The Ozempic Impact – Designing for Dramatically Different Dining

Episode 118

SHOW NOTES – EPISODE 118

Episode Summary: This groundbreaking episode examines how GLP-1 drugs like Ozempic are fundamentally transforming club dining, from kitchen economics to social dynamics, and explores innovative solutions for clubs facing this pharmaceutical revolution.

Key Topics Covered:

  • The scope of GLP-1 drug adoption among members
  • Collapsing kitchen economics with 30-40% reduced consumption
  • Social dining crisis and member discomfort
  • Design modifications for new dining realities
  • Innovative programming and pricing solutions
  • Future implications for club F&B programs

The Numbers That Matter:

  • 15-20% of affluent Americans currently using GLP-1 drugs
  • 30-40% projected adoption within 3 years
  • 35% average check decline reported by clubs
  • 70% reduction in individual food consumption
  • 60% food waste in traditional prep models
  • 20% of F&B revenue shifting to takeout

Economic Impacts:

  • Traditional cost structure (30-35% food, 40-45% labor) unsustainable
  • Average per-cover loss: $12 for GLP-1 users
  • Buffet model economics completely broken
  • Catering guarantees no longer reliable
  • Beverage programs facing reduced tolerance issues

Design Adaptations:

Physical Modifications:

  • Smaller plate sizes (7-inch vs 12-inch)
  • Flexible table systems
  • “Jewelry box” buffet presentations
  • Adjustable atmospheric lighting
  • Smaller kitchen prep areas
  • Precision cooking equipment for tiny portions

Service Model Changes:

  • Tapas-style flexible timing
  • “Collections” menu format
  • Experience-focused presentations
  • Tableside theater emphasis
  • Parallel wellness/traditional programs

Innovative Solutions:

  • Experience fees vs food charges
  • Membership-inclusive dining credits
  • Sophisticated mocktail programs
  • Zero-proof wine pairings
  • Educational programming emphasis
  • Expanded takeout operations

Social Dynamics:

  • “Eaters” vs “non-eaters” divide
  • Generational tensions over pharmaceutical use
  • Celebration challenges with non-eating guests
  • Wine culture crisis
  • Business dining confusion
  • Staff morale impacts

Future Implications:

  • Oral GLP-1 drugs will increase adoption
  • Dining rooms becoming “social galleries”
  • Staffing shift to nutrition specialists
  • Technology for mass customization
  • Fundamental questioning of F&B role

Immediate Action Items:

  1. Anonymous member survey on GLP-1 usage
  2. F&B vulnerability audit
  3. Small-plate program pilot
  4. Alternative pricing model exploration
  5. Staff training on pharmaceutical impacts
  6. Menu engineering for variety over volume

Design Recommendations:

  • Invest in smaller serviceware
  • Create flexible dining spaces
  • Develop “social lounges” vs formal dining
  • Plan kitchens for variety not volume
  • Design for experience over consumption
  • Enable multiple service models simultaneously

Key Insights: “We’re not just feeding bodies anymore – we’re nourishing communities in entirely new ways.”

“The successful clubs will recognize dining as social theater where food is prop, not purpose.”

“This isn’t a trend to weather – it’s a fundamental shift in human behavior driven by pharmaceutical intervention.”

Warning Signs to Monitor:

  • Declining average checks
  • Increased food waste
  • Member complaints about portions
  • Staff morale issues
  • Event attendance dropping
  • Bar liability incidents

Connect With Us:

  • Website: golfclubhousedesign.com
  • LinkedIn: linkedin.com/in/egcd/
  • Listen on Fountain: fountain.fm/show/yzI5IQdvhrChoCRj3htR

The Trophy Wife Problem: Why Your Clubhouse Design Is Failing Real Humans

Episode 117

SHOW NOTES – EPISODE 117

Episode Summary: This provocative episode examines the complex social dynamics that play out in private clubs – divorces, affairs, rivalries, and social tensions – and explores how thoughtful design can provide dignity, privacy, and graceful solutions for uncomfortable realities.

Key Topics Covered:

  • Real social dynamics in private clubs
  • Creating privacy within public spaces
  • Separate togetherness design solutions
  • Managing gossip through architecture
  • Supporting members through difficult times
  • Designing for human nature, not idealized behavior

Common Social Challenges Addressed:

  • Divorced couples sharing membership
  • Affairs and inappropriate relationships
  • Business rivalries and lawsuits
  • Age-gap relationships and social judgment
  • Family feuds within membership
  • Social climbing and status games
  • Financial reversals and bankruptcy
  • Health crises and accessibility
  • Public scandals and embarrassment

Design Solutions:

Privacy Gradients:

  • Public zones → semi-private alcoves → truly private spaces
  • Pocket dining rooms (4-6 person spaces)
  • Multiple entry/exit points
  • Circular circulation preventing dead ends
  • “Urgent call” spaces for graceful exits

Sight Line Management:

  • Strategic blocking of views
  • Controlled visual connections
  • Service path discretion
  • Reservation system intelligence

Acoustic Privacy:

  • Sound-absorbing materials throughout
  • White noise systems
  • Strategic table spacing
  • High-back seating in bars
  • Conversation-containing layouts

Separate Togetherness Features:

  • Distinct zones for different interests
  • Temporal separation through programming
  • His/hers sections within unified spaces
  • Technology-enabled coordination
  • Flexible arrival/departure options

Gossip Management:

  • Contained conversation zones
  • Discrete service circulation
  • Multiple waiting areas
  • Photography-discouraging design
  • Strategic acoustic treatments

Dignity Preservation:

  • Sanctuary spaces throughout
  • Flexible dining arrangements
  • Inclusive programming at various price points
  • Full accessibility beyond ADA
  • Low-profile seating options
  • Private space booking without interrogation

Key Design Principles:

  1. Optional Interaction – Choice in social engagement level
  2. Flexible Spaces – Accommodate changing dynamics
  3. Multiple Routes – Never force encounters
  4. Privacy Gradients – Zones of increasing seclusion
  5. Temporal Solutions – Different spaces at different times
  6. Dignity by Design – Support during difficult times

Cultural Considerations:

  • Urban vs. small-town dynamics
  • Family vs. business focus
  • Generational differences
  • Community-specific sensitivities

Staff Support Elements:

  • Flexible seating systems
  • Discrete communication tools
  • Multiple service stations
  • Intervention-enabling layouts

Critical Insights:

  • Design for humans you have, not members you wish for
  • Privacy without isolation
  • Togetherness without forced interaction
  • Flexibility for inevitable social changes
  • Sanctuary and celebration in same space

Implementation Strategies:

  • Audit existing social pressure points
  • Map typical circulation patterns
  • Identify gossip hot spots
  • Create privacy gradient plan
  • Develop “sanctuary spaces”
  • Train staff in social dynamics
  • Implement flexible reservation systems

Key Quote: “Great clubhouse design acknowledges human nature without judgment. It provides privacy without isolation, togetherness without forced interaction, and dignity especially when it’s most needed.”

Connect With Us:

  • Website: golfclubhousedesign.com
  • LinkedIn: linkedin.com/in/egcd/
  • Listen on Fountain: fountain.fm/show/yzI5IQdvhrChoCRj3htR

 

After Dark – What Happens in Your Clubhouse at 2 AM

Episode 116

SHOW NOTES

Episode Summary: This episode explores the hidden world of clubhouse operations after dark, examining overnight maintenance, security challenges, smart building systems, and even the ghost stories that affect staff morale and operational decisions.

Key Topics Covered:

  • Night shift operations and maintenance requirements
  • Security challenges in empty facilities
  • Ghost stories and their operational impact
  • Smart building systems and automation
  • Economics of overnight operations
  • Design considerations for 24-hour facilities

Overnight Operational Realities:

  • Deep cleaning and maintenance procedures
  • Multiple delivery coordination (4-6 AM typical)
  • HVAC and system adjustments
  • Emergency system testing
  • Preventive maintenance scheduling

Security Considerations:

  • Perimeter vs. building envelope protection
  • Camera placement and monitoring
  • Access control for multiple user types
  • Motion detection calibration
  • Safe room implementations
  • Cybersecurity vulnerabilities during off-hours

Smart Building Systems:

  • Predictive maintenance monitoring
  • Energy optimization during off-peak hours
  • Water leak detection and prevention
  • Integrated system communication
  • Remote monitoring capabilities
  • Backup system requirements

Financial Implications:

  • Night shift labor: $300,000-500,000 annually (typical)
  • Shift differentials: 10-20% premium
  • Energy savings: 30-50% using off-peak rates
  • Insurance premium reductions: 15-20% with proper security
  • ROI on overnight maintenance: $500,000 saved annually (example)
  • Smart system payback: 18-24 months typical

Design Recommendations:

  • Dual lighting systems (atmospheric/functional)
  • Zone-based mechanical systems
  • Strategic storage placement throughout
  • Maintenance-friendly material selection
  • Emergency egress for minimal occupancy
  • Acoustic isolation for equipment noise
  • Flexible infrastructure for future uses

Common Challenges:

  • Staff retention in “haunted” areas
  • Noise complaints from neighbors
  • False alarm fatigue
  • System integration complexity
  • Balancing security with privacy
  • Equipment access vs. member aesthetics

Ghost Story Management:

  • Buddy system implementation
  • Enhanced lighting in problem areas
  • Camera installation for verification
  • Staff support and acknowledgment
  • Historical documentation and tours
  • Design modifications for comfort

Technology Requirements:

  • Separate lighting circuits and controls
  • Tunable LED systems
  • Occupancy-based HVAC control
  • Network segmentation for security
  • Redundant internet connections
  • Manual override capabilities
  • Comprehensive data logging

Best Practices:

  • Spend a full night observing operations
  • Include overnight staff in design planning
  • Calculate true ROI including soft benefits
  • Plan for sequential zone cleaning
  • Implement time-of-use utility strategies
  • Maintain robust backup systems
  • Document and address staff concerns

Key Insight: “The clubhouse after dark is a different world – one that deserves our attention, respect, and thoughtful design consideration. While members sleep peacefully, their clubhouse stands guard.”

Action Items:

  • Conduct overnight operational audit
  • Review security camera placement and coverage
  • Evaluate smart building system integration
  • Calculate true cost of overnight operations
  • Interview night staff about challenges
  • Assess emergency procedures for minimal occupancy
  • Consider time-of-use rate optimization

Connect With Us:

  • LinkedIn: linkedin.com/in/egcd/
  • Listen on Fountain: fountain.fm/show/yzI5IQdvhrChoCRj3htR

Clubhouse Silence: Designing for Off Days

Episode 115

SHOW NOTES

Episode Summary: This episode examines the persistent challenge of empty clubhouses Monday through Wednesday and explores innovative solutions including workspace integration, creative programming, and new revenue models that transform dead days into vibrant, profitable operations.

Key Statistics:

  • 70-80% of weekly traffic occurs Thursday-Sunday
  • Clubs lose money 40% of operating hours
  • Fixed costs continue regardless of usage
  • Weekday F&B often operates at 60-80% loss

The Country Club for Work Solutions:

  • Business Member programs (weekday-only access)
  • Remote worker amenities and infrastructure
  • Zoom rooms and video conference facilities
  • All-day café service replacing formal dining
  • Enterprise-grade WiFi and technology
  • Success story: 150 new members, $300K incremental dues, 400% weekday F&B increase

Creative Programming Options:

  • Executive fitness (6 AM boot camps)
  • Professional women’s networking
  • After-school youth programs
  • Senior lifelong learning
  • Corporate training/meetings
  • Evening entertainment anchors

Design Modifications:

  • Flexible zones with modular furniture
  • Abundant power/charging infrastructure
  • Programmable lighting scenes
  • Acoustic management systems
  • Small meeting room conversions
  • Dynamic signage and wayfinding
  • Strategic storage solutions
  • Outdoor workspace creation

Revenue Models:

  • Weekday workspace membership: 40-60% of full dues
  • Day passes/punch cards: $500 for 10 days
  • Corporate partnerships with tech companies
  • Meeting packages: $1,500 for 20 people
  • Subscription F&B models
  • Facility leasing arrangements

Investment Requirements:

  • Technology infrastructure: $200,000 typical
  • Zoom rooms: $10,000-15,000 each
  • Furniture modifications: $50,000-100,000
  • Typical payback: 18-24 months

Cultural Change Management:

  • Start with pilot programs (3-6 months)
  • Frame as member value, not revenue need
  • Maintain spatial separation of uses
  • Document and share success stories
  • Require board leadership and participation
  • Address traditional member fears directly

Common Obstacles:

  • Traditional member resistance
  • Staff training and adaptation
  • Brand identity concerns
  • Infrastructure limitations
  • Scheduling conflicts
  • Cultural inertia

Success Factors:

  • Clear vision for weekday activation
  • Member survey data on remote work patterns
  • Pilot program before full implementation
  • Strategic design investments
  • Multiple complementary programs
  • Strong change management
  • Board commitment and visibility

Action Items:

  • Survey members about remote work needs
  • Visit successful workspace clubs
  • Identify convertible spaces
  • Design 3-month pilot program
  • Calculate revenue potential
  • Develop communication strategy
  • Set success metrics beyond revenue

Key Insight: “The Monday problem isn’t just about empty space; it’s about missed opportunity to be truly central to members’ lives.”

Connect With Us:

  • LinkedIn: linkedin.com/in/egcd/
  • Listen on Fountain: fountain.fm/show/yzI5IQdvhrChoCRj3htR

 

How to Hire a Clubhouse Architect – The Make-or-Break Decision

Episode 114

SHOW NOTES

Episode Summary: This episode explores the critical process of hiring a clubhouse architect, drawing insights from industry leaders featured in Golf Inc. Magazine’s Design Issue. We examine how to develop a clear vision, find experienced firms, navigate financial realities, and manage the complex process of bringing a clubhouse project to successful completion.

Key Experts Featured:

  • Peter Cafaro, Senior Vice President, JBD JGA Design & Architecture
  • Howard Kuo, Kuo Diedrich Chi Architects
  • Randy Meyers, Director of Golf, Foothills Golf Course
  • Geoff Collins, Director of Development, The Club at Ravenna

Critical Success Factors:

  1. Vision First: Develop clear member-driven vision before selecting architect
  2. Industry Experience: Choose firms with deep club-specific expertise
  3. Realistic Budgeting: Include contingencies (10-15%), escalation (3-4%/year), and soft costs (20-25%)
  4. Clear Process: Define roles, decision-making, and communication strategies
  5. Future-Focused Design: Plan for evolving member expectations and uses

Budget Considerations:

  • Owner’s Contingency: 10-15% for renovations
  • Construction Contingency: 5-10% for scope creep
  • Annual Escalation: 3-4%
  • Soft Costs: 20-25% of construction
  • Phased Work Premium: 20-30% for staying open

Key Selection Criteria:

  • Portfolio of similar club projects
  • Understanding of operational requirements
  • Strong reference checks from comparable projects
  • Compatible communication style
  • Comprehensive team beyond lead architect
  • Construction phase involvement

Red Flags to Avoid:

  • Firms without club-specific experience
  • Unrealistic promises on budget or schedule
  • Inflexibility on contract terms
  • Poor communication during selection process
  • Focus on aesthetics over functionality

Innovation Trends:

  • Indoor-outdoor flexibility (NanaWall systems)
  • Multipurpose spaces for diverse uses
  • Technology infrastructure planning
  • Wellness amenities integration
  • Year-round usability features
  • Sustainability as standard expectation

Project Examples:

  • Foothills Golf Course: $6.8M estimate became $18M (transparent communication maintained support)
  • The Club at Ravenna: $41M project succeeded through clear vision and organized process
  • The Landings: $26M four-campus plan
  • Yanqi Lake Golf Club: International project with unique cultural requirements

Communication Best Practices:

  • Start member engagement 12-18 months before construction
  • Multiple channels for different audiences
  • Regular, predictable updates
  • Transparency about challenges and changes
  • Architect involvement in member communications

Key Quotes:

  • “The ultimate member experience will be affected by whether or not the end product reflects what they wanted from their club” – Peter Cafaro
  • “Every club is unique, so every clubhouse should be too” – Howard Kuo
  • “Clubs seem to never have the money to do it right but always seem to have the money to do it twice” – Peter Cafaro
  • “Have a clear vision, stay organized and keep everyone informed” – Geoff Collins

Action Items for Clubs:

  1. Conduct thorough member needs assessment
  2. Develop comprehensive master plan
  3. Visit completed projects by candidate firms
  4. Check references with specific questions
  5. Plan for realistic budget with contingencies
  6. Establish clear decision-making process
  7. Create multi-channel communication strategy

Connect With Us:

  • Website: golfclubhousedesign.com
  • LinkedIn: linkedin.com/in/egcd/
  • Listen on Fountain: fountain.fm/show/yzI5IQdvhrChoCRj3htR

 

Renovation While Open – The Art of Phased Construction

Episode 113

Welcome back to Experience in Golf Clubhouse Design, the podcast exploring the intricacies of golf clubhouse design, human interaction, and its impact on member lifestyles. I’m your host, and today we’re diving into what might be the most delicate dance in clubhouse management – executing a major renovation while maintaining daily operations and member satisfaction.

