INTERVIEW: Brad Burgart – GM, Rosedale Golf Club – Leading With Culture, Enhancing Member Experience, and Embracing AI To Reduce Friction and Elevate Service
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Photo: Rosedale Golf Club - Oct 2020 - SOURCE
Welcome to another episode of The AceCall.ai Podcast, where we help golf club managers win with AI!
In this episode, we sit down with Brad Burgart, the General Manager of Rosedale Golf Club—one of Canada’s most prestigious and storied private clubs.
With more than 25 years in the PGA of Canada and leadership roles at Fairview Mountain, Predator Ridge, and Capilano, Brad brings deep insight into what it takes to run a world-class club in a modern era.
We explore:
What sets Rosedale apart and how it maintains its prestige in a changing world
The biggest challenges facing private clubs today—and what forward-thinking GMs are doing to solve them
The importance of frictionless member experiences and how small touchpoints create lasting impact
How AI can streamline club operations without sacrificing tradition or service
The future of food & beverage service, staff onboarding, and member personalization through intelligent tech
Why culture and team alignment remain the cornerstone of great golf club leadership
Whether you're managing a public, semi-private, or private club, Brad’s wisdom around balancing innovation with tradition will inspire you to think bigger about your club’s potential.
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Photo: William Price - Sept 2013 - SOURCE
Reducing Friction and Elevating Member Experience: Lessons from Rosedale Golf Club’s GM Brad Burgart
Brad offered both a grounded and forward-thinking view of what it takes to run an elite club today—and how technology, especially AI, is playing an increasing role.
One of the key takeaways from our conversation was Brad’s emphasis on reducing “friction points.”
Whether it’s missed calls, voicemail bottlenecks, manual training, or staff knowledge gaps, every small inconvenience compounds into a negative member experience.
We all agreed that “It’s not the big problems—it’s death by a thousand cuts.”
To eliminate those cuts, Brad believes in empowering staff with better tools and systems.
From using apps for asynchronous training and onboarding to envisioning AI-enhanced POS systems that remember member allergies and preferences, we discussed how the future of operational excellence lies in personalization and proactive service.
Photo: Rick Matheson - Jul 2023 - SOURCE
We also explored how AI can augment—not replace—staff.
Contrary to common fears, Brad emphasized that private clubs are in the “people business.”
Members don’t join for automation; they join for relationships, recognition, and consistency.
But when AI takes over the administrative grind, it frees staff to do more of what they do best—interact with members and deliver exceptional service.
Perhaps most inspiring was Brad’s open-minded approach.
Despite coming from a traditional club with a rich history dating back to 1893, he encourages his team to “try something new.”
Brad knows that even if a new initiative doesn’t work out and isn't a hit, the effort is often appreciated by members. And when it does work, it reminds members why they love coming to Rosedale and will never leave.
Whether you're managing a public, semi-private, or private club, Brad’s insights are a timely reminder that the intersection of culture, communication, and smart innovation is where the real wins happen.
🎧 Want to hear the full interview? Tune in to Episode 024 of The AceCall.ai Podcast wherever you get your podcasts.
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Photo: Rick Matheson - Oct 2024 - SOURCE
PODCAST EPISODE TRANSCRIPT
Clay (00:05)
Welcome to the ACE Call AI podcast where we help golf club managers win with AI. Managing a golf club today is harder than ever. So we created simple done for you AI solutions and this podcast to make it easier for you. I'm Clayton Elliott.
Brad (00:23)
And I'm Brad Milligan. Together, we bring a blend of entrepreneurial innovation and decades of golf club management experience to help you optimize your club, boost profitability, and enhance the golfer experience. So let's dive in.
Clay (00:37)
Yeah, let's dive in. But before we do, I want to quickly invite you, our listener to take 30 seconds to call our 1-866-838-8581. Again, 1-866-838-8581. It's a toll free number. Tell our AI receptionist on the other line that you'd like a free, your free copy of the golf club AI amplifier. It's a resource and prompt library that we created for you. Short, high value PDF. And we created it to help golf club managers.
Start winning with chat GPT AI specifically, and we'll send it right over. And while you're on the line with our AI receptionist, do test it out. It is also programmed to be the ACE club, the ACE call golf club, AI receptionist. We've programmed it to act like the front desk of a semi-private year round golf club. Ask it anything. You'll be amazed by the conversation and what it can do for your missed call management.
Brad (01:34)
Thanks, Clay. It's a really cool tech. Today, we have the pleasure of welcoming Brad Burghardt, the general manager of Rosedale Golf Club in Toronto, Ontario. Brad's distinguished career in golf management spans over two decades, marked by leadership roles at some of Canada's premier golf clubs. His journey includes 25 years as a member of the PGA of Canada, during which he served as head professional at Fairview Mountain Golf Club, director of golf at Predator Ridge Golf Resort, and head professional at Capilano
golf and country club in British Columbia. After five years in that role at Capilano, he transitioned to general manager, leading the club for a decade. In September, 2021, he brought his extensive expertise to Rosedale golf club as their general manager. Beyond his club responsibilities, Brad has been an active member of the club management association of Canada, CMAC, since 2011.
He has served as a director and president of the Pacific branch and contributed to various national committees. Notably, Brad was part of the planning committee for CMAX 2023 national conference, underscoring his commitment to advancing club management practices nationwide. It's also worth noting that under Brad's leadership, Rosedale Golf Club continues to uphold its reputation for excellence in Canadian golf, dating back all the way to 1893. His strategic vision.
and dedication to the sport have significantly enhanced member experiences and operational success at the clubs he has managed. Brad, welcome to the show. We're excited to have you with us today.
Brad Burgart (03:09)
Great, thank you very much for having me. Nice to see both of you, you and Clay online. Thank you.
Brad (03:15)
Yeah, it's truly an honor, Brad, to have you on the show and we appreciate you joining us. Your extensive background in golf management is quite impressive and offers a wealth of knowledge for our club managers listening no matter what stage in their career they're at now. So to start, could you give us a quick overview of Rosedale Golf Club and share what sets it apart from other clubs for those who perhaps have not heard of it yet or don't know it well?
Brad Burgart (03:39)
Sure, and I think it's interesting when you say those that don't know much about it. think our head professional, Andrew Donaldson, you know, Brad, I think he summed it up really well at the club's 120th anniversary when somebody asked him what Rosedale was. He said, you know, Rosedale's known, but it's not known. And I think it really sums it up. You know, we're in the middle of the city. walk off that first tee and you wouldn't know you're in middle of the city. It's absolute peaceful. It's tranquil. But it's not a club that...
is it's not putting itself out there a lot. You know, it's not chasing headlines, it's not chasing magazine articles. Very happy to sit in the background and for us just to deliver to them that exclusive experience that they're looking for. I think that really sums up what Rosedale is.
