June 16, 2025 • 38 mins
Whoosh is a modern, cloud-based software platform designed to revolutionize operations and activity management for private clubs, golf courses, and entertainment venues. Launched in 2022, Whoosh addresses the long-standing challenges faced by the industry, which has traditionally relied on outdated, on-premise systems that are cumbersome and inefficient. By offering a tablet-centric, intuitive interface, Whoosh untethers staff from fixed workstations, enabling them to engage directly with members and guests across the property.
The platform streamlines workflows by automating and simplifying core business functions such as tee time booking, lesson scheduling, payment processing, and member communication. Its robust analytics tools provide insights into guest behavior and spending patterns, empowering clubs to optimize operations and enhance hospitality. Whoosh’s enriched member rosters equip staff with detailed information, helping create personalized experiences that make every guest feel valued.
Whoosh’s rapid adoption is fueled by its focus on solving real operational pain points, such as reducing revenue loss and saving significant staff time-often over 20 hours per week. The company has achieved strong traction, boasting high customer retention and expanding into public courses and “eatertainment” venues through strategic partnerships, including with Square for seamless payment integration.
Led by founders with deep expertise in both golf and technology, Whoosh continues to innovate, aiming to set new standards for digital transformation in the leisure and recreation industry. Its vision is to deliver best-in-class, integrated solutions that modernize club operations, improve communication, and elevate both staff efficiency and member satisfaction.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Paul (00:35):
What's up guys?
Welcome to the Behind the GolfBrand Podcast.
Today I have my good friend,colin Reed from Woosh.
If you guys are in the golfworld in any way, shape or form
and play I don't know if you canbook a time you're probably
using his app, um, or hissoftware is pretty cool, but
growing like crazy, and evenbefore the show I found out that
he grew up out here, so that'skind of cool too.
(00:57):
So welcome to the show thanks,paul.
Colin (01:00):
Appreciate you having me and uh excited to participate so
where are you located right now, right?
Now I'm calling you from MillValley, california, just over
the Golden Gate Bridge, but myteam we have about 30 people
fully remote across the UnitedStates.
Paul (01:17):
That's a lot.
What's the weather like in SanFrancisco right now?
Is it cold?
Colin (01:23):
Doesn't change 61 degrees and foggy year-round.
Paul (01:27):
Is it going to rain today?
It always rains.
I feel like when you're in SanFrancisco.
Colin (01:30):
Sure hope not.
To be honest, I'm hoping toprobably hit a couple golf balls
this afternoon.
But yeah, it's 61 and a littlefoggy and overcast today About
running the course here for theBay Area.
So did you grow up in golf?
I did grow up in golf.
I've had a golf club in my handsince I was seven years old.
I picked up the game when mydad started to play and we grew
(01:52):
up with the game together.
Golf has been a big reason I amwhere I am today.
Played competitive golfthroughout Arizona, played
competitive golf up in NewEngland, played high school golf
at Taft in Connecticut where Iwas captain of the team, and
then I played at ClaremontMcKenna where I was a two-time
All-American and captain of thatteam, and I actually tried
(02:12):
going pro after that butrealized my short game was not
good enough and I learned thatquickly, so-.
Paul (02:17):
When did you realize that pro is probably not the path?
When these guys are like goodand better than?
Colin (02:25):
you Like like I don't want to do that shit, forget it.
I'm gonna say 2007.
I was just graduated college.
I was trying for a few monthsand I think there was a
Southwestern tour event atGreyhawk and it was one of those
times in June where they courseplayed fast, they watered down
the greens, so it was kind ofvomit and flip, wedge in and I
think the winner shot 59, 61, 62and I realized at that point
(02:49):
okay, cool, I can throw in abunch of 65, 66s and not make
money.
Paul (02:53):
I am not sure I got much left in the tank, so that was
kind of turning point when youstart playing in that caliber
yeah, it's funny because I thinkabout a lot of different, like
pros on the show or instructorsthat you know and they say the
same thing.
They're like yeah, at somepoint you just realize I'm good,
but I'm not that good, or I'mnot willing to try to get that
good, because some people arejust off the chart good, and
(03:17):
then they go a different path,which is cool.
It's levels.
Colin (03:20):
I think there's levels everywhere you go, even at the
college level.
There's a big level between acollege player and all america
player.
There's a big differencebetween a elite amateur, um, and
definitely a professional.
And then there's a big gapbetween those pros that are out
there corn fairy, latin, amateur, those things and those that
are top 100.
So there's different gaps inthe game and the higher you get,
(03:42):
the better you get, the morethose discrepancies and those
levels really play a role sowhat did you do after golf?
Paul (03:50):
so did you.
What did you go into then?
Colin (03:53):
so coming out, um, yeah, you know, I realized that golf
wasn't kind of the path for meto go professional.
Um, I fell into, you know,actually actually investment
banking, doing SPACs when theywere still called reverse
mergers and pipes back in 2006.
And for me, I then realizedfrom the best banking side I had
access to capital.
So I started my first companycalled Ecotality.
(04:15):
Back then we launched the Blinkline of EV chargers.
We IPO'd on NASDAQ in 2009.
We supported the Leaf, the Volt, the Tesla.
Abb would come and acquire usin 2012.
At that point I've had eightyears of my life stuck between a
utility and a car company.
I wanted to innovate.
I got in touch with GarrettCamp, founder of Uber, and they
(04:36):
were starting up a new startupcalled Reserve after that,
looking at table management.
So I joined there on thefounding team.
Reserve would go and we'd endup merging actually with Resi.
So a lot of what you see rightnow with Resi for fine dining
table management was what webuilt at Reserve, became a VC
for a minute and actually was ona board observer during that
(04:59):
Resi transaction.
After that, I've always wantedto build things.
Vc was in the past for me.
So I actually founded a companycalled Above Data doing
geospatial data for hedge funds,and then was looking to start
this company in 2017, when I gotpoached to go run corp dev for
a 5G internet play called CommonNetworks.
We got acquired by Facebook orMeta in November of 2020, at
(05:22):
which point I realized it's theperfect time to go start what
I've always wanted, which waswhoosh, and really focus on the
golf world.
Paul (05:29):
Bro, you're like 40 years old.
You did all this stuff.
This is crazy.
Like you know, this is likesomeone's resume.
Who's like 60, right Likethat's crazy.
Colin (05:40):
If you're not moving, you're dying right and I.
Paul (05:42):
I know.
Colin (05:42):
Yeah, you got to hustle.
I realize I got a lot.
Of some people have dials.
I got an on-off switch, so whenI'm on I try to when does the
off switch go on?
Not very often.
Paul (05:52):
Not that often right Answer that question 2006.
Colin (06:01):
2006,.
That's when the on switch wenton.
Paul (06:03):
Yeah, but did you have, like, how did you, I don't know,
did you just kind of build onyour knowledge because you were
playing golf before?
Colin (06:13):
that was like was your, was your education in finance or
was it in tech, or like, orjust well, I came out of
claremont as a government andpsych major and, candidly, in
college I watched way too muchWest Wing and so when I got out
of college I was like I'm gonnago change the world.
And how did that happen?
I ended up becoming, you know,assistant finance director,
(06:35):
which is really assistant to thefinance director for a lot of
different campaigns, and Irealized how what I was good at
is actually raising money andasking for money for these
political campaigns.
And well, how do I parlay that?
I can parlay that in privateequity, because what you do
primarily is raise capital.
So I kind of realized at anearly age that, you know, I am
(06:57):
lucky enough to grown up in acountry club environment around
the company of adults.
Asking for things is somethingI'm used to and that kind of
parlayed into fundraising andstarting companies.
And I think the tech side ifthey go six to 2025 almost 20
years that's almost been thegolden age of tech.
It's been a gold rush siliconvalley.
(07:18):
So I'd say I cut my teeth intech just as early as anyone
else here.
Paul (07:22):
Um in silicon valley I mean it's cool because, like
it's almost like you had theeducation without even really
realizing it right, just by whenyou're, by growing up in that
world, so you weren't likeawkward to it or like not.
You know, like some people areprobably afraid to say something
or ask a question, and it'slike I don't know, people have
(07:44):
money, don't have problemspending it.
If you say the right, if it'sright question, and it's like I
don't know, people have money,don't have problem spending it.
If you say the right, if it'sright, you know it's like is it
going to make them money or not?
Colin (07:51):
like no we're just talking here.
I'd say one of the things Ilearned in my career is that you
know that quote of successoccurs when opportunity needs
preparation right, and sometimespreparation is a mental thing.
You don't feel prepared and Iremember in 06 I'm founding this
company and I'm building thisto 200 people.
I didn't feel prepared for that.
I actually went back and got amaster's degree from Arizona
(08:11):
State, WP Carey alum things andI'd say, more than anything, I'm
not a technical founder but Ithink we worked with so many
great CTOs.
I've worked with so many greatCTOs, product minds and
engineers that I've learned alot around sprint cycles and
(08:32):
agile sprint systems and how wedo points and weighting and
feature and product development.
That has been helpful.
But I would say right now I'mreally good on the business side
of things.
I think I'm great at that piece.
My co-founder and CTO, ScottPeppers, is one of the best CTOs
I've worked with.
He keeps a lot of thetechnology stuff under wraps I'm
sorry, not under wraps, butunder good control and good
(08:54):
hands.
Paul (08:56):
So you started Woosh in 2020?
.
Colin (09:02):
Yeah, we officially started December of 2020.
We wrote our first on a codemarch of 21.
We had a handful of betacustomers in 21.
