Page 32 - GBC Fall English 2025 flipbook

The concept was validated
during COVID, when we operated
a self-serve model out of necessity.
Member feedback was over-
whelmingly positive, not only did
they understand the reasoning;
many went out of their way to
praise the approach. That response
gave us confidence we were
moving in the right direction.
One small but impactful
change we have implemented is a
pre-ordering system: if a member
wants something we don’t stock
regularly at the halfway house, we
custom prepare it, align it with
their tee time, and place it in a
dedicated pickup area labeled with
their name, ready when they reach
the turn. We’re now exploring
intuitive AI-based technologies to
further enhance the member
experience.
Financially, the results speak
for themselves. We have exper-
ienced a 25% increase in halfway
house revenue over our previous
model. This was achieved not by
raising prices, but by making the
space more inviting and the service
more accessible. Member satisfaction
has risen, wait times have dropped,
and our F&B operations are now
more agile than ever.
We have also significantly
reduced operational costs. There’s
no need for temporary equipment
setups or workaround infra-
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Golf Business Canada
structure. Maintenance is easier,
and the space pulls double duty for
social events like member
barbecues and supporting pop-up
food service with BBQs, smokers,
pizza ovens, and more. We can
now choose when and how to staff
the halfway house based on volume
or special events.
In short, the return on invest-
ment has exceeded expectations —
not only financially, but also
operationally and culturally.
MEMBER & STAFF FEEDBACK:
THE HUMAN SIDE
From the first week of operation,
member feedback was over-
whelmingly positive. Golfers
appreciated the faster service,
improved seating, and upgraded
food options. Beyond functionality,
many commented that the space
simply “felt right” – comfortable,
thoughtfully designed, and
reflective of the club’s character.
The setting doesn’t hurt either,
with views overlooking a beautiful
part of the course, including ponds
and the practice range on the east
side of the property.
Our staff also noted smoother
operations. The improved layout,
durable finishes, and attention to
detail made their work easier and
more efficient. It was not just about
having a nicer building; it was
about creating an environment that
enables better hospitality.
LESSONS LEARNED
Every project has its lessons. Here
are the top takeaways we would
share with fellow operators:
• Engage the right team early.
Working with a design-led architect
brought long-term value we hadn’t
fully anticipated – in energy
efficiency, durability, and member
satisfaction.
• Plan for flexibility. Our ability to
scale staffing and accommodate
different kinds of service models
has been critical.
• Communicate clearly. Keeping
members and stakeholders
informed throughout the process
builds trust, buy-in, and creates
anticipation.
• Think beyond quantitative ROI.
Member happiness, pace of play,
and branding all play a role in
long-term success. The ultimate
goal is delivering value to our
members.
DESIGNING FOR EXPERIENCE IS
GOOD BUSINESS
For us, the halfway house was not
a capital upgrade. It was a strategic
investment in member experience,
in operational efficiency, and in the
future of the club. The increase in
sales is clear, but so is the boost in
pride from members and staff
alike.
Golf is about experience. And
experience is shaped by
environment. By putting thought
and care into the design of a small
but important space, we reinforced
our values, modernized our
amenities, and supported our
business.
To fellow operators: do not
underestimate the power of good
design. It’s not just aesthetic, it’s
strategic. When form and function
align, everyone wins.
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