Brad (04:27)
Yeah, it's fascinating to hear you speak about Rosedale's unique qualities. Having spent 17 years of my 23 year career at Rosedale myself, I have a deep respect and appreciation for its rich history and the exceptional service and experience it offers to its members. Given your lengthy career experience, you've seen so much and are probably great at recognizing patterns and trends in the industry. So if you look into the future, let's say two to three, three to five, and even five to 10 years and really assess
the biggest industry changing trends, what do you see coming down the pipeline?
Brad Burgart (05:01)
You know, I think that's a really good question. And I think there's certain aspects of this industry that are just going to continue to evolve and really the core, sort of the foundational pieces of good private clubs or good clubs in general. And I think one of them is governance. That always stands out to me. I think we've seen some very positive modernization in the governance structures at clubs. I think you're seeing a lot more collaboration between senior management teams and the boards in setting those vision and the goals.
and the strategies for the clubs to continue to grow and advance. AI obviously, which you know a lot more than I do about it, that's how we met. I think AI is gonna play a part in it and technology in general is gonna play a part in it, which I'd probably say on the golf side.
that off course technology, you know, how they introduce the technology of driving ranges, the increase or the improvement technology in simulators. I mean, I know in Toronto area here in the winter, incredibly difficult to even get into an off course simulator facility because they're so popular. think that's really driving, continuing to drive that demand in the game. You know, it's introducing people to the game in a fun way and then they get interested and they move it outside and onto the golf course.
I think on the golf maintenance side, the first thing that comes to mind would be autonomous mowers. Where is that going to lead to the electrifying of equipment?
you know, more more hybrids and electric equipment being used on the golf course. I think that'll be an interesting thing to see where that ends up. It seemed to really accelerate a few years back and it's, I wouldn't say it's leveled off, but it's, think as you get into the bigger pieces of machinery, the technology gets a little more challenging. So I'm sure it's coming, but it'll be interesting to see how that affects operations and know, labor forces, et cetera.
Brad (06:58)
Yeah, definitely. And as we're having these discussions with general managers, we're finding that each club has its own kind of niche and what they're looking for out of the tech. You know, like you mentioned, autonomous mowers, range bots, those types of things might work at one club, but another club might might, you know, a public enterprise. They're they're more trying to fill their tea sheet as much as possible. That's that's kind of how.
rosedale differs you know is rosedale you're not trying to jam your t-shirt actually trying to open up your t-shirt. So what do you consider the biggest challenges in private or semi private golf club management today and tomorrow and how are you addressing them at rosedale as an exclusive private club.
Brad Burgart (07:41)
You know, that's a good question as well. think that the number one top of mind always comes to access to the T. I think that, you know, in 2019 before COVID, you know, golf wasn't on the big upswing. Access to the T really wasn't that much of an issue at most facilities. Since COVID, none of, I mean, especially here at Rosedale, we're still at COVID levels. So we're still lower than the norm.
but it's higher. And then you get to some other private clubs where they're absolutely jammed, you're balloting for tee times, members aren't getting the times they want. So I think the big challenge is no matter what facility you're at is how do you continue to provide that expected level of service, whatever it is, with the new demands for volume? And along with that comes the added expenses that have...
come up in the industry, especially in last five years, you your labor's gone up, all your cost of materials and goods and supplies have all gone up. So how do you balance that with still maintaining or improving that experience for your guest, your client, or your member? think it really starts to be, and I also think the industry as a whole, I've found clubs, we've always tended to lag behind a bit.
So, you know, our members at private clubs, out in their business world or in their careers. They're interacting. They tend to be more at the forefront of, technology or how they're interacting with the businesses they're dealing with. So I think it's really important that we try to make sure that we are innovating and we're using that same technology or however that interaction is working in those other industries to make sure that they're getting that same experience or benefit inside the club world.
Brad (09:23)
Yeah, 100 % and you're dealing with a lot of type A personalities at a club like Rosedale, business owners, executives. Yeah, people who are on the forefront of that technology. And this is a theme that we've run into in having these conversations is that golf is a laggard. The golf industry in general, they lag behind in terms of adopting technology. They eventually get there. But what they miss out on is that wow factor of introducing that.
that new tech or whatever it may be to their membership and by the time they eventually get to it, their members are like, well, well, finally we have this tech, you know, I think, I think that's where we're having all these conversations and, we're, trying to introduce, you know, this tech to general managers so that they can kind of be ahead of the curve. And I think that's, very exciting.
Brad Burgart (09:59)
That's right.
Absolutely it is. you know, I'm not sure if I'd classify it as a challenge, but I think, you know, all of our successes.
in the private club world and you being at Rosedale for the length of time you were, it's really about the team you put together and it's about the team that's working together to deliver that. I mean it takes a lot of people to provide a good experience, know, whether you're at a Predator Ridge of the world or at a Fairview Mountain or wherever you have, whatever semi-private, private, resort, public, it takes a really strong leadership group and staff to run it and, you know, attracting and retaining those staff in this industry as you
know it can be challenging.
Brad (10:53)
Yeah, yeah, having a good team. If you come into an organization and the team isn't in place that you need, it's really, really important to either see if you can work with them, train them up, and then see if they can actually adapt to whatever culture you come in as the leader, the general manager. I'm sure you've had this experience. You show up at a new property and you have to kind of see what's working and what's working and what isn't, and then assess.
you know where we need to make some changes and then are these individuals capable of making the changes
Brad Burgart (11:25)
And you know, I it definitely happens when you move into a new place as well, which I've done a few times, is, you know, what's the direction the club is trying to go?
Are they happy with the status quo, which typically they're not? Are they the ones? And what is that change they're looking for? Sometimes it can be something very small. You know, I think something that I've always really strived to bring to club is the culture. Let's take a look at that employee culture. And, you know, you can't deliver that exceptional member experience, whether you're at the resort or a public or anywhere, if your staff aren't happy and you're not providing them with that exceptional experience and culture. And I think, you know, it kind of almost takes ways into
those friction points. you know and how tech can help and
if I started with staffing, what are those friction points for your staff? What's getting in their way of delivering that experience? And if you can have those good conversations with your department heads and your teams and their staff and say, what's impacting your work? What could we do to make your work easier to accomplish what we're asking you to do? And I think it can be as simple as online training, online onboarding. The younger generation, they live on their phones, as we all know.