Paul (09:09):
Then we officially launched at the pga show in
january 22 what made you decideto go into this space, into like
what's the word, in case wedon't know whoosh is like.
I guess first explain whatwhoosh is to the, to the
audience, and then that mighthelp.
Colin (09:27):
Yeah so whoosh right now is a leader in reservation
systems for golf clubs,specifically private and public,
as well as full activitymanagement.
We have approaching 300customers over the past three
years.
About 30 percent of the top 100golf courses everywhere, from
shinnecock and Seminole toOlympic Club and Whisper Rock
(09:48):
use our platform for their dailyoperations and typically, if
you're a member of a privateclub, you probably know us
because we're your member app.
We're the tool that staff uses,or if you go to a golf course
at Grass Clippings, we'reprobably the booking engine
behind that.
Paul (10:02):
So then, what made you think this is a good space to go
into?
Because a lot of people mightthink like software for golf
courses, it doesn't sound likesexy, right, but like why is
this cool?
You know what made you thinklike hey, there's a hole in the
market for this.
Colin (10:19):
So I'll give you two answers on that.
The first one is a bit more ofmy own intrinsic motivation.
Golf has given me so much.
It got me into college.
It's got me in a lot of placesin my career.
I think the biggest piece for mehas allowed me to grow up, as I
mentioned, in the company ofadults at Arizona Country Club.
Realistically, I now have twoyoung boys they're now nine and
(10:39):
11.
But I wanted to show them hey,you can work hard, you can be
successful at things and you canstill do what you love.
And for me, building atechnology company, taking my
tools that I've learned in thepast and then applying that to a
sector like golf, is showingthem I can do and be successful
at something you love.
So, as a dad, there's a bigmotivation there.
I think when it comes to golf,people forget that private golf
(11:04):
and golf as a whole ourtechnology is still antiquated.
There has not been a lot ofinvention, a lot of disruption
over the past 10, 15, 20 years.
When you look at private golfclubs specifically, that is
absolutely the case and they'reprobably the worst when it comes
to technology that's availableto them.
Paul (11:25):
Why.
Colin (11:26):
So in COVID well, in COVID, you know, everyone
started moving to online teetimes.
A lot of clubs couldn't do itbecause a lot of their legacy
providers don't even have apps,and so the private club world is
dominated by 20-year-oldtechnologies, on-premise servers
Like a dot right.
It feels that way in a lot ofoccasions, and what does that
(11:49):
lead to?
It leads to really bad memberexperiences and that leads to
really bad staff interactions,right like you think about pga
professionals today, and the bigissue right now is retention of
them, because a lot of theseguys love golf and girls love
golf, but they don't get thechance to play.
And so we came in and said, hey,if we can improve the member
experience, we can create an appsolution and a customer
(12:10):
interface that's 10, 15, 20years newer than what's on the
market.
That's more intuitive.
Then, on the back and on thestaff side, when you watch their
workflows and how dysfunctionalthey are, if we can streamline
those, we're going to change theindustry.
And that's kind of what we'vedone.
We're saving pro shop staff 20hours a week in staff time at a
(12:32):
typical private club.
That means that now your firstand second assistants can
actually maybe find time to goout and play with the members or
take those 20 hours a week anddevote that back to the member
experience, right.
So that's kind of how we'vereally changed um, I'd say
operations.
A lot of facilities is makingthem more streamlined and
efficient, but really I thinkthe member experience has been
greatly improved too.
Paul (12:50):
I mean it's cool, it's actually genius too, I think, if
you think about it too, it'slike it's an untapped market,
right, because I mean I thinkeverybody realized in 2020-ish
COVID years that, like I mean,even post, you can't even book a
tea time.
It feels like right, and thenyou might get like back in the
day you could go.
Whatever that cheap ass websitewas.
(13:11):
It's like, oh, here's wastedtime, what was wasted time?
Hours like three o'clock in theafternoon, you know somewhere
in glendale, right, or somethinglike that in the middle of
summer.
Um, but like, I mean you could,you especially?
I mean I've had a lot of guestsfrom la right.
Big problem there you can't getany tea time, not even a private
side.
I'm talking like this public.
You can't get anything.
(13:32):
That is now trickled.
I feel like arizona, likeessentially, you can't get a tea
time.
I mean it was like this growingup too, but this is a lot worse
, right, I mean essentially,from like what end of october
till about I don't know now may,right, like good luck getting a
tea time.
And if you do, it's going to belike buku expensive, which that
(13:53):
wasn't, I mean the.
The cost is different, but justeven trying to get a tea time.
So I could imagine how that'seven compounded when it comes to
the private side.
Because no one's talking tothese guys, right?
No one's talking to these golfcourses, they're because that's
more of a private play, right?
Colin (14:09):
Yeah, I mean, if you look at private golf, let's just
look what COVID did.
Covid saw increase in roundsabout 15 to 20% across the
nation.
In private clubs, though, yousaw 30, 35% increase in play.
If a club is doing 30,000rounds and now they're doing
37,000 rounds on the same trackwith the same membership, that's
(14:30):
a tough experience for staff.
That's an even tougherexperience for the members that
are now dealing with a lot ofcompaction during primetime
periods.
So that's like something thatwe're really trying to solve.
I think public golf as a whole.
What people take for granted isgolf course is like a
restaurant, you know, and whenyou want to go to the best
restaurants in town, odds areyou're probably not just going
(14:51):
to make that reservation sameday.
And what we're seeing now withrecord levels of play across the
country, with supply and demand, you know, or the supply side
of golf courses really levelingout we're going to see a lot
more golfers per per course, andso the future of this game is
people are going to have tolearn.
If you want to go play at thebest course in your area, you
got to plan a week or two inadvance, right?
(15:13):
You're not going to have thatlast minute tee time anymore,
unless you're going to yourlocal Muni and even then in
markets like LA you might getlucky.
Paul (15:20):
Yeah, even at Muni you might get lucky.
Colin (15:22):
And then places like private clubs.
Now everyone's moving to teetimes on the weekends, right.
Long gone are the days of justwalk up and play.
So now we start to think abouthow do we use digital tools the
right way, how do we useweightless management the right
way, and start to automate thosetools and create a better
experience for golfers to accessthese facilities.
(15:43):
This industry is on the cusp ofa lot of disruption right now
and I'm proud to say I thinkthat we're actually leading the
way and causing some of ourcompetitors to really raise the
bar.
Paul (15:57):
So are you guys only focused on private or only when
it comes to software?
Colin (16:04):
Private's probably our bread and butter.
That's where we started.
We started off first with acloud-based cloud-based solution
for no tea time facilities.
We brought on some of the bestcourses in the country.
Places like Oupi and Yemen Tallwere some of our first users
Shinnecock places like that.
We then built tea time requestsand we built full direct tea
times with member apps andbooking restrictions and really
(16:25):
our claim to fame there is wecan handle restrictions better
than anywhere else.
And again in COVID you startedseeing a lot more restrictions
on private play.
Then all of our customers cameto us and said hey, you built
the best golf solution.
Can you service the rest of ourclub?
Paul (16:38):
So then we built out rackets fitness tennis, because
a lot of these guys don't justown one course, they own a
massive portfolio of courses.
Colin (16:47):
Or even don't just own one course.
They own like a massiveportfolio of courses we'll even
take.
Take, for example, olympic club.
You have three golf courses.
At downtown campus, which isathletic center, you have
fitness, tennis, swimming,basketball, barbershops right,
they don't want to lookeverywhere for that software, so
we've now come in and basicallybeen the primary booking engine
and then we had a lot for golf,for everything but essentially
it's like it doesn't matter.
Paul (17:09):
Insert product here, right , like whatever the item is,
it's the same process.
Colin (17:14):
I mean that's right and then what happened is a lot of
the golf multi-course operatorscame to us, said, hey, we want
you to service our entireportfolio and and it's public
and private.
So last year we did a strategicpartnership with Square, the
big point of sale company.
They are now our preferredprovider in public golf
solutions and so when we go intoa public golf course, we
(17:37):
typically come in with Square.
Again, thinking about it's 2025, the cloud's.
Here, you know, integrationswork.
How do we bring best-in-classsolutions for every single
operator in the facility, andthat's what we did with Square
for public We'll be announcingpretty shortly here our kind of
preferred private partner aswell but really taking an open
(17:59):
ecosystem 2025 modern approachto the whole industry.
So, to answer your question,I'd say right now, about 90
percent of portfolio is private.
The other 10 is public.
The area that we see the mostgrowth in public actually is in
the simulator and yeah, I didn'task you about that.
Paul (18:16):
I saw you like have all this like the simulator
reservations, like how it is.
How is how?
What is similar or different incomparison just to regular golf
course stuff when it comes tosimulator?
Colin (18:28):
You know, I think we kind of have two products.
We have a T-sheet, which mostpeople think about as kind of
slot-based, and then we haveactivity management, which think
of it like tennis bookings andcourts, which is very similar to
what we do for simulatorbookings.
We have now been, we have apartnership with Foresight
Sports where we are theirlargest provider I'm sorry,
we're their preferred providerof commercial simulator software
(18:50):
and we're seeing massiveamounts of growth in the SIM
space.
That's probably been one of ourlargest growth areas recently
is everyone's opening, you know,five bay, 10 bay SIM facilities
and they need something tomanage membership.
Paul (19:04):
You can see that a lot in public courses too.
Like I hear at least, you'reseeing people build additions to
the public course to have Simson there, so they can rent that
out too.
