Mike Hendrix (00:00)
Hi, this is Mike Hendrix. And today my guest is Vache Hagopian, General Manager, Jonas Synergy. And this is the Tech Caddie Podcast.

Vache, welcome to the podcast.

Vache Hagopian (00:25)
Mike, always good to see you. Thank you for having me.

Mike Hendrix (00:27)
Well, it's good to see you as well. there is big news coming out of the great, well today, the great white North, big news from Jonas and we're going to get to that and, really hope to introduce lots and lots of people to Jonas Synergy. but you and I have known each other for a few years now and I think you've had a really successful career. I'm not sure how many people

in the states that have been in public golf, you know, would have known you over the last 10 years. Why don't you give us a little insight into how you got to your seat and then we'll start to talk about the future.

Vache Hagopian (01:04)
Yeah, sure. I've been in the private club space and at Jonas actually celebrating my 21st year just passed. So over two decades and started out as a sales representative as in a junior position as most individuals do within this industry. And subsequently, you know, kind of grew up in the business, I held a number of various sales and operational positions within Jonas.

really started to understand the private club landscape, what the requirements were, spent a lot of time at clubs with general managers, with controllers, with food and beverage managers, and golf pros, the various personas and individuals that occupy the private club space and provide memorable experiences to their members, and tried to really get a good understanding of how technology enables them to perform at their very best.

and how we could be progressing our software to ensure that we're putting them in a good position to spend more face time with their members and provide those memorable experiences mentioned. So yeah, here I am today over the course of the last 18 plus months just over. I took on a position as a General Manager of Jonas Synergy. Jonas Synergy we can discuss now, but it's a new initiative for us. It's a new platform.

for us and we're really, really excited to go to market in the coming weeks here with 2026 just starting.

Mike Hendrix (02:33)
Yeah, I'm excited for you too. You know, I think of it as a brand, right? It's a new brand that you all have created. Let's talk a little bit about your earlier career. Obviously, when you would approach a club, you had to identify who the decision maker was going to be. And I know in private that almost always ends up being a group of people. Talk about

what you learned going through that process and how you did try to identify the different job types, if you will, or different roles that people were fulfilling and how they needed to hear the story about what you could do for them.

Vache Hagopian (03:11)
When I started out at Jonas, I was the sales representative as mentioned for a website application. And that was a new endeavor for Jonas in 2004. And at that time within the private club space, websites were online brochures for private clubs. And so when integration started to be introduced within those websites, providing the capabilities for members to log into their website and then be able to

make a number of reservations, excuse me, or obtain information such as their statements with the details of what's accumulating that total statement. That was at that time, it was groundbreaking. And so when we started calling upon clubs and having meetings with clubs to provide them the opportunity to take a look at what these capabilities were, of course, departmentally,

That meant involving a number of individuals, a number of departmental managers and getting the buy-in from those departmental managers to ensure that this was going to be something that was valuable to them. And so to your point, you very quickly learned that it may not always be the GM that has a decision. And a good GM ultimately involves his team, involves his leadership team to say, okay, is this going to be beneficial for all of us as opposed to just one of us?

And if so, who's the right organization? What's the right product for us at that time? that takes time to kind of understand that you need to be able to ensure that you're communicating the right value to each of those departmental managers and for them to really understand that a tool like this is going to enable them to be more effective in their roles.

Mike Hendrix (04:56)
Yeah. Yeah. Uh, how long of a cell cycle would you say? And it's interesting when you say it was a new website application. I don't know if you want to go into those details. Were you only then calling on clubs using Jonas or were you calling on the whole university or the whole universe of private clubs?

Vache Hagopian (05:13)
Yeah, at that time we were just calling upon our existing client base at Jonas. That's what our focus was. And Clubhouse Online was a product and is still the product that services the majority of private clubs across the country with their online solutions and today apps. so, you know, the landscape has changed significantly from when I was selling websites to where it is today, right? More often than not today, you lead with an app as opposed to a website, but both are

critically important for private clubs today.

