CC Golf Lab

An indoor golf facility was running on a booking tool, a payment processor, a spreadsheet and the owner's memory. Each held part of the truth and none of them agreed.

The expensive part was not any single gap. It was that answering an ordinary question — did last month actually clear, is this member's package used up, who signed a waiver — meant opening four systems and reconciling them by hand.

I mapped the business as three layers rather than a feature list: the customer layer people book through, the operating layer the owner works in daily, and the decision layer that surfaces what actually needs attention.

Booking and payments stayed on the tools that already worked. What I built was the connective tissue and the owner-facing surface — a single view of calendar, customers, packages, consent and expenses, reconciled against the payment processor rather than trusting either side blindly.

Where numbers could not be reconciled with confidence, the system says so instead of quietly picking one. Surfaced uncertainty is more useful to an owner than a clean number that is wrong.

Daily operations run out of one screen. Revenue reconciles against the processor on a schedule instead of at month end.

The owner can answer a customer question without leaving the page they are on.