Rethinking Supply Chain & Ops at Scale: Lessons from Erin Chamberlin, Topgolf COO

 What You’ll Learn

• How to reverse-engineer the customer journey to simplify complex operational challenges
• Why grounding teams in customer empathy unlocks better delivery across multi-site venues
• Cross-functional collaboration’s role in innovating under tariff pressures and supply chain disruptions
• Balancing brand standards with local authenticity in high-scale venue operations
• Embedding real-time two-way feedback channels with frontline teams for continuous improvement
• Cultivating inclusive teams through targeted skill-building and representation to drive diverse leadership
• Lessons from hospitality and gaming industries on agility amid market volatility and post-COVID shifts

Highlights

• 00:00 – Intro and Erin Chamberlin’s operational background at Topgolf and Caesars
• 01:22 – Erin’s career path: transitioning from consulting to casino and hospitality ops
• 04:50 – The “work backwards from the customer” framework for experience design
• 08:40 – Cross-functional innovation example: rethinking Topgolf’s donut hole injectors under tariff risk
• 12:00 – Scaling consistency across 97 venues through systemized audits and local empowerment
• 15:30 – Culture of innovation fueled by frontline feedback and open idea channels among Playmakers
• 20:15 – Managing growing complexity, market volatility, and agility post-COVID
• 24:50 – Building inclusive, diverse teams with skills development and mentorship programs
• 29:40 – Erin’s personal “lean-in circle” and the importance of peer support in career growth
• 32:00 – Upcoming innovations and expansions at Topgolf: new venues and new game experiences
• 33:20 – Closing and how to follow Erin on LinkedIn

 Quotes

[00:04:54]: “You have all of these lenses and perspectives you've gathered throughout your career, and you try to simplify all of these complex challenges by working backwards from the customer.” - Harshida Acharya

[00:07:42]: “What the tech team needs to deliver, what the supply chain team needs to make sure that we have staffed and inventory—we peel that back at each step until you get to the most simple form of what you need to accomplish.” - Erin Chamberlin 

[00:26:41]: “It's really about providing skills for folks... Getting them to feel comfortable about reading a P&L, getting them comfortable presenting to large groups... We put in place concrete things that folks could do to level up their skill sets—to make them feel more confident.” - Erin Chamberlin 

[00:30:48]: “It's meant to be, ‘Let's support each other. Don’t think that you’re alone in this.’ There are lots of us who are not sure if we belong here and if there’s a path for us to grow.” - Harshida Acharya 

About the Guest

Erin Chamberlin is the Chief Operating Officer at Topgolf, leading operations across over 90 venues globally. With deep expertise from leadership roles at Caesars Entertainment and Penn Entertainment, Erin combines analytics, hospitality, and customer experience to deliver scalable, consistent, and playful experiences. She is passionate about building inclusive teams and fostering culture-led innovation in complex, rapidly growing organizations.

Follow Erin on LinkedIn:  https://www.linkedin.com/in/erin-chamberlin-7360814/

Topgolf venues: https://topgolf.com/ 

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