Racquet Sports

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.

The racquets industry is undergoing a significant transformation, particularly in private member equity clubs. These clubs, often steeped in tradition, now face evolving expectations from their members due to changing demographics, technological advancements, and the increasing popularity of emerging racquet sports. Directors of Racquets are at the forefront of these changes and must adapt to meet the needs of a diverse, tech-savvy, and wellness-focused membership.

The Changing Face of Club Membership

Traditionally, private member equity clubs catered to an affluent, multi-generational membership base that valued exclusivity and tradition. However, today’s members bring new perspectives. Gen Z and Millennials, who will make up the majority of club members by 2035, prioritize flexibility, inclusivity, and diverse experiences that offer personal development and a sense of community.

The modern private club member expects more than just a place to play tennis. They seek a well-rounded experience, from social events and wellness activities to lifelong learning opportunities. This shift opens exciting possibilities for Directors of Racquets to create innovative programs that cater to varied interests. Programs blending competitive play with social engagement can attract a broader member base, helping clubs remain relevant and engaging for future generations.

Younger members also value convenience and are willing to invest in experiences that offer personal fulfillment. Programs that cater to different skill levels and interests, along with flexible options like drop-in classes, competitive leagues, and family friendly events, ensure all members feel included and engaged.

The Rise of New Racquet Sports

The explosive growth of pickleball, padel, and platform tennis is reshaping the landscape of racquet sports, particularly in private clubs. While tennis remains a cornerstone, these newer sports have gained significant traction, especially among younger members seeking a more social, fast-paced experience. Clubs that incorporate these sports see higher member engagement and satisfaction.

Pickleball, for example, has brought fresh energy to clubs by attracting members who may not have previously participated in racquet sports. Directors of Racquets must not only integrate these sports into their offerings but also create dedicated spaces, reallocate resources, and train staff to meet demand. The challenge lies in balancing tennis’s legacy with the growing enthusiasm for these newer sports.

Expanding racquet offerings not only appeals to a broader age demographic but also fosters a more inclusive environment, positioning clubs for long-term growth and relevance.

Technology-Enhanced Experiences

Technology has become an integral part of modern club life, with members expecting seamless digital experiences that enhance both convenience and performance. From online court bookings to AI-powered tools that enhance training, today’s members—especially younger generations—want tech-forward clubs.

Directors of Racquets can harness this demand by integrating various technological tools into the club experience. Video analysis, fitness trackers, and smart courts offer real-time insights that allow members to improve their game while staying engaged. AI-driven ball machines, such as the VOLLEY ball machine, bring an interactive element to training sessions, elevating the coaching experience.

Platforms like TrekAI leverage AI to transcribe and analyze coaching sessions, offering members personalized feedback directly to their smartphones. Meanwhile, Universal Tennis (UTR) and Dynamic Universal Pickleball Rating (DUPR) systems introduce a new level of fairness and data-driven insights into competitive play, helping standardize tournaments and foster a more engaging experience.

In addition to performance technologies, clubs should enhance their presence on social media platforms like Instagram and Facebook. Sharing tips, promoting events, and showcasing staff helps build stronger connections with members and extends the club’s reach to potential new members.

Wellness and Community

The modern private club is no longer just a venue for sports—it has become a hub for overall wellness and community engagement. Racquet sports are increasingly seen as part of a broader wellness approach, encompassing physical fitness, mental well-being, and social interaction. Members now expect clubs to offer comprehensive wellness programs, from yoga and meditation classes to fitness and injury-prevention workshops.

Directors of Racquets can incorporate wellness programming to meet these expectations. Programs like RacquetFit, a subcategory of the Titleist Performance Institute (TPI), offer personalized coaching to improve members’ health and mobility. Additionally, injury prevention programs—such as group stretching or mobility classes—can help members stay on the court longer and avoid common injuries. Drop-in fitness classes also appeal to members with busy schedules, allowing them to engage with the club on their own terms. Offering flexibility without long-term commitments enhances the member experience, providing alongside value.

Building a strong sense of community is equally important. Events like social mixers, friendly tournaments, and racquet sports festivals can foster a sense of belonging, which strengthens member loyalty. Directors of Racquets can lead these initiatives, creating a vibrant and welcoming culture that extends beyond the courts.

A New Era for Racquet Sports

The racquet sports landscape in private member equity clubs is evolving, and member expectations are higher than ever. As Gen Z and Millennials take center stage, flexibility, inclusivity, technology, and wellness have become essential pillars of the modern member experience. Directors of Racquets must lead the charge in balancing their club’s rich traditions with the forward-thinking demands of today’s members.

This era of change presents exciting opportunities for growth and innovation. By embracing new racquet sports, integrating cutting-edge technology, and fostering a culture of wellness and community, clubs can not only meet their members’ expectations but also position themselves as leaders in a rapidly changing market.