Colin (19:14):
Look at Grass Clippings.
They just put in, I think, 18top tracer bays.
Yeah, you know, and I thinkthat's really Not the ranch
right Like all these.
Paul (19:21):
Well, I guess yeah.
Colin (19:26):
I mean both city courses technically, but they're managed
by outside.
We see that growing a ton right.
And if you're a golf facility,we talk about pro shops or golf
shops right, golf shops sellgolf.
That doesn't have to be greengrass, it can be indoors and in
the sim.
Paul (19:41):
And what you're doing is giving people an opportunity.
Have you been to Dobson Ranch?
I was just there.
You played Dobson Ranch beforedoing is gonna be up in ranch.
I was just there, like um, youplayed up.
You played up in ranch before,of course, a million times,
right, and so, like I was justthere, they put a freaking
miniature golf there in thefront, but in front of the top,
tracers are right before you getto this miniature golf now,
like a little mini miniaturegolf course.
I was like what the f?
Colin (20:02):
like it's crazy dude, it is crazy.
We're seeing the rise of golfcomplexes, not just golf courses
.
Yeah, I think that's the biggap and we look now in public.
Historically, everyone's builta homegrown t-sheet and attached
a subpar point of sale to it.
Paul (20:21):
Now I look at it right, I mean forever, like because no
one's playing golf, but golf.
But golf is changing.
Golf is changing right now.
Colin (20:28):
You look at a golf facility and they probably have
lessons, clinics, events,simulators, connected ranges,
maybe a bocce ball, whateverthat is, plus a full F and B
restaurant.
So we look at this and say thegame of golf is evolving, which
is not just golf courses, it'sgolf facilities.
How do we build the rightsoftware for the entire facility
, for all of those operators?
Paul (20:52):
So how many commercial simulator places do you think
you're working through now, oris it just, or it is all
connected to the other courses.
You know the same, the samestuff.
Is there any separate systems?
You don't even are separateplaces, or are they all attached
?
Colin (21:08):
lot of them are separate I'd say in the private club
world, probably at this point 10, 15 of our portfolio, is
adopting some sort of indoor simfor lessons, instruction,
training, academy of the winter.
Paul (21:19):
It's so funny, isn't it?
Is that so random like youstill would never have?
Like I've been talking aboutthis for years and now it's
actually happening.
You know what I mean.
Colin (21:27):
Where, like technology, everywhere, dude, it's the
technology is moving fast andthe cost of adoption is going
down right.
A sim facility 10 years agoused to be a hundred thousand
dollars.
Now it's like 30 to 40 right.
So that cost curve willcontinue to go down and it
becomes.
It will become the next fewyears and then any of that
(21:47):
golfers expect at any club orany facility so you can't have
like a.
Paul (21:52):
You can't walk into a club or a pro or I mean a club for
damn sure but like you can't goto like a public course and not
have a.
You have a sim right or like,or if you do it, one is not
going to be enough.
It's going to have to be likefour bays.
Five bays, you know what I mean.
Colin (22:09):
I think there are flavors .
I'll pick on some local clubsin that area.
Right, if you go to Greyhawk,you're there to play the golf
course, you're there to be inPhil's Grill.
If they didn't have a simfacility.
Not the end of the world, right, but then the rest of that
Phoenix market, how do yourself?
I go down to south mountain, Istart looking at the courses
down there.
What's different, what's theamenity?
Where do I want to hang?
Well, yeah, I think at thatpoint, these ancillary services
(22:30):
around the golf course,simulators, hitting bays,
connected ranges, those are allreasons for me just to go there
and have a drink and hang outwith my buddies and oh you're
why?
Paul (22:40):
why I want to come and, like, turn into an event, like
you know what I mean, like you,it's, it's, yeah, it's changing.
This is changing, it's not?
Colin (22:49):
simulators to me, and let's actually give credit where
credit's due top golf, top golf, top golf has changed the world
and in the golf world, and thefact that it's now making golf
more acceptable to masses.
Come as you are, you don't haveto wear pleated pants with a
tucked in collared shirt anymore.
Right, this could be a funenvironment.
There you go, between you, knowyour your your lunch break
(23:12):
after hours, with your kids,with your wife and your family,
whether they play golf or not,and they're going to feel
comfortable right.
Paul (23:18):
So simulators?
Yeah, it's, it's closing thegap.
You know what I?
Mean accessibility is what it'sdoing, or that's what it's done
really.
Colin (23:27):
And what we're seeing.
I think NGF posted last yearthat 10% of all off course
golfers migrate to green grassevery year.
So what that tells me is thatthe game of golf is only getting
healthier and stronger.
We have a healthy pipeline ofgreen grass players coming in.
I think the boom in Sims whichwe're going to see even more in
the UK, where they have muchmore space constraints than here
(23:47):
in the U S that is going tolead to the next generation of
golfers.
Paul (23:52):
Do you think?
So?
What was I talking to someone?
They're opening up oh damn it.
They're opening up like Sim Simsim facilities in the uk and
it's a big sim company.
I was like I was surprised.
I was like, wait, what it wassmall.
It wasn't like you had a big.
You know, like in my mind youthink like it's a bay, right,
and you have at least.
But it was even smaller thanthat.
(24:13):
It was not.
It was probably half the sizeof a normal bay.
Colin (24:15):
I was like the frick you know, so you don't even need
space, like essentially I justvisited pitch in downtown london
last week and it was I thinkeight or nine bays memberships,
you know, public too, and atnight it feels like a nightclub,
you know, and I think those arereally approachable.
It's packed, it's slammed, youknow people ordering 18 drinks.
Paul (24:37):
You know, yeah, it's like it's something to do while
you're at a bar.
Colin (24:40):
You know what I mean or like, and that's also where we
see this coming into play.
Right, the amount of times nowthat we're seeing simulators put
in at Denver Airport, we haveGolf Den, which is a simulator
facility there.
We see this at bars and placeslike that.
When people now think aboutgoing out to eat, they're not
just thinking about the food,they're thinking about the
experience.
And I like to remind people,dining is actually one of the
(25:05):
last forms of live entertainment, right, the whole staff kind of
works as a school of fish andyou're there to see that
experience and be served.
Right, it's the show.
That show has become much moreengaging, much more interactive.
Places like spin for ping pongum, you know there's one for
darts there.
There's TOCA sports for soccerYou're seeing this with
(25:25):
T-squared social and TimesSquare.
You know threes in Greenville,like.
You're seeing much more of thisfood entertainment concept.
And I think where we play thevoid, where we fill the gaps
here, is we can now create ahigh-end reservation experience
for everything.
You know, I even look atresorts a long way.
I have the thesis here thathigh-end reservation experience
for everything.
You know, I even look atresorts a long way.
I have the thesis here thathigh-end reservations are broken
(25:47):
.
I look at resorts and I thinkabout some of the beautiful
resorts in Hawaii that havegreat golf courses, and online
you can very easily drop acouple thousand dollars on your
hotel room, but trying to bookthat golf course you've got to
call the shop, yeah.
And then everything else thatthey market to you nature walks,
your life fest for your kids,your helicopter tours, anything
(26:09):
else you actually can't bookwithout calling someone.
So at the high end of likeexperiences and hospitality,
reservations to me today arestill broken.
That's where we want.
Paul (26:15):
We used to kind of fill the gap and we're tackling golf
first and we'll kind of get therest of them here as we go I
think it's smart too, becauseeven on the golf side of the
private side, like that's wherea lot of the decision makers are
right, so in other industries.
So they're going to be like ohwell, why don't we have this in
x or y or whatever you know?
Colin (26:37):
yeah, golf has a lot of influence, um, whether we know
it or not, right?
And so I think when we givethose premier experiences at
those facilities, that's how itspreads.
I look at some of the lifestylebrands.
I think Olo is a good examplethat actually came from some of
the private club world andthat's where it first started
getting worn, and now they'rekind of like the next Lululemon
(26:57):
right.
So we start to see kind of thetop-down and when it comes to
kind of luxurious hospitality,I'd say, and why not start at
the top?
Paul (27:11):
Are you moving into pickleball too?
Is that part of this picture?
Because I would think, likeRackets is a big piece of what
we do.
Colin (27:18):
We support a lot of, you know, large racket facilities,
places of 30, 40 courts to us.
Golf, uh, I'm sorry.
Tennis, padel, pickleballthat's a racket sports, a court
it's booking, yeah, um, I thinkpickleball is is, candidly, I
think padel is the largest,fastest growing racket sport in
the world.
I think right now, despite whatyou see in the hype, we're
(27:41):
seeing more people put in padelfacilities than pickleball yes,
if people don't know who peopledon't know that is.
What is that?
It's a combination of, uh,tennis, pickleball and squash
all in one.
They're kind of like thesesmall mini tennis courts with
glass um all around them andwe're seeing that sport really
take off.
And so, yeah, answer yourquestion.
(28:01):
Yes, we service all rackfacilities, pickleball included.
Paul (28:04):
I think it's cool.
I love, I love talking to smartpeople.
This is smart.
Like I've had a lot of smartpeople, but you're like, on a
different level, smart um I'vehad.
Like I've had, like you know,like five iron golf I've had.
Like the founders of that I'vealways like the sim space come
in and it's like it's cool tosee and hear it.
But then to be like all theselike the sim space come in and
(28:25):
it's like it's cool to see andhear it.
But then to be like it's almostlike I don't think people
realize it, but like you're thebackbone of the of the system,
right?