For those new to the show, we explore architecture and interior design concepts that lead to successful golf clubhouses and resorts. From dining rooms to locker rooms, from pro shops to fitness facilities, we examine how thoughtful design creates exceptional member experiences. You can find all our episodes at golfclubhousedesign.com and connect with us on LinkedIn.

Today’s episode, “Renovation While Open: The Art of Phased Construction,” addresses a reality that most clubs face but few truly master. The days of closing for a season to renovate are largely over. Financial pressures, member expectations, and competitive dynamics mean most clubs must transform themselves while remaining fully operational. It’s like performing heart surgery on a marathon runner – while they’re still running.

We’ll explore the strategies that separate smooth renovations from member revolts, examine the true costs of staying open versus closing, and share hard-won lessons from clubs that have successfully navigated this challenge. Whether you’re planning a minor refresh or a complete transformation, the insights we’ll share today could save you hundreds of thousands of dollars and countless member relationships.

Let’s start with the fundamental question every board faces: should we close for renovation or stay open? The answer seems obvious – stay open to maintain revenue. But the real economics are far more complex, and the psychology even more so.

First, the financial reality. A typical private club generates $400,000-800,000 per month in dues, plus F&B, golf, and other revenues. Closing for six months means forgoing $3-5 million in revenue. That’s before considering the members who might not return, the staff you might lose, and the momentum that dissipates. For most clubs, closing simply isn’t financially viable.

But staying open has its own costs – often hidden and underestimated. Construction while operating typically adds 20-30% to project costs. That’s overtime for workers operating outside normal hours, inefficiencies from constant setup and breakdown, premium pricing for phased work, and the inevitable delays from working around club schedules. A $5 million renovation might become $6.5 million when executed while open.

Then there’s the member impact cost – harder to quantify but very real. Members experiencing construction for 18 months instead of 6 months endure three times the disruption. Dust, noise, closed facilities, rerouted traffic, limited parking – these daily irritations accumulate. Some clubs report 10-15% membership loss during extended renovations, not because members oppose the improvements, but because they tire of the process.

The psychology of renovation while open is fascinating. Members intellectually understand the need for improvements and the financial necessity of staying open. But emotionally, they feel like they’re paying full dues for a compromised experience. This cognitive dissonance creates tension that, if not properly managed, can poison the atmosphere for years.

I’ve seen clubs handle this brilliantly and clubs handle it disastrously. The difference isn’t just in execution – it’s in understanding member psychology from the start. Members can endure almost anything if they understand why, see progress, and feel heard. They revolt when they feel surprised, ignored, or taken for granted.

The demographic factor is crucial but often overlooked. Older members might prefer a complete closure – “rip the band-aid off” – while younger members with families can’t disappear for six months. Retirees might tolerate weekday construction that would infuriate working members. Understanding your membership’s specific tolerances and patterns is essential.

There’s also the competitive landscape to consider. If you close, where do your members go? If a competitor offers reciprocal privileges, you might be introducing your members to their future club. If you stay open but create a poor experience, you might be pushing members away anyway. The sweet spot is maintaining enough quality to retain members while making visible progress toward improvement.

The staff impact is frequently underestimated. Renovation while open is exhausting for employees. They’re dealing with frustrated members, working in compromised conditions, constantly adapting to changes, and often picking up extra duties. Staff turnover during renovations can exceed 50%, and the institutional knowledge that walks out the door is irreplaceable.

Let me share a specific example that illustrates these dynamics. A club in Virginia faced a $8 million renovation. Closing for eight months would forfeit $5 million in revenue. Staying open added $2 million to construction costs but preserved $4 million in revenue after operating expenses. The math favored staying open by $2 million. But they didn’t account for the 75 members who resigned during the 20-month phased construction, representing $900,000 in annual dues. The real advantage was less than $1 million, and the member satisfaction scores took three years to recover.

The difference between a smooth phased renovation and a chaotic nightmare is master planning. Not just architectural master planning, but operational master planning that considers every aspect of club life during construction. This is where most clubs fail – they plan the end result beautifully but poorly plan the journey to get there.

Effective phasing starts with understanding your club’s operational rhythm. When is your slowest day? Slowest month? Slowest season? Every club has patterns – the Thursday morning ladies’ game, the Saturday afternoon wedding season, the January lull. Your phasing plan must respect these rhythms or risk maximum disruption at the worst times.

The concept of “critical path” is essential. What absolutely must remain operational? The answer varies by club but typically includes parking, main entrance, some dining capacity, restrooms, and either locker rooms or temporary facilities. Everything else is negotiable. But here’s the key – the critical path isn’t static. It changes by season, by day of week, even by time of day.

Creating swing spaces is an art form. A swing space is a temporary facility that allows normal operations to relocate while their permanent home is renovated. The board room becomes a dining room. The golf simulator becomes a card room. The tennis viewing area becomes a bar. But these aren’t just furniture moves – they require infrastructure. Power, data, HVAC, plumbing – all might need temporary modifications.

The most successful phased renovations follow what I call the “domino principle.” Each phase enables the next. Phase 1 might be building a new kitchen, which allows Phase 2 to convert the old kitchen to expanded dining, which allows Phase 3 to renovate the existing dining room. Each phase provides immediate member benefit while setting up future improvements.

But here’s where it gets complex – construction sequencing versus member experience sequencing. Construction logic might say: do all structural work first, then MEP, then finishes. Member experience logic says: maintain quality in visible areas while doing dirty work in hidden areas. These logics conflict, and resolving that conflict costs money and time.

The seasonal strategy is crucial for northern clubs. Can you do exterior work in winter? Should you close the pool for renovation in spring or fall? When do you touch the golf course? One club in Michigan scheduled all interior work for winter and all exterior work for summer – logical, except their interior work included the main dining room, which was busiest during winter when golf was closed. They had to completely reconfigure their phasing.

Let me detail a brilliant phasing strategy I witnessed. The club created what they called “compression phases” and “expansion phases.” During compression phases, they’d minimize operations – close dining to members only, limit events, reduce hours. They’d execute major disruptive work quickly. During expansion phases, they’d restore full operations and focus on less disruptive improvements. Members could plan around compression phases, booking events and guests during expansion phases.

The documentation required for successful phasing is extensive. You need detailed plans for each phase showing what’s closed, what’s open, and how circulation works. You need operational plans showing how each department functions during each phase. You need communication plans ensuring members know what to expect when. This documentation might be 200+ pages, but it’s essential.

Technology can help manage phasing complexity. Building Information Modeling (BIM) allows you to visualize each phase in 3D, identifying conflicts before they occur. Project management software tracks thousands of tasks across multiple phases. Member communication apps provide real-time updates on what’s accessible today.

One of the most expensive and complex aspects of phased renovation is creating temporary facilities that maintain member experience. The word “temporary” is misleading – these facilities might operate for 6-18 months and need to meet the same standards as permanent spaces. This is where clubs often fail, thinking they can get by with substandard temporary solutions.

Let’s start with temporary kitchens, often the most challenging and expensive temporary facility. A full temporary kitchen might cost $250,000-500,000 between equipment rental, installation, utilities, and permits. You need cooking equipment, refrigeration, dishwashing, storage, and prep areas. But you also need grease traps, ventilation, fire suppression, and health department approvals. This isn’t a food truck – it’s a fully functional commercial kitchen that happens to be temporary.

The location of temporary kitchens is crucial. Too far from dining areas and service suffers. Too close to member areas and noise and odors intrude. One club installed a temporary kitchen in their parking lot, connected to the dining room by a covered walkway. It worked, but servers walked miles each day, labor costs increased 20%, and food quality suffered from the journey.

Temporary dining presents its own challenges. Members will tolerate a different space but not a lesser experience. The temporary dining room needs proper tables and chairs, not banquet furniture. It needs appropriate lighting, not harsh temporary fixtures. It needs acoustic treatment, or conversation becomes impossible. The bar needs to be fully functional, not a folding table with bottles.

I’ve seen creative solutions that actually enhanced member experience. One club created a “summer pavilion” – a high-quality tent structure with real flooring, chandeliers, and climate control. It was so popular that members requested it remain after renovation. Another club used their bowling alley as temporary dining, creating a unique speakeasy atmosphere that members still talk about.

Temporary locker rooms are particularly sensitive. Members might visit dining rooms weekly but use locker rooms daily. The temporary facilities need adequate lockers, quality showers, appropriate amenities, and maintained cleanliness. Privacy, security, and comfort can’t be compromised just because facilities are temporary.

The modular building industry has evolved to serve this need. Modern modular structures can provide nearly any function – full locker rooms, dining spaces, kitchens, even fitness facilities. They’re not cheap – rental might be $10,000-30,000 per month – but they maintain member experience. The key is planning far ahead, as demand exceeds supply during peak construction season.

Utilities for temporary facilities are often the hidden challenge. That modular kitchen needs three-phase power, gas, water, and sewer connections. The temporary dining needs HVAC capacity. The temporary locker rooms need hot water. Running temporary utilities might cost $100,000+ and require months of planning and permitting.

The permitting process for temporary facilities can be surprisingly complex. Many jurisdictions treat temporary structures almost like permanent ones, requiring full plan review, permits, and inspections. Health departments might require the same standards for temporary kitchens as permanent ones. Fire marshals need to approve egress plans. This process can take 2-3 months, so early planning is essential.

The transition between temporary and permanent facilities requires careful choreography. You can’t close the temporary kitchen until the permanent one is operational. But you can’t demolish the old kitchen until the temporary one is functioning. This overlap period, where you’re essentially operating duplicate facilities, is expensive but necessary.

The difference between member support and member revolt during renovation often comes down to communication. Not just the quantity of communication, but the quality, timing, and method. I’ve seen perfectly executed renovations fail because of poor communication, and mediocre renovations succeed because members felt informed and involved.

The communication timeline should start 12-18 months before construction. This seems excessive, but member buy-in takes time. The first communications should be about vision and need, not logistics and disruption. Members need to fall in love with the future before they’ll tolerate the journey. Start with beautiful renderings, virtual tours, and inspiration, not construction schedules and closure notices.

The medium matters as much as the message. Different members consume information differently. Print newsletters for traditionalists. Email updates for the digitally comfortable. Text alerts for the phone-dependent. Social media for the engaged. Town halls for the social. One-on-ones for the influential. You’re not choosing one channel – you’re using all channels, with consistent messaging across each.

The frequency of communication is delicate. Too little and members feel blindsided. Too much and they tune out. The sweet spot is regular scheduled updates – weekly during active phases, monthly during quiet periods – plus immediate alerts for unexpected changes. Predictability in communication reduces anxiety.

Transparency about problems builds more trust than hiding them. When the kitchen equipment is delayed six weeks, tell members immediately. When costs exceed budget, explain why. When mistakes happen, own them. Members can forgive problems they understand but revolt against surprises and cover-ups. One club created a “construction confessional” in their newsletter, humorously admitting mistakes and lessons learned. Members loved it.

Visual communication is incredibly powerful during construction. Progress photos, time-lapse videos, behind-the-walls tours – these help members see advancement when all they experience is disruption. One club installed webcams streaming construction progress. Members became so engaged they’d email when workers weren’t on site, becoming partners in project management.

The power of committees during renovation cannot be overstated. A renovation committee that includes diverse members – young and old, golf and social, patient and demanding – becomes your communication amplifier. They hear concerns before they become complaints. They explain decisions to their networks. They provide political cover for difficult choices.

Creating milestone celebrations maintains positive momentum. Topping out ceremonies, hard-hat tours, and reveal parties give members positive touchpoints during a disruptive process. These events make members feel part of the process rather than victims of it.

Let’s talk about the dirty reality of construction – literally. Dust, noise, vibration, odors, and visual chaos are inevitable when renovating while open. Managing these impacts separates professional renovations from amateur hour. The difference isn’t eliminating disruption – that’s impossible. It’s controlling, containing, and communicating about disruption.

Dust is the enemy of member experience. It settles on everything, triggers allergies, damages equipment, and screams “construction zone.” Professional dust control starts with proper barriers – not just plastic sheets but sealed wall systems with negative pressure. HEPA air scrubbers running 24/7. Sticky mats at every transition. Daily cleaning of adjacent areas. The cost for proper dust control might be $50,000-100,000 on a major renovation, but it’s essential.

The timing of dusty work matters enormously. Demolition at 6 AM might seem efficient, but if dust settles in the dining room before lunch service, you’ve ruined 100 member experiences. Smart contractors do dusty work after hours, then spend the early morning cleaning before members arrive. This adds cost but preserves experience.

Noise is even more challenging than dust because it travels further and penetrates barriers. The 7 AM jackhammer might wake the member in the fitness center, disturb the breakfast diners, and interrupt the board meeting. Sound travels through structure, not just air, so vibration in one area becomes noise elsewhere.

Acoustic barriers are essential but often inadequate. Temporary walls need mass – multiple layers of drywall, not just plastic. Sound blankets on the construction side. White noise machines on the member side. But the best solution is scheduling – impact work when fewer members are present, precision work during peak hours.

I witnessed an innovative approach where the club created “quiet zones” and “noise zones” that shifted throughout the day. From 11 AM-2 PM, dining was a quiet zone while fitness was a noise zone. The schedule was published, and members could plan accordingly. Contractors knew exactly when they could make noise where.

Odor management is often overlooked until members complain. Paint fumes, adhesive odors, construction materials off-gassing – these can make spaces unusable. Proper ventilation is crucial, but timing is equally important. Schedule odorous work for Friday nights, allowing weekend ventilation before Monday use. Use low-VOC materials even if they cost more. Deploy commercial air purifiers in adjacent spaces.

Visual barriers matter more than most realize. Members can tolerate construction they don’t see. But exposed construction creates stress, even if contained. The solution isn’t just barriers but attractive barriers. Printed graphics showing the future space. Historical photos celebrating club heritage. Artwork from junior members. These transform necessary barriers into communication opportunities.

The construction entrance strategy is crucial. Contractors need access, but their traffic shouldn’t intersect member circulation. A dedicated construction entrance, even if it requires cutting a temporary opening, prevents contractors from traipsing through member areas. This separation maintains the illusion that construction and club operations are separate worlds.

