Photographs courtesy X-Golf Scarsdale.
As year-round indoor golf comes to Greenburgh (Scarsdale postal address) in the form of X-Golf Scarsdale, the Westfair Business Journal learns about the ins and outs of the new franchise operation from owner and golf-enthusiast Pete Gilmore:
Pete, thanks for talking to the Journal. Can you give us a bit of your background – how you came to franchising and to golf/sport in particular?
“Certainly. I was working in the corporate world and looking for something on the side to satisfy an entrepreneurial itch. As an avid golfer, that led me to explore golf simulator technology, which I had seen advancing rapidly.
“I became interested in the idea of combining high-quality simulators with a social environment – multiple TVs, a full bar and a food offering. As I dug deeper into the space, I discovered X-Golf and realized that what I thought was a unique concept was already being executed at a very high level.”
Walk us through your timeline from signing to opening. What were the biggest surprises in buildout costs, and what would you do differently in site selection?
“The timeline was extended due to Covid. I began exploring the concept around 2018 but wasn’t particularly pressed. As the timeline ran into 2020 and Covid, I took a ‘wait and see’ approach, given the uncertainty at the time. I ultimately signed the franchise agreement in 2021.
“The biggest surprise in buildout wasn’t just overall cost increases; it was how frequently we had to reallocate budget between categories. You’re constantly finding savings in one area to offset unexpected overruns in another.
“In hindsight, I would have been more deliberate in selecting a commercial real estate broker. With no prior experience in that space, I initially relied too heavily on guidance from a few agents. It took time – and a few changes – before I found someone who truly had my best interests in mind.”
As an owner/operator, where do you spend your time each week, and what’s truly nondelegable?
“I’m very hands-on and spend most days on-site. My time is split between operations, customer experience, technical maintenance and administrative work. In reality, most tasks are delegable – something I continue to work on – but there are a few areas that remain squarely with me. Staff management, particularly one-on-one personnel issues, and financial oversight are two responsibilities I consider nondelegable.”
What are your top three revenue drivers today, and which has been the hardest to optimize?
“The simulators are the primary revenue drivers. Maximizing bay utilization through hourly bookings, lessons and league play is critical.
“The bar is our second-largest revenue stream, and it’s also the most complex. Managing a wide range of SKUs across beer, wine, spirits and cocktails – often from multiple distributors –requires tight inventory control.
“Food is the third revenue stream. While operationally simpler than the bar, it’s equally important in delivering a strong overall customer experience.
“The bar has been the most challenging to optimize due to its complexity and inventory management demands.”
How do you drive local demand? What has worked best—and what hasn’t?
“Today, social media is the most effective tool. It allows us to reach a broad audience and target potential customers efficiently. We’ve seen strong results from paid campaigns, but it’s not a “set it and forget it” channel. It requires consistent attention and content.
“We haven’t eliminated any one channel entirely, but we have scaled back on certain forms of local print advertising. With limited marketing dollars, you have to prioritize channels that produce measurable results.”
What are the biggest cost pressures, and how do you manage them day-to-day?
“Labor and facility maintenance are the biggest cost pressures. Staffing is particularly challenging because demand can fluctuate significantly based on weather, events or last-minute group bookings.
“Operating a large facility – approximately 8,800 square feet – with a commercial kitchen, full bar, multiple restrooms and advanced simulator technology means there are always potential unexpected expenses.
“We’ve improved our budgeting and forecasting over time, but managing these variables is an ongoing effort.”
ou mentioned the weather. How does seasonality affect the business, and how do you keep bays full in slower periods?
“Seasonality has a significant impact. Our busiest period runs from mid-October through early April. Summer can see a modest bump during extreme heat, but spring and early fall are typically slower as people prefer outdoor activities.
“To offset that, we position X-Golf as more than just a golf destination. We focus on being a social venue – offering a place to gather for food, drinks and events.
“We also lean into programming: watch parties (including upcoming World Cup events), themed nights, trivia, karaoke and live entertainment. The goal is to make the space relevant year-round, not just during peak golf season.”
How effective has franchisor support been post-opening? What could be improved?
“Overall, I’ve been very pleased with the franchise model. The initial training was strong, and ongoing support – particularly for technical issues and parts – is centralized and efficient.
“While marketing assets are provided, local marketing is largely the responsibility of each operator. I believe increased national brand awareness from the franchisor would benefit all locations, and I know that’s an area of focus for them.
“One of the most valuable aspects of the franchise system is the network of fellow owners. I’m in regular contact with operators across the country, and that peer collaboration is incredibly helpful in navigating challenges and sharing best practices.”
What do you wish you knew pre-opening about cash reserves and risk? Who is this franchise right for?
“Risk is inherent in any business, and it’s critical to understand your personal risk tolerance before getting started. Having sufficient cash reserves is essential – not just for buildout, but for navigating the ramp-up period and unexpected expenses.
“X-Golf is a great fit for someone who wants to be a true entrepreneur. While it’s a franchise, there’s meaningful flexibility to make decisions that suit your local market.
“That said, this is not a passive investment. If someone’s mindset is, “I love golf, sports and having a drink. This sounds fun,” they should think twice. It’s a real business that requires significant time, effort and attention to detail to operate successfully and grow.”