Like essentially it's like,yeah, they want their app to
look cool and they wanteverything to work out
seamlessly, but like thesefacilities don't have time to
figure that shit out and if theytry to go figure it out, it's
gonna be all messed up andthey're gonna spend a ton of
money on it.
Because, like you're simplydeveloping something right from
scratch.
(28:45):
So, and even to have that manyprivate courses sign up like and
you that trust it right,because they can't mess it up,
because they piss off theirmembership, they're gonna be
that they're hosed right yeah,especially some of our clientele
like seminal and fryer's headand sabonic and places like that
.
Colin (29:03):
You know we need to get this right and yeah yeah, some
places may use it just as astaff tool because we give them
better hospitality tools toprovide that level of service,
right.
But we're seeing a lot of folkssay, nope, we need to give
control back to the members.
The membership's gettingyounger, they need to be able to
book at their fingertips, justlike an uber, and so we're
seeing a lot of places.
Paul (29:25):
Yeah, they're not gonna wait and they're not gonna
accept it.
Yeah if you're money and youyou're already paying for a
private membership and you'repaying like you're not waiting
right, essentially, you want tosee it now, you want to have
access and you want to getinstant gratification, exactly,
and if you don't, there's gonnabe a big problem.
You should probably make, youshould probably create, like, a
(29:46):
betting app on the app like andthe app side for all the like
rich guys when they because youknow they all bet, when they all
play golf and stuff like to belike, okay, who owes who money
and stuff slightly different uhset of compliance issues as we
move.
yeah, online betting, exchangeyour money.
Yeah, yeah, yeah, we only takecash.
Online betting, exchangingmoney yeah, yeah, yeah, we only
(30:06):
take cash.
That version of crazy.
I have a story.
It's a private course.
Colin (30:09):
It's about the kind of money people won and lost and
I'm like dude that's more moneythan I made in the first year of
getting out of college when Iwas trying to go pro.
That was how I tried to getbetter was put myself in those
pressure situations and you playa big game at Arizona country
club or whisper rock or some ofthese courses, and you realize,
man, I got my rental line thismonth.
(30:30):
You better make a shot, yeah,you better make that six footer
Right.
Paul (30:34):
And so, yeah, I think your parents were members at Arizona
country club, or was your dadinto golf, or was what was.
What did he do?
Colin (30:43):
uh, yeah, my dad started um developer he was.
He was an entrepreneur himself.
He actually was um the ceo ofpark plaza hotels and resorts,
so he came from the hospitalityspace um, and so we both started
learning at the same time andwe went to arizona, we joined
the club and you know it'sunique because that club felt
(31:06):
like family.
That was my second home.
Paul (31:07):
I went to St Teresa's.
I love that.
That place is awesome, man.
It's like right in the middleof the city and it's like I
don't know, it's just cool.
Colin (31:18):
It's very Sixth, thirteenth grade, of Bonnie and
the Halfway House making OtisBunkmeyer cookies and that was
like our afternoon snack.
You know we were the range ratsthat were always there that the
members complained about forbeating up the range Right, and
that was my upbringing.
And I think that was a greatplace to learn.
But you know, a lot of what webuilt looks back on that, on
that system, looks back on howArizona operated, how they went
(31:42):
from.
Everyone submits their teetimes on a pen and paper and
you'll know 48 hours out, whenyour paper tee sheet in the pro
shop and then he starts saying,oh, you got a bag drop.
Paul (31:52):
You got a call.
I'll be like well, it's opentomorrow.
It wouldn't be available, right?
Oh, what a waste of time, youknow.
Colin (32:01):
So that's become more efficient.
Right, and now we said okay,you've adopted tools now that
are 20 years old.
How do we make those tools evenbetter?
And so that's going to happen.
Paul (32:09):
Yeah, you've seen it in other tech spaces, right?
I mean like with Uber andeverything else, like you don't
need to have all that.
Colin (32:16):
In a space that's dominated by 20-year-old legacy
incumbents or longer rightincumbents on-premise servers.
Paul (32:23):
I bet some of this shit's really old dude.
Colin (32:25):
It's really really old Windows 95-based CD software.
Paul (32:32):
You're not off.
It's a spreadsheet thatsomebody made in 2002, right.
And then they're like oh, thisis what you use.
Colin (32:41):
I've seen clubs with 2,000 members that are running
off a Windows XP backbone Right.
This is not uncommon in thespace and that's why there's
such a big opportunity now.
And I like to remind folks thatnever in any industry that has
tennis, golf, fitness, spa,admin, member billing, do you
buy all your software from oneprovider Like I can't tell you
(33:04):
another industry where thathappens.
And so if you want to giveMichelin quality level of
service at your restaurant, youcan't give them a Windows XP
platform and expect them withthose tools.
You'd be like what is this?
So we have really taken themindset of hey, let's partner
with Seven Rooms for Dining,let's partner with Best in Class
Golf Genius for TournamentManagement, let's make sure
(33:26):
everything looks, feels, theright way to the members and
that from the staff perspective,everything talks to each other.
So you're not doing a lot ofmanual data entry, right, and
that's where we see a lot moreof efficiency and modernization
of these systems.
Paul (33:44):
So do people.
So I'm assuming I already knowthe answer to this, but like, do
country clubs or or places?
They?
They buy the software or theylease it from you?
You know what I mean.
Whatever, I remember they,what's the word?
I can't think of the word.
Colin (33:56):
We're a sass company, so they subscribe.
Paul (33:57):
You're sass, right?
Yeah, watch all the money's outdoing sasses.
Come on now.
Watch all the monies I do inSASSs.
Come on now.
I keep doing what SASSs are,whether it's software or it's a
service.
Right, that's right.
That's where the move.
That's making something thatsomebody doesn't want to, making
a software around somethingthat people hate doing.
Colin (34:18):
I mean it's great for us too.
We're not sending you a CD-ROM,we don't have to install it
on-premise server, which meansthat we can do fixes on a daily
basis.
We can continually improve thissystem.
Paul (34:28):
You can test it and fix it and then push it.
Colin (34:30):
And that's changing the game right.
So how do we continue toinnovate and disrupt?
Well, keep doing it and makesure that we can push it out in
real time to our members and ourstaff, so then.
So then, how many courses doyou have?
Right now, we're approachingabout 300 golf courses across
the country over since sincejanuary of 22, so about two and
a half years.
Paul (34:51):
Are you finding with this, with the data, like there's
really not a lot of timesavailable, you know what I mean
or a majority of times booked,and I guess it depends on the
course and depends on the, theday and time of that facility.
Colin (35:06):
Um, the biggest in private clubs we see, the
biggest.
It's very similar to public.
Biggest compaction areas areprobably friday around noon,
apparently half the countryplays golf friday around noons.
Paul (35:17):
Saturday morning, sunday morning friday like traffic man,
everybody's working from homeyeah, I'd probably say the next
biggest day is Wednesdayafternoons.
Why.
Colin (35:27):
A lot of private club members like to play golf and
have standing games onWednesdays.
We call them the doctors or thebankers, the lawyers games that
are all going out Wednesdayafternoons.
So you start to see your times.
But I'd say in general, most ofour clubs on average are doing
30, 32,000 rounds a year.
Some I'd say in general most ofour clubs on average are doing
30,000, 32,000 rounds a year.
Some of the lower-end ones areprobably in the 20K range,
(35:48):
highest end I think we have.
Of course it's on pace to doover 80,000 rounds this year.
Paul (35:55):
That's amazing.
So when was the last time youwere in Arizona?
Colin (35:59):
I was in Arizona in early December playing in the Grass
League and the Grass League wasopen.
Grass Clippings opened there orthe Grass League opened at
Grass Clippings.
Paul (36:07):
Was it I was?
Colin (36:11):
Yeah, I was sponsored.
I was part of the Canadian HatTricks and I got to play with a
great professional golfer namedAndrew Yoon, who's a local boy
there in Arizona.
Great, great player, probablythe best wedge and putter I
think I've ever played with.
Paul (36:26):
You're like see, I could have done that too, man, and I
continued, but I'm not a wedgeguy.
All right, let's kick ass tothe ass.
So peace out.
Colin (36:35):
Well, it was a great compliment to my game.
Paul (36:37):
We finished I think, what is your specialty?
What would you say is like yourthing, irons, or your driver,
or what?
Colin (36:44):
what do you really?
Uh, you know, my swing speedwith the driver is about 111,
112 so I'm not crazy deep, but Ihit a lot of fairways, I hit a
lot of greens and I make a lotof putts, and that's usually a
recipe for success um.
Paul (36:56):
Where can people find whoosh if you're in?
Colin (37:00):
yep, visit our website, wwwwooshio w-h-o-s-hio.
Um.
Fill out the forum there.
Paul (37:09):
We can do a demo, happy to chat with you guys, or probably
reach out to your local privateclub because they're probably
using us but you even know itand you're probably like, oh,
this is so awesome, I wish I hadthought this myself and like,
sorry, colin already figured itout.
Well, thank you so much forbeing on the show.
I love talking about tech.
See, I don't know, I geek outon it because I think it's cool,
(37:29):
and a lot of the time too, likepeople stumble on it you know
what I mean Like what they'redoing and they don't realize it.
But you've already figured itout, so it's like I'm gonna make
it better.
Colin (37:41):
So I think it's really we haven't figured it out and I
would say it's not all me, paul.
I got a great team, scott, onthe engineering side, the rest
of my engineering, my customersuccess team like it's not just
tech, it's just the peoplebehind it.
That's powering.
And I say, if you like tech,get excited because in golf
you're going to see a lot moreof it in the coming years.