Mike Hendrix (05:44)
Yeah. Yeah. Club Clubhouse online is such a strong, installation base of, Clubhouse online. We see it in the data that we track at, at SMB golf. it was Clubhouse online, similar to so many other, parts of what, you know, created this really massive brand and Jonas. It wasn't originally an acquisition.

Vache Hagopian (06:05)
It was originally an acquisition in early of 2004, but we really had to take the product and really elevate the product to meet the needs of our clients at that time. In addition to that, in subsequent years, we acquired a wonderful company named Members First. Members First had a tremendous reputation at the time when we acquired it and still does. And they offered a bit of a different offering at the time.

to private clubs, a more elevated offering, very boutique-like white glove approach. Not to say that Clubhouse Online didn't, but we learned a lot from their approach as well over the years, and they still provide a phenomenal website solution and app as well.

Mike Hendrix (06:44)
Yes, agreed. today, you know, think people know from watching this podcast, the larger, larger company in your universe is constellation software and constellation software. maybe you can explain to people, I've tried to explain it a few times, explain the strategy of constellation software and, kind of how they've built their business.

Vache Hagopian (07:07)
You know, it's a phenomenal story and a great organization to work for, mainly because of their ethos, which is a buy-in, hold forever strategy.

Mike Hendrix (07:19)
Right. Let me just say being buy and hold. because I do think so many people in golf have been exposed to different companies that have come on the scene, different brands that have come along, but really they, then they get acquired and there's a lot of change. Constellations approach is very different. I think there's an entire story to be told there of this buy and hold. And I I'm sure you believe it's, it's a real asset to what you guys are doing at Jonas.

Vache Hagopian (07:47)
Absolutely, it's a core differentiator for how we think about our software solutions, how we carry ourselves and make decisions more importantly, not for the short term, but for the long term. And that is present in our day-to-day conversations, in our strategy sessions, in the way we interact with our clients as well, right? And how we think about their businesses, not only for today, but for the coming years, because we know that

We're not cutting any corners. We're not just here to ensure that we make a sale, but we act like a technology partner for life with that organization. And that for life, I say that purposely, Mike, there's a philosophy that we have at Jonas, a tagline, which is beyond a tagline. It's again, how we think about our relationships with our clients, which is softer for life. And that doesn't mean that you're shackled to be our client for life. It means that we have to earn that.

but we think about our relationship like that and it's long-term decisions to help us get there.

Mike Hendrix (08:48)
Yes, I agree. And, you you talk about software for life and that ethos, at constellation. think what that does, and I, and you really said this, but what that does is it makes it so you don't have to just build one feature to win the third quarter of 2026. Right. You really are thinking much more along the lines of no, how do I, build the tools that are right.

the tools that people are going to use and create the benefits that people want to enjoy. That means that they'll stay with us for honestly, for decades. I'm sure there are plenty of clubs in America and Canada that have been a Jonas customer literally for decades. and I don't think there's a lot of companies out there that can say that.

Vache Hagopian (09:31)
That's a true statement. And one of the things that we've done is we always believe that we need to earn the business from our clients year in and year out. And what that means is ensuring that we have good client intimacy, that we have individuals, boots on the ground, client managers, client executives, customer success departments that are structured and are put in place to ensure that somebody is reaching out to that client more than once, potentially a quarter, if not,

a couple times within a year to ensure that they have everything that they need prior to beginning their season or coming out of their seasons and course correcting as we go. But I'll be the first to say Mike, the structure hasn't always been like that, right? And as organizations evolve, so have we. And so we understood that we needed to make the proper changes to ensure that we're course correcting as well organizationally.

and ensuring that we're meeting our clients where they need to be met.

Mike Hendrix (10:27)
Interesting. Well, and that's a, that's a great segue meeting your clients where they need to be met because I feel like, and it's always hard Vache for an outsider to get all of this exactly right. But I feel like that is a driving source with Jonas Synergy that, that, that there, there could be a class of clubs, a large class albeit, but a class of clubs that I think you guys feel like Jonas Synergy will be really well suited for.

and I don't know if you want to comment on that or, if I'm thinking about it the right way.

