From people-dependent operations to a golf club run on systems
We make golf club back-office work visible and systemise paper- and Excel-bound processes in stages, building operations that are kinder to staff and stronger for management.
The challenge
Paper and person-dependent work weighing on staff
Across accounting and general affairs, work still ran on paper, Excel and manual steps, resting on the experience and tacit knowledge of specific people. With no visible path to improvement, distrust and attrition risk grew. SaaS had been considered, but repeatedly set aside because it fit poorly with golf club operations.
Concern about the future as the industry consolidates
As large capital consolidates the market, a community-rooted golf club needs decisions grounded in data rather than experience and instinct in order to grow revenue steadily. Today, the data that would support those decisions is not organised well enough to use.
No dedicated DX people or execution know-how
Daily operations leave no capacity for anyone to drive DX full time. Accounting and general affairs are the most person-dependent of all: the departure of a few people would put routine work at risk. DX has to advance in stages, starting where the effect shows fastest.
