BEGINNINGS

TCB: Mark, where are you from?
McM: I was born in Melbourne Australia, about 20 minutes from the famed Kooyong Tennis Club, home of the Australian Open before the tournament moved to Melbourne Park in 1988. I came to the US for the first time on an Australian Junior Team as a 16-year-old.

TCB: When did you start playing tennis and who encouraged you to do it?
McM: I started hitting tennis balls against the wall of a local church school on weekends, while my parents played socially on the two courts behind the school. During the traditional "afternoon tea" period, my Dad would take me out to the courts so I could "play'" for real! That's how it all started - parents and a wall! My sister was a player and a local coach (Alistair Strong) watched her at a tournament and invited her to coaching sessions. She didn't stick with the competitive play, but I got interested and before long, I was at the Dendy Park Lawn Tennis Club 4 or 5 days a week after school, and all day on the weekends. Mr. Strong had a strong influence on my tennis playing career - and my life and we remained in contact well into my adult life, until he passed away.

TCB: Did you play high school and/or college tennis?
McM: No, I didn't. Inter-school tennis wasn't offered at my high school, and still isn't offered as an intercollegiate sport at Australian universities. This is one reason Australians, as well as many other tennis playing foreign students, choose to attend college in the US. Beyond the value of the scholarship and the education, this pathway has continued to remain a popular choice for many young players, as the system can provide a "safe-harbor" and potential bridge to the professional game while also getting an education.

TCB: When did you decide to teach tennis and why?
McM: At first, I was determined to become a professional player! I came back to the United States initially to play on what was then the Watch Circuit, as well as the American Express circuit, in 1980. I had more success in doubles, but I soon realized that a successful professional career was less likely than I had imagined. I highly admired my first coach from Melbourne, and I could see myself doing what he did for a living. I have always been ambitious and decided that I would teach tennis in Florida. Not really understanding the way these things worked, I thought that if I wrote a letter to as many clubs as possible, that surely one of them would want to hire me! I remember obtaining a list from the Florida Tennis Association (now USTA Florida) of over 100 clubs in Florida and I wrote a handwritten letter to every one of those clubs! I stated that I was from Australia and was very keen to teach tennis at their club. One of the clubs, Hillcrest Country Club in Hollywood Florida leased their courts to an entrepreneurial couple who needed a Pro. They called me, I interviewed over the phone and was hired as "Head Professional"! I received no base salary, no benefits and I believe I was paid around 55% of whatever I could generate in lessons. It was my start in the industry, and as I look back now, it came about as a result of some determination (It took some time to write those 100 handwritten letters) and maybe some naive confidence (who wouldn't want to hire an Australian tennis player!).

TCB: What is your racquet/string of choice? McM: I play with a Prince O3 racquet and use Solinco Tour Bite 16 in my main strings and Vanquish 16 in my crosses - all strung at 64 pounds. TCB: Are you still playing tennis today? McM: Yes! In fact, I've started playing a lot more recently, and have plans to play some ITF senior events later this year.

Mark and Jennifer McMahon at Melbourne Park

WORK HISTORY

TCB: What did you do before you directed the Dunwoody Country Club program and joined the USPTA Board?
McM: After that first job in Florida, I worked at two other south Florida clubs before being hired as Director of Tennis at Boca Lago Country in Boca Raton Florida. Boca Lago was my first Director of Tennis role in a full-service country club. I oversaw a program with 20 clay courts, a pro shop and locker rooms, as well as a pool and snack bar. The club was seasonal (November - April) and catered to a very senior membership base. I worked very hard from November to April while the summers were much quieter. The years at Boca Lago, and the low-traffic summers, provided me the opportunity to begin my volunteer work in tennis. I was elected to the USPTA Florida Division board and eventually served three years as the president.

