Every Revenue Stream. Every Department. Every Dollar Tracked.

Golf courses and country clubs are fundamentally different financial animals than most small businesses. They generate revenue from multiple streams — greens fees, cart fees, memberships, pro shop retail, food & beverage, events, lessons — each with different margin profiles and accounting treatment. Most operators don't know which revenue stream is actually profitable.

Add to that the complexity of membership accounting — initiation fees, annual dues, monthly minimums, refundable deposits. And then there's the seasonal reality: golf is one of the most seasonal businesses in Montana. Revenue concentrates in May–September, but expenses — especially maintenance, debt service, and staff — continue year-round.

The F&B department is often a loss leader — but most clubs don't know how much it's losing or whether it's worth subsidizing. Capital improvement planning compounds the complexity. We build the departmental accounting that answers these questions: which revenue streams are profitable? Which departments are pulling their weight? Can we afford to expand?