Parking during construction deserves special attention. Losing 50 parking spaces to construction staging might seem minor, but it creates daily member frustration. Solutions include valet service (expensive but effective), satellite parking with shuttles, or temporary spaces on lawn areas. One club created “construction hero” parking – premium spaces for members who carpooled during construction.

The greatest challenge during phased renovation isn’t construction – it’s maintaining service standards when everything is in flux. Members might understand physical disruption, but they won’t tolerate service degradation. Your staff is your secret weapon or your Achilles’ heel during renovation.

Staff morale during renovation is predictably low. They’re dealing with frustrated members, working in compromised conditions, constantly adapting to changes, and often doing extra work without extra pay. Turnover during renovation can exceed 50%, and the loss of experienced staff compounds service challenges. Proactive morale management is essential.

Communication with staff needs to exceed communication with members. They need to know not just what’s happening, but why and how it affects their specific roles. Daily briefings during active phases. Weekly all-hands meetings. Department-specific training on temporary procedures. Staff should never learn about changes from members.

Empowerment becomes crucial when normal procedures don’t apply. Staff need authority to solve problems creatively. The server who can’t access the normal route to the kitchen needs permission to go through the office. The locker room attendant dealing with temporary facilities needs discretion to offer compensatory amenities. Rules-based organizations struggle during renovation; principle-based organizations thrive.

Creating “service recovery” protocols helps maintain satisfaction when things go wrong. Every staff member should have tools to address member frustration – complimentary drinks, guest passes, future event credits. The cost of these gestures is minimal compared to the goodwill they generate. One club gave each department head a monthly “make it right” budget specifically for construction-related issues.

Cross-training becomes essential when spaces and roles are in flux. The dining server might need to work the temporary bar. The golf shop staff might check in fitness members. The administrative assistant might host the temporary dining entrance. This flexibility requires advance training and appropriate compensation.

Scheduling challenges multiply during renovation. Normal par levels don’t apply when you’re operating from temporary spaces. You might need more staff to maintain service levels due to inefficiencies, or fewer staff due to reduced capacity. Dynamic scheduling based on daily construction impacts is necessary but complex.

The surprise and delight opportunities during renovation are often missed. Because members’ expectations are lowered, exceeding them is easier and more impactful. The handwritten note apologizing for noise. The complimentary dessert when the kitchen is struggling. The surprise member party when a phase completes early. These gestures build emotional bank accounts that offset renovation withdrawals.

The relationship between your club and the construction team determines renovation success more than any other factor. This isn’t a typical contractor-client relationship – it’s a 12-18 month marriage where both parties must coexist in the same space. Getting this relationship right requires careful selection, clear expectations, and constant communication.

Contractor selection for occupied renovation requires different criteria than typical construction. Yes, price and quality matter, but experience with occupied facilities matters more. Ask specific questions: Have they renovated occupied clubs? Can they provide references from similar projects? Do they understand the difference between commercial construction and disrupting someone’s second home?

The pre-construction phase is where success is built or doomed. Detailed logistics planning before breaking ground prevents countless problems. Where will workers park? Where will they eat lunch? Which restrooms can they use? How will materials be delivered? Where will debris be staged? These seem like minor issues until 50 workers arrive and park in member spaces.

The superintendent is your most important relationship. They control daily decisions that affect member experience. A superintendent who understands hospitality can minimize disruption. One who only understands construction will prioritize efficiency over experience. Meet the actual superintendent, not just the sales team, before signing contracts.

Creating “rules of engagement” prevents conflicts. Written protocols for worker behavior, appearance standards, parking locations, break areas, smoking policies, interaction with members, music volume, language standards – these prevent problems rather than addressing them after member complaints. Include these standards in the contract, not just a handshake agreement.

Daily coordination meetings are non-negotiable during active phases. 7 AM, before members arrive: construction superintendent, club manager, affected department heads. Review today’s work, tomorrow’s plan, and any member concerns. These 15-minute meetings prevent hours of problems. Skip them at your peril.

The payment structure should incentivize member satisfaction, not just construction progress. Consider bonuses for phases completed without member complaints. Penalties for work outside agreed hours. Incentives for early completion of critical phases. Traditional construction contracts don’t contemplate member experience; yours should.

Managing the sub-contractor parade is particularly challenging. The general contractor might understand your culture, but the drywall sub arriving at 5 AM might not. Require orientation for every worker on site. Issue club-specific badges. Maintain a daily log of workers present. One bad interaction with an inappropriate sub can destroy months of goodwill.

Change order management during occupied renovation requires special attention. Changes are inevitable when you uncover hidden conditions, but members see changes as poor planning. Batch changes into planned phases rather than constant disruption. Communicate changes proactively. And build a healthy contingency – 15-20% for occupied renovation versus 10% for new construction.

The punch list and closeout process is where many renovations fail. The contractor wants to move to the next job. The club wants perfection. Members are tired of construction. This tension creates pressure to accept “good enough.” Resist. Maintain standards through completion. The items you accept today become your problems forever.

The financial complexity of renovation while open extends far beyond construction costs. Revenue impacts, operational inefficiencies, member accommodations, and hidden costs can destroy budgets and relationships. Understanding and managing these financial dynamics separates successful renovations from disasters.

Revenue disruption is inevitable but often underestimated. F&B revenue might drop 30-40% even if you remain “fully operational.” Event bookings disappear – no one wants their wedding next to a construction zone. Golf rounds decrease as parking becomes difficult. Fitness usage drops as members find alternative facilities. Model this disruption realistically, not optimistically.

The assessment strategy deserves careful consideration. One large assessment or multiple smaller ones? Beginning, middle, or end? Member vote or board authority? Each approach has implications. Large front-end assessments provide capital but might trigger resignations. Multiple small assessments feel less painful but create repeated member pain points. Back-end assessments risk collection issues if members are frustrated.

Operating expense increases during renovation are real but often unbudgeted. Utility costs spike with temporary facilities. Labor costs increase due to inefficiencies. Supplies cost more when ordered in smaller quantities. Maintenance increases as temporary facilities require constant attention. Budget 10-15% operating expense increase during renovation.

Member accommodation costs add up quickly. Reciprocal club arrangements. Complimentary food and beverage. Guest passes as apologies. Reduced dues or fees. These might seem minor individually but can total hundreds of thousands over a long renovation. Budget for them or face difficult choices between member satisfaction and financial performance.

Cash flow management becomes critical during renovation. Construction draws, operating shortfalls, and unexpected costs create cash crunches. That beautiful new dining room is worthless if you can’t pay staff to operate it. Maintain credit lines 20-30% above projected needs. Cash is king during renovation; liquidity prevents crisis.

The insurance implications of renovation while open are complex and expensive. Builder’s risk insurance. Increased liability coverage. Business interruption insurance. Pollution liability for older buildings. Insurance costs might double during renovation. Review coverage with specialists, not just your regular agent.

Financial reporting transparency during renovation builds member trust. Monthly updates showing budget versus actual. Explanations for variances. Projections for completion. Members can accept overruns they understand but revolt against financial surprises. One club created a “renovation dashboard” updated monthly, showing progress, spending, and projections.

One of the most overlooked aspects of renovation while open is maintaining – or even enhancing – club programming and events. The instinct is to cancel or minimize events during construction, but this is precisely wrong. Events and programming maintain community, generate revenue, and remind members why they’re enduring disruption.

The event calendar strategy requires careful planning. Major fundraisers, member-guest tournaments, holiday parties – these can’t simply disappear during renovation. But they can’t proceed normally either. The solution is creative adaptation. Move the spring gala offsite but make it special. Combine the member-guest with the club championship to minimize disruption. Partner with reciprocal clubs for events you can’t host.

Creating renovation-specific programming turns lemons into lemonade. Hard-hat tours for members and their guests. Behind-the-walls wine dinners in construction zones. Naming opportunities for donors. Construction webcam viewing parties. These programs engage members in the renovation process rather than excluding them from it.

The tournament strategy during renovation requires delicate balance. Canceling all tournaments frustrates golfers and loses revenue. Maintaining normal tournament schedule amid construction chaos frustrates everyone. The solution is selective scheduling – maintain major traditional events but consolidate smaller ones. Communicate changes early and often.

Kids’ programming during renovation deserves special attention. Families with children are most likely to resign during disruption – kids don’t understand why the pool is closed or the playground is gone. Creating alternative kids’ activities – movie nights, game rooms, craft workshops – maintains family engagement. One club created a “construction kids club” where children learned about building and design, turning disruption into education.

Fitness programming adaptability prevents member defection. When the fitness center is renovated, offer outdoor boot camps. When the pool is closed, partner with nearby facilities. When studios are unavailable, stream classes online. The key is maintaining programming continuity even if facilities change.

The social calendar shouldn’t disappear during renovation. Book clubs, wine groups, card games – these create community that transcends facilities. Meeting in temporary spaces, members’ homes, or partner locations maintains connections. The relationships matter more than the venue.

Let’s examine specific case studies of phased renovations – both successes and failures – to understand what really works and what doesn’t. These aren’t theoretical concepts but real experiences from clubs that have been through the process.

Case Study 1: The Sequential Success A club in Connecticut executed a five-phase, 24-month renovation flawlessly. Their secret? They started with back-of-house improvements – kitchen, storage, employee areas. Members saw no disruption but experienced improved service. This built goodwill for later member-facing phases. They then renovated in order of increasing member impact: fitness center, locker rooms, casual dining, formal dining, and finally, the main entrance and lobby. Each phase was completely finished before starting the next, preventing construction creep.

The financial results were impressive. They maintained 92% of budgeted revenue throughout construction. Member satisfaction scores never dropped below 7/10. They actually gained 30 new members during construction, attracted by the improvements. The key was their “100% rule” – every phase had to be 100% complete, including punch list items, before proceeding.

Case Study 2: The Overlap Disaster A Florida club attempted to compress their renovation timeline by overlapping phases. Multiple contractors working simultaneously would finish faster, they reasoned. The reality was chaos. The mechanical contractor needed access to the same ceiling as the framing contractor. The flooring installer couldn’t work because the painters were in the way.

Members experienced construction everywhere with no refuge. The dining room had no ceiling while the kitchen was being renovated next door. The locker rooms were gutted while the pro shop was under construction. There was literally nowhere in the club without active construction.

The results were catastrophic. 150 members resigned or went inactive. Revenue dropped 45%. The construction period extended from 12 months to 20 months due to coordination conflicts. Legal battles with contractors continued for three years. The lesson? Sequential phasing might take longer but prevents compound disruption.

Case Study 3: The Seasonal Strategy A Midwest club developed a brilliant seasonal phasing strategy. They recognized their outdoor season (May-September) and indoor season (October-April) created natural renovation windows. All course and outdoor work happened in winter. All indoor work happened in summer. Members always had their preferred facilities available during peak usage.

They also created “sprint phases” and “marathon phases.” Sprint phases were 4-6 week intense disruptions during shoulder seasons – complete locker room renovation in November, kitchen renovation in March. Marathon phases were longer but less disruptive – gradual dining room updates throughout summer. This variety prevented renovation fatigue.

Case Study 4: The Communication Champion A California club turned their renovation into a masterclass in member engagement. They created a renovation app with real-time updates, progress photos, and disruption alerts. Members could see exactly what areas were affected each day. They hosted monthly “renovation dinners” where the architect and contractor presented progress and answered questions. They created a suggestion box specifically for construction feedback and publicly responded to every submission.

The result? Despite 18 months of significant disruption, they had zero resignations attributed to construction. Member satisfaction with club leadership actually increased during renovation. They raised an additional $2 million in capital contributions above the original assessment. The lesson? Over-communication is impossible during renovation.

Throughout a phased renovation, you’ll face critical decision points that can make or break the project. These moments require quick decisions with long-term implications. Understanding these inflection points and having frameworks for decision-making prevents paralysis and poor choices.

The first critical decision often comes early: what to do when you uncover unexpected conditions. Asbestos, structural deficiencies, or code violations can derail carefully planned phases. The temptation is to address everything immediately, but this can cascade into total project disruption. The framework: assess life-safety first, member impact second, cost third. If it’s not dangerous, can it wait until a planned phase?

The acceleration versus delay decision appears multiple times. A contractor offers to accelerate work for a premium. Or delays mount and you must decide whether to compress later phases. The framework: calculate the true cost of member disruption days. If acceleration saves 30 days of member disruption, the premium might be worthwhile. But acceleration that compromises quality is never worthwhile.

The scope creep moment is inevitable. “While we have the walls open, shouldn’t we also…” This thinking can transform manageable renovations into endless projects. The framework: maintain phase discipline. Document all scope creep ideas for future phases rather than expanding current ones. The only exceptions should be items that would be significantly more expensive to address later.

The good enough versus perfect tension peaks near each phase completion. The tile isn’t exactly the specified color. The millwork has minor defects. The equipment works but isn’t ideal. The framework: distinguish between member-facing and back-of-house compromises. Never compromise on member-facing quality. Be pragmatic about hidden elements.

The temporary versus permanent solution decision arises constantly. Invest in high-quality temporary facilities or accept member dissatisfaction? The framework: calculate the cost per month of member experience. A $100,000 temporary facility used for 10 months costs $10,000 per month. If it prevents 5 resignations per month at $2,000 monthly dues, it pays for itself.

The member accommodation requests escalate during disruption. Dues relief, special privileges, compensation for inconvenience. The framework: consistency is crucial. Whatever you do for one member, prepare to do for all. Better to have a firm, fair policy than make exceptions that create precedent.

The renovation isn’t over when construction ends. Post-renovation recovery – returning to normal operations, rebuilding member satisfaction, and addressing lingering issues – requires deliberate effort. Many clubs fumble this transition, assuming members will immediately forget 18 months of disruption once they see new facilities.

The psychological recovery period typically equals half the construction period. If renovation took 18 months, expect 9 months before members fully move past the experience. During this period, hypersensitivity to any disruption remains. That minor plumbing leak that would normally be tolerated triggers “here we go again” responses.

The grand reopening strategy matters more than most realize. After months of disruption, members need celebration and closure. Not just a ribbon cutting, but a series of events that showcase improvements and appreciate patience. Tours highlighting changes. Parties in each new space. Recognition of staff who persevered. These events provide psychological closure to the construction chapter.

Addressing the punch list quickly prevents lingering frustration. Members who endured 18 months of construction have no patience for incomplete details. That missing door hardware or unpainted wall section becomes a symbol of incompetence. Dedicate resources to completing every detail within 60 days of substantial completion.

Staff recovery requires deliberate attention. Employees are exhausted from managing through disruption. Turnover risk peaks immediately post-renovation as staff who stayed for loyalty finally feel free to leave. Retention bonuses, appreciation events, and scheduling flexibility help retain crucial personnel through the recovery period.

The financial recovery timeline often surprises boards. Revenue doesn’t immediately return to pre-construction levels, much less projected post-renovation levels. Event bookings take 6-12 months to rebuild. Membership sales might lag as prospects wait to see if improvements justify higher dues. Budget for this lag rather than assuming immediate returns.

New member integration during recovery requires special attention. Members who join immediately post-renovation didn’t experience the disruption but might hear about it constantly from existing members. Creating orientation programs that celebrate the new while acknowledging the journey helps integrate these members.

The lessons learned documentation, while painful, provides invaluable guidance for future projects. What worked? What failed? What would you do differently? This institutional knowledge prevents repeating mistakes. One club created a “renovation manual” that has guided their subsequent projects smoothly.

As we conclude our deep dive into renovation while open, let’s distill the essential insights for any club contemplating this challenge.

First, renovation while open is usually necessary but always difficult. The financial necessity of maintaining revenue must be balanced against the real costs of member disruption, operational inefficiency, and construction premiums. Do the math honestly, including soft costs like member satisfaction and staff turnover.