I moved from Boca Lago to Boca West Country Club in 1990. Boca West is a one-of-a-kind private country club which at that time had 36 clay courts, as well as a large pro shop and 72 holes of golf - all within a gated community! It was like a small city. My two daughters were young and not long after taking the position at Boca West, I determined that quality of life was an equal consideration in the equation of what constituted a "good job". I decided that given a choice, I would prefer not to work every Thanksgiving Day, Christmas Day, New Year's etc., and that I would really like my daughters to be able to come to the club and maybe even participate in some of the programs. It took me a year or so to find the right opportunity, but in 1994 we relocated to Dunwoody, GA (a suburb of Atlanta) and I started what would be my final Director of Tennis role.

During the 11 years I worked at Dunwoody, I continued to volunteer in the tennis industry with the USTA and USPTA. I also enjoyed sharing my experiences with other professionals, and began speaking at conferences and workshops across the country, as well as writing and contributing to various industry and club management publications. During this period, I was also invited to speak at conferences for tennis coaches in Russia, Germany and Australia. Not only were these engagements wonderful experiences, but they also helped shape my perspective and views on the tennis industry in the US, and globally.

My entrepreneurial mindset also started to evolve during this period of my career, and I completed my first consulting project for Prince Racquets Sports. The Project addressed the company's approach to, and challenges with administering its Pro Advisory Staff program. I also led an industry driven event to promote tennis under the banner of "Grow the Game". It was one of the first community-based, national efforts by the then fledgling Tennis Industry Association to increase the number of tennis players. In Atlanta, I headed the effort and brought together all of the different groups that advocated for tennis in the city. This included competing league volunteers and staff, teaching pros from the two major teaching pro associations - almost all of whom were also members of the local Georgia Professional Tennis Association), the local USTA staff, retailers, media, club managers and owners - anyone who had a vested interest in the sport's growth and success. We managed to conduct a series of activation events, including some which were held in parking lots outside of Sports Authority Stores.

All of the events were designed to drive new players to programs that we supported at public parks around the city. I think it was the opportunities to be involved with projects like the Consulting Project for Prince and the volunteer activities with USPTA and the Atlanta Grow the Game Initiative that made me realize how much more there is to the tennis business than what was happening on my own club's courts.

Within the USPTA I went on to earn my Master Professional designation, was elected to the National Board in 1995, and in 2000 received the Alex Gordon, USPTA Professional of the Year award.

TCB: In your 11 years working for Dunwoody, what did you like best working there?
McM: I recently visited Dunwoody Country Club after 13 years, this time as a speaker for the USPTA Southern Division at a one-day Tennis Business Conference. I met with my former General Manager and toured the club with USPTA Director of Tennis Dave Dvorak. Dave replaced me as when I left the club in 2005 and has done a superb job. The visit reminded me of some of the club's traditions I had kept alive such as a Pro Am Tournament that raised thousands of dollars for local charities over the years, as well as leading the introduction of new traditions like our Special Olympics Friday-Funday that brought hundreds of amazing young athletes to the club each year for a day of tennis play, camaraderie, recognition and love.

The members of the club were always willing to step forward and help with events such as these which was great. I also enjoyed the fact that my daughters were able to come to the club and participate in tennis, golf and swim activities. My daughter Sara, participated on the club's summer swim team and swam her first race as a 5-year-old. This brings to mind a quick story about how coaches can impact a person's life. Sara was afraid to jump into the water at the start of that first race of her first swim meet, and she froze when the whistle signaled the start. Her coach saw what was unfolding and walked to her end of the pool and coaxed her to the side where she jumped in (the other swimmers had finished the race) and with "Coach Mike's" encouragement, she swam down the pool and finished the race! Sara went on to swim competitively throughout her youth, on the club's summer team, at a local swim club and with a college athletic scholarship at Florida State University! Her "coach" literally helped Sara establish her career. She studied Hospitality at FSU and today is the Director of Catering - at Dunwoody Country Club! The message? Never underestimate the impact of a Coach!

