Senior membership thinking, without a senior salary on the payroll.

Launching a resort membership, and steadying it through a year of change

A Napa Valley golf resort had no social membership for the locals who wanted in. We built the strategy, took it to market, and held the program together through heavy staff turnover. The category beat its three-year target in the first year.

I've seen this from every seat.

I spent over a decade inside one of the country's largest private club operators, moving up to Regional Director of Member Experience. My first membership role was at a member-owned club, and today I sit on an equity club's board. So I understand this from the corporate side, the member-owned side, and the boardroom.

Most clubs don't just have a marketing problem. They have a relevance problem. I help them become places members value, talk about, and choose again and again.