Vache Hagopian (11:02)
Yeah, I think that's a fair statement, Where I'll begin is, you know, kind of sharing the fact that, kind of like a little known fact that Jonas, as a technology partner, has written multiple versions of our platforms that evolved over many, years, right? In the early 90s, when Gary Jonas started this company, it was a DOS-based application. And Mike, if you can answer what DOS is, you're just showing your age.

Maybe I'm showing mine and just mentioning it, but that's essentially where we started and we progressed to the mid 90s where Jonas was one of the first organizations to have a Windows based platform. And of course, to the tail end of that decade, what was coming, right? The big fear, Y2K, everything is going to close down, lights are going to shut off. But ultimately that didn't happen and our software continued to perform really well for those clubs who had implemented it.

just having the foresight to progress to a modern system at the time being Windows. But most don't know that we wrote a third application, approximately in 2010, which we named Jonas Encore. And that kind of came by way of in 08 and 09, a lot of clubs were building additional facilities at the time. And those facilities included fitness centers, spas. And so they came to us, our clients did and asked us, hey,

Do you have any applications that can help us in managing those additional facilities? And so we did it at the time and we wrote a package that evolved over time and grew to be a great platform that many, many tier one private clubs utilize today named Jonas Encore. And here we are today. You asking me about Jonas Synergy and its evolution, yet now another platform that we're introducing into the market.

And we are introducing this particular platform as, you know, we're starting out with a particular segment of clients or clubs, I should say, excuse me, that we've identified that are, you know, not being serviced well within the industry, private clubs, those that are utilizing point solutions or applications that really weren't intended for private clubs. And we feel always that an integrated package works wonders within a private club setting.

allowing the department heads that we talked about earlier to have the information that they require from one another and make good decisions to service their members.

Mike Hendrix (13:30)
When you think about point solutions and I'm not talking about specific brands, but what type of categories are we talking about where we're for whatever reason we have lots of clubs now that are using, you know, maybe they're using this for payroll and they're using this for scheduling, but like what, are the, different types of point solutions that you think about that you think could be unified?

Vache Hagopian (13:53)
I think at its core, at a private club, there are three core components to what comprise a system. And it begins with those three core components. That begins with accounting, membership, and subsequently point of sale. And so any one of those three are a core component, as mentioned earlier. But when you think about a point solution, and there's several really good point of sale systems out there,

that service a number of industries and businesses that have taken a look and said, you know what, I think this applies for a private club. And if we take this solution and put it there and maybe integrate it with an API of some sort to an accounting solution, and we could bolt on a T sheet, and then subsequently, maybe there's a reservation need, but that we can establish a relationship with a third party solution. That all sounds great on paper.

practically when a private club starts utilizing those applications, as they tell us, it creates disparity. Disparity in not only in the application set, but disparity in their internal communications. They almost work as silos, right? Where the information is not being shared from one place to the next. And if that all leads into reporting, which over the last five years, Mike, right?

Reporting has always been important, but there has been a slew of reporting applications, solutions, consultants that have done really, really well within this industry to help clients, to help clubs more than anything else, to ensure that they have the right information at their fingertips to make informed decisions. When disparity takes place, that integrated reporting becomes all that much harder.

because they're living in separate databases. As you know, we don't want to really get too technical here, but how are you supposed to source multiple different databases at any given time unless all of them are sitting potentially in a data lake somewhere that's accessible, that's aggregating all of that information? And so easier said than done.

Mike Hendrix (15:57)
Yeah, yeah. you would have good perspective on this. How do clubs get there? And I guess what I'm leading to is, is it because some decision makers in their outside careers, the jobs that they currently are in, are enjoying some data solutions that they think should be available to the club? And really what I'm talking about is, because for people that aren't familiar, there are so many

boards at private clubs that really do help to shape these decisions. Some clubs have a technology group at the club that weighs in on these things. Talk about that a little bit, even from your earlier sales days, but how much is that impacting buying decisions today in the club space?