TCB: You launched the TSR program for the USTA. How did this come about?
McM: As I mentioned earlier, I have always enjoyed trying new experiences, learning new skills and trying to improve myself and the organizations and people with whom I work. After almost 25 years as a club professional, I had been thinking about a possible career change when the USTA opportunity presented itself. I had been meeting with a mentor / coach on and off for about a year and a half trying to figure out what was next, and a few close industry friends knew that I was open to possible opportunities. A dear friend and tennis volunteer and administrator Jill Fonte, contacted me in early 2005 to tell me she had suggested my name to the USTA to head up a new program. I knew that the USTA was a challenging organization because of its organizational structure and varying constituencies as well as the funding model for the sections - however that only made the opportunity even more appealing. I decided to make the move.

I was basically given a blank canvas when I started, and while significant funding for the program had been allocated ($14 million over three years), there was very little developed structure, or process in place. Each TSR reports to a manager in their respective section. Funding to the sections for the program was from national. We had to create a 'sales' strategy for TSRs. For example, how would a TSR would approach a Pro or a Community Program Leader, and with what intention. We developed a consultative sales process and implemented a training program. Our goal was for each TSR to be equipped to help the local Pro or Provider make an impact, while recognizing that every local provider and every community is different, with different needs. We also had to establish a way to measure the outcome of their work.

During the 3 years I directed the program, participation in USTA Junior Team Tennis increased 21% and participation in Adult Leagues increased 15%, but as we have discovered, sometimes statistics such as these can provide good 'immediate' results, but long term are not sustained.

Those early results from the local pros and the providers that the TSR's worked with, suggested to me that a more business-minded "sales and marketing" approach to increasing participation in tennis might be a concept worth exploring in greater depth.

For a non-profit like the USTA, the health of the game (participation and viewing) must be the primary KPI. People playing and enjoying the game as players and spectators are the sports "sales figures". If we look at the TSR initiative from a pure sales perspective, I viewed my role as the leader of a team of 'Sales Consultants' who were in turn charged with supporting our "Sales Partners" (the local Tennis Professionals, Coaches, School Teachers etc.). We all shared the common goal of achieving greater "Sales" volume. I'm not sure if the concept of 'sales' ever truly evolved within the USTA, but I think it makes sense as a strategy, particularly given the investment in the sport and how important the results become.

Mark and Jennifer McMahon at Indian Wells Tennis Garden

TCB: From 2015 to 2018 you owned the Koko Fit Club in Charleston. Did you start this business? What was the outcome? McM: Koko was a gym franchise with unique, patented equipment which gave feedback to users during and after a workout. I've always been active and placed a high emphasis on health and fitness. Most importantly, I thought it could be a good solution for people who don't usually enjoy gyms. Unfortunately, the business model wasn't as strong as I originally thought and the company closed in early 2018.

McMAHON TENNIS SEARCH

TCB: What made you start the McMahon Tennis Search business?
McM: My focus with McMahon Tennis Search is twofold. I help General Managers and Search Committees assess their current program, define their priorities and ultimately hire the right professional for their club.

While the Position Description for every Director position may be almost identical, each program and every membership is different and has unique needs. Many professionals have exceptional skills and are accomplished in their field. Like any profession though, some individuals are more subtly suited for certain position than others. Hiring can become an emotional process and I help committees by offering an experienced and objective perspective.

The second focus of McMahon Tennis Search is to help Teaching Professionals establish specific career goals, assess their personal strengths and challenges, and develop the actionable steps they can take to help achieve their professional potential. My role with Professionals is very similar to the way a Teaching Professional works with a competitive player. The difference is that the prize the Teaching Professional is playing for, is their next professional opportunity!

TCB: Club management, USPTA, USTA, Club ownership - you have a very broad knowledge of the tennis industry. How does that help you today in your work?
McM: I come back to perspective. Because of my work with clubs, as a Consultant and previously as a Club Professional and with tennis professionals from across the country, I have a unique understanding of expectations from the perspective of the stakeholders in the Club and Club Professional relationship.

