With demand for indoor pickleball courts surging, prospective facility owners face a key decision: go with autonomous (self-operating) facilities, or stick with the traditional staffed model.
Autonomous pickleball facilities offer streamlined, cost-efficient operations with minimal staff but can feel less personal. Staffed facilities offer personal service and robust programming but come at a higher labor cost.
At Johns Design and Consulting (JDC), we've designed and developed both types of facilities for clients across the country, so we know what makes each business model work. From startup costs and staffing needs to revenue potential and community building, we help clients make confident and informed decisions.
Let's take a look at how to run an independent pickleball facility with either model, comparing the key differences between autonomous and staffed operations.
Autonomous Operations: The Technology-Driven Approach
Autonomous pickleball facilities are tech-driven spaces that operate with minimal staff and leverage automated technology. The tech handles everything from court bookings to door access and security monitoring.
Key Features and Technology Stack
The foundation of any successful autonomous pickleball facility is its technology stack. Software can automate many of the manual operations of a staffed facility, such as:
Smart Access Control: Players can enter the facility using their smartphones, with secure verification systems ensuring only authorized access
Automated Booking System: A white-label booking app via JDC’s partner, PodPlay, allow players to reserve courts anytime, anywhere
Voice-Automated Court Management: Automated announcements keep games flowing by notifying players when their sessions are ending
Remote Monitoring: Off-site security monitoring and surveillance ensures safety and fair play around the clock with personal voice-downs
Digital Payment Processing: Seamless handling of court fees, membership dues, and other transactions
Replay Technology: Court-side iPads allow players to capture and share their best plays and highlights
Automated Communications: System-generated emails and notifications keep players informed about bookings, facility updates, and events
Climate Control Systems: Smart HVAC systems maintain optimal playing conditions without constant manual adjustment
The sweet spot for autonomous facilities is six courts or fewer. At this size, the self-operating approach maximizes efficiency without sacrificing the player experience. Beyond six courts, the demand for structured programming and personalized service typically makes a staffed model more suitable.
PodPlay replay technology in action
Operational Efficiency and Staffing
The efficiency gains of autonomous facilities is where we really get excited.
Traditional pickleball facilities typically require around 400+ hours of staff time per month for basic operations and maintenance. In contrast, a well-designed autonomous facility can operate with just 20 hours of monthly staff time—a 95% reduction in on-site staffing needs.
This dramatic reduction in labor costs doesn't mean cutting corners. Instead, it's about working smarter through automation. The savings can be reinvested into capital improvements, marketing efforts, or your bottom line.
While "autonomous" might suggest zero staff, successful pickleball facilities typically maintain:
Two full-time coaches to run core programming
8-10 independent (1099) coaches for private lessons and clinics
Outsourced cleaning services for daily maintenance
This lean staffing model focuses resources where they matter most: player development and facility upkeep.
Building Community
One common concern about autonomous facilities is maintaining the social atmosphere that makes pickleball special.
The solution is to identify natural leaders within your membership base. These community champions tend to organize games, coordinate tournaments, and generally just “work the room” to foster the social connection that pickleball players are drawn to.
Professional coaches play a key role in the community as well. They become mentors and community builders that create the welcoming atmosphere that keeps players coming back.
Challenges of Autonomous Pickleball Facilities
Of course, automated pickleball facilities aren’t the perfect fit for every market or every investor. Autonomous operations have some unique challenges as well:
Substantial upfront investment in technology
Heavy reliance on systems working perfectly, especially electric and internet
Limited ability to expand programming as demand grows
More challenging to build community without regular staff presence
Less flexibility to adjust to market changes quickly
Higher user learning curve with technology
Some players may resist the self-service model
When Autonomous Operations Make Sense
Autonomous facilities tend to thrive in:
Smaller markets where labor costs could make traditional staffing prohibitive
Areas with limited available real estate (since smaller facilities work best with this model)
Markets where 24/7 access would provide a competitive advantage
Communities with established pickleball groups that can help drive the social atmosphere
Now let’s take a look at traditional staffed pickleball facilities.