It should not disrupt youron-course experience, but it
(38:03):
should make your experience inthat facility a lot better, a
lot more simple and easier toget to, and I'm really excited
about what the innovationlandscape looks like going
forward.
Paul (38:14):
Well, thank you for being on the show.
I really appreciate it and I'llsee you guys in the next
episode.
Colin (38:20):
Thanks for having me, Paul.
(38:21):
Thanks for listening to another episode of behind the
golf brand podcast.
You're gonna beat me.
Stay connected on and off theshow by visiting
golfersauthoritycom.
Don't forget to like, subscribeand leave a comment.
Golf is always more fun whenyou win.
Stay out of the beach and seeyou on the green.
What's up guys?
Welcome to the Behind the GolfBrand Podcast.
Today I have my good friend,colin Reed from Woosh.
If you guys are in the golfworld in any way, shape or form
and play I don't know if you canbook a time you're probably
using his app, um, or hissoftware is pretty cool, but
growing like crazy, and evenbefore the show I found out that
he grew up out here, so that'skind of cool too.
(00:57):
So welcome to the show thanks,paul.
Colin (01:00):
Appreciate you having me and uh excited to participate so
where are you located right now, right?
Now I'm calling you from MillValley, california, just over
the Golden Gate Bridge, but myteam we have about 30 people
fully remote across the UnitedStates.
Paul (01:17):
That's a lot.
What's the weather like in SanFrancisco right now?
Is it cold?
Colin (01:23):
Doesn't change 61 degrees and foggy year-round.
Paul (01:27):
Is it going to rain today?
It always rains.
I feel like when you're in SanFrancisco.
Colin (01:30):
Sure hope not.
To be honest, I'm hoping toprobably hit a couple golf balls
this afternoon.
But yeah, it's 61 and a littlefoggy and overcast today About
running the course here for theBay Area.
So did you grow up in golf?
I did grow up in golf.
I've had a golf club in my handsince I was seven years old.
I picked up the game when mydad started to play and we grew
(01:52):
up with the game together.
Golf has been a big reason I amwhere I am today.
Played competitive golfthroughout Arizona, played
competitive golf up in NewEngland, played high school golf
at Taft in Connecticut where Iwas captain of the team, and
then I played at ClaremontMcKenna where I was a two-time
All-American and captain of thatteam, and I actually tried
(02:12):
going pro after that butrealized my short game was not
good enough and I learned thatquickly, so-.
Paul (02:17):
When did you realize that pro is probably not the path?
When these guys are like goodand better than?
Colin (02:25):
you Like like I don't want to do that shit, forget it.
I'm gonna say 2007.
I was just graduated college.
I was trying for a few monthsand I think there was a
Southwestern tour event atGreyhawk and it was one of those
times in June where they courseplayed fast, they watered down
the greens, so it was kind ofvomit and flip, wedge in and I
think the winner shot 59, 61, 62and I realized at that point
(02:49):
okay, cool, I can throw in abunch of 65, 66s and not make
money.
Paul (02:53):
I am not sure I got much left in the tank, so that was
kind of turning point when youstart playing in that caliber
yeah, it's funny because I thinkabout a lot of different, like
pros on the show or instructorsthat you know and they say the
same thing.
They're like yeah, at somepoint you just realize I'm good,
but I'm not that good, or I'mnot willing to try to get that
good, because some people arejust off the chart good, and
(03:17):
then they go a different path,which is cool.
It's levels.
Colin (03:20):
I think there's levels everywhere you go, even at the
college level.
There's a big level between acollege player and all america
player.
There's a big differencebetween a elite amateur, um, and
definitely a professional.
And then there's a big gapbetween those pros that are out
there corn fairy, latin, amateur, those things and those that
are top 100.
So there's different gaps inthe game and the higher you get,
(03:42):
the better you get, the morethose discrepancies and those
levels really play a role sowhat did you do after golf?
Paul (03:50):
so did you.
What did you go into then?
Colin (03:53):
so coming out, um, yeah, you know, I realized that golf
wasn't kind of the path for meto go professional.
Um, I fell into, you know,actually actually investment
banking, doing SPACs when theywere still called reverse
mergers and pipes back in 2006.
And for me, I then realizedfrom the best banking side I had
access to capital.
So I started my first companycalled Ecotality.
(04:15):
Back then we launched the Blinkline of EV chargers.
We IPO'd on NASDAQ in 2009.
We supported the Leaf, the Volt, the Tesla.
Abb would come and acquire usin 2012.
At that point I've had eightyears of my life stuck between a
utility and a car company.
I wanted to innovate.
I got in touch with GarrettCamp, founder of Uber, and they
(04:36):
were starting up a new startupcalled Reserve after that,
looking at table management.
So I joined there on thefounding team.
Reserve would go and we'd endup merging actually with Resi.
So a lot of what you see rightnow with Resi for fine dining
table management was what webuilt at Reserve, became a VC
for a minute and actually was ona board observer during that
(04:59):
Resi transaction.
After that, I've always wantedto build things.
Vc was in the past for me.
So I actually founded a companycalled Above Data doing
geospatial data for hedge funds,and then was looking to start
this company in 2017, when I gotpoached to go run corp dev for
a 5G internet play called CommonNetworks.
We got acquired by Facebook orMeta in November of 2020, at
(05:22):
which point I realized it's theperfect time to go start what
I've always wanted, which waswhoosh, and really focus on the
golf world.
Paul (05:29):
Bro, you're like 40 years old.
You did all this stuff.
This is crazy.
Like you know, this is likesomeone's resume.
Who's like 60, right Likethat's crazy.
Colin (05:40):
If you're not moving, you're dying right and I.
Paul (05:42):
I know.
Colin (05:42):
Yeah, you got to hustle.
I realize I got a lot.
Of some people have dials.
I got an on-off switch, so whenI'm on I try to when does the
off switch go on?
Not very often.
Paul (05:52):
Not that often right Answer that question 2006.
Colin (06:01):
2006,.
That's when the on switch wenton.
Paul (06:03):
Yeah, but did you have, like, how did you, I don't know,
did you just kind of build onyour knowledge because you were
playing golf before?
Colin (06:13):
that was like was your, was your education in finance or
was it in tech, or like, orjust well, I came out of
claremont as a government andpsych major and, candidly, in
college I watched way too muchWest Wing and so when I got out
of college I was like I'm gonnago change the world.
And how did that happen?
I ended up becoming, you know,assistant finance director,
(06:35):
which is really assistant to thefinance director for a lot of
different campaigns, and Irealized how what I was good at
is actually raising money andasking for money for these
political campaigns.
And well, how do I parlay that?
I can parlay that in privateequity, because what you do
primarily is raise capital.
So I kind of realized at anearly age that, you know, I am
(06:57):
lucky enough to grown up in acountry club environment around
the company of adults.
Asking for things is somethingI'm used to and that kind of
parlayed into fundraising andstarting companies.
And I think the tech side ifthey go six to 2025 almost 20
years that's almost been thegolden age of tech.
It's been a gold rush siliconvalley.
(07:18):
So I'd say I cut my teeth intech just as early as anyone
else here.
Paul (07:22):
Um in silicon valley I mean it's cool because, like
it's almost like you had theeducation without even really
realizing it right, just by whenyou're, by growing up in that
world, so you weren't likeawkward to it or like not.
You know, like some people areprobably afraid to say something
or ask a question, and it'slike I don't know, people have
(07:44):
money, don't have problemspending it.
If you say the right, if it'sright question, and it's like I
don't know, people have money,don't have problem spending it.
If you say the right, if it'sright, you know it's like is it
going to make them money or not?
Colin (07:51):
like no we're just talking here.
I'd say one of the things Ilearned in my career is that you
know that quote of successoccurs when opportunity needs
preparation right, and sometimespreparation is a mental thing.
You don't feel prepared and Iremember in 06 I'm founding this
company and I'm building thisto 200 people.
I didn't feel prepared for that.
I actually went back and got amaster's degree from Arizona
(08:11):
State, WP Carey alum things andI'd say, more than anything, I'm
not a technical founder but Ithink we worked with so many
great CTOs.
I've worked with so many greatCTOs, product minds and
engineers that I've learned alot around sprint cycles and
(08:32):
agile sprint systems and how wedo points and weighting and
feature and product development.
That has been helpful.
But I would say right now I'mreally good on the business side
of things.
I think I'm great at that piece.
My co-founder and CTO, ScottPeppers, is one of the best CTOs
I've worked with.
He keeps a lot of thetechnology stuff under wraps I'm
sorry, not under wraps, butunder good control and good
(08:54):
hands.
Paul (08:56):
So you started Woosh in 2020?
.
Colin (09:02):
Yeah, we officially started December of 2020.
We wrote our first on a codemarch of 21.
We had a handful of betacustomers in 21.
Paul (09:09):
Then we officially launched at the pga show in
january 22 what made you decideto go into this space, into like
what's the word, in case wedon't know whoosh is like.
I guess first explain whatwhoosh is to the, to the
audience, and then that mighthelp.
Colin (09:27):
Yeah so whoosh right now is a leader in reservation
systems for golf clubs,specifically private and public,
as well as full activitymanagement.
We have approaching 300customers over the past three
years.
About 30 percent of the top 100golf courses everywhere, from
shinnecock and Seminole toOlympic Club and Whisper Rock
(09:48):
use our platform for their dailyoperations and typically, if
you're a member of a privateclub, you probably know us
because we're your member app.