I've worked with Managers and Committees in hiring a new professional and facilitated the conversation as the group assess their needs, sets their priorities and identifies what they seek in their new professional.

From the Professionals' side, I've seen almost every situation a Professional might face. I've seen good programs and good professionals while I've also been exposed to some great programs and great professionals - there is a difference. I've also seen a few programs which have not been very good. I've read a lot of resumes and cover letters and like the programs themselves, some have been good, some great and some not as good. I've seen a lot of professionals get hired for their dream job. For every position filled, there are typically 4 - 5 finalists and 30 - 50 other professionals with an interest in the position, who are not hired. I help professionals plan and prepare for their next opportunity and then present themselves in the best way possible.

TCB: What are you really good at for McMahon Tennis Search? What do you do best?
McM: I'm really good at Coaching! I've been a coach of some type for my entire professional life. I am able to help my client ask the questions that are difficult because the answer usually means making a change.

For a club, that can be in something as significant as how the program is governed or as simple as how the professional reports to the General Manager. For a professional, the change might be an evaluation and adjustment in appearance or personal style (such as how the professional dresses or communicating in a way that is consistent with the type of job expected). It can also be about gaining the skills needed for a particular type of role. Either way, my experience and perspective helps me understand what's needed and my coaching skills allow me to convey that information honestly and in a supportive and positive manner to the Professional.

TCB: What is your favorite part of your work?
McM: Coaching my clients is the favorite part of my work. With the Teaching Professionals I work with, it's about offering guidance on how to achieve their potential. Generally, it's about confidence and strategy. I help Professionals navigate a pathway that makes sense and that ultimately will help them achieve their professional goals. It's really interesting because the way I work with Teaching Professionals on developing their Career Pathway, is very similar to how I would work with a student or player who wants to improve their competitive performance on court. The actual adjustments are of course different, but the principal of improvement and growth are exactly the same.

With my Club clients, I often coach on what the club should reasonably expect from their new professional, as well as the type of compensation structure and package that will be both competitive and fair. My goal when discussing compensation with a club is for the club to understand the entirety of how a Director generates revenue, and how a club's expectations of a Professional can impact the Professional's compensation. For example, one question that is constantly raised is the average number of hours each week the club wants to see the professional on the court teaching. A club committee chair might suggest that the professional needs to spend two mornings each week playing with members. That sounds great and if that is the club's goal, terrific. However, what the committee chair must acknowledge is that this might equate to 6 hours each week when the professional is not teaching which in turn adds up to $15,000 - $20,000 per year in lost compensation.

I often have to advocate for the professional so that the overall annual compensation remains competitive. I guide the club through a process of identifying all sources of compensation for the new professional and then help them build a package that is competitive and fair. In regard to my previous example of playing with the members twice per week, I would ask that Committee Chair whether playing with the members is worth $15,000 - $20,000 to the club. If so, then that component of the projected compensation must come from somewhere else.

TCB: What is your best advice for club owners looking for tennis staff?
McM: Hiring a new Director of Tennis or Head Professional is the perfect time to play a game of "Start" / "Stop" / "Keep"! My best advice for club owners or general managers is to put a process in place where a cross section of all stakeholders (member players, committee members and management) are consulted on what they want to Start, Stop and Keep about their program.

A part of this process is to also identify what they want to keep, but needs improvement, and what the priorities should be for the new professional. This exercise helps the club to more succinctly define the type of professional who will be the best fit for the club.

This is a step of the process where our work is most valuable as often it is one or two "A-type" personalities on a search committee that can drive the process of setting priorities, and that is not always aligned with the needs of an entire program at a club.