And even some of us older people are starting to use them more. But you know, by transitioning more of that information onto those platforms, where it's actually we can track who's doing the work, you know, can put quizzes in there. The uptake and the information absorption, I think, is greatly increased. And then where the friction points on the member side, I think that's where, you know, what you're doing comes in so handy. mean, one of the main ones, Brad, which you've always talked about was the phone.
I mean, boy, missing phone calls is irritating. And it's frustrating and having to leave voicemails and et cetera. So I think anything we can do to eliminate those friction points, and I think on the member side, a lot of it's before they even get to the club. know, whether, you know, we're Monday to Friday, we don't have tea times. So how can we...
How can we make their life easier before they get here so that we're ready for them? whether it be the app saying, hey, I'm on my way. They direct message the Pro Shop now instead of calling it. They can hit a button and the back shop knows to put their clubs at bag drop. They're picking them up or put their bags on a power card or pull card or to be carried. So all those little, just little, I think they're very simple things, but they make a big difference in that member's experience.
Clay (13:58)
you
Yeah, you said it and it's the, excuse me, the keyword is friction point. There's so many points of friction in any business with people or even without people and they multiply. So like a little rub here, like an abrasion, I rub my wrist here on this one thing, no big issue. But if I rub the same spot 50 times in a day, I'm going have a little wound, right? And it's the death by a thousand cuts metaphor. It's the, none of these are huge.
astronomical emergencies, but they add up and there's a gut feeling that we have when we have an experience with a business or an individual or anything where we have our expectations and we have perceptions and our perceptions either exceed our expectations or they fall short of our expectations. And in any, you know, high-end service business, know, luxury service business, like a private golf club, but even a public facing golf club, there are
experiences that leave people with the overall, that was better than I expected. That was better than I'm used to. was, something was improved there. Don't really know what it was, but that was, there was a qualitative difference that I can taste it, is it, can feel it. It was different. It was better. if, you know, clubs, private or public can always be striving to create those more lubrication, less friction at all of those points.
Brad Burgart (15:08)
Yeah.
Yes.
Clay (15:26)
It makes for this effortless, easy, seamless, smooth overall experience, which is what I imagine members at Rosedale and comparable clubs, they're, they're paying for and they're expecting, but it's also something that the public clubs that don't have that, they're, they're operating a different model. It's how they differentiate themselves now from other public clubs. Cause someone goes to other public clubs and like that took me.
Brad Burgart (15:49)
Correct.
Clay (15:52)
Half an hour to 45 minutes from the moment I walked in there, just to get things ordered. looked like chickens running around with their heads cut off. People were answering phones. They were stopping the middle of it's it's chaos. It's, and that's the thing, like you mentioned, Brad is, it's people. People are the lubricant for the machine. make the whole operation run. And if people are empowered, if they're given the tools, they're given the training so they can use the tools correctly.
There systems in place. So the training doesn't fall on one person's shoulders to manually deliver every single time per person. There's so many opportunities where they call it asynchronous. Learning. So synchronistic learning is you're sitting in a classroom and as you speak, I'm learning. Asynchronistic is we record you going through the policies and procedures for the new, for new hires. And they go into an app. They watch you on video, walking them through documents and
There's a gamification element. There's a score. There's a, you know, a badge system, something to make the younger generation who are, they've been raised on this for their entire life. And now all of a sudden they're like, wait a minute, I'm getting trained for my new golf job, but it seems like a game and I'm in an app on my phone. So I can do this. Next thing you know, the uptake and the engagement is 80, 90 % within a week or two of someone getting the information in front of them. And by the time they're talking to you, they're like, Oh, I've already completed the whole program. And you can verify they have because
Brad Burgart (16:59)
Yes.
Yeah.
Thank you.
Clay (17:18)
You see they've completed all the modules. They've gotten the proper scores, the places they might've struggled on. can see as well. So you can always start there with a follow-up training. just allows for everyone's job at every single touch point to have less friction and more, effortless, smooth operations. And I think this is the gift. This is the gift that technology can give us if we use it wisely and, and get buy-in and get people who are enthusiastic to really lead the charge. And then people who are a little more resistant.
Brad Burgart (17:32)
Yes.
Yeah.
Clay (17:47)
little more hesitant to see and realize this doesn't have to be as difficult as we kind of we make in our heads to be. And it can make everyone's life and jobs easier. And then people like their jobs more. They stay longer. They don't leave clubs. You know, there's more retention of staff, which is good for everyone, including the members who like to see the same faces. I imagine they don't want to keep seeing a turnover of staff. All of a sudden there's a new guy here and it makes them ask questions. They're like, why can't you keep staff? Why is it that you can't keep staff here? You know?
Brad Burgart (18:09)
Yes.
Absolutely, you know at the end of the day we're in the people business and it's those personal interactions that drive the satisfaction of the member. You know there's all the training, if all things are equal that smiling face that knows the member's name, knows what they like, knows what they don't like, knows their allergies. I mean that goes so far and you know we talk about tech. mean I was talking with Chris Saray, our clubhouse manager and Chris is just phenomenal at his job and I asked him yesterday, I said you know what would...
What would you think would be an amazing part of tech that could really help a server? And he said, can you imagine if a server is punching an order into the POS for Mrs. Smith and he puts a dish in, whatever the special is of the day, and all of a sudden it says, oh, Mrs. Smith can't eat that. There's this ingredients in that dish that maybe the server wasn't aware. And so they can go back and say, oh, Mrs. Smith, I'm sorry, but I know you have that allergy and this.
But if the POS had all the ingredients for every dish and knew all the members allergies and it was all synced together, just to assist in that, because mean nowadays food preference and allergies is a huge part of service. members expect that once they've told you once, they shouldn't have to tell you again that they have that allergy. And we don't want to having to ask them. all those things. we have our little systems that do it, but definitely not as integrated as hopefully one day it could be.
Brad (19:43)
Yeah, definitely. I've always thought a good idea that I didn't get to implement when I was, you know, in the industry that I always wanted to was to have this member database, either in your POS system or wherever you could have it with all of those individual preferences and all of those, those little like, you know, those kind of one off scenarios where you had somebody with an allergy or somebody liked something a certain way like
You know, they always put their clubs on a pole cart. Well, you know, staff member Johnny knows that, but then he leaves the following season. Then you have a new staff member come in. They know that, that, and I've seen this happen. Then that member is suddenly their, their clubs are not on a pole cart and they're like, why are my clubs on a pole cart? I'm so used to that level of experience. Right. So somehow getting all of that information into a database where your staff could know, or the systems in place would notify the staff that's taking that golf club.