Second, success lies in planning, not just design. The most beautiful renovation can fail if poorly executed. Invest as much in logistics planning, communication strategy, and operational coordination as in architectural design. The journey matters as much as the destination.

Third, communication cannot be over-done during renovation. Members can endure almost anything if they understand why, see progress, and feel heard. Surprise is your enemy. Transparency is your friend. Create multiple channels for two-way communication and use them constantly.

Fourth, phasing is an art requiring operational understanding, not just construction logic. The best phase plan minimizes compound disruption while maintaining critical operations. Sequential completion beats parallel chaos. Temporary facilities are investments in member retention, not unnecessary expenses.

Fifth, your team – both staff and contractors – determines success more than your plans. Select contractors based on occupied renovation experience, not just price. Support staff through the challenge with communication, empowerment, and appreciation. The human element makes or breaks the experience.

Finally, prepare for the marathon, not the sprint. Renovation while open takes longer, costs more, and challenges everyone more than anticipated. Build contingencies into budgets, schedules, and patience. Celebrate small victories along the way. Remember that you’re not just renovating facilities – you’re transforming your club while maintaining its soul.

The clubs that successfully navigate renovation while open emerge stronger. They’ve proven their resilience, demonstrated their value, and built member loyalty through shared challenge. The improved facilities are just the visible result. The invisible result – a community that persevered together – might be even more valuable.

Thank you for joining me for this comprehensive exploration of renovation while open. If your club is planning or enduring a phased renovation, I’d love to hear your experiences. What worked? What didn’t? What would you do differently? Connect with us at golfclubhousedesign.com or on LinkedIn to share your stories.

Until next time, remember that renovation isn’t just about creating better spaces – it’s about managing transformation while maintaining community. The clubs that understand this balance don’t just survive renovation; they thrive through it. This has been Experience in Golf Clubhouse Design. Keep building, keep improving, and keep your members close throughout the journey.

 

Wellness Beyond Golf – The Fitness Revolution in Clubhouse Design

Episode 112

Welcome back to Experience in Golf Clubhouse Design, the podcast exploring the intricacies of golf clubhouse design, human interaction, and its impact on member lifestyles. I’m your host, and today we’re examining one of the most transformative trends in modern clubhouse design – the evolution from basic fitness rooms to comprehensive wellness destinations that rival the best boutique studios and luxury spas.

For those joining us for the first time, we dive deep into architecture and interior design concepts that lead to successful golf clubhouses and resorts. From pro shops to dining rooms, from locker rooms to, especially relevant today, fitness and wellness facilities, we explore how thoughtful design creates exceptional member experiences. You can find all our episodes at golfclubhousedesign.com and connect with us on LinkedIn.

Today’s episode, “Wellness Beyond Golf: The Fitness Revolution in Clubhouse Design,” explores how clubs are reimagining fitness and wellness to meet the demands of health-conscious members who expect more than a few treadmills in the basement. We’re talking about clubs investing millions in fitness facilities that rival Equinox, recovery amenities that match professional sports teams, and wellness programming that extends far beyond the physical.

This isn’t just about adding square footage or buying expensive equipment. It’s about understanding that for many members, especially younger ones, fitness and wellness are primary drivers of club usage – sometimes even more than golf. We’ll explore how leading clubs are creating facilities that serve everyone from the competitive athlete to the member recovering from surgery, from the yoga enthusiast to the weightlifter, from the marathon runner to the member who just wants to feel better.

Get ready for an in-depth journey through the design considerations, operational challenges, and tremendous opportunities in creating wellness facilities that enhance your club’s value proposition and member satisfaction.

To understand where we’re going, we need to appreciate where we’ve been. For decades, the typical country club fitness facility was an afterthought – a windowless room in the basement with a few pieces of equipment that seemed to have been purchased at a hotel liquidation sale. Maybe there was a single-station multi-gym, a couple of treadmills, and if you were lucky, a set of dumbbells that went up to 40 pounds. The message was clear: fitness wasn’t why you joined a country club.

But something fundamental shifted in the last decade, accelerated dramatically by COVID-19. Fitness and wellness moved from the periphery to the center of many members’ lives. The demographic changes are striking. Younger members joining clubs often use fitness facilities more frequently than they play golf. Women, who represent the fastest-growing segment of club membership, prioritize fitness and wellness amenities in their membership decisions. Even traditional golf-focused members discovered that fitness improved their game and quality of life.

The data tells the story. Clubs with comprehensive fitness facilities report 40-60% of members using them regularly, compared to 20-30% who play golf weekly. The fitness facility might see 500 visits on a day when only 100 rounds of golf are played. This usage intensity has forced clubs to completely rethink their approach to fitness and wellness.

But here’s what’s really revolutionary: it’s not just about exercise anymore. Today’s wellness encompasses physical fitness, mental health, recovery, nutrition, and social connection. Members want a holistic approach to wellness that fits seamlessly into their lifestyle. They’re comparing your facility not to other clubs, but to Life Time, Equinox, Barry’s Bootcamp, and their local boutique studios.

The investment levels reflect this shift. Where clubs once allocated maybe $100,000 for fitness equipment in a renovation, we’re now seeing investments of $2-5 million or more in comprehensive wellness facilities. These aren’t just equipment purchases – they’re architectural transformations that create destinations within the club.

The design implications are profound. We’re talking about prime real estate – not basement corners but spaces with natural light, views, and convenient access. We need infrastructure for heavy equipment loads, sophisticated HVAC for temperature and humidity control, acoustic isolation to prevent noise transfer, and technology integration for connected fitness experiences.

The operational model has evolved too. No longer can clubs rely on an unsupervised room with a liability waiver. Today’s wellness facilities require professional staff, structured programming, and ongoing investment in equipment and education. But the payoff is substantial – wellness facilities are becoming profit centers, not cost centers.

Let me share a specific example that illustrates this transformation. A club in Connecticut recently converted their underutilized tennis facility into a 15,000-square-foot wellness center. The investment was $3.5 million. Within 18 months, they had added 150 new members specifically for the wellness facilities, generating $1.2 million in annual dues plus another $400,000 in personal training and programming revenue. The facility went from being a drain to a driver of club success.

The philosophical shift is equally important. Wellness is no longer separate from golf – it’s complementary. The member who takes a 6 AM spin class might play nine holes after. The foursome might end their round with stretching and recovery. The spouse who doesn’t golf becomes a daily user through fitness. Wellness extends the club’s relevance and usage throughout the year, throughout the day, and throughout the member’s life.

The traditional approach to fitness floor design – rows of cardio equipment facing a mirror, weight machines in another row, free weights in the corner – is completely inadequate for today’s expectations. Modern fitness floor design requires sophisticated space planning that accommodates diverse training styles, different energy levels, and varying expertise.

Let’s start with the fundamental principle: zones, not rows. The most successful fitness facilities create distinct zones for different activities and energy levels. The cardio zone might feature equipment with individual entertainment systems, arranged to maximize views and minimize feeling like you’re on display. The strength training zone needs clear sight lines for safety but also privacy for those intimidated by serious lifters. The functional training zone requires open space with turf, suspension systems, and equipment for dynamic movement.

The equipment selection itself has evolved dramatically. Yes, you still need quality cardio equipment – but now it’s connected treadmills with virtual running programs, bikes that link to Peloton classes, and rowers that compete with other clubs. Strength equipment has moved beyond machines to include Olympic platforms, power racks, and specialized equipment for sport-specific training. Functional fitness tools – battle ropes, sleds, plyometric boxes – require dedicated space and appropriate flooring.

Flooring is a critical design element that’s often underestimated. Different activities require different surfaces. Heavy lifting areas need thick rubber to handle dropped weights. Stretching zones benefit from cushioned flooring. Functional training might require turf. The transitions between these zones need to be seamless and safe. The cost of proper flooring can reach $20-30 per square foot, but it’s essential for safety and longevity.

Technology integration has become mandatory, not optional. Members expect WiFi connectivity for their devices, charging stations for phones and wearables, and screens that can display everything from workout tracking to virtual classes. Some clubs are installing systems that recognize members when they enter, loading their personalized workout plans and tracking their progress automatically. The infrastructure for this technology – power, data, mounting systems – needs to be planned from the beginning.

The acoustic challenge in fitness spaces is immense. You have impact noise from weights, mechanical noise from equipment, and human noise from exertion and instruction. Without proper acoustic treatment, the space becomes unbearable. Solutions include specialized ceiling systems that absorb sound, rubber flooring that reduces impact transmission, and strategic placement of sound-absorbing materials. Some clubs are creating “quiet zones” for members who prefer to exercise without loud music or noise.

Natural light and views transform a fitness experience. Members who can see outside run longer, lift more, and report higher satisfaction. But this creates design challenges – glare on screens, heat gain, and privacy concerns. Solutions include automated shading systems, specialized glass that reduces heat while maintaining views, and careful equipment placement to maximize sightlines while maintaining privacy.

The HVAC requirements for fitness spaces are unlike any other area in the clubhouse. You need high air exchange rates – often 8-12 air changes per hour compared to 4-6 in dining areas. Temperature control is critical but challenging with varying activity levels. Humidity control prevents equipment corrosion and maintains comfort. The best systems provide zone control, allowing different areas to maintain different conditions.

Let me describe a particularly innovative fitness floor design. The club created a central “performance zone” with turf and functional equipment, surrounded by specialized areas – a lifting platform with mirrors and heavy weights on one side, a mind-body studio with natural light on another, cardio equipment with views on the third, and recovery amenities on the fourth. Members naturally flow between zones based on their workout, creating energy and community while maintaining appropriate spacing.

The circulation pattern through the fitness floor matters more than most realize. Members should be able to move between zones without disrupting others. Sight lines should allow staff to monitor all areas from key positions. Emergency exits need to be clear and accessible. Storage for personal items, towels, and small equipment should be distributed throughout, not centralized in one location.

The boutique fitness revolution – think SoulCycle, Barry’s Bootcamp, Pure Barre, F45 – has fundamentally changed member expectations for group fitness. The days of a single aerobics room with a portable sound system are over. Today’s members expect specialized studios with professional lighting, premium sound systems, and programming that rivals standalone boutique studios.

The multi-studio approach has become standard in leading clubs. Rather than one multipurpose room, clubs are creating two, three, or even four specialized studios. The cycling studio with 30 bikes, theatrical lighting, and concert-quality sound. The hot yoga studio with radiant heating, humidity control, and specialized flooring. The high-intensity interval training studio with assault bikes, rowing machines, and battle ropes. Each space is optimized for its specific use rather than compromised for flexibility.

Let’s dive deep into what makes a successful cycling studio, since this has become almost mandatory for competitive clubs. The bikes themselves are just the beginning – you need commercial-grade indoor cycling bikes, often $2,000-3,000 each, with power meters and connectivity. The arrangement matters – stadium-style tiering allows everyone to see the instructor and creates energy. The sound system is crucial – we’re talking about 3,000-5,000 watts of power with multiple zones for even coverage. The lighting system transforms the experience – programmable LED systems that sync with music, creating an immersive environment.

The technology backend for boutique studios is sophisticated. Reservation systems that allow members to book specific bikes. Heart rate monitoring systems that display real-time effort on screens. Leaderboards that create friendly competition. Integration with apps that track performance over time. Some clubs are partnering with companies like Les Mills or Peloton for content, while others are developing proprietary programming.

The mind-body studio presents different challenges. Yoga, Pilates, and barre require precise temperature control – often 75-80 degrees for regular classes, up to 105 for hot yoga. The flooring needs to provide stability for balance poses while offering some cushioning. Natural light is preferred, but with the ability to dim for meditation. Storage for props – mats, blocks, straps, blankets – needs to be accessible but not cluttered.

Acoustic isolation between studios is absolutely critical. The high-energy spin class can’t disturb the meditation session next door. This requires sophisticated construction – isolated slabs, double walls with acoustic insulation, specialized door and window systems. The investment in proper acoustic isolation can add $50-100 per square foot but is essential for simultaneous programming.

The small group training studio is emerging as a key differentiator. This space bridges the gap between personal training and large group classes. Designed for 4-8 participants, it might include suspension training systems, kettlebells, medicine balls, and agility equipment. The intimacy allows for personalized attention while the group dynamic provides motivation and community.

Programming is what brings these studios to life. Successful clubs are offering 50-100 classes per week across their studios. Early morning classes for pre-work members. Lunchtime express sessions. Evening classes for families. Weekend specialty workshops. The variety needs to serve different fitness levels, interests, and schedules.

The instructor quality makes or breaks the boutique studio experience. Members are comparing your instructors to the best in the business. This means competitive compensation, ongoing education, and creating an environment where top talent wants to teach. Some clubs are creating “instructor development programs” to build their bench of talent.

The branding and marketing of boutique studios within the club requires careful thought. Some clubs create sub-brands for their studios – “The Cycle Vault” or “The Power Room” – with their own identity and following. Others integrate everything under the club brand. Either approach can work, but consistency and quality are non-negotiable.

The recovery revolution in fitness has moved from professional sports to mainstream wellness, and club members now expect recovery amenities that go far beyond the traditional sauna. We’re talking about sophisticated spaces dedicated to helping members recover, reduce stress, and optimize their health between workouts.

The cold plunge pool has become the symbol of serious recovery programs. But this isn’t your grandfather’s cold tub – modern cold plunge systems maintain precise temperatures between 39-55 degrees Fahrenheit, with filtration systems that keep water crystal clear, and designs that range from utilitarian to absolutely beautiful. The placement matters too – ideally adjacent to heat therapy options for contrast therapy protocols.

Infrared saunas are supplementing or replacing traditional saunas in many clubs. The appeal is clear – lower ambient temperatures (120-140°F versus 160-200°F), targeted infrared wavelengths that penetrate deeper into tissue, and individual units that provide privacy. The design can be stunning – floor-to-ceiling glass fronts, chromotherapy lighting, integrated sound systems. Some clubs are creating “sauna suites” with multiple units for social distancing and privacy.

The recovery lounge concept is particularly innovative. Imagine a space with zero-gravity chairs equipped with compression therapy boots, PEMF (pulsed electromagnetic field) mats, and meditation headphones. Members can book 30-minute recovery sessions, combining multiple modalities while relaxing in a controlled environment. The investment might be $100,000-200,000, but the member satisfaction and differentiation are substantial.

Cryotherapy chambers, once exclusive to professional sports facilities, are appearing in high-end clubs. While the $150,000-250,000 investment is significant, the appeal to serious athletes and wellness enthusiasts is strong. The key is proper integration – you need space for the unit, a changing area, and supervision protocols. Some clubs are partnering with cryotherapy providers rather than purchasing equipment outright.

The stretching and mobility zone has evolved from a mat in the corner to a dedicated space with specialized equipment. Stretch cages that allow for partner-assisted stretching. Hypervolt percussion devices for self-myofascial release. Foam rollers in various densities. Mirror walls for form checking. Some clubs are adding “stretch therapists” who provide assisted stretching sessions – a service that can generate $100-150 per hour.

Hydrotherapy is making a comeback, but in more sophisticated forms. Contrast pools with precise temperature control. Watsu pools for aquatic therapy. Float tanks for sensory deprivation. The mechanical requirements are substantial – filtration, heating, cooling, and circulation systems that maintain precise conditions. But the member experience is unparalleled.

The design of recovery spaces requires careful attention to atmosphere. These aren’t clinical spaces – they’re sanctuaries. Natural materials like wood and stone create warmth. Lighting is typically dim and indirect, with the ability to adjust for different moods. Sound is carefully controlled – either silence or subtle natural sounds. The goal is to create an environment that promotes parasympathetic nervous system activation.

Integration with the locker room is a crucial design consideration. Members want to flow seamlessly from workout to recovery to shower. This might mean creating a “wet zone” that includes pools, saunas, steam rooms, and showers, with a separate “dry zone” for other recovery modalities. The circulation should be intuitive, with clear sight lines and appropriate privacy.

