Agassi’s Global Club Plan: What Would a Travelling Membership Mean for Your Business?

Could your next club member arrive through a worldwide racket sports network? Agassi Sports Entertainment’s Let’s Play business puts that question in front of pickleball and padel operators, with implications for how independent venues attract players and sell access.

A 20 October news summary revisited the strategy, following the company’s 1 October announcement establishing Let’s Play, LLC and appointing Jonathan Fornaci as president. The distinction matters: this is a developing business proposition, rather than confirmation that a global membership is available.

According to the company’s announcement, the approach combines exclusive country licences, hotel and resort partnerships, potential acquisitions of existing US pickleball and padel clubs, and a future membership connecting participating venues. Fornaci brings experience across franchising, fitness, technology and real estate.

His stated ambition is “one single membership that travels with them”. That short phrase captures the commercial question: can a network generate additional paying visits while preserving the value of each club’s own membership?

A wider player relationship

There is a tennis component too. In August, ASE and USTA Coaching announced a multi-year collaboration incorporating coaching methodology and resources into ASE’s planned digital coaching platform. The company’s website also identifies Germany and Australia as expected initial international markets for its facilities initiative.

Together, those plans suggest an attempt to connect places to play with instruction and an ongoing player relationship. For operators, the interesting possibility is a route to customers beyond their normal local marketing.

However, a recognisable name alone cannot settle the operating questions. A venue considering participation would need to understand who controls bookings, how revenue is allocated and whether visiting players receive access during the busiest periods.

The distinction between filling unused capacity and displacing existing demand is important. A visiting member occupying a quiet weekday slot could be valuable. The same booking replacing a full-price customer on Saturday morning could produce a very different outcome.

Coaches should ask similar questions about introductions and ownership of the customer relationship. Does a digital connection lead to paid lessons at the club? Can instructors follow up with interested players? Those details would determine whether the wider network supports their business.

The milestones worth watching are signed partnerships, completed acquisitions, membership terms and evidence of repeat visits. None should be assumed from the ambition alone.

What Racket Business thinks...

A membership that follows the player is an appealing idea, particularly for people travelling regularly between cities. But clubs should evaluate it through the income and relationships it creates at their own venue.

We would start with a simple test: will participation bring customers who would otherwise never have booked, at a price that leaves enough margin after fees and delivery costs?

Any agreement should also explain booking priority, customer data access and the freedom to retain a distinctive local identity. Those are central commercial terms.

The opportunity is worth watching. The strongest version would make independent operators better businesses while making play easier to organise. The proof will be in ordinary bookings, satisfied members and sustainable club income.