Vache Hagopian (16:38)
think you make a great point with respect to technology committees. That's something that we've seen over the course of last decade pop up more and more with clubs having a foresight to bring in members and board members to form this committee to say, do we really have the right solution in place? And it starts with potentially thinking, I know of a really good T-time application or I know of or I've used this particular court reservation application.

And you know what, to their credit, they're really, really good point solutions, right? And that's what drives us. We may not have the best solution at that time, but seeing third party application like the ones that are being introduced at private clubs kind of pushes us to ensure that we're staying up with the Joneses, that we're creating the features and functionality that private clubs really require and course correct at times. So it starts sometimes with the technology committee.

It starts sometimes with a new individual coming into a department as a head and saying, I've used this application in the past. I think it suits us well. But ultimately it's going to be up to the team at large and even the general manager to kind of look at the application set globally and say, does this suit us as an organization or does this one decision suit the department best? having that

that global approach ultimately is best for the club because yes, that tennis department or yes, that golf department may really benefit from that one application, but it may be to the demise of the others as well.

Mike Hendrix (18:16)
because you do have the sales background, I think, I think you can speak to this. What is specific to Jonas Synergy? What is your anticipated, sell cycle? How long do you think from hello to close? What, is that? What do think that's going to be look like for Jonas Synergy?

Vache Hagopian (18:34)
Yeah, I think there's a cyclical nature of the business, right, Mike, where it all depends on when I'm talking to a club or when our sales team is engaging a club. Sometimes that span can be as short as a few weeks, and sometimes it could be as long as three to four years, right? All variant upon that particular prospect, where they are in their buying life cycle, where they are with

with respect to a budget and like I said, seasonality. So if we're engaging a Northeastern club sometime in January or February, well, ultimately it doesn't suit them well or position them well to make a decision to change softer for April because that's just putting them in a really tough place to get everything in line, get everyone trained and ensure that they're starting out on the right foot. And sometimes

You have to educate a prospect to say, look, I don't think it's in our best decision to do this right now, or your best decision, excuse me, to do this right now, because it's going to be too rushed. And we're not going to just make a sale for the making a sale. It goes back to that long-term mentality, right? I don't want to just make a sale and walk away. I want to ensure that we're establishing a really good partnership, that you're really going to gain some really major value.

Mike Hendrix (19:41)
Yeah, yeah.

Vache Hagopian (19:53)
from implementing a solution like this, and then subsequently service your members. Well, it always goes back to that.

Mike Hendrix (20:00)
To servicing the member. Yeah. Yeah. Go ahead. ⁓

Vache Hagopian (20:04)
You

know, obviously when you implement the technology solution, you're looking for operational efficiencies as well. I don't mean to glaze over that by any means, but if we do our jobs right, that inherently comes with implementing technology based upon where a club is. So again, the sales cycle could take anywhere from three weeks to three years.

Mike Hendrix (20:25)
in a recent podcast we did, we were with an operator and honestly, he talked about some mistakes he thought he has made over the years when making technology decisions, when buying technology. And we talked about what the optimal environment would be to make those decisions and that kind of thing. I would be curious to hear from you. What do you think the questions that,

a buyer should be asking when they're thinking about changing really the primary technological infrastructure of their business. What do you think people should be asking? How should the buyer be thinking about?

Vache Hagopian (21:07)
I think my answer may surprise you, Most operators, most organizations make technology decisions based upon the application. And we talked a bit about the application, departmentally, what suits a particular department best, et cetera. But every operator and every private club needs to spend more time on ensuring or doing the diligence

on the technology provider just as much as they are on the application as well. Because it goes back to that long-term ethos, Where it's, let me say this, software as a service is an acronym that's used very often when describing a software organization and technology products. The last S in that SaaS-based acronym is service.