The operational model for recovery spaces varies. Some clubs include everything in membership. Others charge for premium services like cryotherapy or float tanks. Many find success with a hybrid model – basic recovery amenities included, premium services fee-based. The key is making recovery accessible enough that members develop habits around it.

Technology is entering recovery in interesting ways. Apps that guide members through recovery protocols. Wearables that track recovery metrics and suggest when to push or rest. Virtual reality meditation programs. AI-powered systems that personalize recovery recommendations based on workout data. The clubs embracing this technology are seeing higher engagement and better outcomes.

The explosion of outdoor fitness during COVID revealed something that should have been obvious – exercising outdoors is inherently more enjoyable for many people. The challenge for clubs is creating outdoor fitness spaces that are functional, durable, and aesthetically appropriate for a premium environment.

The outdoor fitness trail or course is becoming a standard amenity. But forget the 1980s parcourse with wooden posts and faded instruction signs. Modern fitness trails integrate seamlessly with the landscape, featuring commercial-grade equipment that weathers beautifully. Stations might include pull-up bars disguised as architectural elements, balance beams that double as landscape features, and plyometric boxes that look like modern sculpture.

The outdoor functional training space is where serious fitness happens al fresco. We’re talking about a dedicated area with turf or specialized outdoor rubber flooring, equipped with everything from battle ropes to sleds. The key is creating a space that feels intentional, not like equipment was just moved outside. This means proper drainage, wind screens, shade structures, and storage solutions that protect equipment while keeping it accessible.

Yoga lawns and meditation gardens serve the mind-body community. The design requirements are subtle but important – level ground with excellent drainage, surrounding landscaping that provides privacy and beauty, and perhaps a pavilion or shade structure for sun protection. Some clubs are adding labyrinths or walking meditation paths, creating contemplative spaces that complement high-energy fitness areas.

The outdoor boot camp phenomenon requires dedicated design consideration. You need open space for running and agility work, stations for strength exercises, and storage for portable equipment. The surface is critical – natural grass looks beautiful but doesn’t hold up to intensive use. Artificial turf provides durability but needs proper drainage and heat management. Some clubs are using hybrid surfaces that combine the best of both worlds.

Pool-based fitness is experiencing a renaissance, moving beyond traditional water aerobics. Aqua cycling, paddleboard yoga, and high-intensity aqua training all require specific pool configurations. Depth, temperature, and lane configuration all matter. Some clubs are adding dedicated fitness pools – smaller, warmer bodies of water optimized for exercise rather than swimming.

The running and walking paths that connect outdoor fitness elements deserve careful design. Width matters – you need room for passing and two-way traffic. Surface selection is critical – crushed granite provides good drainage and joint protection but requires maintenance. Rubberized surfaces offer excellent performance but can be expensive. Lighting extends usability into evening hours. Distance markers and wayfinding help members track their progress.

Weather protection strategies determine how many days per year outdoor spaces can be used. Retractable shade structures provide sun protection without permanent shadows. Misting systems offer cooling in hot climates. Windscreens create microclimates for year-round use. The investment in weather mitigation can double the usable days for outdoor fitness.

As clubs compete for members who have increasingly specific fitness goals, specialized training facilities are becoming key differentiators. These aren’t general fitness spaces – they’re purpose-built environments for specific types of training that command premium fees and create loyal communities within the club.

The golf performance center represents a natural evolution for golf clubs. This goes beyond a hitting bay with a mirror – we’re talking about sophisticated spaces with launch monitors, force plates, 3D motion capture, and specialized equipment for golf-specific fitness. The investment can range from $100,000 for a basic setup to $500,000+ for a comprehensive facility. But the appeal to serious golfers is immense, and the programming opportunities – from junior development to senior flexibility – are endless.

The integration of golf performance with general fitness is where design gets interesting. The space needs to accommodate both high-tech analysis and physical training. This might mean a hitting bay that can transform into a functional training space, or adjacent areas that allow for seamless movement between swing analysis and strength training. The key is creating an environment where golf improvement and physical fitness are seen as inseparable.

The sports performance area serves athletes beyond golf. This might include agility ladders, sprint tracks, vertical jump testing equipment, and sport-specific training tools. The design needs to accommodate explosive movements – reinforced flooring, high ceilings, protective padding where appropriate. Some clubs are partnering with local sports teams or schools, creating revenue opportunities and community connections.

The personal training studio within the larger fitness facility deserves special attention. While some training happens on the main floor, dedicated PT spaces provide privacy for clients who are self-conscious, allow for specialized equipment that might not fit the general population, and create a premium environment that justifies premium pricing. These spaces might include reformer Pilates equipment, specialized rehabilitation tools, or assessment technology like body composition analyzers.

The youth fitness area is increasingly important as clubs focus on family membership. This isn’t just a scaled-down adult gym – it’s a space designed specifically for young bodies and minds. Equipment sized for smaller bodies, programming that makes fitness fun, and design that feels energetic and welcoming to kids while still maintaining club standards. The liability and supervision requirements are significant, but the family loyalty created is invaluable.

The rehabilitation and physical therapy space represents a growing opportunity. Many clubs are partnering with healthcare providers to offer physical therapy, occupational therapy, or sports medicine services. The design requirements are specific – treatment tables, private consultation areas, specialized equipment, and often separate entrances for non-member patients. But the synergy with fitness facilities is obvious, and the revenue potential is substantial.

Virtual training studios are emerging as a hybrid solution. These spaces combine the convenience of digital fitness with the equipment and environment of the club. Members might follow a Peloton class on their own schedule, join a Mirror workout with friends, or participate in virtual personal training with remote coaches. The technology infrastructure is crucial – high-speed internet, large displays, quality sound systems, and user-friendly interfaces.

The assessment and testing lab provides data-driven fitness planning. Body composition analysis, VO2 max testing, movement screens, and metabolic testing all require specialized equipment and controlled environments. While not every member will use these services, they position the club as a serious wellness destination and justify premium membership fees. The data collected can also drive personalized programming and demonstrate progress, increasing member retention.

The modern understanding of wellness extends far beyond exercise to encompass nutrition, stress management, sleep optimization, and lifestyle design. Leading clubs are creating spaces and programs that address these broader wellness dimensions, transforming from fitness centers to true wellness destinations.

The nutrition consultation space has evolved from a desk in the corner to a professional environment where registered dietitians meet with members. This requires private consultation rooms with technology for body composition analysis, meal planning software, and educational materials. Some clubs are adding demonstration kitchens where nutritionists can teach healthy cooking classes, creating an engaging, interactive learning environment.

The juice bar or wellness café has become almost mandatory in premium fitness facilities. But this isn’t just about protein shakes anymore. We’re talking about comprehensive menus with cold-pressed juices, superfood smoothies, acai bowls, and grab-and-go meals that align with various dietary preferences. The design needs to feel integrated with the fitness facility while maintaining food safety standards. Equipment requirements – commercial juicers, blenders, refrigeration – are substantial, often requiring $50,000-100,000 in investment.

The supplement and retail area requires careful planning. Members expect access to quality proteins, vitamins, and recovery products. But this isn’t a GNC – the retail environment needs to match club aesthetics while providing education and guidance. Some clubs are creating “wellness markets” with curated products, local partnerships, and staff expertise that differentiates from online alternatives.

The meditation and mindfulness space addresses mental wellness. This might be a dedicated room with specialized lighting, sound systems for guided meditations, and comfortable seating options. Some clubs are adding float tanks, sensory deprivation experiences, or biofeedback equipment. The key is creating an environment that feels separate from the energy of fitness areas – a true sanctuary within the club.

Sleep optimization is emerging as a wellness focus. While clubs aren’t providing bedrooms, they are offering sleep education, recovery spaces that promote rest, and even nap pods for power naps. Some are partnering with sleep clinics for assessments or offering workshops on sleep hygiene. The design implications include creating truly quiet spaces with controlled lighting and comfortable furniture.

The wellness lounge or library provides education and community. This might include books and magazines on health topics, computers for research and program sign-ups, and comfortable seating for informal consultations or member conversations. It’s a space that reinforces the club’s commitment to comprehensive wellness while providing a lower-energy alternative to fitness areas.

Integration with club dining is crucial but often overlooked. The main dining room’s menu should offer options that align with fitness goals. Pre- and post-workout meals should be available at appropriate times. Special dietary needs – gluten-free, keto, plant-based – should be accommodated without making members feel like special cases. This requires coordination between wellness and culinary teams that goes beyond traditional club operations.

The most beautiful wellness facilities in the world are just expensive rooms without proper programming. The magic happens when spaces are activated with classes, challenges, education, and community-building initiatives that transform individual exercise into collective wellness culture.

The class schedule is the heartbeat of the wellness program. Successful clubs are offering 60-100+ classes per week, ranging from high-intensity interval training to gentle yoga, from cycling to swimming, from boxing to barre. The variety needs to serve different demographics – early morning for workers, mid-morning for retirees, after-school for kids, evenings for families. The logistics of scheduling – instructor availability, space conflicts, member demand – require sophisticated management systems.

Small group training has emerged as a sweet spot between group classes and personal training. Groups of 4-8 members work with a trainer, receiving personalized attention while benefiting from group energy and more affordable pricing. These programs create tight-knit communities within the club – the 6 AM crew, the lunch bunch, the Saturday warriors. The design implication is having spaces that can accommodate these semi-private sessions without disrupting other activities.

Personal training remains the premium offering, but the model is evolving. Beyond one-on-one sessions, trainers are offering partner training, family sessions, and specialized programs for specific goals or conditions. The business model matters – employee trainers versus independent contractors, commission structures, package pricing. Successful clubs are seeing 20-30% of fitness members engage in some form of personal training.

Wellness challenges create energy and engagement. The weight loss challenge, the steps competition, the meditation streak – these programs motivate members while building community. Technology enables sophisticated tracking and gamification. But the design needs to support these programs – display areas for leaderboards, gathering spaces for kick-offs and celebrations, and equipment availability for large groups participating simultaneously.

Educational workshops extend wellness beyond exercise. Nutrition seminars, injury prevention clinics, stress management workshops – these programs position the club as a wellness resource, not just a gym. The space requirements include presentation areas with AV capabilities, demonstration spaces for practical learning, and comfortable seating for longer sessions.

Youth and family programming is crucial for clubs targeting younger demographics. Kids’ fitness classes, family yoga, parent-child training sessions – these programs build multi-generational engagement. But they require specialized spaces, equipment, and instructors trained in youth fitness. The liability and supervision requirements are significant, but the family loyalty created is invaluable.

Senior-specific programming addresses the needs of aging members. Balance classes, arthritis-friendly water aerobics, strength training for bone density – these programs require modifications in equipment, pacing, and instruction style. The design implications include grab bars, non-slip surfaces, and seating options for rest. But the social component is often as important as the physical, with many senior programs becoming tight-knit communities.

Corporate wellness partnerships extend the club’s reach. Local businesses pay for employee memberships or on-site programs, creating revenue and filling off-peak hours. But this requires dedicated resources – corporate accounts management, customized programming, potentially separate entrance or locker facilities. The design might need to accommodate larger groups arriving simultaneously or provide semi-private spaces for corporate classes.

The community-building aspect of wellness programming cannot be overstated. Fitness buddies become friends. Training partners become business connections. Class regulars become social circles. The design should facilitate these connections – social spaces adjacent to fitness areas, comfortable seating for post-workout conversations, and perhaps a wellness café where members naturally gather.

The best wellness facilities can fail with poor operations. Conversely, modest facilities can thrive with excellent staff and systems. Understanding the operational requirements of modern wellness facilities is crucial for both design decisions and long-term success.

The staffing model has evolved far beyond the traditional “gym attendant.” Today’s wellness facilities require fitness directors, personal trainers, group fitness instructors, wellness coaches, massage therapists, nutritionists, and administrative staff. A 10,000-square-foot facility might employ 20-30 people, representing $500,000-1,000,000 in annual payroll. The design needs to support these staff – offices, break rooms, storage for personal items, and professional spaces for consultations.

The fitness director role is crucial and complex. They’re responsible for programming, staff management, member engagement, safety protocols, equipment maintenance, and often P&L management. They need an office with visibility to the fitness floor, technology for program management, and space for staff meetings. The quality of this hire often determines the success of the entire wellness program.

Trainer and instructor quality makes or breaks the member experience. Recruitment is challenging – the best talent has options, and competition from boutique studios and independent training is fierce. Retention requires competitive compensation, continuing education opportunities, and a professional environment. Some clubs are creating “instructor development programs” that build talent pipelines while creating loyalty.

The certification and insurance requirements are significant and growing. Trainers need baseline certifications plus specialized credentials for different populations or modalities. The club needs liability insurance, professional liability coverage for trainers, and potentially medical malpractice insurance if offering certain services. The documentation and verification systems require dedicated administrative resources.

Safety protocols in wellness facilities go beyond general club operations. Equipment inspections, emergency procedures, health screening protocols, cleaning standards – all require systematic approaches and documentation. The design should support safety – clear sight lines for supervision, emergency equipment placement, and communication systems for rapid response.

The member onboarding process sets the tone for engagement. Fitness assessments, goal setting, program design, equipment orientations – these touchpoints require dedicated spaces and staff time. Some clubs are using technology to streamline onboarding, but the human element remains crucial for building confidence and connection.

Hours of operation for wellness facilities often extend beyond general club hours. The 5 AM opening for pre-work exercisers, the 9 PM closing for evening members – these extended hours require staffing models that balance member service with operational costs. Some clubs are experimenting with unstaffed hours using keycard access and remote monitoring, but liability concerns limit this approach.

The maintenance requirements for wellness facilities are intensive. Daily cleaning of equipment and surfaces, weekly deep cleaning of studios, monthly equipment inspections, annual equipment replacement cycles – the operational burden is significant. The design should facilitate maintenance – easy access to equipment for servicing, storage for cleaning supplies, and surfaces that can withstand heavy cleaning.

Technology has transformed every aspect of wellness facilities, from how members book classes to how they track progress. The clubs that thoughtfully integrate technology enhance the member experience while improving operational efficiency. But the key word is “thoughtfully” – technology should enable, not dominate, the wellness experience.

The member app has become the primary interface for wellness engagement. Class reservations, trainer booking, progress tracking, social features – all accessible from a smartphone. The best apps integrate multiple systems – the class schedule, the payment system, the access control, the fitness tracking – into a seamless experience. But this requires significant backend infrastructure and ongoing investment in updates and improvements.

Wearable integration is expected by tech-savvy members. Heart rate monitors that display on studio screens during classes. Fitness trackers that sync with equipment. Apple Watch integration for activity tracking. The club’s technology needs to be agnostic – working with whatever devices members prefer rather than forcing proprietary systems.

Equipment connectivity has evolved from simple LCD displays to sophisticated touchscreens with streaming content, virtual coaching, and social features. But this creates infrastructure demands – reliable WiFi throughout facilities, sufficient bandwidth for multiple simultaneous streams, and support systems for when technology fails. The cost premium for connected equipment is substantial – often 30-50% more than traditional versions.

Virtual and augmented reality are entering wellness facilities. VR meditation experiences, AR-enhanced yoga with form corrections, virtual cycling through scenic routes – these technologies create novel experiences that differentiate clubs. But they require dedicated space, specialized equipment, and staff training. The investment might be $50,000-100,000 for a basic VR wellness setup.

Artificial intelligence is beginning to personalize the wellness experience. AI-powered form analysis for strength training. Chatbots that answer nutrition questions. Predictive analytics that suggest optimal workout times. Machine learning that personalizes class recommendations. These systems require data infrastructure and privacy protocols that many clubs aren’t prepared for.