Brad Burgart (20:28)
Yeah.
Brad (20:41)
those golf clubs and putting them on a pushcart obviously your t-sheet would have that relevant information but maybe you know mr smith likes a towel that's half wet on one side and dry on the other side right having all of those little intricacies of that individual member pumped into a database for their entire experience at the golf club i always thought that that would be a valuable thing to have at a club
Brad Burgart (21:01)
Yeah,
it is. we use that in a sense with, know, Jonas is a big part of the club world at this time and has been for a long time. And you can put little profiles in, you can add those things, but the staff still need to access it. If you've got four members at a table on that reservation or the tee time where they walk on like us here, if only one person's name is recorded and they don't know, it's not automatically bringing up information for those other members.
you know, what if when they walk, you know, they walk in the door, now with the apps, is the geo-fencing. So if people have their app onto that, you know, the staff would know exactly who's all coming in, but not everybody does. You maybe it's facial recognition in the future, so they don't need to even have to worry about that. know, just things like that that can pick up that recognition, pick up the preferences, especially as you change over staff every season. The regular staff come back, the full timers, but it's, you know,
50 % of our labour usually is seasonal and it's tough for them to get up to speed with names and preferences and everything else. So the better and more efficient those back of house systems are, which I think today are still, I think everybody would agree, they're still little clunky in the club world, but they're getting better. The more seamless those become, better that member experiences are gonna be and the better our staff will be in front of the members.
Brad (22:26)
Yeah, agree 100%. I think that, you know, Rosedale is a special place. Balancing tradition with innovation is definitely, it's a delicate endeavor, especially in a historic club like Rosedale. During my tenure, we often grappled with integrating new technologies while preserving the club's heritage. I remember when I started, I worked for John Porter for a couple of years and, you know, he was an old school golf professional. I learned so much from John just about coming out of my shell.
You know, when I first came to the club as a 17 year old, I didn't have a lot of customer service experience and then you kind of get thrown into the fire. these people you're interacting with, the relationships you were creating with them, just by providing good service is something that can stick with you the rest of your life. You never know when you're going to run into these people at another club. They could make a decision for your career in the future. You don't know if you're going to get a job at a different club.
they could be on the board of directors at that club. It's such a tight knit community. And then I noticed as, you know, going through my career, I started with John Porter and it was basically, you it was, we had a T sheet that was actual paper and you'd write everything out and it was pencil and paper. And the starter would bring that down, you know, for, let's say for a Saturday and we do our pick off that actual written T sheet in pencil. And we just had a phone.
I don't even think we had email at that point. And then you, I kind of moved along. worked with Mike Sherman for a number of years and then he was much more into bringing tech into the club, instituting various programs, online tea sheets. So Mike really took that to the next level. And then when I worked with Andrew, he even had more, you know, different programs that he was initiating. And then as he's come into the club and as I come back and visit and play,
I will notice new things that he's instituted and see new things that are showing up around the property. So it's really this progression, you know, over time that you see. So how do you approach this balance and make sure that new tech enhances rather than detracts from the club's longstanding traditions and the members perception and experience?
Brad Burgart (24:39)
You know, I think that there's a difference between the challenge of tradition and innovation from the tradition and change. I think there's a bit of a difference there. know, the innovation, I think our members nowadays, they think they expect us to innovate, but innovate in ways that make their experience better. So, you know, what's good at Club X may not be good at Club Y, but it's a matter of us determining what is going to make their experience better here.
And then I think it's very important the communication side of it. Okay, we're bringing in this new tech on board and this is why we're doing it. This is what it's going to do for you. Here's how we're going to help you get used to it if you need to put on your whatever it happens to be. So I the communication side of it's really important. I think for the most part, the innovation is appreciated. And even if you try something that doesn't work, you you tried. And you know, we tried this, it's really isn't working for us. You know, we tried some of this, you know, which is
not a new technology at all, but geofencing for power carts. you know, working with our superintendent, working with Andrew, we do have some, as you know, brother, there's some pretty good hills around Backer Greens and people that shouldn't be going. We put it in and because we're in a valley, the satellite signals just don't work very well in parts of the valley here that we're in. So, you know, at the end of last year, went to the members and said, you know what, we tried it. We're going to change how we use it. There's still lot of benefits behind the scenes for it.
but we're having to remove some of this because they were just getting, you the carts were shutting down in the middle of a cart path, that kind of stuff. I think as long as you're innovating for the right reason and explaining it and are honest and not afraid to correct or change once you've implemented it, I think it's well respected. I think change on the other hand at traditional private clubs, whether it be, you know, major renovations of facilities or golf courses or of their structure, any structure to the club, I think that's a little different.
conversation. Again, it takes communication and a lot of communication and interaction with the members to get to the right spot. But overall, think members expect that innovation that they see out. Again, like we mentioned a bit earlier, that what they're interacting and innovation they see outside the club world, I think they're very appreciative if we're bringing it in to make their life better.
Does that make sense?
Brad (26:58)
Yeah.
A hundred percent. Yeah, I like that. That's a thoughtful approach to maintaining the club's unique and historic identity while embracing progress. As a general manager who is open to using AI to make smarter and better business decisions and for getting things done faster, but who also wants to honor tradition and member perceptions and expectations, what do you think is the best way to introduce AI to both?
your members and staff based on your experiences at Rosedale and other exclusive private clubs you've managed.
Brad Burgart (27:30)
I think it almost goes back to our previous chat there about innovation. I think really is about communication, explaining why we're introducing a certain type of AI or tech, what it's gonna do, how we're gonna use it, and then making sure that whoever is using it or experiencing it understands how to use it and the support behind it, so that communication and support. I think that even in the simplest form,
being able to analyze data quicker, whether it be our members playing habits on the tee or their dining habits or our membership demographics and how, you know, private clubs, there's a of changing between categories every year. There's attrition. Being able to quickly and accurately analyze that and use it for forecasting of future revenues, you know, and then in the financial world, just any identifying trends that maybe we can't see with the naked eye, you know.
if there's that analyzation saying, know, five years from now, this may be what we're experiencing a drop in this or a rise in this. That type of data that we can take factual data to boards, to committees, to the management team to make those more educated fact database decisions, I think is really important. And some of this can be really beneficial. And I guess maybe something else, even just the simple things as far as.
putting a little polish on presentations, putting a little polish on reports. I'm not an English major, I don't think many of my team are, but we're all pretty good at writing. But boy, if you run something through, even with some of the tips that you've given us, things come out better. it just makes everything look a little more professional. So whether it be a report or a publication, whatever we happen to be doing at the club. So I think there's just so many benefits and so much, I think that we're...
really only scratching the surface, at least I know I am. I find it really fascinating and interesting.
