Josh Kaplan, founder of Clubhouse Work & Golf, has achieved a significant milestone, selling out all 50 private offices at his inaugural coworking location in just under 13 months. This rapid occupancy rate far outpaced his initial pro forma projections, which conservatively estimated an 18 to 24-month lease-up period. Kaplan intentionally set a longer timeline to ensure the business’s resilience against worst-case scenarios. The Denver-area coworking space, located in a suburban office park southeast of Denver, offers private offices ranging from $1,000 per month for single-person interior spaces to nearly $4,000 for larger corner offices, all secured on standard 12-month terms.
Clubhouse Work & Golf distinguishes itself by integrating high-quality indoor golf simulators into a coworking environment. The first location, established in Greenwood Village within the Denver Tech Center, has paved the way for a second venture in Cherry Creek, a neighborhood renowned for its upscale dining and retail establishments, situated closer to the city’s core. Kaplan recently detailed his innovative approach on the "Everything Coworking" podcast, sharing insights into the strategic development of his unique business model. While the golf simulators are the most immediately striking feature, the true success, as Kaplan emphasized, lies in how the strategic implementation of this amenity has influenced lease-up speed, tenant acquisition, and crucially, the ability to secure prime real estate amidst a competitive market.
The Long Road to the Right Location: Three Years of Deal Challenges
The genesis of Clubhouse Work & Golf can be traced back to the winter of 2021. During a casual gathering at an indoor golf bar, Kaplan and a group of remote-working friends discussed the feasibility of converting a warehouse into a coworking space that would feature a golf simulator. By Christmas of that year, Kaplan had enrolled in the Coworking Startup School, signaling his serious intent to pursue the concept.
The initial optimism of 2022, fueled by the expectation that a struggling office market would be receptive to new coworking concepts, soon met with significant headwinds. Kaplan found himself navigating a challenging landscape where approximately 30 to 40 potential deals, many reaching the letter-of-intent (LOI) stage, ultimately collapsed. The primary obstacle was securitization, with landlords hesitant to commit space to a first-time operator lacking a proven track record. This persistent difficulty persisted for nearly three years.
The breakthrough came in early 2024 when Kaplan engaged JLL, a prominent commercial real estate services firm. JLL’s market expertise proved invaluable, as they advised Kaplan that a broad swath of the market was unlikely to yield results, identifying only a handful of asset managers who might be amenable to working with a startup.
The building that ultimately housed the first Clubhouse Work & Golf location was not initially part of Kaplan’s search. While inspecting a neighboring property with 10-foot ceilings—insufficient for the required 12-foot clearance for the golf simulators—Kaplan inquired about adjacent spaces. He was directed to a building described by his brokers as "garbage." However, this property had recently been acquired by an asset manager who was investing significantly in its revitalization and was eager to inject new energy into the lobby. Crucially, two contiguous first-floor suites were vacant, presenting an ideal opportunity.
Clubhouse Work & Golf officially opened its doors in December 2024, occupying 17,000 square feet. The space boasts 50 private offices, three state-of-the-art Trackman golf simulators, an indoor putting green, and a meticulously designed lounge intended to evoke the ambiance of a high-end golf clubhouse. This sophisticated design aesthetic was not Kaplan’s initial vision. His original concept was a more straightforward coworking space with integrated simulators. It was his wife, Devin, who convinced him that to succeed, the space needed to feel like a genuine clubhouse rather than merely an office with an added amenity.
The Art of Hospitality: Beyond the Green
Kaplan articulates the success of Clubhouse Work & Golf’s ambiance by dividing its elements into "easy stuff" and "hard stuff." The "easy stuff" encompasses complimentary amenities like coffee and beer. Kaplan collaborated closely with a local roaster for four to five weeks to develop a custom coffee blend, which members can now also purchase directly from the roaster’s website. Given the premium pricing of the workspace, Kaplan views paid or mediocre coffee as a non-starter, asserting that complimentary coffee must rival the quality of what members can brew at home.
The "hard stuff," according to Kaplan, involves the space’s design and, most importantly, its team. He admits to having previously underestimated the impact of a strong team on a coworking space’s success, a sentiment he no longer holds. He has witnessed firsthand how his team’s welcoming approach fosters member retention and contributes to the overall positive atmosphere.
Unexpected Loyalty: Members Unswayed by Simulators
Several months after opening, utilization analytics revealed a surprising trend: a segment of members had never used the golf simulators. For a premium-priced space, Kaplan investigated the reasons behind this sustained commitment. The responses consistently highlighted the exceptional hospitality provided by his team and the sophisticated design of the space, which effectively represented their companies and brands, making it an ideal environment for hosting clients and prospects.