The data analytics opportunity is immense but underutilized. Modern wellness facilities generate enormous amounts of data – usage patterns, class popularity, member progress, equipment utilization. This data can drive programming decisions, justify equipment purchases, and demonstrate ROI. But it requires systems for collection, analysis, and action that many clubs lack.

Digital content creation has become a competitive necessity. Livestreamed classes for remote participation. On-demand workout libraries for member convenience. Social media content for marketing and engagement. This requires production capabilities – cameras, microphones, lighting, editing software – and staff skills that weren’t traditionally part of club operations.

Let’s talk numbers, because ultimately, wellness facilities need to deliver returns that justify their significant investment. The good news is that well-executed wellness facilities can be tremendous business drivers. The challenge is understanding the full economic model beyond simple revenue and expense.

The capital investment for competitive wellness facilities is substantial. A comprehensive 10,000-15,000 square foot facility might require $3-5 million, including construction, equipment, and technology. That’s $200-400 per square foot, comparable to high-end residential construction. The equipment alone might be $500,000-1,000,000, with replacement cycles of 5-7 years for cardio equipment and 10-15 years for strength equipment.

The operational expenses are ongoing and significant. Staffing, as mentioned, might be $500,000-1,000,000 annually. Utilities for HVAC and lighting add $50,000-100,000. Equipment maintenance and replacement reserves need $50,000-100,000 annually. Supplies, programming, and marketing might add another $100,000. Total annual operating expenses can easily reach $1-2 million for a comprehensive facility.

But the revenue opportunities are equally substantial. Personal training at $75-150 per hour can generate $300,000-600,000 annually with just 5-10 active trainers. Group fitness classes at $20-30 per person with 20 participants average can generate $200,000-400,000. Specialty programs, workshops, and wellness services can add another $100,000-300,000. The total direct revenue might reach $1-1.5 million.

The indirect benefits are where wellness facilities really prove their worth. Member retention improves dramatically – clubs with strong wellness programs see 85-90% retention versus 70-75% without. New member acquisition costs drop when wellness becomes a differentiator. The demographic expansion to younger, more diverse members creates long-term sustainability.

The membership pricing impact is significant. Clubs with comprehensive wellness facilities can command 20-30% premium on dues. For a club with 1,000 members paying $500 monthly, that’s an additional $1.2-1.8 million annually in dues revenue. The wellness facilities might be the difference between a waiting list and vacant memberships.

The real estate value creation is often overlooked. A club with modern wellness facilities might trade at 8-10x EBITDA versus 5-7x without. On a club generating $2 million EBITDA, that’s $6-8 million in additional value. The wellness facilities literally pay for themselves in increased asset value.

The competitive moat created by wellness facilities is crucial in today’s market. It’s relatively easy for a competitor to match your golf course or dining. It’s much harder to replicate a comprehensive wellness program with established communities, trusted instructors, and proven systems. The switching costs for members engaged in wellness programs are high – they won’t leave their workout buddies and favorite instructors for marginally better alternatives.

The wellness industry evolves rapidly, and clubs need to anticipate future trends while avoiding expensive fads. Let’s explore what’s coming next in wellness facility design and programming, based on emerging technologies, demographic shifts, and evolving member expectations.

Longevity and anti-aging are becoming central to wellness positioning. Members aren’t just trying to get fit – they’re trying to extend healthspan and lifespan. This drives demand for sophisticated assessments, biomarker tracking, and interventions beyond traditional fitness. Clubs might add DEXA scanners for body composition, blood testing partnerships, or even hormone optimization programs. The design implications include medical-grade spaces and partnerships with healthcare providers.

Mental health integration is moving from periphery to center. The connection between physical and mental wellness is undeniable, and members expect clubs to address both. This might mean dedicated spaces for therapy or counseling, partnerships with mental health providers, or technology solutions for stress management and emotional wellness. The stigma is decreasing, and the demand is increasing.

Regenerative medicine and advanced recovery are entering mainstream wellness. Peptide therapy, stem cell treatments, hyperbaric oxygen therapy – these interventions are moving from professional sports to private clubs. While regulatory and liability issues are complex, forward-thinking clubs are exploring partnerships with medical providers to offer these services.

The home-club hybrid model is emerging post-COVID. Members want the option to work out at home sometimes, at the club others. This requires digital infrastructure for streaming classes, equipment lending programs, and potentially even home visits from trainers. The club becomes a wellness partner beyond its physical boundaries.

Sustainability in wellness facilities is becoming a member expectation. Energy-efficient equipment, water conservation in pools and showers, non-toxic materials in construction, and local sourcing for wellness cafes. The WELL Building Standard, specifically designed for wellness facilities, is gaining traction. Members, especially younger ones, expect environmental responsibility alongside personal wellness.

The social wellness component is gaining recognition. Loneliness and isolation are health crises, and clubs are uniquely positioned to address them. Design implications include more social spaces within wellness facilities, programming that encourages connection, and technology that facilitates member interaction. The workout partner might become as important as the workout itself.

Precision wellness using genomics and AI will personalize every aspect of the experience. Genetic testing that informs exercise selection. Microbiome analysis that drives nutrition recommendations. AI that predicts injury risk and adjusts programming accordingly. While this sounds futuristic, early versions are already appearing in premium facilities.

As we conclude this deep dive into wellness facility design, let’s distill the key insights for clubs considering investment in fitness and wellness.

First, half-measures don’t work in wellness. Members compare your facilities to the best they’ve experienced, not to other clubs. If you’re going to invest in wellness, commit to doing it right. A mediocre fitness facility is worse than none at all – it sends the message that wellness isn’t really important to your club.

Second, wellness is not separate from your club’s core identity – it’s an enhancement of it. The golf club that adds wellness becomes a lifestyle destination. The city club that adds fitness becomes a daily touchpoint. The family club that adds comprehensive wellness serves multiple generations. Don’t think of wellness as a department – think of it as a philosophy that permeates everything.

Third, the operational commitment is as important as the capital investment. Beautiful facilities with poor programming and staff will fail. Modest facilities with excellent people and programs will thrive. Budget for ongoing operational excellence, not just opening day ribbon-cutting.

Fourth, measure everything and be patient with returns. Wellness facilities take time to build community and habits. The member who joins for golf might take a year to try fitness. But once they’re engaged, they become your most loyal advocates. Track usage, satisfaction, and financial metrics religiously, but give programs time to mature.

Fifth, design for evolution, not revolution. The wellness industry changes rapidly. Your facilities need to accommodate new equipment, programs, and technologies without major reconstruction. Build in flexibility from day one – extra power capacity, reinforced structures, adaptable spaces.

Finally, remember that wellness is ultimately about human flourishing. Yes, the business model needs to work. Yes, the facilities need to be competitive. But at its core, a great wellness facility helps members live better lives. When you get that right, everything else follows.

The clubs that embrace comprehensive wellness aren’t just adding amenities – they’re transforming their value proposition. They’re becoming essential partners in their members’ health journey. They’re creating communities centered on vitality and longevity. And they’re building sustainable business models for an uncertain future.

Thank you for joining me for this comprehensive exploration of wellness facility design. The fitness revolution in clubhouses is really a wellness revolution in how we think about clubs themselves. If your club is planning wellness facilities or struggling with existing ones, I’d love to hear your experiences.

Connect with us at golfclubhousedesign.com or on LinkedIn to continue the conversation. Share your wellness success stories, your challenges, and your questions. The collective wisdom of our industry will shape the next generation of club wellness facilities.

Until next time, remember that great wellness design isn’t just about equipment and square footage – it’s about creating environments where members can become their best selves, where community flourishes around shared goals, and where the pursuit of wellness becomes a joyful part of daily life. This has been Experience in Golf Clubhouse Design. Keep innovating, keep building communities of wellness, and keep designing spaces that transform lives, one workout at a time.

 

The Renovation Revelation – What We Learned from Post-COVID Clubhouse Transformations

Episode 111

Welcome back to Experience in Golf Clubhouse Design, the podcast exploring the intricacies of golf clubhouse design, human interaction, and its impact on member lifestyles. I’m your host, and today we’re conducting a fascinating autopsy – not of failure, but of one of the most intense periods of innovation and experimentation in club history.

For those new to our show, we dive deep into architecture and interior design concepts that lead to successful golf clubhouses and resorts. From dining spaces to locker rooms, from pro shops to fitness facilities, we explore how thoughtful design creates exceptional member experiences. You can find all our episodes at golfclubhousedesign.com and connect with us on LinkedIn.

Today’s episode, “The Renovation Revelation: What We Learned from Post-COVID Clubhouse Transformations,” examines the unprecedented wave of changes clubs made during and after the pandemic. Some of these changes were panic-driven responses to immediate needs. Others were acceleration of long-planned improvements. Some were brilliant innovations that will define clubs for decades. Others were expensive mistakes we’re now quietly removing.

With nearly five years of perspective, we can now honestly evaluate what worked, what didn’t, and most importantly, what these experiments taught us about the future of clubhouse design. We’ll explore the outdoor dining spaces that went from temporary tents to permanent architecture, the technology that members embraced versus what they rejected, and yes, we’ll talk about those plexiglass dividers and one-way corridors that seemed so important at the time.

This isn’t just a historical review – it’s a masterclass in adaptation, innovation, and the importance of understanding what members really value versus what we think they want. Let’s dive into the lessons learned from the most disruptive period in modern club history.

March 2020. Clubs worldwide faced an existential crisis. Overnight, the fundamental premise of a private club – bringing people together in shared spaces – became impossible. What followed was the fastest period of innovation in club history, driven not by choice but by necessity.

The immediate response was purely reactive. Plexiglass barriers went up everywhere. Furniture was removed to create distance. One-way circulation paths were marked with tape. QR codes replaced physical menus. These weren’t design decisions – they were survival tactics. But something interesting happened: some of these emergency measures revealed opportunities we’d never considered.

Take outdoor dining. Pre-pandemic, most clubs had a patio or terrace, often underutilized except for perfect weather days. Suddenly, outdoor dining wasn’t an amenity – it was the only option. Clubs erected tents, installed heaters, brought in temporary furniture. The investment was supposed to be temporary, just to get through the crisis.

But members loved it. Not just tolerated – loved. They discovered that dining outdoors, even in less-than-perfect weather, had an energy and appeal that the formal dining room lacked. The casual atmosphere, the connection to the golf course, the fresh air – these weren’t compromises, they were improvements.

The technology adoption was equally revealing. Clubs that had resisted online reservations for decades implemented them in days. Mobile ordering, contactless payment, digital communications – changes that typically would have taken years of committee debates happened instantly. And while some members grumbled, most adapted quickly and then wondered why we hadn’t done this sooner.

Flexible spaces suddenly proved their worth. That ballroom that could be divided? It became three separate dining rooms with independent ventilation. The boardroom with operable walls? It transformed into a private dining suite for families uncomfortable with public spaces. Clubs with flexible infrastructure adapted quickly; those with fixed, single-purpose spaces struggled.

But here’s what’s really interesting about this forced innovation: it broke the sacred cows of club tradition. The dining room that “had to” have white tablecloths? Members were fine with bare wood tables that could be easily sanitized. The formal service style that defined the club? Members embraced casual, efficient service that minimized contact. The dress code that was non-negotiable? It quietly relaxed and nobody complained.

This period taught us that many of our “unchangeable” traditions were actually just habits. When forced to choose between tradition and operation, clubs chose operation – and members largely supported these choices. The question became: which changes were crisis responses to abandon, and which were improvements to preserve?

The financial pressure added another dimension. Clubs needed to generate revenue any way possible. Takeout programs, meal kits, virtual events, outdoor fitness classes – clubs tried everything. Some initiatives failed spectacularly. Others revealed entirely new revenue streams. The experimentation was messy but invaluable.

Of all the pandemic-era changes, none has had more lasting impact than the transformation of outdoor dining from afterthought to centerpiece. What started as tents and temporary furniture has evolved into sophisticated outdoor dining architecture that’s reshaping how clubs allocate capital and design resources.

Let’s trace this evolution. Phase one was pure emergency response – pop-up tents, portable heaters, folding tables. The goal was simply to create legal dining space. Aesthetics were secondary to survival. But something unexpected happened: members didn’t just tolerate these temporary solutions, they embraced them. The energy, the casual atmosphere, the connection to the landscape – it all worked.

Phase two began when clubs realized this wasn’t temporary. Those emergency tents started getting upgrades. Flooring systems to eliminate mud and create level surfaces. Lighting packages that extended usability into evening. Heating and cooling systems that made spaces comfortable year-round. The temporary was becoming permanent, but still with a temporary mindset.

Phase three – where leading clubs are now – involves purpose-built outdoor dining architecture. We’re talking about sophisticated structures that cost hundreds of thousands or even millions of dollars. Retractable roof systems that provide weather protection while maintaining the outdoor feel. Glass wall systems that can fully open or close based on conditions. Integrated heating and cooling that makes these spaces comfortable in any weather.

The design requirements for permanent outdoor dining are complex. You need infrastructure – electrical, plumbing, gas for heating and cooking. You need weather resistance without sacrificing aesthetics. You need flexibility to accommodate different group sizes and event types. You need durability to withstand constant use and weather exposure. And you need it all to feel special, not like you’re eating in a tent.

Material selection has been fascinating to watch evolve. Early solutions used whatever was available – plastic furniture, vinyl coverings, temporary flooring. Now we’re seeing outdoor furniture that rivals indoor quality – teak and aluminum pieces with performance fabrics, natural stone flooring with heating systems underneath, architectural fabric structures that provide shade while maintaining views.

The kitchen connection challenge has driven innovation. How do you efficiently serve an outdoor dining area that might be 200 feet from the main kitchen? Solutions include satellite kitchens with finishing capabilities, sophisticated hot/cold holding systems, and covered service corridors that maintain food quality during transport. Some clubs have added outdoor cooking stations – wood-fired pizza ovens, grills, raw bars – that become part of the dining theater.

The year-round usability quest has pushed the boundaries of outdoor comfort. Infrared heating systems that warm people, not air. Misting systems for cooling that don’t create uncomfortable dampness. Fire features that provide both warmth and ambiance. Retractable screens that block wind without obstructing views. The goal is to extend the outdoor dining season from 3-4 months to 10-12 months.

But here’s the really significant shift: outdoor dining has become preferred, not just acceptable. Members are requesting outdoor tables even when indoor is available. Private events are choosing outdoor spaces over traditional ballrooms. The revenue per square foot of well-designed outdoor dining often exceeds indoor space.

The operational benefits have been surprising too. Outdoor spaces are easier to clean and maintain. The casual atmosphere allows for more flexible service styles. Noise is less of an issue. Groups with children are more comfortable. The list goes on.

The investment required for quality outdoor dining is substantial – often $500-1000 per square foot for fully built-out spaces. But the ROI has been impressive. Increased covers, higher member satisfaction, new event opportunities, and extended operating seasons all contribute to payback periods of 3-5 years in many cases.

The pandemic forced a massive technology experiment across clubs. Some innovations became indispensable; others are gathering dust. Understanding why certain technologies stuck while others failed provides crucial lessons for future investment.

Let’s start with the winners – technologies that members embraced and won’t give up. Online reservation systems top the list. The ability to book tee times, dining reservations, and fitness classes from your phone is now non-negotiable. Clubs that try to revert to call-only reservations face member revolt. The convenience, transparency, and control these systems provide have become expected baseline service.

Mobile ordering and payment succeeded beyond expectations. The initial driver was contactless service, but the benefits went far beyond safety. Members love ordering drinks from the course and having them ready at the turn. Parents appreciate ordering kids’ meals from the pool without leaving their chairs. The operational efficiency of digital orders – no transcription errors, automatic kitchen routing, integrated payment – has made this technology sticky for both members and staff.