Brad (29:32)
Yeah, those are great ideas.
Clay (29:34)
Yeah. And us as well, we're just scratching the surface. We, I've been spending now years looking into this software and just reading things where it's going, where is it at now? Cause the tech, what's it, I forget it's called. I believe it's Moore's law. it Moore's law? you guys know? It's Moore's law. believe it's Moore's law. It's essentially the doubling of computer processing power every 18 months.
up Moore's laws are efficient microchips. Yeah. It's essentially that the power of technology and processing speed every 18 months to two years, it doubles. So it's been doing this for 30 years, 40 years, you know, since the beginning of the first microprocessors. so
When I'm looking at things two years ago, I don't even have to imagine where is this going in 20 years? All I have to think about is where is this going to be in one year, two years? Like it's, changing so fast. And so I've been looking at different applications and things that wasn't so far out of my wheelhouse of understanding and technological literacy myself. I can't write this stuff from the ground up, the code that builds it. But once you get them, the wet cement,
Brad Burgart (30:29)
Yeah.
Clay (30:50)
You just have to make your molds. have to make your different applications for it. Right. But I don't need to the chemistry of wet cement. I just need to know I can mold this into different creations and different applications. And once I get a good mold, I'm going to stick with that mold and keep using it and keep applying it for everybody's benefit. And to figure out what that is and what applications it's happened after a lot of conversations. I started working with this software before the voice AI came out. and I was looking into locksmiths, electricians, plumbers.
different trade professionals whose phones ring 24 seven, 365. And they miss a lot of their phone calls and they miss a lot of business. And a lot of them don't care if they miss business because they are making good money and they don't want to answer their phone at 11 PM. They don't want to look at it on a Sunday morning, you know, but if they could easily look at a voice, an email summary and understand who is that person, why are they calling? What do they need? How close is it? How much can I make? They can make these very quick data driven decisions.
based on a little more Intel than simply my phone rang at a time when I don't want to answer it. Therefore I'm not answering it. I don't know what I'm missing. You know, it's, it's, more information. You're making decisions based on data versus based on feelings. I don't feel like answering the phone right now. I'm tired and someone's going to bug me with something. And I don't know if it's serious or not serious, but I don't care because I don't feel like answering the phone right now. And so this software allows that person to be kind of spliced into the middle.
Brad Burgart (31:56)
Yeah.
Yep.
Clay (32:16)
Not the person, the digital person, the digital receptionist or secretary can be inserted right into that friction point, which is missed call and either leaving voicemail or not leaving a voicemail. And like you said, Brad, it's like, there's friction on the member side. They don't like any missed calls. They don't like having to leave voicemails, but on the staff side, no one likes listening to voicemails. No one likes looking at their phone and being like eight voicemails. like, I so much more to do.
then sit down, listen to those voicemails, be surprised by every one of them potentially, have to write down manually what they wanted. And if they're calling me about something someone else should be answering, now I got to call that person or email that person or text that person, pass on this message that was, should have been for that person originally, not me. And there's all these points that make the member, the customer and the staff not enjoy that technology friction point at all. And...
to your point as well about, discussion and communication and speaking with members. it's even before communicating that you're going to, that we're going to do these things for anybody listening, who is kind of feeling resistant or hesitant, not sure if the members will like it. great question to ask any of your, customers, your members, your golfers is to just stop them, call them.
Grab them at the bar, grab them as you're checking in, as they're about to leave, whatever, and just say, Hey, random question, but AI is becoming a thing. You probably have some experience with it. Maybe use chat GPT for some purpose. People are starting to, very fewer and fewer people have zero experience with quote unquote AI, because almost everybody at this point has gone to chatgpt.com. Even if they don't make an account, they've put in a prompt and it gives them a response. And they're like, Holy smokes that happened in like seconds. That would have taken me.
hours to write that. So even that I consider like that's quote unquote experience with AI, as more more people have more and more of these touch points with AI in different applications, they get more and more ideas of how they would like to see it be applied in other businesses they do business with other places they interact with. So to just ask members, if you could snap your fingers and bring in AI into this club for your benefit and the benefit of other members, what's the, what's the best
Brad Burgart (34:16)
Mm-hmm.
Clay (34:42)
way you would want to see it brought in. And you get crazy ideas that maybe you obviously can't use because that's not feasible, but you might get ideas where they go, wow, that's a good idea. And then you can ask other members, Hey, listen, we talked to a couple of members. think this would be a good application. What do you think of that application? And as long as you get 10, 20, 30, 40 thumbs up from a number of members, then when you bring it out, you're not just telling them we're going to do this because we think it's going to be good. We're doing this because you told us you would, this would make your experience better.
You told us how we could use AI to make your experience better. We went over into research and department, research and development. We did some R and D. We figured it out. Now we're rolling out the pilot project, rolling out the MVP, the 1.0 version of this application that you requested and just give us some feedback on it. Play with it, test it out, see how it works. If it does work, let us know. If it doesn't work the way you expected, let us know. And it can constantly be improved from there with their feedback and their input.
And I think there's a lot more buy-in and a lot more ownership from all the members when they're like, I made this happen. This was my insight. This was my idea. They can thank me. They can thank me for this software they're now using. And so all they had to do was share an idea. All they had to do was communicate a little bit about how they would dream this software working in their club. And then you can reverse engineer it if it's feasible and possible. And I think that would, the members would be like, wow, like they really listen.
Brad Burgart (35:52)
Exactly.
Clay (36:10)
When I tell them what they should do around here, boy, do they really listen and implement.
Brad Burgart (36:14)
Yeah, I couldn't agree more. think that, you know, think the clubs sometimes are a little shy to try new things. And, you know, I tend to really encourage our department heads and we've got an incredibly talented group of people here. Try something new. You know, there's nothing worse than saying, that's not the way we've done it in the past. That's like, that drives everybody crazy. Let's try something new and tell the members you're trying something new. If they like, if they don't like it, don't do it again.
For the most part, members are very appreciative of the effort and that the teams or the clubs are trying to improve their experience or offer them a new experience, whatever that may be.
Clay (36:55)
Yeah. Even the most tech averse members, they won't care at all if AI is being used behind the scenes and replacing voicemail or assisting with admin work. You know, when, you know, they call and it means that the staff who they want to answer are being freed up from some other drudgery admin work or some other
You know, pile of papers that has to get addressed. has to get dealt with. These emails, these things have to be dealt, they can't be just swept under a carpet and they go away. They have to be dealt with. and it gets them stuck behind a computer and then they're not available for the members. They're not available when the members want them and need them. And so if this software allows the member, the staff.