And so you want to ensure that yes, the technology that you implement is going to work, but how is it being serviced for you as well? Because inevitably something is going to go wrong at one time or another. Let's not be naive. We're technology providers and things do go wrong and it's up, it's upon us to correct that as we go forward. The ability to those items as quickly as we can is ultimately how we gain our clients confidence. And so

Knowing the organizational structure, knowing the organizational mentality and approach is just as important as that future function that's going to help within that particular department or overall within the organization, just as important as that future functionality.

Mike Hendrix (22:44)
To me, the practical application of that could sound like this. tell me one, maybe a buyer should get so in the weeds. They'd say, I want to understand your ticket system. I want to understand what it would mean for someone on my team to open a support ticket and how that were. like, maybe they would ask you for the workflow. And then, and then secondly, I don't know how you could make the decision without maybe calling a few other customers. You would want to talk to them and understand

This has been my experience. working with XYZ technology company.

Vache Hagopian (23:17)
Yeah, absolutely. That's a solid point. And it's not always the references that the vendor provides you, but it's sometimes, and especially within the private club space, it's very intimate space, right? There is the ability to pick up the phone and call a number of clubs within the area, ask a slew of questions on how do you like your application? How is the service level? What is the vendor doing right or wrong?

Are there any concerns, et cetera, right? And so most clubs are happy to pick up the phone and provide a reference or provide their feelings on how their applications are working. And that transpires. So yeah, it's a great point.

Mike Hendrix (23:55)
To your point on that, it's, is just coincidental yesterday. So I do a lot of work for the Ohio golf course owners association. And yesterday, one of our members sent me a note and said he was, he is close to purchasing a club. won't say how many, it's close to purchasing a club. actually coincidentally, they use Jonas. He wanted references from me. Who else Mike in Ohio.

is using Jonas so I can call them. So he didn't want to, to your point, he didn't want to go and get the references from Jonas. He wanted to get them from a third party, you know, source in this case, an association, which I think it really aligns with what you just said.

Vache Hagopian (24:38)
we do this on a daily basis in our own lives, right? Mike, if we want to purchase something that's a high ticket or even sometimes a low ticket, just asking your friends, does anybody have experience with this? What have you done with that? Because you value their opinion. And why not do the same with your friends within the industry and just say, hey, give it to me straight. What's going on? Because you know and understand that they're going to be honest.

Mike Hendrix (24:59)
And even as we see today in a digital world, a Google review or a review on one of our sites those carry a lot of weight. So yes.

Vache Hagopian (25:08)
Absolutely right. We're proud when we're making progress and we push ourselves to continue to make progress on those fronts, right? I think it's best to say that we're never satisfied. It may not be a hundred, but even if it's 98 or 99, we're going to continue to push ourselves to try to get there.

My point is that this transformational process that's taking place within our organization. It started with a number of leadership changes and it'll continue to our platforms as well just like how it's here today with the introduction of Jonas Synergy

Mike Hendrix (25:39)
So let's talk about Jonas Synergy. I, know, if I'm a club manager, maybe even if I'm a golf professional, I'm getting approached by, like you said, several, individual solutions and that type of thing. I, I'm a club manager, let's start there and I hear someone say Jonas Synergy. What am I supposed to think? What, what, what should, what do you want the club manager to know about Jonas Synergy and why it's different?

Vache Hagopian (26:05)
Yeah, so I would say Jonas Synergy should be thought about as a modern browser-based club management platform designed specifically for private club operations. Securely accessible from anywhere, Jonas Synergy leverages native AI-powered automation to unify club operations into one elegant and connected integrated technology solution.

Mike Hendrix (26:29)
And so one of my take was started to interrupt. One of my takeaways there is, is browser-based, right? You, you do, you want people to know, Hey, this is Nimble. This is browser-based. This is probably like a lot of applications that you've experienced maybe outside of work. and, and, and the, the, the, the ease of use that you get out of a browser-based system.