TCB: Where do you want to take McMahon Tennis Search in the future?
McM: I plan to expand my coaching services, including the way I deliver those services. The tennis industry is, I think, on the front side of some significant change. Much of the change to date has been driven by consumer demand, however I think we'll soon begin to see more organized marketing and PR from alternate racquet sport advocates which is only going to accelerate the pace, and the extent of this change.

I think that teaching professionals, as an industry, are well positioned to strongly influence and even determine their own destinies within the scope of this change, however this won't happen by chance. I think that the future success of Tennis Professionals will be in part determined by how well they adapt and are able to respond to the demands of consumers. This "consumer" includes their current tennis players and most importantly, future tennis and racquet sports players. I really think the time is near when the value of many club professional will be more measured by much more than the professional's skill set while standing next to a basket of tennis balls. Success will be measured by a Professional's ability to promote, organize, facilitate, market, entertain, program, create and sell. Many professionals who today hold title and responsibilities which relate to only 'tennis', will be expected to operate as a Professional across multiple racquet sports.

There is also an alarming trend in how few people are entering the teaching profession, not to mention those that do come into the industry without a belief that their decision will likely result in a long-term career as a professional. Everyone knows that there is an incredible groundswell of excitement from consumers about alternate racquet sports and I believe that Clubs and Professionals are going to require guidance, or coaching, to help navigate these changes.

I don't believe the emergence in popularity of pickleball and other modified racquet sports is a fad. Think about all of the needs, wants and traits of so many people today. Humans have a basic need to socialize and many have a desire to exercise. Free time today is more limited than ever and working parents want to spend free time with a spouse, partner or children. Attention spans are shorter and the expectation for more immediate gratification is prevalent.

Think about the advent of alternate racquet sports like Pickleball. If you are someone who hasn't played pickleball, it may be difficult to imagine but it doesn't take very long to realize that these alternate sports are inherently social; provide a significant cardiovascular workout with limited physical impact; are played and focused around only a couple of simple techniques; and not perceived as difficult with a long ramp to competency and acceptance by other players.

The popularity of these sports will ultimately impact how clubs allocate available real estate for racquet sports which in turn will impact the role of the Professional, and quite possibly the number and type of jobs in the racquet sports industry.

Assuming that relevance remains an objective, Clubs in general and specifically the traditional individual sports of tennis and golf - and the organizations responsible for their health, need to be cognizant of these needs and adjust appropriately.

THE FUTURE OF TENNIS

TCB: Are you still working with the USTA in some capacity?
McM: No. After leaving the USTA as an employee in 2008, they did become a client of my consulting practice in 2009 and 2010 where I worked with their marketing group on Tennis Night in America, but I haven't worked with the USTA in any capacity since.

TCB: What are your thoughts on the current state of tennis?
McM: That's a very broad question. If you asked me about the state of "my" tennis (game), I would respond that after many, many years of trying different adjustments, I'm still struggling with the continental grip on my forehand! Which, might be a great analogy to my thoughts on the state of tennis overall. I'm not privy to the latest industry data so my thoughts and opinions are based only on anecdotal evidence offered to me by long time industry colleagues, what I read and what I hear directly from teaching Professionals. I understand that retail is flat, at best, and that television viewership, while positive in 2018 (US Open viewership was up 9% on 2017), is still about 20% less than the recent high-water mark of 1.27 million viewers for the entire 2015 tournament.

I haven't seen the most recent participation data, but it's my understanding that participation is similar to retail and that with even the most optimistic interpretation of the data, players and frequent play occasions remain stagnant or slightly down.
With that said, I think that like my forehand, tennis continues to struggle with many of the same challenges it has faced for years.

On the club side, McMahon Tennis Search completed a survey of approx. 100 private clubs at the end of 2018. We asked a lot of questions about compensation, budgets, lesson rates, trends in programming etc. - information that is most relevant to our core search and coaching business - and overall, the results suggest that the industry is not all doom and gloom - at least not in the private club sector which is where we work. There are bright spots however these clubs represent a very small segment of the overall tennis market.