Brad Burgart (37:29)
in
Clay (37:37)
to just be standing around twiddling their thumbs, waiting for members to give them something to do. No member is going to be like, wait a minute, this place seems like you guys aren't doing anything. It's not like no one's working around here. You're like, no, where are they just standing around waiting for you to tell me what you need? And I'm available on call for you. No members are going to be like, this AI has got to go. They're going to be like, whatever allows you to be standing around waiting to serve my needs whenever I need them. This is good. This is good for us. This is good for my experience.
Brad Burgart (38:04)
Yeah, absolutely.
Clay (38:07)
even if they're tech averse, right? Even if they're not on board and enthusiastic initially about it themselves.
Brad Burgart (38:13)
Yeah, and think, know, when Anu was going to talk about AI today, I said, you know, if there's one big picture goal out of it all, would be how does it enhance our time to have more face time with our members, more interaction with the members, and enhance their experience. And really, at the end of the day, that's all we're trying to do, is enhance that experience for our members and also for our teams, obviously, and our staff.
Brad (38:38)
Yeah, and I think that's what basically AI should be used for. I think there's definitely some fear that, it's going to replace my staff. It's going to replace, it's going to get rid of half of my staff or something like that. But that's not, that's not what we endeavor to use it for. That's not what we see it doing. We see it, you know, enhancing the experience of the staff, enhancing the experience of the members so that you can have that, that FaceTime, that face to face.
member-staff interaction is one of the most valuable things you get at a private club, at a really high-end private club. It's that being able to listen to a member and actually take in the information that they're sharing with you, learn about them as an individual, build that relationship with them, that's some of the most valuable, one of the most valuable assets you can have in your staff and member relations, right? So thinking back on my time at Rosedale and Scarborough, I can see
how this tech could have transformed our operations in every department. Brad, do you have any ideas or hopes for how you would like to see these AI driven tools impacting administrative workflows and member services at Rosedale?
Brad Burgart (39:47)
I think not any additional to what we've already talked about. think anything we can do to streamline the back of house operations, streamline the office work, get reports more efficiently, get data more efficiently, again, free up the time and get people out in front of the membership better. I couldn't agree more. I don't see AI replacing people, not in our industry. I we are a people business and...
Members join clubs, they want to be known, they want people to know their names, they want that interaction, and they want that service level. I think that takes people, it takes the right people. I think it's really just about, I think it's just anything we can do to enhance. it's how we interact. If we can be more professional and give them more professional reports and information to our boards, to our committees, to the decision makers, to our teams, again, just so we can make better decisions.
and drive better enhancements and changes to the club. think that probably, that might sum up kind of where I would think about us.
Clay (40:53)
Cool. And yeah, it's moving so fast. It's in the months ahead and the years ahead, there's gonna be more and more applications. And it's really just looking at the biggest burning problems and recurring friction points and challenges. And that helps focus what solutions are, you know, come to the top of the pile.
Like it's like, I don't really pay attention to the bottom of my feet till I step on a piece of glass and that becomes my number one problem. Right. And then all of a sudden it's the pain commands attention. And so if people don't know where to use AI, just what's your biggest pain in your club? What's the biggest recurring pain causes the most stress, stress for staff, for yourself, for your members, and then reverse engineer. Okay. How could AI do this? Where is that? Where's the bottlenecks? Where's the breakdowns? Where's the communication?
Brad Burgart (41:21)
That's right.
Yeah.
Clay (41:45)
custody of chain of communications that get broken down, all those things. And then how can an application, how can a software, how can an agent, an AI agent of some type be kind of implanted and integrated into the system to create free flowing lubrication where there was once, you know, friction. So we're really excited about all this and our own R &D ahead. know, voice AI is where we're focusing on and where we're going to stay focused for.
you know, at least the next couple of years, as far as, you know, marketable product that we're enrolled out, but the R and D we're doing behind the scenes is going to continue on because there's more pains and there's more challenges that golf courses have and golf clubs have public, private or semi-private. And, you know, we'd be bad business owners and bad entrepreneurs if we weren't even looking at those other pains and seeing where our current software.
technology can assist with those. And we're also, you know, we're not going to try by, I say that I do not mean at all that we're going to try to be all things AI to all things golf clubs, because there'll be other people out there. already are other hardware and software companies out there that are, you know, years ahead of us, as far as creating a marketable and, and stable and quality and mature product.
So we'll also be assessing all those companies over the months and years ahead. And we'll be able to, you know, confidently recommend them to our other clientele and recommend them on this podcast. so that, know,
people don't have to do all the heavy lifting and research themselves. If they can just come here and listen to founders of other companies and, developers of other companies talk about their products, then they can consider what might be a good solution for their, you know, biggest pains and problems in their particular golf clubs. So, but looking ahead, how do you foresee
Brad Burgart (43:41)
Yeah.
Clay (43:45)
AI transforming, not just the administrative or the member facing functions like we've discussed previously, but the entire operational landscape, everything from maintenance scheduling to food and beverage forecasting, member communication, staff training. You know, if you get same question, I ask everyone I ask, I might've already asked you previously. I apologize if I did, but we can, I'll ask it again. You can snap your fingers and make AI do anything.
for your golf club, you know, how do you hope it can help all your staff and their respective roles in departments?
Brad Burgart (44:24)
That's it. I think we've touched on a lot of them, you know, over the last 40 minutes here or so. And I think it really comes down to how can we better educate, better train, and give the better tools to our staff so they can make those better interactions with the member. And on the administration side, how can we better use those tools to generate the information that we need to make the better decisions and guide the club going forward.
I'm not sure if that answers your question, but I think overall it's that overall enhancement. I think it's, I wish I had a crystal ball, but I think it's going be really exciting. And I think it's, it's really fun to embrace these types of changes and, really follow it and watch how, like you said, it moves so quickly and it's going to move so quickly. What is it going to look like in five years from now? I think it'd be very exciting. It'll be a fun ride.
Clay (45:19)
Definitely a fun ride. I mentioned, I had my notes here, food and beverage. was something that you guys were, that was an application that I recall you saying you guys were very interested in. And do you have any, anything else perhaps you want to say on the food and beverage side and how this might help in that department?
