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I started where many coaches begin, in the field, alone, working long hours, juggling dozens of 1-on-1 lessons, and doing everything myself. I had just taken over a venue with potential, but it had a reputation for being dead quiet. No brand. No programs. Just me, trying to make something work.
But I was determined to build more than just a job.
The first turning point came when I hired my first contractor and gave Tennis Global a name and identity. I started building a brand, not just a coaching service. I learned how to attract clients through structured outreach systems, rather than waiting for walk-ins or word of mouth.
From there, momentum picked up. I brought on two more staff, refined our programs, and our brand started to grow in the local community. The business was scaling—but I was still deep in the trenches. Long days, back-to-back sessions, and a schedule that left little room to breathe.
A once-in-a-lifetime flood completely wiped out the venue. Everything was destroyed overnight. I was devastated. For a moment, I considered calling it quits.
I found a nearby venue, took over operations, and transitioned our entire client base. Instead of retreating, we adapted. In just six months, we not only recovered, we grew stronger.
And when the original venue was rebuilt (this time with brand-new facilities thanks to insurance), we came back operating across two locations, with a larger presence than ever before.
Over the next three years, Tennis Global became a structured, high-performing brand. I built a team of 10+ staff and coached 600+ active clients, with group programs reaching 20+ players per session, all managed through clear systems and high standards. I had fully stepped off the court and into the role of business owner.
I received the coach of the year award and leveraged it along with my business to fuel the brand and reputation.
The biggest shift were the specific systems and software changes I made in managing my clients which allowed me in turn to a scale to six-figure business and work less than ever.
I had a steady cashflow every month and was only working 10-15 hours a week so now had opportunity and freedom to look for investment opportunites and other ways to diversify.
I could take a break whenever I wanted and was not obliged to any hours, it was all a well oiled machine managed by the brand and its team that I assembled over the years.
I even branched out into squash and created a sub company I started to replicate what I learnt across another industry.and create another stream of income that would compliment the off season for Tennis.
We now had venues approaching us to take over their operations and provide our service across the area.
Eventually, multiple buyers came knocking. I sold Tennis Global, not because I had to, but because I discovered my true passion:
Helping in-person coaches escape the day-to-day grind, scale their businesses, and build brands that can run and even sell without them.
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