Vache Hagopian (26:49)
Yeah, absolutely. And we're excited to be able to provide something like that. But this isn't the only browser-based solution as well. We've been investing significantly in our existing platforms as well and taking those platforms to the cloud as well. But what Synergy represents is something that's brand new from the ground up, a completely modern and elegant solution as mentioned before.

Mike Hendrix (27:12)
And, it spans the entire club Vache from non-golf reservations to tee sheet to billing to et cetera. You feel like it spans the whole club.

Vache Hagopian (27:23)
Yeah, it does. But I would say that as it evolves, its ability to support increasingly more complex club operations will expand as well. as mentioned earlier, we're starting with a segment of the private club market that we feel is under service, again, utilizing point solutions. And it'll expand. It'll evolve as time elapses here as well.

Mike Hendrix (27:45)
Great. Can you talk about the benefits going back to this constellation? People should know too, Jonas itself has become a very large company. There is Jonas construction, right? Jonas has many, many components to it, even outside of golf or outside of the club world. you do benefit from that width, if you will.

Because I know, like you mentioned, AI, another company in your portfolio might start to develop on AI. And then you all collectively can benefit from that and contribute to the growth of, again, let's say an AI application.

Vache Hagopian (28:23)
definitely. So Jonas, when I started Mike back in 04, Jonas provided software to two vertical markets, the construction industry and subsequently clubs, mostly private clubs. And so fast forward to today and to in 2026, I believe we're over 45 different verticals with multiple brands in each of those verticals. And what that essentially means is if you look at the club division at the time, there was only one brand

in one application, the Jonas Club Management application. Today there's over 11 different brands within the club division. We not only service the private market, but we service the public market. That public market came by way of an acquisition that we made in 2020. my peer, Jason Pearsal co-founded a company, I should say, named Club Caddie. I know you're familiar with Club Caddie, and they have done a tremendous job with that application.

I bring up Jason thinking about AI, as you mentioned, Jason and the team at Club Caddie have really created an awesome tool named Looper. Looper provides us the opportunity to see the ability and the feature side of what they're creating with that particular application and how public clubs and semi-private and MCOs are going to be able to leverage that AI solution. so, yeah, absolutely. We have the...

the ability to see across multiple different verticals and even within our own division, multiple different brands and see how technology is being leveraged and apply that to our business as well or within our particular platforms as well.

Mike Hendrix (29:59)
Yeah, that's such a benefit. We, I think there's some people in the industry, we've gotten bits and pieces on Looper and I'm sure everyone's going to get exposed to Looper a bit more in the coming weeks. But it is impressive from what I've seen so far. You talk about a bit of a controlled rollout for Jonas Synergy. You know, we'll go from this club to this club to this club type of thing. Can you give us a feel for

what the next six months looks like. is the PGA show and then the subsequent CMAA show, I'm just assuming. That kind of like the beginning of the first maybe sprint, if you will.

Vache Hagopian (30:32)
Yeah, of course.

Yeah, that's an interesting question because I feel like we've already been sprinting as we've gotten to the PGA show, right? And the reason why I say that is, while we're kind of announcing Jonas Synergy at the PGA show or just before, we've been at this for quite some time. And that may come to the surprise of many. And so we have a number of clubs that are actually utilizing the system today and have been leveraging the system for

their past seasons to ensure that when we roll out an application that it's actually working and not something that we're just announcing for the sake of announcing and ticking a box and then subsequently trying to make it work. This is working, it's practical, we have a number of references that would be happy to share their experiences. And more importantly, we see the fact that it's in an environment

that's servicing members, that's posting statements, that's sending out statements on a monthly basis, that provides the ability to make reservations and websites and apps all being utilized by members today. And so we've done this before. We understand what it takes to roll out a new platform and a new application. And so the announcement comes after kind of proving it out.

Mike Hendrix (31:43)
You

Yeah,

again, you have the ability, you have the luxury, frankly, of not needing to rush, rush, rush and just do it the right way. You know, if you're a classic startup, that's, that's, that's hard.