For clubs to thrive in this new era, Directors of Racquets must take proactive steps to evolve their programming, adopt technological advancements, and create a welcoming, inclusive environment that resonates with a diverse membership. The future of racquet sports in private clubs is bright for those who are ready to adapt, innovate, and lead the way forward.

TennisPro Magazine – November 2024

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

The racquets industry will continue with massive growth in 2024 so clubs will want to ensure their racquet professionals and programs continue to evolve to remain relevant. According to Len Simard, PTR and USPTA Master Professional and search consultant with Kopplin, Kuebler and Wallace, thinking and acting creatively will be essential. He makes the following recommendations and predictions for the year ahead:

• Clubs will look to enhance pickleball facilities by not just building permanent pickleball courts but by adding partially covered courts as well. With the rise of social and trendy pickleball facilities such as Chicken N’Pickle, members will seek indoor and outdoor courts where food and beverage service is readily available. Clubs will also begin adding or expanding padel courts, as this sport continues to gain momentum across the country.
• Continuing to offer creative, collaborative and innovative programming will be crucial for private clubs. Simard suggests a focus on entry level events and programs with a variety of programs for upward progression. Collaborating with other departments to create exceptional member experiences will be a necessity.
• Racquets staff should be challenged with more responsibilities and their titles (and salaries) should be adjusted to reward those who best set the team up for success. To keep up with the pickleball explosion, Simard urges clubs to bring head pickleball professionals or pickleball coordinators on to their teams immediately.
• Investing in the racquets department goes beyond just the facilities. Structuring compensation packages to incentivize racquets professionals based on gross revenue and the member experience within the department is the current trend. Professionals and assistant professionals should receive a salary and be rewarded based on the member experience and overall growth of the program. Clubs should also be investing in their racquets professionals, encouraging certification in tennis, pickleball, paddle and padel.

The Private Club Advisor – April 2024

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

In 2024, the racquets industry will continue with massive growth in a changing environment. Now more than ever, it is critical that clubs and their racquets professionals continue to stay relevant by thinking and acting creatively in these areas:

Continued evolution of racquet sports facilities. Clubs will look to enhance their pickleball facilities by not only building permanent pickleball courts, but by adding partially covered courts as well. The Chicken N’Pickle concept, with indoor and outdoor pickleball courts and readily available food and beverage service, will continue to make its way into the mainstream at clubs across the country. The rapid rise of padel will also continue, especially in major metropolitan areas, across the country. The relatively low cost to build an outdoor padel court ($75,000-$85,000), mixed with the low operational cost to maintain it, has made it a great option for clubs looking to expand their racquet sport offerings.

Creative, collaborative and innovative programming. The huge increase in racquet sports participation that was prompted by the pandemic cannot be expected to continue without constant innovative programming. A club will need to continue to focus on entry-level events and programs for all of its racquet-sports offerings to maintain their momentum and upward progression. Collaborating with other club departments to create unforgettable moments for members will be a necessity.

Utilizing talent. Every year, a racquets department’s organizational chart should be cultivated to best utilize the full talents of the team. Staff members should continue to be challenged with more responsibilities, and titles should be adjusted to reward those who best set the team up for success. To keep up properly with pickleball explosion, clubs that don’t already have a head pickleball professional or pickleball coordinator should invest in that position immediately.

Compensation, structure and funding. The current trend is to structure racquet professionals’ compensation packages to incentivize gross revenue and the member experience within the department. Throughout the racquets department, compensation plans should reflect what each employee is responsible for, while also enabling them to share in the growth of the overall program. Assistant professionals’ compensation should include a salary, not only to help them grow as leaders but also to increase the member experience. Finally, this is the time to budget for growth. Support from the Board, management and committees is needed to adequately fund the entire racquets program for a comprehensive experience, including operational and cap ex budgets.

Certification. Because a club’s racquets program can now include four to five sports, it will be increasingly necessary to have professionals who are certified in tennis, pickleball, paddle and padel, as well as squash in some parts of the country.

Leadership, culture and mentorship. More than ever before, creating a kind, creative, positive, and growth mindset within a racquets department is imperative. Regular weekly or bi-weekly individual meetings should be held with staff members, occasionally changing things up to include lunch meetings in a more relaxed setting. Goal setting and checking in on staff members periodically should be a priority, as part of learning about each person and what makes them tick. All staff meetings should be held weekly, along with weekly growth opportunity sessions that share what’s being worked on in other areas. The staff should understand that it is OK to make mistakes, and leaders should take public accountability for things that need to be better. At the same time, staff accomplishments should be praised publicly as much as possible.

Club Trends – Winter 2024

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