Brad Burgart (45:37)
You know, I think that your technology in particular, think, A, one of the huge friction points is that people phoning when there's nobody, you know, before the restaurant's open or after it's closed and wanting some information or whether it be for an event or for just a regular dining. And that clunky voicemail, and then like you said, then the staff come in, they got to listen to it, write it down. It's on a sticky note. God knows what happens sometimes, you know, all that all works. So.
I think that when I first heard of your technology, that was the first light bulb that went on. was like, wow, this could be really helpful. Way quicker response times, much more efficient, much more enjoyable for the member and better for better for our staff that are implementing it. I think in future, I really don't know where it's going to go or what's going to what else is going to be out there to help us. But I think it's important that as a club here at Rosaday that we look at everything possible.
And if we think it's going to help, let's try it. And not be afraid to try it, not be afraid to innovate, not be afraid to change. I think that's really important.
Clay (46:44)
Yeah, right. And those are great ideas. And I think we did, we kind of recovered a lot and some of the questions I had here that I wanted to get to, we covered in previous points, but it circles back to, if I could sum up, you're excited and open to, know, where this can apply and you're going to keep your eyes on it and speak to your members and speak to your staff and keep that kind of dialogue going in that communication.
multi-directional from them to you, you to them, them back to your staff, staff to them. And as that continues to be.
inserted into just conversations. As they say, the cream rises to the top, like the most useful and helpful applications will start to bubble up and all of a sudden you'll hear them more often and people will start to ask and they'll come up in discussions more. then you'll be, the light bulb goes off and you're like, aha, think that's, that's our second best use of this software. And again, the, the prompt tool that I mentioned earlier and that I shared with you, Brad, we're building, I'm building that out into a whole very detailed library of prompts.
each department and each role within each department so that someone can go into a prompt list and they can say, my job entails all these duties and responsibilities to perform these duties and responsibilities. I have certain tasks. I have certain assets. I have certain things that, things I need to generate could be emails, could be spreadsheet, whatever the output is of that job, uh, chat GPT, you can just give it certain prompts and it can produce, like you said, an email.
in seconds that would take you hours of slaving over it to get the exact wording right. And then you just edit some there or somebody I heard many years ago, say when he was talking about how he runs his company, he says, I do the first 10%. Then I delegate the next 80%. Then I do the last 10%. And he was so ultimately I make the framework. I make the outline. I make all that. Then I give it to the staff to complete. And before we send it to the client, they give it back to me and I just overview.
And I just put my red marker on it and I make sure everything is how I want it. And then I can send it out having only done 20 % of the work, but had almost control or influence over the 80 % that was done by someone else. That's how we can use these softwares like ChatGPT or any of these LLMs, these large language models. If you can just give, you can just, sorry, lost the word. Delegate, you just delegate to the bot.
Brad Burgart (48:57)
huh.
Clay (49:10)
do this, this, this, need this, this, this, and it does it. You don't just take that and copy and send it out. You review it and you make sure it is what you want. And then what it is, you're like, I just saved days or weeks or months potentially. And if you multiply that by department, you know, you're going to, like I said, people are going to start telling you, man, if they could help me with this, or they'll start telling you, I already use chat GPT for this privately on my own. And they're like, great. Have you mastered that? Do you have some good tips and strategies that you can share with us in maybe our next team meeting?
Brad Burgart (49:21)
Yeah.
Clay (49:39)
or something like that. And then you find people are using software that's free. It's available for all. ChatGPD is free. If you use it a lot, they might start asking for 20 bucks a month. But even if you use the free version, you'll never run out of space. It might limit your output, but then it says come back in an hour and then it resets in an hour. You can go back and use it again. So it's a very powerful tech. And I look forward to continuing with the R &D, like I mentioned before.
Brad Burgart (50:06)
Sure, sure. And I think that, you know, just like you brought the technology that you were using in other businesses to the golf world, I think it's important that we watch what the rest of the non-club world or non-golf world is how they're using technology and what technology is driving their success in whatever business it is. I mean, it's just different widgets. And you know, when you're out, whether you're at a sporting event or you're at a restaurant or you're at wherever you are in the city of there's always, every business is trying to get ahead and strive. And those, you know, private entrepreneurial businesses are
pushing a little harder most times. So we need to pay attention to what they're doing and how we can bring what they're doing into our business world.
Brad (50:46)
Yeah, 100%.
Clay (50:46)
Yeah, don't reinvent the
wheel. I always say don't reinvent the wheel.
Brad Burgart (50:49)
Yeah.
Brad (50:49)
Yeah. Yeah.
We're always just kind of stealing other people's ideas, right? That's what we're trying to do here is, is, other people have, everybody's trying to steal great ideas and then, you know, not necessarily pass them off as our own, but, you know, implement them the way that we can and customize them. So, yeah, these, this has been a great, great chat. I've got to say this conversation is, it's been a real treat for me personally, having spent 17 great years of my young adult life at Rosedale.
Clay (50:55)
Everyone is.
Brad Burgart (50:57)
That's what everyone's doing.
Brad (51:16)
It's a place that still feels like home to me. You when I go back, it's really nice to see all these members that I kind of grew up with and hearing about, you know, juniors that I taught that were literally like 10, 11 years old and they're getting married and they've got a couple of kids. And I'm like, how is that even possible? You know, and you come back to a club, I'm sure you get the same thing, Brad, when you're gonna go, you know, go back home to Vancouver there, you're gonna have the same thing. You run into these people and you get updates on their life. And that's really what is fantastic.
Brad Burgart (51:36)
Yes.
Brad (51:46)
about a place like Rosedale. know every square inch of the course and clubhouse. I don't think I'll ever forget it. It's a really special place. Listening to your vision and hearing how you're stewarding the club today has been both nostalgic and inspiring. It's clear that Rosedale is in very capable hands and I'm excited about where it's headed. You're honoring the legacy while also setting it up for the future and that's no small task. So appreciate that.
Brad Burgart (51:50)
Thank
Yeah, it's like all of us here, as you mentioned as well, working at Rosedale, it's an absolute privilege. It's a really special club. It's a special place with really special people and it's just a privilege to work at a place like Rosedale. And it's always a pleasure to drive in the driveway every day. Yeah. And thank you very much for your time. It's been a pleasure.
Brad (52:27)
sure is. Couldn't agree more.
Clay (52:31)
Cool.
Brad (52:34)
Thank you, Brad.