We're the tool that staff uses,or if you go to a golf course
at Grass Clippings, we'reprobably the booking engine
behind that.
Paul (10:02):
So then, what made you think this is a good space to go
into?
Because a lot of people mightthink like software for golf
courses, it doesn't sound likesexy, right, but like why is
this cool?
You know what made you thinklike hey, there's a hole in the
market for this.
Colin (10:19):
So I'll give you two answers on that.
The first one is a bit more ofmy own intrinsic motivation.
Golf has given me so much.
It got me into college.
It's got me in a lot of placesin my career.
I think the biggest piece for mehas allowed me to grow up, as I
mentioned, in the company ofadults at Arizona Country Club.
Realistically, I now have twoyoung boys they're now nine and
(10:39):
11.
But I wanted to show them hey,you can work hard, you can be
successful at things and you canstill do what you love.
And for me, building atechnology company, taking my
tools that I've learned in thepast and then applying that to a
sector like golf, is showingthem I can do and be successful
at something you love.
So, as a dad, there's a bigmotivation there.
I think when it comes to golf,people forget that private golf
(11:04):
and golf as a whole ourtechnology is still antiquated.
There has not been a lot ofinvention, a lot of disruption
over the past 10, 15, 20 years.
When you look at private golfclubs specifically, that is
absolutely the case and they'reprobably the worst when it comes
to technology that's availableto them.
Paul (11:25):
Why.
Colin (11:26):
So in COVID well, in COVID, you know, everyone
started moving to online teetimes.
A lot of clubs couldn't do itbecause a lot of their legacy
providers don't even have apps,and so the private club world is
dominated by 20-year-oldtechnologies, on-premise servers
Like a dot right.
It feels that way in a lot ofoccasions, and what does that
(11:49):
lead to?
It leads to really bad memberexperiences and that leads to
really bad staff interactions,right like you think about pga
professionals today, and the bigissue right now is retention of
them, because a lot of theseguys love golf and girls love
golf, but they don't get thechance to play.
And so we came in and said, hey,if we can improve the member
experience, we can create an appsolution and a customer
(12:10):
interface that's 10, 15, 20years newer than what's on the
market.
That's more intuitive.
Then, on the back and on thestaff side, when you watch their
workflows and how dysfunctionalthey are, if we can streamline
those, we're going to change theindustry.
And that's kind of what we'vedone.
We're saving pro shop staff 20hours a week in staff time at a
(12:32):
typical private club.
That means that now your firstand second assistants can
actually maybe find time to goout and play with the members or
take those 20 hours a week anddevote that back to the member
experience, right.
So that's kind of how we'vereally changed um, I'd say
operations.
A lot of facilities is makingthem more streamlined and
efficient, but really I thinkthe member experience has been
greatly improved too.
Paul (12:50):
I mean it's cool, it's actually genius too, I think, if
you think about it too, it'slike it's an untapped market,
right, because I mean I thinkeverybody realized in 2020-ish
COVID years that, like I mean,even post, you can't even book a
tea time.
It feels like right, and thenyou might get like back in the
day you could go.
Whatever that cheap ass websitewas.
(13:11):
It's like, oh, here's wastedtime, what was wasted time?
Hours like three o'clock in theafternoon, you know somewhere
in glendale, right, or somethinglike that in the middle of
summer.
Um, but like, I mean you could,you especially?
I mean I've had a lot of guestsfrom la right.
Big problem there you can't getany tea time, not even a private
side.
I'm talking like this public.
You can't get anything.
(13:32):
That is now trickled.
I feel like arizona, likeessentially, you can't get a tea
time.
I mean it was like this growingup too, but this is a lot worse
, right, I mean essentially,from like what end of october
till about I don't know now may,right, like good luck getting a
tea time.
And if you do, it's going to belike buku expensive, which that
(13:53):
wasn't, I mean the.
The cost is different, but justeven trying to get a tea time.
So I could imagine how that'seven compounded when it comes to
the private side.
Because no one's talking tothese guys, right?
No one's talking to these golfcourses, they're because that's
more of a private play, right?
Colin (14:09):
Yeah, I mean, if you look at private golf, let's just
look what COVID did.
Covid saw increase in roundsabout 15 to 20% across the
nation.
In private clubs, though, yousaw 30, 35% increase in play.
If a club is doing 30,000rounds and now they're doing
37,000 rounds on the same trackwith the same membership, that's
(14:30):
a tough experience for staff.
That's an even tougherexperience for the members that
are now dealing with a lot ofcompaction during primetime
periods.
So that's like something thatwe're really trying to solve.
I think public golf as a whole.
What people take for granted isgolf course is like a
restaurant, you know, and whenyou want to go to the best
restaurants in town, odds areyou're probably not just going
(14:51):
to make that reservation sameday.
And what we're seeing now withrecord levels of play across the
country, with supply and demand, you know, or the supply side
of golf courses really levelingout we're going to see a lot
more golfers per per course, andso the future of this game is
people are going to have tolearn.
If you want to go play at thebest course in your area, you
got to plan a week or two inadvance, right?
(15:13):
You're not going to have thatlast minute tee time anymore,
unless you're going to yourlocal Muni and even then in
markets like LA you might getlucky.
Paul (15:20):
Yeah, even at Muni you might get lucky.
Colin (15:22):
And then places like private clubs.
Now everyone's moving to teetimes on the weekends, right.
Long gone are the days of justwalk up and play.
So now we start to think abouthow do we use digital tools the
right way, how do we useweightless management the right
way, and start to automate thosetools and create a better
experience for golfers to accessthese facilities.
(15:43):
This industry is on the cusp ofa lot of disruption right now
and I'm proud to say I thinkthat we're actually leading the
way and causing some of ourcompetitors to really raise the
bar.
Paul (15:57):
So are you guys only focused on private or only when
it comes to software?
Colin (16:04):
Private's probably our bread and butter.
That's where we started.
We started off first with acloud-based cloud-based solution
for no tea time facilities.
We brought on some of the bestcourses in the country.
Places like Oupi and Yemen Tallwere some of our first users
Shinnecock places like that.
We then built tea time requestsand we built full direct tea
times with member apps andbooking restrictions and really
(16:25):
our claim to fame there is wecan handle restrictions better
than anywhere else.
And again in COVID you startedseeing a lot more restrictions
on private play.
Then all of our customers cameto us and said hey, you built
the best golf solution.
Can you service the rest of ourclub?
Paul (16:38):
So then we built out rackets fitness tennis, because
a lot of these guys don't justown one course, they own a
massive portfolio of courses.
Colin (16:47):
Or even don't just own one course.
They own like a massiveportfolio of courses we'll even
take.
Take, for example, olympic club.
You have three golf courses.
At downtown campus, which isathletic center, you have
fitness, tennis, swimming,basketball, barbershops right,
they don't want to lookeverywhere for that software, so
we've now come in and basicallybeen the primary booking engine
and then we had a lot for golf,for everything but essentially
it's like it doesn't matter.
Paul (17:09):
Insert product here, right , like whatever the item is,
it's the same process.
Colin (17:14):
I mean that's right and then what happened is a lot of
the golf multi-course operatorscame to us, said, hey, we want
you to service our entireportfolio and and it's public
and private.
So last year we did a strategicpartnership with Square, the
big point of sale company.
They are now our preferredprovider in public golf
solutions and so when we go intoa public golf course, we
(17:37):
typically come in with Square.
Again, thinking about it's 2025, the cloud's.
Here, you know, integrationswork.
How do we bring best-in-classsolutions for every single
operator in the facility, andthat's what we did with Square
for public We'll be announcingpretty shortly here our kind of
preferred private partner aswell but really taking an open
(17:59):
ecosystem 2025 modern approachto the whole industry.
So, to answer your question,I'd say right now, about 90
percent of portfolio is private.
The other 10 is public.
The area that we see the mostgrowth in public actually is in
the simulator and yeah, I didn'task you about that.
Paul (18:16):
I saw you like have all this like the simulator
reservations, like how it is.
How is how?
What is similar or different incomparison just to regular golf
course stuff when it comes tosimulator?
Colin (18:28):
You know, I think we kind of have two products.
We have a T-sheet, which mostpeople think about as kind of
slot-based, and then we haveactivity management, which think
of it like tennis bookings andcourts, which is very similar to
what we do for simulatorbookings.
We have now been, we have apartnership with Foresight
Sports where we are theirlargest provider I'm sorry,
we're their preferred providerof commercial simulator software
(18:50):
and we're seeing massiveamounts of growth in the SIM
space.
That's probably been one of ourlargest growth areas recently
is everyone's opening, you know,five bay, 10 bay SIM facilities
and they need something tomanage membership.
Paul (19:04):
You can see that a lot in public courses too.
Like I hear at least, you'reseeing people build additions to
the public course to have Simson there, so they can rent that
out too.
Colin (19:14):
Look at Grass Clippings.
They just put in, I think, 18top tracer bays.
Yeah, you know, and I thinkthat's really Not the ranch
right Like all these.
Paul (19:21):
Well, I guess yeah.
Colin (19:26):
I mean both city courses technically, but they're managed
by outside.
We see that growing a ton right.
And if you're a golf facility,we talk about pro shops or golf
shops right, golf shops sellgolf.
That doesn't have to be greengrass, it can be indoors and in
the sim.
Paul (19:41):
And what you're doing is giving people an opportunity.
Have you been to Dobson Ranch?
I was just there.
You played Dobson Ranch beforedoing is gonna be up in ranch.
I was just there, like um, youplayed up.
