Racquet Sports

Why Top Clubs Recognize Racquet Sports as a Core Driver of Member Value

Over the years, we’ve had the opportunity to sit in boardrooms, racquets offices, locker rooms, and clubhouses at more than a hundred private clubs. And no matter the size, location, or mix of racquet sports, we hear the same thing again and again:

“We knew racquets mattered… We just didn’t realize how much was tied to it until we stepped back and looked at it this way.”

That moment when leadership suddenly sees racquet sports not as courts and calendars, but as one of the most powerful engines of engagement, culture, and value in the club is why this work is so meaningful.

Because in today’s club, racquet sports are no longer just an amenity. They are where much of the life of the club actually happens.

They’re where members start their mornings. Where families spend time together. Where friendships form that keep people connected to the club for decades. Whether it’s tennis, pickleball, platform tennis, padel, or squash, racquet sports bring more members together, more often, than almost anything else the club offers.

Yet despite all of that, racquets are still too often managed in pieces – court by court, season by season, issue by issue – without stepping back to look at how the whole operation fits together.

And that’s where clubs get stuck.

From “Busy” to Built on Purpose

Most racquets programs are busy. Courts are full. Programs are running. Staff is working hard. But busy isn’t the same as being purposefully well-designed.

When clubs pause and look at the full picture – how leadership, staffing, finances, facilities, technology, teams, and programming all connect – things start to change. One private club general manager recently told us:

“For the first time, we weren’t just fixing problems. We finally had a roadmap.”

That shift from reacting to planning is where momentum starts.

What Clubs Actually Discover

When clubs take a broader look at their racquet operations, they almost always uncover things they hadn’t seen before:

• Governance structures that blur accountability
• Directors stretched thin instead of leading
• Teams and leagues that could be better balanced and more inclusive
• Court schedules built on history instead of current demand
• Compensation and pricing that no longer reflect the market
• Technology that isn’t being fully used
• Courts that are wearing out faster than anyone realized

None of this means the program is failing. It simply means it’s grown faster than its structure.

And when that structure gets realigned using industry-proven best practices, everything starts to work better.

Why Leadership Feels the Difference First

Directors of Racquets, assistants, and support staff live in the middle of all this every day. When the system around them improves and becomes clearer, they do their jobs better.

We’ve watched teams go from stretched and reactive to confident and organized. We’ve seen directors get their time back. We’ve watched members go from frustrated to energized. And we’ve seen clubs that were constantly putting out fires start planning three, five, even ten years ahead.

That’s what a roadmap does. It doesn’t just fix today. It gives everyone a place to aim.

Setting the Standard for What Comes Next

Racquet sports are no longer a side story in private clubs. They are shaping what the modern club is becoming.

They are where energy shows up first. Where members cross paths. Where culture lives day to day. And clubs that choose to approach racquets with intention, alignment, and proven best practices feel the difference quickly.

Programs become clearer. Leadership becomes stronger. Members become more connected.

And instead of chasing trends, those clubs start setting them.

That’s when racquet sports stop being just busy and start becoming something the whole club is built around.

The BoardRoom Magazine – July/August 2026

Len Simard, USTA, PTR, PPR & RSPA Master Professional, is a Search & Consulting Executive with KOPPLIN KUEBLER & WALLACE. He can be reached via email: len@kkandw.com.

Jonathan Sarosiek is an Executive Search & Consulting Partner with Simard Enterprises, Inc., an Affiliate of KOPPLIN KUEBLER & WALLACE, and currently serves as Head Racquet Sports Professional at Farmington Country Club. An RSPA Elite Professional and PTR Professional with certifications across tennis, pickleball, and platform tennis, Jonathan has consulted with dozens of clubs on racquets operations, team organization, technology adoption, financial alignment, and long-term program strategy. jon@simardenterprises.com

Private clubs are amid a racquets revolution. Once considered a supplementary amenity, racquet sports are now a driving force in membership engagement, value and cultural transformation. Courts are full, programming is exploding and demand for lessons, clinics and events has never been higher. But behind the buzz lies a more urgent question: Are we doing enough to develop and retain the professionals powering this growth?

Facilities have evolved, but if racquet sports are to remain at the heart of a thriving club, professional development and compensation must evolve too.