Clay (52:35)
Yeah. Thank you, Brad. It's been very helpful and insightful. it's again, just reaffirming that what we're working on and not just with our software, but with this podcast is that it is going to be a repository. It's going to be a database. It's going to be a think tank. It's going to be a mastermind community. This is kind of one format of it. We started a private mastermind group on LinkedIn. not a lot of action happening there yet, but we do hope that over time,
And we connect with more, you know, professionals and golf managers, golf club managers on LinkedIn. People can start jumping in there and.
putting questions, know, Hey, can AI do this? Hey man, this is my big problem. I, and I found an AI solution that I'm using. Here's how I'm doing it. And so people can just start sharing their wins, right? There is, it's not a zero sum game. Like the game of golf might be as zero sum as it gets. There's a winner and there's a loser in a tournament. And you have that, that, that, biggest minus number you don't, and whoever is at the front wins. And it's a, it's a line down after that. Right. But with this sharing of best practices and.
Brad Burgart (53:27)
You
Clay (53:41)
improvements on club operations and technology. You're not competing with any other golf courses, you know, in, in the world. You are your Rosedale is Rosedale and they have what they're doing there. And other clubs are maybe more competitive if they're in the public world. Right. But the whole point is, is, a rising tide can raise all boats, right. The term finite games and infinite games, infinite games is there is no end to the game. We all.
everyone can win simultaneously. I win if I help you win. The more I can help you win, the more I win the game. So it's like, it's like the game of business. Every business is almost an infinite game where it's, you know, we're all winning together. And if we all win together, everybody gets a bonus. Everybody gets job security. Everybody gets longer holidays or whatever the win is. Right. And so
No one's trying to hoard this for themselves. If they get these breakthroughs, they're just like, Hey man, this is working for us. Try it with you, where you guys are. And then it, it builds that, like you said, it's a tight network, Brad. It's, it's a network of professionals who want to see each other succeed and want everyone to succeed and want to see the industry succeed and the game continued to be played. Like it's been played as the whole world spins and does what it does in the world. It's like, can bring these improvements.
Brad Burgart (54:48)
this.
Clay (55:00)
from other industries into this game and make it better and funner and easier for everyone.
Brad Burgart (55:06)
Yeah, and the club industry itself is incredibly sharing. mean, everybody's always sharing their knowledge, sharing their insight. You can reach out, everybody reaches out to each other all the time. Hey, what about this? What about that? Have you ever experienced this? I mean, as Brad knows, the industry is very, there's no secrets. Everybody's trying to help each other out. So the better we all, it's better for all of us, the better we all do. So.
Clay (55:29)
Yeah, that's great. And so we just appreciate your time again, Brad, and coming out and sharing with us and with our listeners. Yeah, you're welcome. And for our listeners, especially those managers who are curious about implementing more AI driven solutions, but aren't sure exactly where to start yet. We just want to remind you once again, that you don't need to be a tech expert, you know, an AI pro to take advantage of what is out there and available to you right now.
Brad (55:34)
Thanks, Brad.
Brad Burgart (55:35)
Thank you, Brad. Thank you, Clay.
Brad (55:37)
Thank
Clay (55:58)
you know, as Brad's, I would say you're very humble leadership shows, you know, it starts with just having the right, beginner's mindset, willingness to experiment, willingness to learn and adapt and learn, as they say, learn, learn quickly, fail fast, fail quickly, fail often and fail and fail cheap and fail for cheap. you do it quickly and no money.
Brad Burgart (56:20)
Yeah.
Clay (56:22)
And, and, and you learn really quickly. It's not even a failure, just a learning experience, you know, if it takes a lot of money and a lot of time, that's more in the realms of failure, you know, but if it's really quick and not a lot of money and you get some important data back, it's a, it's a good attitude. It's a really good attitude to have. And I'm glad we had a conversation with you because we call, you know, we try and we try to call a hundred GMs and a hundred club managers a week and just get them on the phone and talk with them between Brad and I, and some of them don't have this attitude. They have the, the polar opposite attitude.
Brad Burgart (56:28)
Yeah.
Clay (56:51)
and maybe they're retiring in one year.
or two years, right? And they're just kind of like, I don't care about this. I don't need, I don't need to worry about this. This doesn't concern me so much. And I don't want to stress out about new technology. What we have here is working and I'm, I see my end of my, of my journey here in a year or two. So they just have a different approach and a different attitude. so, but for the ones that share your attitude or maybe are warming up to embracing an attitude like yours and a leadership style like yours, I do encourage them to, because there will only be upside. There'll be no downside and you'll learn a lot. And if you have three to five,
to 10, 10 plus years in front of you in your career in golf or any, any job. It's really important to know how this stuff is working. And if you don't learn it yourself, find some staff who are excited to learn it. Find some of your
your top other managers, you delegate to them and say, listen, you have to learn this. I don't want to learn it. You got to learn this because we need to understand this and how it can help our club because it is changing every industry on planet earth right now. Nothing will be the same when this software is fully rolled out and we can't be playing catch up. We can't be playing, you know, catch up to every other club around us. We got to, you know, at least be with the movement or ahead of the movement to really take advantage of this, of the benefits of being a first mover in this. So.
Brad Burgart (57:48)
Yeah.
Yeah, and I think that no matter how much time or how long you expect to be at a club or any business, you always want to leave it better than you found it. And I think as long as you always strive to do that, then you're going to be helping wherever you're working succeed. And I think we always have to be trying to make sure we're always leaving it better than we found it. That's kind of just, I think, a real core principle that the best leaders have.
Clay (58:29)
Yeah. And it's a good rule of life. If you enter a, if we rent an Airbnb, policy, clean the counter better than you found it. Right. It's like this little things like that. It's, it's, it's the spirit of something. And if everyone does it, we build society, we build civilization. Everything is better. But if someone's like, I found it this standard, I'm going to leave, I'm going to leave it at this standard. And everyone does that. You make ruin all around us. And so it's a microcosm, right? It's a little micro.
Brad Burgart (58:36)
Exactly.
Clay (58:54)
examples of a, of a spirit of something that can build or destroy, right? It can make create, or it can bring down something. And so, yeah. And so I just, I encourage everyone out there, you know, give us a call, you know, you have a free resource available to you. Just call 1-866-838-8581. Once again, tell our receptionist you're, claiming the golf club AI amplifier. We'll send it over to you right away. And, also don't forget to talk to it.
Brad Burgart (58:59)
Correct? Yes.
Clay (59:22)
Like it's a receptionist of a semi-private year round golf club, asking anything you can think of, you will be very impressed. And that's it. Thank you for listening and for tuning into the ACE Call AI podcast where we help golf club managers win with AI. I'm Clayton Elliott.
Brad (59:39)
and I'm Brad Milligan.
Clay (59:41)
And we'll see you next time. Take care.
Brad (59:42)
See you next time.
