the importance of understanding consumer preferences, the impact of service-based amenities, and the financial health of clubs in a changing market.

Summary:

00:00 Introduction and Background on Golf Life Navigators
02:59 Understanding the Mid-Year Report and Its Importance
06:01 Generational Trends in Private Club Membership
09:01 Transition Times and Market Dynamics
11:59 Demographics of Golf Life Navigators Users
14:59 Real Estate Integration with Private Clubs
17:55 Shifts in Preferences for Gated Communities
21:02 Lifestyle Amenities and Member Preferences
23:58 The Role of On-Site Brokers
27:00 Trends in Food, Beverage, and Health Amenities
30:00 Golf-Specific Trends and Member Interests
32:55 The Importance of Clubs Within Clubs
35:48 Future Trends and Service-Based Amenities
38:52 Financial Health of Clubs and Membership Models

In this episode, Pat Damer, SVP of Revenue at Arcis Golf (70 properties, $1B portfolio), shares with Ed Heil how his company transformed from managing 3 clubs to 70 by prioritizing revenue operations, smart technology adoption, and member-first service. From sticky note CRMs to enterprise automation, Pat walks through the practical evolution of club operations and why revenue growth creates better member experiences.

This conversation cuts through the usual tech-versus-tradition debate with clear examples of how automation enhances, not replaces, exceptional service. If you're managing one club or scaling multiple properties, Pat's perspective on starting small, getting quick wins, and choosing the right tools will give you a practical path forward.

Episode Highlights:

01:23 – The rocket ship years: Growing from 3 clubs to 70 properties

04:18 – Investment philosophy: Why deferred maintenance and member experience both matter

06:19 – The "declare your major" conversation that shaped Pat's revenue-first approach

08:39 – Why revenue fixes more problems than cost-cutting

09:18 – Operational software vs. experience software: Understanding the distinction

14:42 – The HubSpot pivot: Moving from Salesforce to an integrated CRM platform

22:30 – Lead generation reality check: Why most clubs don't need traditional pipeline management

26:04 – Member journey automation: Pre-arrival, birthdays, and personalized communication

31:40 – The integration challenge: Why siloed systems create operational friction

37:46 – Technology and exceptional service aren't mutually exclusive

40:34 – First steps for club leaders: Start small, get quick wins, build buy-in

We're joined by Ruth Glaser, Director of Sales and Marketing at Hazeltine National Golf Club in Chaska, MN. After implementing inbound marketing best practices, Ruth has helped Hazeltine add over 250 new members and increased catering revenue year over year.

Ruth tells her story of transforming the marketing process at Hazeltine and how she began to implement this new way of thinking for her club and shares some lessons she learned along the way.

Assessments. They seem to go hand-in-hand with private club membership. Many clubs have voted to assess members for new amenities in recent years, and many more are considering doing the same in the months ahead. Like death and taxes, clubs see assessments as a necessary evil, but are they?

In this episode we talk to Jim Butler, CEO of Club Benchmarking who shares his perspective on assessments and how club's can plan for the future more thoughtfully. What he says, may surprise you.

Key Moments:

• Introduction to Club Assessments [00:00:13]: Ed Heil introduces the topic of club assessments and how they, along with initiation fees, are two factors that often concern prospective club members.

• Not-for-Profit Business Model [00:04:45]: Jim Butler explains the unique challenge of private clubs being not-for-profit entities, contrasting with how board members often try to apply for-profit thinking to club management.

• Capital Intensity of Clubs [00:06:51]: Butler reveals that the average club has $28 million in gross assets while making no profit, making clubs one of the most capital-intensive industries.

• Three Main Capital Sources [00:09:10]: Discussion of how clubs fund capital through three main sources: capital dues, initiation fees, and assessments, typically split equally between these sources.

• The Irrigation System Story [00:18:30]: Butler shares an illuminating story about Thorny Lea Golf Club's 50-year-old irrigation system to explain the concept of capital consumption and member responsibility.

• Net Worth Categories [00:24:02]: Description of the three categories of clubs based on net worth trajectory: decreasing (red bucket), flat (yellow bucket), and growing above inflation (25% of industry).

• Union League Success Story [00:25:32]: Discussion of how the Union League of Philadelphia's success came from understanding the business model and creating more opportunities that members were willing to pay for.

• Board Education Challenge [00:31:12]: Butler addresses the unique challenge of educating rotating board members about the club business model, with boards typically changing 3-4 members annually.

• Counter-Intuitive Club Economics [00:34:29]: Explanation of how the most financially successful clubs often have the highest food and beverage subsidies, demonstrating the unique nature of club economics.

• Industry Evolution [00:38:26]: Butler discusses the dramatic changes in the club industry from 2019 to 2023, including increased capital generation, facility investments, and unprecedented waiting lists at many clubs.

What if finding your ideal golf club was like online dating? You get matched with the club that's right for you based on location, commonalities, and shared interests. It's a concept the online service Golf Life Navigators is based on, and the site has revolutionized the way members are conducting their search.

In this episode of Crushing Club Marketing, we talk with Golf Life Navigators Co-Founder and CEO Jason Becker, who shares valuable insight from the service's matching process and how it can help club marketers position themselves to potential members.

