Where we actually are.
Most vendors keep this private. We publish it because a general manager who discovers the gap on a demo call is a lost deal, and one who reads it here and books anyway is a club we can serve properly.
No calendar quarters on this page. These four buckets are a sequence, not a set of delivery dates. A date we cannot hit is worse than no date, and a club planning a migration around a quarter we miss has every right to be angry about it.
Available now
Built, tested and running. Every item here is checkable — 433 automated tests, 299 of them database invariant assertions, all against a real database with no mocks.
The financial backbone, in full
- Append-only double-entry general ledger, enforced in the database
- Accounts receivable and member accounts
- One-door idempotent charge intake
- Recurring dues billing, prorated by days served, preview then commit
- Prepaid dues and initiation fees, deferred and earned monthly
- Itemised member statements and history
- Payments recorded then settled, allocated FIFO
- Credit memos, write-offs, transfers, merchant fees as club expense
- Autopay with a retry policy
- Aging, late fees and the dunning ladder
- F&B minimums with configurable qualifying spend and forfeiture
- Departmental P&L
- Accounts payable — phase one stub only
- 17-country tax engine, multi-currency representation
Around it
- Staff back-office web application
- Chart of accounts import — stage, validate, commit; account numbers preserved as permanent aliases
- QuickBooks Online journal export, with an outbox, idempotency keys, leasing and backoff
- Multi-tenant with row-level security and composite foreign keys
- Dedicated single-tenant deployment, from the same image and configuration
- Documented API — every endpoint
What we are working on now
Module two, phase A — order capture. It ships before any card terminal exists, because the surfaces that matter most to a member do not involve one.
Poolside ordering
Location-aware, charged to the member's account
Beverage cart & halfway house
Delivered to a hole number
Locker supply, valet, shoe shine
Requests with a ready notification
Tab to account
Authorised against the real balance, credit limit and charge privileges
Specified, and in order
Written down in enough detail to build. The order below is the order we intend to build them in, and it is a sequence claim rather than a delivery date.
Point-of-sale, phases B and C
- Staff terminal — tabs, seats, splits, transfers, voids, comps
- Card tender via Stripe Terminal, Tap to Pay on low-volume surfaces
- Kitchen and expediter display
- Offline capture and replay on the cart
- Pro shop retail — SKUs, size and colour matrices, receiving
- Member and guest price books
Golf — the first half
- Tee time booking
- Digital scorecard and round history
- Handicap tracking
Course data — yardages, slope and rating, GPS — is either licensed or digitised from the club's own scorecard. That decision is open.
Staff scheduling
- Scheduling by department and shift
- Time tracking
- Labour cost reporting into the general ledger
Labour is the largest line in a club's P&L and usually the last one to arrive. Getting it into the ledger weekly rather than monthly changes what a GM can act on.
On the map, not yet specified
Named, scoped at a high level, and deliberately shown lighter than everything above — because that is what they are.
Racquets, aquatics & sport
- Court booking — tennis, paddle, pickleball
- Cabana and lane reservations
- Swim lessons, clinics, camps and leagues
- Lesson and instructor scheduling
Food & beverage / social
- Shareable menus
- Food and social direction voting
- Weddings and events portal
Operations
- Procurement and receiving
- Inventory by department
- Turf and course management
- Chemical application tracking
- Facilities ticket queue
Governance
- Committees and minutes
- Suggestions and complaints
- Membership referrals
- Announcements
Member accounts & golf, part two
- Member-facing family permissions
- Guest passes and reciprocals
- Tournament management
- QR event check-in
It needs real operating data first.
Predictive staffing, predictive food ordering and prep, facility utilisation, and member preference intelligence are the payoff for running the whole club on one system — and all four are fed by data that modules two through six generate. None of those modules has run in a club for a season yet.
So the honest sequence is: build the operational modules, run them in real clubs, and then build the models on what they produce. Anything else is a demo trained on nothing, and a board can tell the difference.
You will not find the phrase on our homepage until it is true.
Buy the part that is finished.
Clubs adopting BetterClub today are adopting the financial backbone, and getting the rest as it lands. If that is the wrong trade for your club right now, we would rather you knew before the call than after it.