REDEFINING THE ROLE: WHAT TODAY’S CLUBS SHOULD LOOK FOR IN RACQUETS PROFESSIONALS
Gone are the days when a strong serve and smooth backhand were enough to lead a racquets program. Today’s director of racquets is part business leader, part cultural connector and part visionary. They are responsible not only for teaching but also for team leadership, programming strategy, cross-sport integration, member relations and department-level financial oversight.

At KOPPLIN KUEBLER & WALLACE, we see from our club culture surveys that clubs look beyond technical coaching credentials when hiring a racquets director. The most common traits that clubs look for are:

1. Leadership and talent development: Can they hire, train and motivate a multigenerational team across multiple racquet sports?
2. Strategic programming insight: Do they have a vision for driving usage and creating diverse, inclusive programming?
3. Communication and visibility: Are they accessible to members and staff alike, and do they foster an open, connected environment?
4. Operational acumen: Can they manage a department budget, understand utilization trends and scale programming sustainably?

Interestingly, teaching and playing ability now ranks much lower on the priority list than it did 10–15 years ago. That shift reflects the modern club’s need for leadership over repetition, strategy over stroke mechanics.

CERTIFICATION: MORE THAN A CHECKBOX
To lead a modern racquets department, professionals need more than tennis-specific credentials. Pickleball, platform tennis (paddle), padel, POP tennis and, in some clubs, squash are now expected components of the skill set for the director of racquets.

That’s where advanced certification programs are playing a critical role. The director of racquet sports certification, originally developed by the United States Tennis Association and now offered by the University of Florida, is endorsed by all teaching associations in this country. It is emerging as the industry gold standard that focuses on:

• Bridging the gap between coaching and department leadership
• Equipping professionals for a multisport future
• Building financial, operational and team management skills
• Delivering immediately applicable strategies backed by real-world experts.

We have even seen at some clubs that completion of the program carries a financial weight, a $10,000 to $20,000 salary premium in recognition of the leadership value it provides.

A NEW MODEL FOR COMPENSATION: FROM COURT TIME TO CULTURE CREATION
The racquets industry is still shaking off an outdated compensation model that rewarded court hours more than impact. The traditional approach of low base salary and high teaching commission might have made sense when professionals were hired to teach, not lead. But in today’s club world, that structure is holding the department back.

The most forward-thinking clubs are building compensation models that reflect the true value of the director of racquets. These models typically include:

• A higher base salary tied to leadership and off-court responsibility
• Reduced personal teaching load, especially during peak hours
• Bonuses tied to departmental growth, such as increases in participation, member satisfaction and team revenue
• A small percentage of program lesson revenue, promoting program growth and team development
• Financial incentives for completing certifications and launching new initiatives.

This model empowers the director of racquets to build a department, not just a lesson book. It creates space for innovation, collaboration and long-term program planning. And perhaps most importantly, it prevents burnout by rewarding balance and big-picture thinking.

FACTORS THAT INFLUENCE COMPENSATION
Compensation for directors of racquets varies widely and is influenced by several key factors: club and staff size, geographic location, amenities, level of exclusivity, tenure, benefits and club comparative compensation. Clubs located in high-cost-of-living regions may need to offer significantly higher compensation to attract and retain top talent. Those undergoing capital initiatives or rapid racquet sports expansion may also budget more aggressively to bring in a proven leader.

Since the pandemic, compensation for directors of racquets has increased by an average of 35 percent, a well-deserved rise that reflects the complexity, popularity and expectation of racquet sports departments today. In fact, many experts now rank racquets as the second or third most important department in the private club sector, trailing only golf or food and beverage. And with some clubs reporting that up to 40 percent of new members cite racquets as their primary reason for joining, it’s no surprise that compensation is finally catching up to reality.

QUALITY OF LIFE: THE NEXT COMPETITIVE ADVANTAGE
Let’s not sugarcoat it: Staffing remains the industry’s biggest challenge. Racquet sports may be booming, but the pipeline of qualified professionals is thinning. Up to 30 percent of today’s pros are expected to leave the industry within five years due to burnout, lack of advancement or unsustainable schedules.

The best clubs are responding. They’re creating salaried positions for assistant professionals, offering more predictable hours and carving out leadership roles like head pickleball professional or junior tennis coordinator to retain top talent. They’re building internal pathways for growth, ensuring every professional has a chance to lead.