QR code menus seemed like a temporary solution, but they’ve evolved into something more sophisticated. Dynamic menus that update in real-time, wine lists with detailed information, daily specials that don’t require printing – the flexibility has proved valuable. Smart clubs offer both digital and physical menus, letting members choose their preference.

Communication platforms that actually work have been game-changers. Push notifications for course conditions, event reminders, and reservation confirmations. Two-way messaging with staff. Community forums for member interaction. The clubs that integrated these tools into a seamless experience have seen engagement soar.

Virtual fitness and instruction found a permanent place. Not as replacement for in-person, but as supplement. Early morning yoga classes that members can join from home. Swing analysis that happens asynchronously. Nutrition coaching via video. These services extend the club’s value beyond its physical boundaries.

But now let’s talk about the failures – the technology investments that didn’t stick. Temperature screening kiosks and health check apps were abandoned as soon as regulations allowed. The friction they created outweighed any perceived benefit, and members resented the intrusion.

Robot delivery systems and automated service solutions largely failed in the club environment. While they might work in hotels or airports, club members value human interaction and personal service. The novelty wore off quickly, and the impersonal nature contradicted club culture.

Virtual event platforms had mixed results. While some educational content and speaker events work virtually, attempts to recreate social events online fell flat. Virtual wine tastings, online galas, and Zoom cocktail parties reminded everyone that technology can’t replace in-person connection.

Overly complex health and safety apps failed due to user friction. Multi-step check-in processes, complicated health attestations, and byzantine reservation systems frustrated members more than they helped. The lesson: convenience trumps complexity every time.

The surprise success story has been hybrid technology – systems that enhance rather than replace human interaction. The sommelier who uses an iPad to show wine regions while describing selections. The golf pro who combines in-person lessons with video analysis apps. The chef who livestreams cooking demonstrations from the actual club kitchen. These technologies amplify expertise rather than replacing it.

Investment levels varied wildly. Some clubs spent hundreds of thousands on technology that was abandoned within months. Others achieved digital transformation with relatively modest investments in the right tools. The difference? Clubs that succeeded focused on member experience rather than technology for technology’s sake.

The integration challenge remains real. The average club now has 15-20 different technology systems – reservations, point of sale, communications, fitness, golf, events, accounting. When these systems don’t talk to each other, the member experience suffers. The clubs winning the technology game have either invested in integration or chosen comprehensive platforms that work together.

The pandemic validated what flexible design advocates had been preaching for years – spaces that can adapt to different uses provide resilience and value far beyond their additional cost. Let’s examine which flexible design strategies proved their worth and which were just theoretical benefits.

The MVP of flexibility was the divisible ballroom. Clubs with operable walls could create multiple smaller dining rooms when large gatherings were prohibited. They could adjust room sizes based on comfort levels. They could host simultaneous events with appropriate separation. The clubs with fixed ballrooms struggled to generate event revenue during restrictions and even now find themselves with spaces too large for many modern events.

Furniture mobility became crucial. Clubs that had invested in quality furniture on casters, modular seating systems, and lightweight but sturdy tables could reconfigure spaces daily or even multiple times per day. Morning yoga became lunch dining became afternoon conference became evening cocktails. The same space generated revenue all day long instead of sitting empty between scheduled uses.

Outdoor-indoor flexibility proved invaluable. Clubs with large opening wall systems could create hybrid spaces – technically outdoor for regulations but feeling indoor for comfort. Retractable roof systems, moveable glass walls, and convertible spaces allowed clubs to adapt to changing rules and member preferences. The investment in these systems – often $100,000+ – paid for itself through continued operation when fixed spaces couldn’t be used.

The surprising flexibility winner was storage. Clubs with adequate, accessible storage could quickly transform spaces. Extra furniture could be removed or added. Partition walls could be deployed or stored. Equipment for different activities could be rotated. The clubs that had skimped on storage found themselves with furniture in hallways and equipment cluttering spaces.

Multi-purpose programming spaces emerged as essential. That room that was “just” for cards became a conference room, a private dining room, a fitness studio, and a children’s activity space – sometimes all in the same day. The key was infrastructure – appropriate flooring, adequate ventilation, technology connections, and acoustic treatment that worked for various uses.

Kitchen flexibility separated the successful from the struggling. Clubs with equipment on wheels, multiple cooking zones, and adaptable prep areas could handle everything from takeout programs to outdoor dining to traditional service. Those with fixed, single-purpose kitchen layouts couldn’t adapt to new service models.

But not all flexibility proved valuable. Over-complicated mechanical systems that promised infinite adjustability often failed or were too complex for staff to operate. Moveable walls that required specialists to reconfigure weren’t practical for daily changes. Ultra-flexible furniture that compromised comfort or durability wasn’t worth the trade-off.

The cost of flexibility varies widely. Basic furniture on casters might add 10-15% to furniture costs. Operable walls can add $50,000-150,000 to a room. Retractable roof systems can cost $500,000 or more. But the payback comes through increased utilization, continued operation during restrictions, and ability to accommodate diverse needs.

The pandemic transformed health from a nice-to-have amenity to a core member value. But which health and wellness additions have staying power, and which were just crisis responses? The answers reveal changing member priorities that will shape clubs for years to come.

Air quality improvements topped the list of lasting changes. HEPA filtration, UV sanitization, and increased fresh air circulation weren’t just for COVID – members discovered they appreciated fewer colds, reduced allergies, and generally fresher-feeling spaces. Clubs report that the $50,000-200,000 invested in air quality improvements continues to pay dividends in member satisfaction and reduced sick days for staff.

Touchless everything has largely remained. Automatic doors, touchless faucets, and sensor-activated dispensers were initially about disease prevention but proved to be operational improvements. They’re more hygienic, reduce maintenance, and feel more premium. The member expectation for touchless interaction in restrooms, entries, and service areas has become permanent.

Outdoor fitness spaces exploded during the pandemic and haven’t contracted. That parking lot turned yoga studio, that lawn converted to bootcamp space, that cart path used for running groups – these “temporary” solutions revealed demand for outdoor exercise options. Many clubs have now created permanent outdoor fitness facilities with proper flooring, equipment storage, and shade structures.

The wellness room concept has evolved and stuck. Initially created for temperature checks or health screening, these spaces have transformed into meditation rooms, stretching studios, or recovery lounges. The small, private space for decompression and personal wellness has found a permanent place in the club ecosystem.

Cleaning theater has partially remained. The visible, frequent cleaning that reassured members during the pandemic has been scaled back but not eliminated. Members still appreciate seeing regular cleaning, even if they no longer need the every-30-minutes sanitization. The key is visible maintenance of cleanliness standards without the performative excess.

Personal space expectations have permanently shifted. Members now expect more room between tables, less crowded locker rooms, and more spacious fitness equipment placement. The sardine-packed dining room and equipment-crammed fitness center feel wrong now. This has reduced capacity but improved experience – and members are willing to pay for the space.

Mental health and stress reduction amenities have grown from the pandemic focus on wellness. Quiet zones, meditation spaces, and stress-reduction programs that started during lockdown have expanded. Clubs are adding dedicated wellness practitioners, mindfulness programs, and spaces designed for mental health support.

But some health additions haven’t lasted. The sanitization stations every 50 feet have been reduced to strategic locations only. The constant fogging and deep-cleaning protocols have returned to normal maintenance schedules. The health questionnaires and screening procedures disappeared as soon as allowed.

The nutrition focus that emerged during the pandemic has had mixed results. Healthy menu options, immunity-boosting ingredients, and wellness-focused dining have remained popular with some segments. But the comfort food desire has also remained strong. Successful clubs offer both without judgment.

The investment in health and wellness has been substantial but targeted. Air quality improvements: $50,000-200,000. Outdoor fitness spaces: $25,000-100,000. Touchless upgrades: $20,000-50,000. Wellness rooms: $10,000-30,000. The total health and wellness investment for many clubs reached $200,000-500,000, with most reporting positive ROI through member retention and recruitment.

The operational impact of health focus has been significant. Staff training on cleanliness standards, investment in cleaning equipment and supplies, and ongoing member communication about health protocols all require resources. But clubs report that the elevated cleanliness standards have reduced liability issues and improved overall member satisfaction.

Not every pandemic-era renovation succeeded. Some expensive experiments failed spectacularly, providing valuable lessons about member preferences and operational realities. Let’s honestly examine what didn’t work and analyze the real return on investment from this unprecedented period of change.

The biggest failure category was over-automation. Clubs that invested heavily in reducing human interaction found members actually missed the personal touch. Automated check-in kiosks, robot servers, and app-only service models were largely rejected. Members chose clubs specifically for human connection and personal service – automating that away was solving the wrong problem.

Single-purpose COVID solutions proved wasteful. Those expensive plexiglass dividers? Most are in storage or landfills. The one-way circulation paths that required extensive wayfinding? Removed as soon as possible. The isolation dining pods? Gathering dust. Anything designed solely for pandemic response without broader utility was money poorly spent.

Over-building outdoor space was another common mistake. Some clubs added so much outdoor capacity that they can’t fill it even on perfect days. Multiple outdoor bars, excessive patio space, and redundant outdoor kitchens now sit underutilized. The lesson: incremental expansion based on actual demand beats speculative overbuilding.

Technology platform proliferation created its own problems. Clubs that said yes to every vendor offering a COVID solution now have a confusing maze of apps, systems, and platforms that don’t integrate. Members need different logins for reservations, dining, fitness, and communications. The complexity has actually reduced engagement for many clubs.

The virtual membership category largely failed. The idea that members would pay significant fees for purely digital access to club services didn’t materialize. Virtual fitness classes, online wine tastings, and digital golf instruction work as supplements but not replacements for physical membership.

Now let’s talk real ROI numbers. The clubs that focused on flexible, multi-use improvements are seeing strong returns. Outdoor dining spaces averaging 25-35% ROI annually through increased covers and event revenue. Technology investments in core systems (reservations, communications, payment) showing 20-30% operational cost savings. Air quality improvements are harder to quantify but show up in member satisfaction scores and retention rates.

The total investment varied wildly by club. Conservative clubs spent $200,000-500,000 on essential upgrades. Aggressive clubs invested $2-5 million in comprehensive transformations. The sweet spot seems to be $750,000-1.5 million for meaningful improvements without overextension.

The payback periods are becoming clear. Outdoor dining: 3-5 years. Core technology systems: 2-3 years. Flexibility upgrades: 4-6 years. Health and wellness additions: 3-7 years depending on scope. Single-purpose COVID solutions: never.

The member assessment tolerance has been surprising. Many clubs successfully passed special assessments for COVID improvements – $1,000-5,000 per member was common. Members understood the need and supported clubs through the crisis. However, that tolerance is waning as clubs return to normal operations.

As we conclude our examination of post-COVID clubhouse transformations, the overarching lesson is clear: crisis accelerated evolution that was already overdue. The pandemic didn’t create new member needs – it revealed and amplified existing ones.

The successful renovations shared common characteristics. They solved multiple problems, not just COVID response. They enhanced rather than replaced human interaction. They provided flexibility for unknown future needs. They aligned with long-term member demographic trends. And critically, they improved the member experience in ways that transcend the pandemic.

For clubs planning future renovations, the lessons are invaluable. First, invest in flexibility over fixed solutions. The next disruption might not be a pandemic, but something will challenge our operating models again. Second, don’t underestimate the power of outdoor spaces. The connection to nature and fresh air has proven to be more than a trend. Third, technology should enable service, not replace it. Members want efficiency AND personal attention.

The financial discipline learned during this period should persist. Clubs discovered they could make decisions quickly when necessary. They learned to pilot before fully committing. They found creative funding solutions. This agility and fiscal creativity shouldn’t disappear with the crisis.

The member expectation reset is permanent. Standards for cleanliness, technology integration, and flexibility have been raised. Clubs can’t return to 2019 operations and expect member satisfaction. The new baseline includes online reservations, outdoor dining options, enhanced wellness amenities, and flexible spaces.

Looking forward, the clubs that will thrive are those that learned the right lessons. Not that we need plexiglass dividers, but that we need adaptable spaces. Not that we need robot servers, but that we need efficient service. Not that we need isolation, but that we need options for how members engage.

The innovation muscle developed during the pandemic shouldn’t atrophy. Clubs proved they could change quickly when necessary. That capability – to experiment, adapt, and evolve – might be the most valuable outcome from this challenging period.

The ultimate revelation from these renovations is that clubs are more resilient and adaptable than we imagined. When faced with existential threat, they innovated. When forced to change, they evolved. When challenged to serve members in new ways, they succeeded. This resilience, more than any physical renovation, might be the lasting legacy of the pandemic era.

Thank you for joining me for this deep dive into post-COVID clubhouse transformations. The lessons learned during this period will shape club design for decades to come. If your club went through significant renovations during this period, I’d love to hear what worked and what didn’t. Connect with us at golfclubhousedesign.com or on LinkedIn to share your experiences.

Until next time, remember that great design isn’t just about solving today’s problems – it’s about creating flexibility for tomorrow’s challenges. The pandemic taught us that the future is unpredictable, but good design can provide resilience whatever comes next. This has been Experience in Golf Clubhouse Design. Keep innovating, keep adapting, and keep creating spaces that serve members excellently in any circumstances.

The Private Equity Wave in Architecture – What the KDC-ClubWorks Deal Tells Us

Episode 110

Show Notes

Welcome back to Experience in Clubhouse Design, the podcast where we explore the evolving world of private club architecture, design trends, and the business forces shaping the industry. Today we’re diving deep into a seismic shift happening right now in the architecture world—one that’s particularly relevant to those of us in the club and hospitality space.

In August 2025, Kuo Diedrich Chi Architects, better known as KDC, announced they were joining ClubWorks as a partner firm. For those unfamiliar, KDC is an absolute powerhouse in our industry. They’ve been the creative force behind multiple winners in Golf Inc.’s Amenity of the Year, Golden Fork, and Clubhouse of the Year competitions. They aren’t just award-winners; they’re the firms shaping how members experience luxury, community, and hospitality.

But here’s what makes this announcement significant: it’s not just another merger. It’s part of a much larger trend—private equity and private capital rolling up professional services firms, including architecture practices. And this trend is accelerating fast.

Today, we’re going to unpack what this means for the industry, for design quality, for innovation, and ultimately, for the clubs and resorts that we all care about.

Let’s start with the basics. What exactly happened here?

Kuo Diedrich Chi Architects was formed in 2017 through a merger of two established firms, Kuo Diedrich and Chi Design Group. They’ve built a stellar reputation in the club and hospitality space. Now, they’ve joined ClubWorks, which describes itself as a network of wholly owned firms providing professional services in the private club, real estate, and hospitality industries.

Here’s what’s interesting about ClubWorks. it’s not just buying up architecture firms randomly. They’ve created what you might call a one-stop-shop for private clubs. Their portfolio now includes:

  • Peacock + Lewis Architects and Planners
  • JBD JGA Design and Architecture
  • Visionary Spectacle Studios (architectural visualization)
  • GGA Partners (consulting)
  • Private Club Films (video production)
  • ClubWorks Engineering
  • Buffalo Groupe (marketing)
  • And now, KDC

Do you see the pattern? They’re assembling an integrated service platform. If you’re a club looking to do a major renovation or build a new facility, ClubWorks can theoretically handle everything from initial consulting to architecture, interior design, engineering, marketing videos, and even helping you communicate with your membership.

Michael Leemhuis, Chairman and CEO of ClubWorks, said something telling in the announcement: “Their influence is respected globally across the club industry, and we’re proud to welcome them into ClubWorks as we continue shaping the future of experiential environments.”

Notice that phrase “shaping the future.” That’s the language of consolidation and transformation.