Kaplan describes the layout as a "fun and focus" model, a more fitting characterization than the informal "party in the front, business in the back" analogy. The lounge, in particular, serves as a memorable centerpiece and a strong motivator for social media engagement. It is this combination of design and service that convinces individuals who may never swing a golf club to commit to a 12-month membership.
Redefining Roles: The Strategic Importance of "Hospitality Managers"
Clubhouse Work & Golf strategically employs "hospitality managers" rather than the more common "community managers." This distinction is deliberate. Both individuals brought prior experience in day-to-day coworking operations, significantly alleviating the pressure on the founding team by eliminating the need for basic operational training.
Kaplan credits his first hire, the primary hospitality manager, as a key reason for the space’s smooth functioning. Her deep understanding of daily operations and her close relationships with members—even attending concerts with some—make her indispensable. Kaplan believes that her departure would likely result in an immediate loss of members. The second hire complements this by focusing on organization and process development, spending approximately half her day documenting operating procedures, a crucial step as the company expands to a second location.
Kaplan is intentional about the evolving responsibilities of these roles. He and his co-founder, Joe, are progressively entrusting more business functions to the hospitality managers, including hiring, strategic planning, and lead management. Kaplan himself relinquished control of the sales funnel after recognizing that both women were more effective in this area. His rationale is that for a two-location company to scale, the roles must continually evolve to retain talent. As new locations open, these individuals transition into general manager roles, with Clubhouse backfilling the hospitality management positions.
Strategic Expansion and Landlord Partnerships
Within 30 to 45 days of the Greenwood Village location’s opening, Kaplan began receiving inbound inquiries from buildings seeking to partner, reversing the initial proactive outreach. This shift allowed him to carefully select opportunities as his team became ready. The second location, in Cherry Creek, spans approximately 24,000 square feet. It features a coworking suite on the penthouse floor of a 13-story building with panoramic views of the Front Range, and a 6,500-square-foot golf lounge situated in the shared atrium between two office towers.
Clubhouse secured this prime location over a competing local coworking brand. Kaplan attributes this success directly to the allure of the golf lounge and its potential to enhance the building’s existing tenant experience and attract prospective tenants for the landlord.
While the Greenwood Village location initially kept the lounge exclusive to members to manage potential congestion at the simulator bays, the Cherry Creek model introduces a revenue stream by opening the lounge to building tenants. Of the five simulators, members retain full access to all five, while building tenants can book two simulators on an hourly basis or opt for corporate memberships that include punch-card credits for usage. This strategic decision diversifies revenue, recognizing the significant capital investment in the golf simulators—each costing between $60,000 and $70,000—which are now being leveraged beyond just member access. The landlord’s support has also increased with Clubhouse’s proven track record, moving from a moderate build-out contribution on the first deal to a substantial contribution on the second.
Unlocking Additional Revenue Streams: Events and Meeting Spaces
Meeting and event rentals currently contribute between 10% and 15% of Clubhouse’s total revenue, with seasonal fluctuations. Kaplan has only recently begun actively promoting event bookings now that daily operations are stable. Events serve as a powerful tool for introducing the space to new audiences who may not have previously encountered it. During these events, the team conducts tours, leading to a significant number of new member sign-ups. Kaplan finds immense satisfaction in hearing a member’s client express wonder upon entering the space, asking, "What is this place?"
Debunking Assumptions: The Enduring Appeal of the "Amenity"
Kaplan’s business model was built on a few initial assumptions that proved incorrect upon opening, offering valuable lessons for other operators. The first was the belief that the golf simulators were the sole driver of the premium pricing. However, the significant number of members who never utilize the simulators demonstrates that the overall experience—the design, hospitality, and community—holds substantial value. The second was the assumption that external traffic would overwhelm the simulator bays, leading to the initial exclusivity of the lounge. The success of the Cherry Creek model, which integrates building tenants into the lounge’s usage, suggests a broader appeal and a viable revenue opportunity.
For coworking operators who may not consider installing golf simulators, the core principles behind Clubhouse’s success remain universally applicable. Kaplan successfully created a distinctive offering that attracted tenants, cultivated a team that members are reluctant to lose, and strategically leveraged an amenity to generate additional revenue from the broader building community. Many existing spaces possess underutilized assets, such as event rooms, rooftop areas, or lounges, that neighboring tenants might be willing to pay to access. Kaplan’s second lease serves as a compelling case study for identifying and monetizing such opportunities within one’s own building portfolio.
For an in-depth discussion with Josh Kaplan, including his strategies for funding growth and his insights into the differences between Meta leads and Google Search leads, the full episode of the "Everything Coworking" podcast is available.