In this episode of Crushing Club Marketing, Ed Heil sits down with Jodie Cunningham, owner of Optimus Talent Partners and a certified Predictive Index partner, to explore how behavioral assessments can revolutionize hiring in the private club industry. Drawing on her years of experience, Jodie shares practical insights on building stronger teams, aligning talent with culture, and avoiding costly hiring mistakes. From understanding your club's identity to using data to navigate generational differences, this conversation is packed with strategic takeaways for club leaders who want to elevate their recruitment approach and enhance the member experience.

Key Moments:

• Meet Jodie Cunningham (00:00:00): Ed Heil introduces Jodie Cunningham, owner of Optimus Talent Partners and certified Predictive Index partner, with a background in HR at the Four Seasons and St. Louis Rams, highlighting her expertise in behavioral science and talent strategy.

• Culture Drives Member Experience (00:04:03): Jodie emphasizes that culture is shaped by the people you hire, making talent selection critical; the Four Seasons' process, where every candidate met the GM, shows how seriously they took cultural fit (00:05:06).

• What Clubs Often Miss in Team Building (00:06:12): Many clubs lack a strategic HR lead and jump into hiring without first defining their needs, leading to reactive, short-term decisions (00:07:13).

• Proactive Recruiting Strategies (00:07:13): Jodie encourages clubs to go beyond job postings by branding themselves as employers of choice and building pipelines through schools and networks; recruiting should be a shared responsibility, not just HR's job (00:08:06, 00:08:58).

• Knowing Your Club's Identity (00:09:52): Clubs must understand their environment—formal or informal—so they can hire people who thrive in that setting, especially if they're going through change (00:10:55).

• Common Hiring Pitfalls (00:12:50): Reactive hiring, relying on resumes instead of fit, and unconscious bias are all common issues; resumes show where someone has worked, not how well they'll perform (00:14:37).

• Why Use Assessments (00:15:37): Assessments give insight into how candidates will collaborate, lead, and fit into your team, revealing traits that interviews often miss (00:16:38, 00:17:22).

• Don't Over-Rely on Assessments (00:18:15): Assessments are helpful tools, but people can flex in roles temporarily; Jodie warns against using them as excuses for underperformance (00:19:17, 00:20:55).

• Use Assessments Beyond Hiring (00:21:40): Jodie recommends using assessments for onboarding, feedback, conflict resolution, and succession planning to strengthen team communication and performance.

• When to Use Assessments (00:23:18): Ideally, assessments are used during the application stage, but timing depends on cost and length; even refusal to take one can offer insight (00:24:20, 00:25:07, 00:27:00).

• Fair, Valid, and Legal (00:27:45): Use scientifically validated assessments and create objective job targets to ensure fairness, reduce bias, and stay compliant.

• Picking the Right Tool (00:29:32): Clubs should identify their goals, weigh the cost of a bad hire, and evaluate tools based on pricing model, ease of use, length, and available support (00:31:21, 00:32:18, 00:33:08).

• The Predictive Index (PI) (00:47:48): PI helps clubs align hiring, onboarding, and performance with a common language; it's quick to complete and offers individualized behavioral profiles (00:48:37, 00:49:41).

• Getting Started with Assessments (00:50:40): Jodie suggests piloting assessments on 3–5 candidates for a key role to test how it fits into your process before a full rollout.

• The High Cost of a Bad Hire (00:52:14): Poor hires cost more than money—they impact morale and culture; understanding your team and embracing change are key to long-term success (00:53:22).

• Generational Insight Through Data (00:54:09): Assessments help leaders adapt their style to different generations and better understand their own strengths and gaps (00:55:56).

• Sharing Assessment Results (00:43:36): While candidate data isn't typically shared, employees can request access; cognitive data should remain confidential, but internal transparency supports stronger teams (00:45:13, 00:46:04).

Episode Description
In this episode, Ed sits down with Bret, an expert in change management and communication, to discuss why successful club transformations depend not just on strategy but on how change is communicated. They explore the unique challenges of implementing change in private clubs, the importance of transparency, and how leaders can effectively manage member expectations. From capital improvements to governance restructuring, Bret shares insights on how clubs can proactively shape the narrative, overcome resistance, and drive meaningful progress.

Key Moments:

• The Heart of Change Management [00:00:37] – Bret explains why communication—not technology or funding—is the key factor in whether change initiatives succeed or fail.
• Why Private Clubs Face Unique Challenges [00:08:46] – Unlike corporations, clubs are often governed by boards and have emotionally invested members, making consensus-driven decision-making essential.
• Transparency and the Rumor Mill [00:14:06] – The importance of addressing potential changes early and openly to avoid misinformation and resistance.
• The Role of Vision in Driving Change [00:19:27] – How club leaders can frame their messaging around a long-term vision that aligns with the club's mission and values.
• Multi-Channel Communication Strategies [00:23:13] – The necessity of using multiple platforms—email, in-person meetings, social media, and club signage—to reinforce key messages.
• Managing Resistance: What's in It for Me? [00:33:15] – How clubs can effectively communicate the direct benefits of changes to both long-time and newer members.
• Setting Realistic Expectations and Timelines [00:36:07] – Why major club transformations often require a two-to-three-year horizon, and how leaders can manage expectations while maintaining momentum.
• Lessons from the Chicago Board of Trade [00:38:53] – Bret shares a case study on how clear, honest communication helped execute a large-scale transformation successfully.
• Final Thoughts on Change Leadership [00:44:06] – Why inspiring members and staff to embrace change is just as important as the change itself.