Now, let’s zoom out. What KDC and ClubWorks represent is just one data point in a much larger phenomenon. Private equity has discovered professional services firms, and they’re pouring money into the sector at an unprecedented rate.

The numbers are staggering. The private equity market in the United States alone was expected to reach $460 billion in 2024, with projections to hit $765 billion by 2027 representing an 11% compound annual growth rate. After a two-year slowdown, deal activity rebounded strongly in 2024, with global private equity deal volume increasing 22%, from $1.3 trillion in 2023 to $1.7 trillion in 2024.

But here’s what’s really interesting: professional services firms have become a particular favorite. We’re seeing massive investments in accounting firms, consulting practices, wealth management companies and yes, architecture firms.

Why? Three reasons keep coming up:

First: Recurring Revenue. These firms have predictable cash flows. Clubs need ongoing design work. Restaurants need renovations. Resorts have continuous development projects. For private equity, that predictability is gold.

Second: Fragmentation. The architecture industry, particularly in specialized niches like club and hospitality design, is highly fragmented. There are dozens of small to mid-sized firms. Private equity loves fragmentation because it creates consolidation opportunities. They can build what’s called a “platform” company like ClubWorks and then execute a “buy-and-build” strategy, acquiring smaller firms and integrating them into a larger network.

Third: Scalability with Technology. Modern architecture practices can leverage technology in ways that weren’t possible a decade ago. AI-assisted design, virtual reality walkthroughs, cloud-based collaboration tools, advanced rendering software all of this means firms can do more with less, or serve more clients without proportionally increasing headcount. Private equity sees this as a value creation opportunity.

According to multiple industry reports, add-on acquisitions in professional services which includes architecture have become a primary driver of private equity deal activity. In some segments, add-on deals represented nearly 80% of all transactions. These aren’t massive, headline-grabbing buyouts. They’re strategic additions to existing platforms, building scale and service capabilities.

So let’s talk about the upside. What are the potential advantages of private equity involvement in architecture, particularly in our niche of club and hospitality design?

Advantage 1: Capital for Investment

Architecture firms traditionally operate on relatively thin margins. They’re partnership models where profits get distributed annually. This structure doesn’t encourage major capital investments. But clubs and resorts are demanding increasingly sophisticated services virtual reality presentations, sustainability consulting, smart building integration, wellness design expertise.

Private equity brings capital that can fund these investments. A firm backed by PE can afford to hire specialists in emerging areas, invest in cutting-edge software, or even fund research and development into new design methodologies.

Howard Kuo, principal of KDC, hinted at this when he said their partnership with ClubWorks would allow them to “scale creativity, push boundaries and deliver even more impactful solutions for our golf club and hospitality clients and partners around the world.”

Advantage 2: Integrated Service Delivery

Think about the typical club renovation from a General Manager’s perspective. You hire a consultant to assess needs. Then you hire an architect. Then a separate interior designer. Then engineers. Then someone to do renderings. Then a marketing firm to help communicate the project to your membership. Every handoff is a potential point of friction, miscommunication, or delay.

What ClubWorks is building and what similar platforms aim to achieve is eliminating those handoffs. One relationship, one accountability structure, theoretically better coordination.

For club leaders, this could mean faster projects, fewer surprises, and more predictable outcomes.

Advantage 3: Operational Excellence

Private equity firms bring sophisticated operational frameworks. They have playbooks for improving financial management, optimizing pricing strategies, standardizing quality control, and developing talent. Many smaller architecture firms are run by brilliant designers who, let’s be honest, may not be equally brilliant at business management.

PE-backed firms can implement systems that improve efficiency without compromising design quality. Better project management software. Standardized contract templates. More disciplined budgeting and scheduling. These aren’t sexy topics, but they make a real difference in client experience.

Advantage 4: Geographic and Service Expansion

With PE backing, firms can more easily expand into new markets or add complementary services. A firm known for clubhouses might add restaurant design. A firm strong in golf facilities might expand into wellness centers or residential hospitality. This breadth can benefit clients looking for consistent design language across multiple project types.

Now, let’s address the elephant in the room. Because for every advantage, there’s a legitimate concern. And frankly, some of these concerns are significant.

Concern 1: The Partnership Model vs. The Corporate Model

Architecture, particularly at the high end, has traditionally operated on a partnership model. Senior designers have ownership stakes. They’re not just employees; they’re literally partners. This structure aligns incentives—when a project succeeds and a client is thrilled, the partners benefit directly.

Private equity changes this fundamentally. Partners become employees, or at best, minority shareholders. The primary accountability shifts from clients and creative excellence to investors and financial returns.

Will this change the culture? Almost certainly. The question is whether it changes it for better or worse.

Concern 2: The Pressure for Growth and Returns

Private equity firms typically hold investments for 5-7 years. During that period, they need to demonstrate significant value creation to achieve returns that satisfy their limited partners the pension funds, endowments, and family offices that invest in PE funds.

This creates pressure for growth. Rapid growth. Which often means more projects, more clients, more revenue. But architecture isn’t manufacturing widgets. Quality design requires time, iteration, deep client relationships, and sometimes, saying no to projects that aren’t the right fit.

Will PE-backed firms start taking on too many projects? Will junior staff get stretched too thin? Will the quality control that built these firms’ reputations suffer in the pursuit of scale?

Concern 3: The Homogenization Risk

One of the joys of the club and hospitality design world is its diversity. Different firms bring different aesthetic sensibilities. Different philosophical approaches. Different regional influences. This variety is healthy it means clubs can find designers whose vision aligns with their unique character and membership.

But consolidation tends toward standardization. When multiple firms operate under one corporate umbrella, there’s pressure for consistency in processes, deliverables, and yes, even design approaches. Will we start seeing more cookie-cutter solutions? Will the distinctive creative voices that made these firms special get diluted?

Concern 4: Talent Retention and Compensation

Here’s a uncomfortable truth: many talented architects join firms with the hope of eventually becoming partners. It’s the traditional career path work your way up, prove your value, eventually get an ownership stake and a meaningful share of profits.

In a PE-owned structure, that path becomes much more limited. There’s less equity to go around. The upside gets captured primarily by the PE investors. Will top design talent start avoiding PE-backed firms? Will the best young architects gravitate toward remaining independent practices?

Some PE-backed professional services firms have addressed this through creative equity and bonus structures. But it’s a real challenge, and in a people-intensive business like architecture, losing top talent can be devastating.

Concern 5: The Exit Imperative

Private equity investments have exits. Eventually, the PE firm needs to sell the company either to another PE firm, to a strategic buyer, or occasionally through an IPO. This creates uncertainty for clients.

Imagine you’re a club that’s developed a 15-year relationship with a particular architecture firm. You trust them. They understand your culture. You’ve worked together on multiple successful projects. Then private equity buys the firm. Then five years later, they sell it to another private equity firm with a different investment thesis.

At each transition point, things change. Leadership changes. Priorities shift. Suddenly, your trusted design partner feels less stable.

Concern 6: The Financialization of Design

Perhaps the deepest concern is philosophical. Great architecture comes from a place of passion, craft, and service to clients. It’s about solving problems elegantly, creating spaces that enhance human experience, honoring context and culture.

Private equity comes from a place of financial engineering, return optimization, and exit strategies. These aren’t inherently bad capitalism needs efficient capital allocation. But they’re fundamentally different value systems.

Can these two worldviews coexist productively? Or will the financial imperative gradually crowd out the design imperative?

We’re not entirely in uncharted territory here. Private equity has been rolling up other professional services sectors for years. We can learn from their experiences.

The accounting industry provides a particularly relevant case study. For decades, accounting firms operated as traditional partnerships. Then, starting in the 2010s and accelerating recently, private equity discovered the sector.

The results have been mixed. On the positive side, P E backed accounting firms have successfully invested in technology, expanded service offerings, and achieved scale that allows them to compete more effectively. Many have grown rapidly through acquisitions and have improved operational efficiency.

On the negative side, there have been culture clashes, partner retention issues, and concerns about whether the focus on financial metrics has compromised service quality. Some traditional accounting professionals lament the loss of the partnership ethos.

The consulting industry is another instructive example. Firms like Accenture successfully transitioned from partnership models to corporate structures and have thrived. But they maintained strong cultures focused on professional development and client service. The ones that treated consultants as interchangeable resources rather than valued professionals struggled with retention and reputation.

The lesson seems to be this: structure matters less than culture and leadership. PE-backed professional services firms can maintain quality and integrity but it requires deliberate effort, strong leadership, and investors who genuinely understand and value the professional services ethos.

So what does all this mean practically for club managers, boards, and others in the hospitality space who hire architects?

For Club Leaders:

First, do your homework. If you’re considering working with a PE-backed architecture firm, understand their ownership structure. Who makes the final decisions? How stable is the leadership? What’s the expected exit timeline? You’re entering into relationships that might span years—you want to ensure your design partner will be there for the long haul.

Second, insist on continuity. Put provisions in your contracts that specify which designers will actually work on your project. The firm’s reputation was built by specific talented individuals. Make sure those individuals will be dedicated to your project, not spread thin across a dozen others.

Third, consider the advantages. Don’t dismiss PE-backed firms automatically. They may offer capabilities—integrated services, advanced technology, geographic reach—that independent firms simply can’t match. Evaluate them on their merits.

For Architects:

If you’re considering selling to private equity or joining a PE-backed platform, be clear-eyed about the tradeoffs. You’ll likely get immediate liquidity and potentially powerful resources for growth. But you’ll also be giving up autonomy and probably a degree of creative control.

Talk to other architects who’ve made similar moves. Understand what changed and what didn’t. And negotiate thoughtfully—not just on price, but on governance, creative authority, and client relationship management.

For Design Talent:

This trend will reshape career paths in architecture. The traditional partnership track may become less available. But PE-backed firms may offer other advantages—better salaries, more structured career development, exposure to larger and more diverse projects.

Choose firms based on culture and leadership, not just ownership structure. A well-run PE-backed firm that values its people and maintains design excellence may be a better career choice than a dysfunctional independent partnership.

For the Industry:

The architecture profession should be having serious conversations about this trend. What regulations or professional standards might be needed to ensure PE involvement doesn’t compromise design quality or professional ethics? How can the industry preserve its best values—craftsmanship, client service, creative excellence—while embracing potentially beneficial capital and operational improvements?

So where does this all go?

Based on the broader private equity trends, we can make some educated predictions. First, consolidation will accelerate. We’ll likely see several large platforms emerge in the club and hospitality architecture space, each owning multiple firms. ClubWorks appears to be building one. There will probably be others.

Second, independent boutique firms will face pressure but won’t disappear. Some clients will always prefer the personal touch and creative freedom of independent architects. These firms may need to specialize more narrowly or compete on pure creative excellence, but there will be a market for them.

Third, we’ll see experimentation with hybrid models. Perhaps firms will be partially PE-backed while maintaining some partnership structure. Or maybe we’ll see profit-sharing arrangements that align incentives across both investor and design talent.

Fourth, technology will continue to be a differentiator. The firms that most successfully integrate AI, virtual reality, sustainability analysis, and data-driven design will have advantages regardless of their ownership structure.

And finally, quality will ultimately determine outcomes. If PE-backed architecture platforms maintain design excellence and client service, they’ll succeed and the model will prove viable. If financial pressures compromise quality, clients will notice and react accordingly.

The KDC-ClubWorks deal is an important test case. KDC has a stellar reputation. ClubWorks is building an impressive integrated platform. If they can maintain what made KDC special—creative excellence, client relationships, design innovation—while adding the advantages of scale and resources, they’ll validate the model.

If instead we see dilution of quality, loss of creative leaders, or clubs feeling like they’re getting generic solutions, it will raise serious questions about whether private equity and high-end architecture are truly compatible.

The private equity wave in architecture is here. It’s not a maybe or a someday—it’s happening right now, and it’s going to reshape the industry we all work in and care about.

Like any major change, it brings both opportunities and risks. Capital and scale and operational excellence on one side. Potential loss of culture and creative autonomy and client focus on the other.

The outcome isn’t predetermined. It will depend on the choices that PE investors make, the leadership that architects provide, and the standards that clients demand.

For those of us in the club and hospitality world, this isn’t just an interesting trend to observe from the sidelines. It directly affects the quality of spaces we’ll be designing, building, and operating for decades to come.

So stay informed. Ask questions. Hold your design partners—regardless of their ownership structure—to the highest standards. And help ensure that as the business model of architecture evolves, the core values of great design remain unchanged.

That’s all for today’s deep dive into the private equity revolution in architecture. I hope this gave you a lot to think about. If you found this valuable, please subscribe and share it with colleagues who care about the future of club and hospitality design.

Keep building spaces that bring people together and create unforgettable experiences.

Sources Referenced:

  • Golf Inc. Magazine – “Kuo Diedrich Chi Architects joins ClubWorks”
  • EY Private Equity Insights 2024-2025
  • Cherry Bekaert Private Equity Industry Reports 2024-2025
  • McKinsey Global Private Markets Report 2025
  • BDO Professional Services PE Trends Analysis
  • Cooper Parry Professional Services Insights
  • AlphaSense Private Equity Trends 2025

 

The Kids Question – Family Facilities Without Losing Adult Sophistication

Episode 109

SHOW NOTES

Episode Summary: This episode explores the complex challenge of integrating family facilities into private clubs while maintaining the sophisticated adult atmosphere that many members value. We examine design strategies that serve both constituencies excellently through thoughtful separation, quality amenities, and careful transition management.

Key Topics Covered:

  • Demographic realities and cultural shifts in club membership
  • Separate but equal dining solutions
  • Junior golf facilities and programming spaces
  • Pool complex design for multiple user groups
  • Managing acoustic and energy transitions
  • Economics of family amenity investment

Design Strategies Discussed:

  • Buffer zones and transition spaces
  • Acoustic management through materials and layout
  • Time-based space utilization
  • Circulation patterns that maintain separation
  • Visual and physical barriers that feel natural
  • Quality materials in family areas that maintain club standards

Family Dining Solutions:

  • “Family grill” concept vs. downgraded kids’ room
  • Durable but sophisticated materials
  • Acoustic treatments that control energy
  • Technology integration for service efficiency
  • Indoor-outdoor opportunities
  • Time-based transitions to adult service

Junior Golf Best Practices:

  • Separate but valued practice facilities
  • Age-appropriate design and challenges
  • Technology integration for engagement
  • Parent accommodation spaces
  • Progressive access to adult facilities
  • Competition and tournament support

Pool Complex Strategies:

  • Multiple bodies of water for different uses
  • Physical or visual separation techniques
  • Age-appropriate features without compromising quality
  • Acoustic management around water
  • Support facilities for different user groups
  • Programming spaces for activities

Economic Considerations:

  • Lifetime value of multigenerational memberships
  • Programming revenue opportunities: $200K+ annually possible
  • Recruitment and retention benefits
  • Sponsorship and fundraising opportunities
  • Operational efficiencies through good design
  • Premium dues for premium family experiences

Key Principles:

  1. Separation creates harmony – both groups need quality spaces
  2. Commit fully or not at all – half-measures satisfy no one
  3. Design enables operational efficiency
  4. Quality in family areas demonstrates value
  5. Transitions are as important as destinations
  6. Economic returns require premium execution

Critical Success Factors:

  • Clear club positioning on family services
  • Investment in quality family amenities
  • Thoughtful separation and transition strategies
  • Consistent operational standards
  • Communication with all member groups
  • Long-term demographic planning

Connect With Us:

  • Website: golfclubhousedesign.com
  • LinkedIn: linkedin.com/in/egcd/
  • Listen on Fountain: fountain.fm/show/yzI5IQdvhrChoCRj3htR

Episode Length: Approximately 30 minutes