One interesting statistic I can share is that 48% the clubs currently offer courts with blended lines for use with alternate racquet sports such as pickleball. Of the clubs that do not currently offer this option, 74% are considering adding blended lines in the next 12 months. Maybe this is a coincidence, but I suspect not.

TCB: If you could advise the USTA, what would you tell them to grow tennis today and in the next decade?
McM: I have always believed that growth can only come from a wider funnel for players at the entry point to the game. This Q&A isn't the right forum to drill down into possible tactics, or change of tactics, but I do believe every advocate for growth should take a business-like 'sales and marketing' approach to 'selling' the sport to non-players, and to helping current players feel that their "buying decision" (of being a tennis player) is valued and a good one. I also hold a personal opinion that any modified form of play (i.e. pickleball, POP tennis) that exposes non-players to a facility - and to the tennis courts, the club's pros, social events etc. is a good thing - and should not be considered a threat to what we have always believed to be the pure form of tennis.

TCB: Have you ever played pickleball?
McM: I have and want to offer an interesting comparison about the workout I've experienced from both sports. I recently played pickleball in a doubles round robin for 1hr 26 min. According to my apple watch, I burned 822 calories, my average heart rate was 130bmp. My last tennis workout was 1hr 3 mins of singles (drilling). Again, according to apple, I burned 768 calories and my average heart rate 145bmp. I found it interesting as pickleball, while a very active sport, did not feel as strenuous, at least in the same way on my body, as tennis.

TCB: What is your opinion about pickleball and its invasion of tennis courts worldwide?
McM: I don't believe the emergence in popularity of pickleball and other modified racquet sports is a fad. As I mentioned earlier, consumers are yelling loudly that they want a social; cardiovascular workout (think Cardio Tennis!); limited physical impact; and a fast way to start playing - without 6 months or more of lessons.

If we can agree that consumers drive most business strategy, I think we can safely acknowledge that the market is saying (to date at least), that tennis is not the only racquet sport the consumer will consider. The toothpaste is out of the tube in regard to the emergence and popularity of pickleball and other racquet sports played with a paddle. Like the toothpaste, none of us are going to reverse what has happened.

Our world is full of industries that have faced disruption. There are some industries where the legacy brand survived (think apple, which almost had to file for bankruptcy in 1997) and others where the legacy brand did not survive (think Blockbuster Video). Blockbuster is a significant comparison for the tennis industry in another aspect. It's worth remembering that consumer demand for movies did not evaporate - that demand merely shifted in how it was delivered - from Video, DVD and Blu-Ray, to Streaming.

To take the Blockbuster analogy of non-survival one step further - think about the thousands of lost employment opportunities at Blockbuster - those jobs did evaporate. I don't want tennis - or tennis professionals, to ever come close to being compared with Blockbuster because we did not evolve. I think tennis facilities, including owners, managers and teaching professionals can respond to this disruption - in fact it's my opinion that these alternate racquet sports can be leveraged for the good of tennis. These sports can and will serve to meet consumer demand for options and can also serve as an entry-point for eventual tennis-lesson clients and tennis players - but only if teaching professionals are prepared to manage the conversion! In this regard, the role of the teaching professional will likely need to change - maybe significantly. But, if true, would this be a better outcome than being "block-busted" to the fringes?

Tennis has survived a lot of challenges over the years and I don't for a moment believe the sport is going anywhere, I just want to see a vibrant and growing industry which provides good, career-focused jobs and a high Return of Investment for those who build courts, design and manufacturer equipment - and even the odd Consultant or two. I think if this is to become a reality, tennis needs to flexible and adapaive in the face of market demand.

This question reminds me of the song from Bob Dylan and I wonder how true his warning might be for tennis.
"The Times They Are a-Changin', You better start swimmin' or you'll sink like a stone"

TCB: Thank you, Mark McMahon