You played up in ranch before,of course, a million times,
right, and so, like I was justthere, they put a freaking
miniature golf there in thefront, but in front of the top,
tracers are right before you getto this miniature golf now,
like a little mini miniaturegolf course.
I was like what the f?
Colin (20:02):
like it's crazy dude, it is crazy.
We're seeing the rise of golfcomplexes, not just golf courses
.
Yeah, I think that's the biggap and we look now in public.
Historically, everyone's builta homegrown t-sheet and attached
a subpar point of sale to it.
Paul (20:21):
Now I look at it right, I mean forever, like because no
one's playing golf, but golf.
But golf is changing.
Golf is changing right now.
Colin (20:28):
You look at a golf facility and they probably have
lessons, clinics, events,simulators, connected ranges,
maybe a bocce ball, whateverthat is, plus a full F and B
restaurant.
So we look at this and say thegame of golf is evolving, which
is not just golf courses, it'sgolf facilities.
How do we build the rightsoftware for the entire facility
, for all of those operators?
Paul (20:52):
So how many commercial simulator places do you think
you're working through now, oris it just, or it is all
connected to the other courses.
You know the same, the samestuff.
Is there any separate systems?
You don't even are separateplaces, or are they all attached
?
Colin (21:08):
lot of them are separate I'd say in the private club
world, probably at this point 10, 15 of our portfolio, is
adopting some sort of indoor simfor lessons, instruction,
training, academy of the winter.
Paul (21:19):
It's so funny, isn't it?
Is that so random like youstill would never have?
Like I've been talking aboutthis for years and now it's
actually happening.
You know what I mean.
Colin (21:27):
Where, like technology, everywhere, dude, it's the
technology is moving fast andthe cost of adoption is going
down right.
A sim facility 10 years agoused to be a hundred thousand
dollars.
Now it's like 30 to 40 right.
So that cost curve willcontinue to go down and it
becomes.
It will become the next fewyears and then any of that
(21:47):
golfers expect at any club orany facility so you can't have
like a.
Paul (21:52):
You can't walk into a club or a pro or I mean a club for
damn sure but like you can't goto like a public course and not
have a.
You have a sim right or like,or if you do it, one is not
going to be enough.
It's going to have to be likefour bays.
Five bays, you know what I mean.
Colin (22:09):
I think there are flavors .
I'll pick on some local clubsin that area.
Right, if you go to Greyhawk,you're there to play the golf
course, you're there to be inPhil's Grill.
If they didn't have a simfacility.
Not the end of the world, right, but then the rest of that
Phoenix market, how do yourself?
I go down to south mountain, Istart looking at the courses
down there.
What's different, what's theamenity?
Where do I want to hang?
Well, yeah, I think at thatpoint, these ancillary services
(22:30):
around the golf course,simulators, hitting bays,
connected ranges, those are allreasons for me just to go there
and have a drink and hang outwith my buddies and oh you're
why?
Paul (22:40):
why I want to come and, like, turn into an event, like
you know what I mean, like you,it's, it's, yeah, it's changing.
This is changing, it's not?
Colin (22:49):
simulators to me, and let's actually give credit where
credit's due top golf, top golf, top golf has changed the world
and in the golf world, and thefact that it's now making golf
more acceptable to masses.
Come as you are, you don't haveto wear pleated pants with a
tucked in collared shirt anymore.
Right, this could be a funenvironment.
There you go, between you, knowyour your your lunch break
(23:12):
after hours, with your kids,with your wife and your family,
whether they play golf or not,and they're going to feel
comfortable right.
Paul (23:18):
So simulators?
Yeah, it's, it's closing thegap.
You know what I?
Mean accessibility is what it'sdoing, or that's what it's done
really.
Colin (23:27):
And what we're seeing.
I think NGF posted last yearthat 10% of all off course
golfers migrate to green grassevery year.
So what that tells me is thatthe game of golf is only getting
healthier and stronger.
We have a healthy pipeline ofgreen grass players coming in.
I think the boom in Sims whichwe're going to see even more in
the UK, where they have muchmore space constraints than here
(23:47):
in the U S that is going tolead to the next generation of
golfers.
Paul (23:52):
Do you think?
So?
What was I talking to someone?
They're opening up oh damn it.
They're opening up like Sim Simsim facilities in the uk and
it's a big sim company.
I was like I was surprised.
I was like, wait, what it wassmall.
It wasn't like you had a big.
You know, like in my mind youthink like it's a bay, right,
and you have at least.
But it was even smaller thanthat.
(24:13):
It was not.
It was probably half the sizeof a normal bay.
Colin (24:15):
I was like the frick you know, so you don't even need
space, like essentially I justvisited pitch in downtown london
last week and it was I thinkeight or nine bays memberships,
you know, public too, and atnight it feels like a nightclub,
you know, and I think those arereally approachable.
It's packed, it's slammed, youknow people ordering 18 drinks.
Paul (24:37):
You know, yeah, it's like it's something to do while
you're at a bar.
Colin (24:40):
You know what I mean or like, and that's also where we
see this coming into play.
Right, the amount of times nowthat we're seeing simulators put
in at Denver Airport, we haveGolf Den, which is a simulator
facility there.
We see this at bars and placeslike that.
When people now think aboutgoing out to eat, they're not
just thinking about the food,they're thinking about the
experience.
And I like to remind people,dining is actually one of the
(25:05):
last forms of live entertainment, right, the whole staff kind of
works as a school of fish andyou're there to see that
experience and be served.
Right, it's the show.
That show has become much moreengaging, much more interactive.
Places like spin for ping pongum, you know there's one for
darts there.
There's TOCA sports for soccerYou're seeing this with
(25:25):
T-squared social and TimesSquare.
You know threes in Greenville,like.
You're seeing much more of thisfood entertainment concept.
And I think where we play thevoid, where we fill the gaps
here, is we can now create ahigh-end reservation experience
for everything.
You know, I even look atresorts a long way.
I have the thesis here thathigh-end reservation experience
for everything.
You know, I even look atresorts a long way.
I have the thesis here thathigh-end reservations are broken
(25:47):
.
I look at resorts and I thinkabout some of the beautiful
resorts in Hawaii that havegreat golf courses, and online
you can very easily drop acouple thousand dollars on your
hotel room, but trying to bookthat golf course you've got to
call the shop, yeah.
And then everything else thatthey market to you nature walks,
your life fest for your kids,your helicopter tours, anything
(26:09):
else you actually can't bookwithout calling someone.
So at the high end of likeexperiences and hospitality,
reservations to me today arestill broken.
That's where we want.
Paul (26:15):
We used to kind of fill the gap and we're tackling golf
first and we'll kind of get therest of them here as we go I
think it's smart too, becauseeven on the golf side of the
private side, like that's wherea lot of the decision makers are
right, so in other industries.
So they're going to be like ohwell, why don't we have this in
x or y or whatever you know?
Colin (26:37):
yeah, golf has a lot of influence, um, whether we know
it or not, right?
And so I think when we givethose premier experiences at
those facilities, that's how itspreads.
I look at some of the lifestylebrands.
I think Olo is a good examplethat actually came from some of
the private club world andthat's where it first started
getting worn, and now they'rekind of like the next Lululemon
(26:57):
right.
So we start to see kind of thetop-down and when it comes to
kind of luxurious hospitality,I'd say, and why not start at
the top?
Paul (27:11):
Are you moving into pickleball too?
Is that part of this picture?
Because I would think, likeRackets is a big piece of what
we do.
Colin (27:18):
We support a lot of, you know, large racket facilities,
places of 30, 40 courts to us.
Golf, uh, I'm sorry.
Tennis, padel, pickleballthat's a racket sports, a court
it's booking, yeah, um, I thinkpickleball is is, candidly, I
think padel is the largest,fastest growing racket sport in
the world.
I think right now, despite whatyou see in the hype, we're
(27:41):
seeing more people put in padelfacilities than pickleball yes,
if people don't know who peopledon't know that is.
What is that?
It's a combination of, uh,tennis, pickleball and squash
all in one.
They're kind of like thesesmall mini tennis courts with
glass um all around them andwe're seeing that sport really
take off.
And so, yeah, answer yourquestion.
(28:01):
Yes, we service all rackfacilities, pickleball included.
Paul (28:04):
I think it's cool.
I love, I love talking to smartpeople.
This is smart.
Like I've had a lot of smartpeople, but you're like, on a
different level, smart um I'vehad.
Like I've had, like you know,like five iron golf I've had.
Like the founders of that I'vealways like the sim space come
in and it's like it's cool tosee and hear it.
But then to be like all theselike the sim space come in and
(28:25):
it's like it's cool to see andhear it.
But then to be like it's almostlike I don't think people
realize it, but like you're thebackbone of the of the system,
right?
Like essentially it's like,yeah, they want their app to
look cool and they wanteverything to work out
seamlessly, but like thesefacilities don't have time to
figure that shit out and if theytry to go figure it out, it's
gonna be all messed up andthey're gonna spend a ton of
money on it.
Because, like you're simplydeveloping something right from
scratch.
(28:45):
So, and even to have that manyprivate courses sign up like and
you that trust it right,because they can't mess it up,
because they piss off theirmembership, they're gonna be
that they're hosed right yeah,especially some of our clientele
like seminal and fryer's headand sabonic and places like that
.
Colin (29:03):
You know we need to get this right and yeah yeah, some
places may use it just as astaff tool because we give them
better hospitality tools toprovide that level of service,
right.
But we're seeing a lot of folkssay, nope, we need to give
control back to the members.