It feels to me like, uh, you guys have just leveraged the benefit of a big, big supportive system behind you. And yet you're taking advantage of the ability to do something new, meet the market where it is today. I always like to say, you're not forcing customers into your system. You've provided a new system to meet the customer.

Vache Hagopian (32:34)
Yeah, I couldn't have said it better, Mike. I mean, that's a really good way of positioning it. And I couldn't agree more. We take a pragmatic approach. We have the resources, as you mentioned earlier, behind us to ensure that we're doing this right, that we're doing this pragmatically, meeting the needs of both prospects and clients, and ensuring that when we go to market, it's a successful go to market. And so

And this doesn't only span on Synergy. I've mentioned our other platforms as well. This spans many other investments for our other platforms as well, whether it be a pathway to the cloud or transactional excellence with integrated payments, including even applications like the app and website as referenced with Clubhouse Online & Members First. We have some really nice and elegant solutions with our premium app and some functionality that we're really excited to announce as well.

But it all comes down to the strategy there, right? And it's, you have a client base, you have a prospect base. Let's go prove this out before we kind of sing from the mountaintops.

Mike Hendrix (33:35)
Well, that's great. I'm really happy for you. I'm sure you are, you know, really enjoying that general manager role because I would imagine that means you get to touch just about every single piece of what's happening at Synergy. And it strikes me that that's a place that you belong and a seat that you enjoy being in.

Vache Hagopian (33:54)
Yeah, it's the impact that I'm able to make Mike and that impact doesn't only span across the industry with respect to the clubs that we're servicing and the individuals that we're meeting. It starts there, but it also, it really starts with the employees that we service as well within our organization, more importantly. And so I think, to be able to make decisions cross-departmentally that impact a number of individuals both within the organization.

and outside of the organization, that's incredibly gratifying and leaving our mark with respect to yet another platform, another technology solution that one day I may be able to look back and say, hey, you know, I had a hand in that, I had a part in that, and that's extremely gratifying.

Mike Hendrix (34:37)
And on the flip side, you're also very, you personally, you're very involved in the club space. I think you sit on some boards or something. mean, you are interested in the success of the club space overall.

Vache Hagopian (34:52)
I've listened to a few of your Tech Caddie podcasts, and I think a number of the individuals that have come on might just discuss how passionate they are about the industry. And so I share that same passion. I do sit on a board, the Club Foundation Board, where our mission is to financially support the club management profession through education, research and outreach initiatives. You know, the CMAA and Jonas, I mean, they're a part of our DNA.

Mike Hendrix (35:18)
Yeah.

Vache Hagopian (35:19)
So

we understand that a successful industry means our success as well. And so whatever we can do to ensure whether it's education or monetarily be contributing or even through time, make decisions, impact programs that are out there, that's all important to us. And again, if I can have a small hand in that, if I could make a small little impact there, that's gratifying for me personally as well.

Mike Hendrix (35:43)
That's great. Well, I look forward to seeing you in Orlando and then, you know, hopefully out on the road more after that. It's always exciting when something new comes along in our space. And obviously, Jonas Synergy is something new, but a big new, not a, I've got an idea for an application. This is a complete system. And so it'll be

really fun to track it and to watch it grow. And so I congratulate you for all the success you guys have had already and looking forward to watching from the sidelines as you guys grow this thing and get it mature and build a really strong customer base.

Vache Hagopian (36:22)
appreciate that Mike and appreciate all that you do for the industry as well. mean, data is where it's at these days and you're providing a lot of it both for clubs and technology vendors within the space, just like for Jonas as well. And I think that takes a lot of time, effort and the wherewithal to know and understand what those data points are that clubs need to leverage and be successful. So kudos to you and smbGOLF as well. And we appreciate your partnership.

Mike Hendrix (36:49)
Thank you. Appreciate that very much. Okay, Vache, we will see you in Orlando and that's it for another episode of the Tech Caddie Podcast.

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