The GM holds full P&L accountability from Day 1, including the pre-opening budget, the membership sales ramp, coach hiring and retention, and the launch of the AI-First technology programme. This is the single accountable leadership role for commercial, operational, and member experience outcomes.

This role is not for a manager of an established club. It is for someone who has opened a facility, survived the build phase, navigated the first-year membership ramp, and has scar tissue to prove it. If you have done this once, you know what it actually takes. We are looking for that person

Phase 1 — Build & Pre-Opening (Months 1–6 pre-launch)

This phase is the hardest. It requires someone who has done a facility build before and knows exactly where projects go wrong.

•        Own the final build programme. Hold contractors to the opening timeline. Identify and resolve snags before members see them. Punch list ownership end-to-end.

•        Stand up all operational systems. Select and implement the booking platform, member CRM, payment processing, and court management system. These decisions lock in the infrastructure for years.

•        Hire the founding team. Recruit, interview, and onboard coaches,Operations Manager, and front-of-house staff. Club culture is set in the first hire, not the tenth.

•        Drive pre-opening membership sales. Lead the founding member campaign. Target: 80–100 founding memberships signed before the doors open. Build the waitlist, run events, close conversations personally.

•        Design the member experience. From the first email a prospect receives to the feel of walking through the front door: these decisions get made once and are expensive to reverse.

Phase 2 — Launch & Ramp (Year 1)

•        Drive membership Year 1. Own the sales process personally. This is not a delegation task in Year 1. Know every member by name.

•        Launch the Smart Member tier. Coordinate the AI technology rollout — coaching cameras, member dashboards, dynamic pricing — live within the first 4 months of opening.

•        P&L management. Weekly review of revenue, cost, and cash against the model. Early identification of variance and rapid response. No surprises to the board.

•        Member retention from Month 1. Track NPS monthly. Any member showing cancellation signals gets a personal call from the GM in Year 1.

•        Community and events programme. Internal leagues, social tournaments, corporate court hire. These are the retention tools that keep members engaged once the novelty of a new club fades.

Essential — Non-negotiable

We will not compromise on the following. Applications without these credentials will not be progressed.

•        Ground-up facility opening. You have opened a racquet sports or premium fitness facility from scratch. Not managed an existing one. Opened one. You have a snag list story, you know what a soft opening really means, and you know which vendor promises to believe.

•        Racquet sports leadership, 5+ years. Senior role at a squash, padel, tennis, or multi-sport racquet club. You understand court yield management, coaching programme economics, membership tier design, and the specific rhythms of a racquet club P&L.

•        Full P&L ownership. Budget accountability — revenue and cost — for a facility generating $5M+ annually. You read a management account, not just a dashboard summary.

•        Membership sales track record. You have personally led a membership growth campaign. You know how to convert a trial visitor into a 12-month member and reduce churn from 15% to below 10%.

•        Team leadership, 10+ headcount. Hired, managed, and developed a team including coaches, operations, and front-of-house staff.

•        Pre-opening membership sales. You have run a founding member campaign — selling memberships to a club that does not yet exist — and hit or exceeded target.

Strongly preferred

•        Padel experience. Padel is our fastest-growing court type. Experience managing padel courts, coaching programmes, or member communities is a significant advantage.

•        Technology adoption. You have implemented a booking platform from scratch, managed a CRM migration, or deployed AI coaching tools in a club context. Curious about technology, not intimidated by it.

•        Corporate partnerships. Experience developing corporate membership packages and B2B court hire relationships, which are a key secondary revenue stream in our model.

The person we are looking for holds two things in tension.

They think like an operator and a salesperson simultaneously. They do not hand off membership sales to a ‘sales team’ in Year 1 — they are on the floor, on the phone, at the events, closing conversations. And they do not wait to be told something is not working. They see it first, diagnose it, and move. In a ground-up facility, the cost of a slow decision is always higher than a fast wrong one: you can correct a wrong decision, but you cannot recover lost time.

We are asking someone to move across the country. The benefits package is designed to make that decision easier, and to reflect that the best candidates for this role have options. Everything below is included from Day 1.

Relocation support

Health & financial security

Time off & flexibility

Club & professional benefits

We know we are asking you to make a significant decision. If you are the right person, you probably have a good life where you are. Here is why we think the move is worth it.