The membership's gettingyounger, they need to be able to
book at their fingertips, justlike an uber, and so we're
seeing a lot of places.
Paul (29:25):
Yeah, they're not gonna wait and they're not gonna
accept it.
Yeah if you're money and youyou're already paying for a
private membership and you'repaying like you're not waiting
right, essentially, you want tosee it now, you want to have
access and you want to getinstant gratification, exactly,
and if you don't, there's gonnabe a big problem.
You should probably make, youshould probably create, like, a
(29:46):
betting app on the app like andthe app side for all the like
rich guys when they because youknow they all bet, when they all
play golf and stuff like to belike, okay, who owes who money
and stuff slightly different uhset of compliance issues as we
move.
yeah, online betting, exchangeyour money.
Yeah, yeah, yeah, we only takecash.
Online betting, exchangingmoney yeah, yeah, yeah, we only
(30:06):
take cash.
That version of crazy.
I have a story.
It's a private course.
Colin (30:09):
It's about the kind of money people won and lost and
I'm like dude that's more moneythan I made in the first year of
getting out of college when Iwas trying to go pro.
That was how I tried to getbetter was put myself in those
pressure situations and you playa big game at Arizona country
club or whisper rock or some ofthese courses, and you realize,
man, I got my rental line thismonth.
(30:30):
You better make a shot, yeah,you better make that six footer
Right.
Paul (30:34):
And so, yeah, I think your parents were members at Arizona
country club, or was your dadinto golf, or was what was.
What did he do?
Colin (30:43):
uh, yeah, my dad started um developer he was.
He was an entrepreneur himself.
He actually was um the ceo ofpark plaza hotels and resorts,
so he came from the hospitalityspace um, and so we both started
learning at the same time andwe went to arizona, we joined
the club and you know it'sunique because that club felt
(31:06):
like family.
That was my second home.
Paul (31:07):
I went to St Teresa's.
I love that.
That place is awesome, man.
It's like right in the middleof the city and it's like I
don't know, it's just cool.
Colin (31:18):
It's very Sixth, thirteenth grade, of Bonnie and
the Halfway House making OtisBunkmeyer cookies and that was
like our afternoon snack.
You know we were the range ratsthat were always there that the
members complained about forbeating up the range Right, and
that was my upbringing.
And I think that was a greatplace to learn.
But you know, a lot of what webuilt looks back on that, on
that system, looks back on howArizona operated, how they went
(31:42):
from.
Everyone submits their teetimes on a pen and paper and
you'll know 48 hours out, whenyour paper tee sheet in the pro
shop and then he starts saying,oh, you got a bag drop.
Paul (31:52):
You got a call.
I'll be like well, it's opentomorrow.
It wouldn't be available, right?
Oh, what a waste of time, youknow.
Colin (32:01):
So that's become more efficient.
Right, and now we said okay,you've adopted tools now that
are 20 years old.
How do we make those tools evenbetter?
And so that's going to happen.
Paul (32:09):
Yeah, you've seen it in other tech spaces, right?
I mean like with Uber andeverything else, like you don't
need to have all that.
Colin (32:16):
In a space that's dominated by 20-year-old legacy
incumbents or longer rightincumbents on-premise servers.
Paul (32:23):
I bet some of this shit's really old dude.
Colin (32:25):
It's really really old Windows 95-based CD software.
Paul (32:32):
You're not off.
It's a spreadsheet thatsomebody made in 2002, right.
And then they're like oh, thisis what you use.
Colin (32:41):
I've seen clubs with 2,000 members that are running
off a Windows XP backbone Right.
This is not uncommon in thespace and that's why there's
such a big opportunity now.
And I like to remind folks thatnever in any industry that has
tennis, golf, fitness, spa,admin, member billing, do you
buy all your software from oneprovider Like I can't tell you
(33:04):
another industry where thathappens.
And so if you want to giveMichelin quality level of
service at your restaurant, youcan't give them a Windows XP
platform and expect them withthose tools.
You'd be like what is this?
So we have really taken themindset of hey, let's partner
with Seven Rooms for Dining,let's partner with Best in Class
Golf Genius for TournamentManagement, let's make sure
(33:26):
everything looks, feels, theright way to the members and
that from the staff perspective,everything talks to each other.
So you're not doing a lot ofmanual data entry, right, and
that's where we see a lot moreof efficiency and modernization
of these systems.
Paul (33:44):
So do people.
So I'm assuming I already knowthe answer to this, but like, do
country clubs or or places?
They?
They buy the software or theylease it from you?
You know what I mean.
Whatever, I remember they,what's the word?
I can't think of the word.
Colin (33:56):
We're a sass company, so they subscribe.
Paul (33:57):
You're sass, right?
Yeah, watch all the money's outdoing sasses.
Come on now.
Watch all the monies I do inSASSs.
Come on now.
I keep doing what SASSs are,whether it's software or it's a
service.
Right, that's right.
That's where the move.
That's making something thatsomebody doesn't want to, making
a software around somethingthat people hate doing.
Colin (34:18):
I mean it's great for us too.
We're not sending you a CD-ROM,we don't have to install it
on-premise server, which meansthat we can do fixes on a daily
basis.
We can continually improve thissystem.
Paul (34:28):
You can test it and fix it and then push it.
Colin (34:30):
And that's changing the game right.
So how do we continue toinnovate and disrupt?
Well, keep doing it and makesure that we can push it out in
real time to our members and ourstaff, so then.
So then, how many courses doyou have?
Right now, we're approachingabout 300 golf courses across
the country over since sincejanuary of 22, so about two and
a half years.
Paul (34:51):
Are you finding with this, with the data, like there's
really not a lot of timesavailable, you know what I mean
or a majority of times booked,and I guess it depends on the
course and depends on the, theday and time of that facility.
Colin (35:06):
Um, the biggest in private clubs we see, the
biggest.
It's very similar to public.
Biggest compaction areas areprobably friday around noon,
apparently half the countryplays golf friday around noons.
Paul (35:17):
Saturday morning, sunday morning friday like traffic man,
everybody's working from homeyeah, I'd probably say the next
biggest day is Wednesdayafternoons.
Why.
Colin (35:27):
A lot of private club members like to play golf and
have standing games onWednesdays.
We call them the doctors or thebankers, the lawyers games that
are all going out Wednesdayafternoons.
So you start to see your times.
But I'd say in general, most ofour clubs on average are doing
30, 32,000 rounds a year.
Some I'd say in general most ofour clubs on average are doing
30,000, 32,000 rounds a year.
Some of the lower-end ones areprobably in the 20K range,
(35:48):
highest end I think we have.
Of course it's on pace to doover 80,000 rounds this year.
Paul (35:55):
That's amazing.
So when was the last time youwere in Arizona?
Colin (35:59):
I was in Arizona in early December playing in the Grass
League and the Grass League wasopen.
Grass Clippings opened there orthe Grass League opened at
Grass Clippings.
Paul (36:07):
Was it I was?
Colin (36:11):
Yeah, I was sponsored.
I was part of the Canadian HatTricks and I got to play with a
great professional golfer namedAndrew Yoon, who's a local boy
there in Arizona.
Great, great player, probablythe best wedge and putter I
think I've ever played with.
Paul (36:26):
You're like see, I could have done that too, man, and I
continued, but I'm not a wedgeguy.
All right, let's kick ass tothe ass.
So peace out.
Colin (36:35):
Well, it was a great compliment to my game.
Paul (36:37):
We finished I think, what is your specialty?
What would you say is like yourthing, irons, or your driver,
or what?
Colin (36:44):
what do you really?
Uh, you know, my swing speedwith the driver is about 111,
112 so I'm not crazy deep, but Ihit a lot of fairways, I hit a
lot of greens and I make a lotof putts, and that's usually a
recipe for success um.
Paul (36:56):
Where can people find whoosh if you're in?
Colin (37:00):
yep, visit our website, wwwwooshio w-h-o-s-hio.
Um.
Fill out the forum there.
Paul (37:09):
We can do a demo, happy to chat with you guys, or probably
reach out to your local privateclub because they're probably
using us but you even know itand you're probably like, oh,
this is so awesome, I wish I hadthought this myself and like,
sorry, colin already figured itout.
Well, thank you so much forbeing on the show.
I love talking about tech.
See, I don't know, I geek outon it because I think it's cool,
(37:29):
and a lot of the time too, likepeople stumble on it you know
what I mean Like what they'redoing and they don't realize it.
But you've already figured itout, so it's like I'm gonna make
it better.
Colin (37:41):
So I think it's really we haven't figured it out and I
would say it's not all me, paul.
I got a great team, scott, onthe engineering side, the rest
of my engineering, my customersuccess team like it's not just
tech, it's just the peoplebehind it.
That's powering.
And I say, if you like tech,get excited because in golf
you're going to see a lot moreof it in the coming years.
It should not disrupt youron-course experience, but it
(38:03):
should make your experience inthat facility a lot better, a
lot more simple and easier toget to, and I'm really excited
about what the innovationlandscape looks like going
forward.
Paul (38:14):
Well, thank you for being on the show.
I really appreciate it and I'llsee you guys in the next
episode.
Colin (38:20):
Thanks for having me, Paul.
(38:21):
Thanks for listening to another episode of behind the
golf brand podcast.
You're gonna beat me.
Stay connected on and off theshow by visiting
golfersauthoritycom.
Don't forget to like, subscribeand leave a comment.
Golf is always more fun whenyou win.
Stay out of the beach and seeyou on the green.
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