Up to Par was contracted to help client turn around its costly operations. In fiscal year prior to Up to Par’s
 arrival, client lost in excess of $300k, in golf operations, including golf course maintenance. Client also wanted streamlined marketing to achieve better brand recognition and drive customers.


The Client

A member-owned ski resort in NW Virginia, just a few miles from the W.Va. border. Amenities include 18-hole golf course, bike park, zipline, lake, driving range, ski slopes, mini-golf, two merchandise outlets, three food outlets, disc golf, swimming pool, playground, and more.


We implemented a plan to improve the perception and customer relations for the whole department, including bag drop services for events and holidays, regular cart detailing, golf shop presentation, uniforms for outside associates, event management procedures, and associate training. Additionally, we implemented a purchase order process to better track all
expenditures and mandated maintenance staffing adjustments during the winter months.

We analyzed the region’s and membership demographic and presented recommendations to the Board for simplified membership structure, simplified pricing, recruiting incentives, and a membership drive. To bolster the daily play, we created campaigns to fill tee times during off peak times. Continuous efforts with on-site lodging providers to create
Stay and Play packages and active outreach to bolster membership and golf event opportunity.

Created new brand standards and guidelines to ensure everything produced would be easily identified as coming from the property. We standardized the social media profiles and updated the information on the website to display a consistent message. In terms of collateral, we redesigned all printed materials like restaurant menus, brochures, rack cards, and stationary. We established regular email campaigns along with social media and digital marketing in related outlets. And negotiated new contracts for brochure distribution, traditional and digital advertising.


  • $77k bottom line improvement in the first year (ahead of year two projections)
  • full-time PGA teaching professional
  • 500 new golf through outing and group sales
  • $20k+ in new golf revenue through events and off-peak promotions
  • 5 new outside outings added to the golf calendar
  • doubled social media followers on twitter and instagram

Interim Management Done Right

Situation Prior to Up to Par’s arrival, the club’s financial obligations were not met and the bank foreclosed on the property. The bank contracted Up to Par for interim management to make the club profitable again before selling.   The Client Established in 1999,...

Optimizing Club Operations

Situation Prior to Up to Par’s arrival, the club was managed by a different company, losing around $600k per year. Food and beverage satisfaction was at an all time low.   The Client Active adult 55+ community near Washington, DC. This gated community has over...

From Bankruptcy to Profitability

Situation In 2011, prior to Up to Par’s arrival, the club was on the brink of bankruptcy. Through fiscal management and operational efficiencies, we’ve been able to pay down all outstanding accounts and invest back into the club’s infrastructure.   The Client A...