Staffed Operations: The High-Touch Approach
While autonomous facilities are gaining traction, staffed models remain the backbone of the pickleball industry, particularly for larger facilities. These spaces thrive on personal interaction, robust programming, and the ability to naturally create deep community connections.
Programming and Revenue
In larger staffed facilities, up to 40% of revenue can come from hands-on programming—tournaments, leagues, clinics, and other organized play. The remaining revenue typically splits between membership fees and court reservations (excluding food and beverage operations where applicable).
Staffing Structure and Costs
Success in staffed facilities hinges on more than just having warm bodies behind the desk. It's about creating an environment where both staff and players can thrive.
A successful staffed facility typically requires:
Director of Pickleball/Director of Experience: Manages the overall pickleball operation, including:
Scheduling coaches
Running camps and leagues
Organizing tournaments
Marketing events
Developing the player pipeline
General Manager: Oversees facility operations, including:
Daily staff management
Membership development
Facility tours
External marketing
Overall facility maintenance
Salary ranges for key positions reflect the professional nature of these roles:
Directors of Pickleball: $80,000-$150,000 annually
General Managers: Competitive six-figure compensation for larger facilities
For owner-operators who want to be involved in day-to-day operations, they might assume the role of GM or Director of Pickleball, depending on their knowledge and experience.
The Personal Touch
From first-time players to aspiring competitors, staffed facilities can offer the personal attention and structured player development that automated systems simply can't match. This might mean running beginner clinics in the morning, advanced drilling sessions in the afternoon, and competitive leagues in the evening—a level of programming complexity that requires round-the-clock staff to execute.
Success in staffed facilities hinges on two critical factors:
Quality Coaching Staff
Strategic compensation plans that incentivize both regular attendance and revenue generation
Competitive coaching splits to attract top talent
Clear advancement pathways for professional development, such as JDC’s preferred RPO certification program
Comprehensive Programming
Structured player development pathways from beginner to advanced
Diverse offering of leagues, clinics, and tournaments
Flexible scheduling to maximize court usage
Community events and social programming
Challenges of Staffed Pickleball Facilities
Naturally, staffed facilities face their own set of challenges as well:
Higher monthly operational costs, particularly in labor
Staff turnover and ongoing training needs
Detailed scheduling to maintain optimal court usage
Managing varied compensation structures and complex HR policies
Need for consistent service quality across all staff
When Staffed Operations Make Sense
Staffed facilities typically thrive in:
Facilities with more than 4 courts
Markets that can command premium rates with robust programming and high-touch service
Areas with strong pickleball communities seeking structured play
Competitive markets where service quality differentiates a facility
Locations with high real estate costs that demand high revenue per court
Hybrid Operations: Combining Both Models
In some circumstances, a hybrid approach can capture the best of both worlds. This model typically includes:
Larger facilities with around 12 courts
Staffed operations during prime time and programming hours
Autonomous operation during overnight off-peak hours (11 PM - 7 AM)
Self-operation during traditionally slow periods (11 AM - 2 PM, depending on location)
This flexibility maximizes operational efficiency while maintaining high service levels when they matter most.
Choosing The Best Pickleball Facility Business Strategy
The decision between autonomous and staffed pickleball operations significantly impacts your future success. Key factors to evaluate include:
Real estate costs and constraints
Local market demographics
Competition in your area
Available capital (both initial investment and operating funds)
Growth potential in your region
At JDC, we partner with financial consultants who help prospective owners dive deep into these considerations. Through detailed market analysis and financial modeling, we assist clients in making informed decisions that align with their goals and resources.
Whether you're considering building your first pickleball facility or expanding your portfolio, let’s discuss your vision and find the right business model for your facility. Contact JDC today to get started.
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