ORGANIZATIONAL STRUCTURE AND TALENT UTILIZATION
Every year, the director of racquets should review and adjust the departmental org chart based on the club’s evolving needs and the team’s strengths. Promoting from within, assigning professionals to oversee different areas (e.g., junior tennis, adult pickleball, social events) and offering formal leadership titles are essential steps in showing that this is a career path, not just a job. Staff should be challenged to take on more responsibility and rewarded when
they do. The message must be clear: We invest in people, not just programs.

WHY THIS MATTERS NOW
We’ve seen clubs pour millions into new racquets facilities— beautiful pickleball or padel courts, heated platform courts, shaded pavilions, lighting and state-of the-art technology. But as any GM will tell you, amenities don’t drive culture. People do. And it’s time to match our investment in talent with the same intensity we’ve given to physical space.

The clubs that do will be the ones that sustain this boom, not just for a season but for a generation.

THE BOARDROOM MAGAZINE – July/August 2025

Len Simard, PTR & USPTA Master Professional, Search & Consulting Executive, KOPPLIN KUEBLER & WALLACE. He can be reached via email: len@kkandw.com.

As a Director of Racquet Sports, your role is essential in creating a dynamic, engaging program that enhances the overall club experience for members. When it comes time to negotiate a new agreement, it’s important to advocate for a compensation package that not only reflects your leadership and expertise but also supports your ability to grow the program and serve the membership effectively. Here are some key considerations to ensure your agreement benefits you, your team, and the club as a whole.

Understanding Traditional Compensation Structures
Many clubs still rely on traditional compensation models that include the following elements:

• Base salary: Typically, 20-40% of overall compensation.
• Teaching commissions: Often, 60-70% of overall compensation.
• Bonus: Usually 5% of the base salary, discretionary and without clear metrics.

While this model has been the norm, it heavily emphasizes teaching and can limit your ability to focus on broader leadership responsibilities. This often leads to challenges, such as:

• Burnout
A heavy teaching load can make it difficult to innovate and grow the program.
• Team Development Issues
Overloading your schedule with lessons may reduce opportunities for assistant professionals, limiting their growth and contribution.
• Program Stagnation
Without time for strategic planning, programming can plateau, impacting membership satisfaction and engagement.

Advocating for a More Strategic Compensation Model
When entering negotiations, aim for a structure that reflects industry best practices and allows you to lead effectively.

Consider these key components:

• A Competitive Base Salary
This recognizes your leadership role and provides financial stability.
• Reduced On-Court Hours
By limiting your weekly teaching commitments, you can focus on strategic growth, program development, and member engagement.
• Enhanced Teaching Commission
Negotiate a higher commission rate for the lessons you do teach.
• Team-Based Incentives
Include a percentage of your assistant professionals’ commissions to encourage team collaboration and development.
• Performance-Based Bonuses
Request a bonus structure tied to measurable growth metrics, such as:

• Increased participation in lessons, clinics, and social events.
• Growth in overall racquet sports revenue.
• Expanded USTA or interclub team participation.
• Improved member satisfaction scores.

The Benefits of a Modernized Agreement
A forward-thinking agreement benefits everyone involved:

• For You
It allows you to focus on leadership, strategic planning, and program growth while ensuring financial stability and professional satisfaction.
• For Your Team
Sharing teaching opportunities fosters a collaborative, motivated team of professionals.
• For Members
Members enjoy diversified programming, improved events, and elevated customer service, leading to higher overall satisfaction.
• For the Club
A thriving racquet sports program enhances the club’s reputation and boosts membership value.

Preparing for a Productive Negotiation
The end of the fiscal year or other natural evaluation periods is the perfect time to review and refine your agreement. Here’s how to prepare:

• Highlight Your Achievements
Gather data on your contributions to the club, including program growth, member engagement, and financial performance.
• Set Clear Goals
Present a vision for the future of the program and show how your proposed compensation plan supports those goals.
• Educate Key Stakeholders
Share insights into industry best practices and explain how they can be adapted to enhance the club’s success.

Negotiating your compensation isn’t just about numbers. Instead, it’s about aligning your role with the club’s goals and creating a structure that supports success at every level. The best Directors of Racquet Sports are those who advocate for agreements that allow them to lead effectively, develop their teams, and deliver exceptional member experiences. By focusing on a modern, balanced compensation plan, you will set yourself up for long-term success and also help position the club as an industry leader.

TennisPro Magazine – April/May 2025

Len Simard, PTR & USPTA Master Professional, Search & Consulting Executive, KOPPLIN KUEBLER & WALLACE. He can be reached via email: len@kkandw.com.