The Swing Bays franchise combines indoor golf instruction, practice and simulation with fitness-related services, memberships and social activities. For an owner who enjoys golf and managing a customer-facing facility, it offers a specific concept to investigate. The key is to understand the staffing, equipment and operating commitments behind the experience.
What the indoor golf concept includes
The Swing Bays Franchise, LLC’s FDD issued October 15, 2025 describes facilities offering indoor golf lessons, full-swing and short-game practice, simulation and entertainment, TPI training programs, club fitting, equipment repair and fitness instruction. It also lists social-event hosting, membership options and merchandise.
Those services create several ways for customers to use a facility. They do not establish that memberships will renew, that every offering will be profitable or that a new location will quickly reach a particular sales level. When evaluating a site, estimate how instruction, practice, events and retail would fit local demand and the available floor space.
Founder and franchise history
Item 2 identifies Dustin Miller as CEO and founder of the franchisor, which was formed in Colorado in June 2024. The affiliated business began operating a facility in 2022, and the franchisor began granting franchises in August 2024. Miller’s disclosed background includes golf instruction at ClubCorp.
The distinction between the original facility and the franchise system matters when evaluating experience. Review the current outlet history and talk with franchisees instead of assuming that a newer franchise system already has an established nationwide operating record.
Staffing and management requirements
Item 15 requires personal supervision and full-time attention to management and operations. An entity franchisee may delegate day-to-day operation to an approved General Manager who has completed initial training.
The disclosure also addresses golf qualifications. A manager who is not PGA- or TPI-certified must demonstrate appropriate golf experience and complete additional required training. The model should therefore not be described as requiring only minimal staffing or as guaranteeing that every instructor has a particular credential.
Recruiting suitable instructors and maintaining schedules are central planning tasks. Consider how staff will cover lessons, customer service, equipment issues, events and opening hours while maintaining a consistent experience for members and visitors.
Training and facility operations
Item 11 describes initial training in Parker, Colorado, or another designated location, with the option to provide portions remotely. Tuition is included for up to three attendees, while travel, lodging and meals remain the franchisee’s responsibility. Required participants include the General Manager where one is used.
The curriculum covers hiring, scheduling, facility management, simulator operation and maintenance, marketing, and bar and snack operations. The FDD also describes alcohol-service licensing obligations. This is more than a collection of unattended simulators, and buyers should understand the complete service model before estimating staffing or compliance costs.
Additional training and conferences may be required. Advertising provisions include local marketing obligations, and the franchisor does not guarantee that system advertising funds will be spent in a particular territory. Ask which launch and continuing services are included and which involve separate charges.
Assess the market and membership plan
Item 1 describes competition from golf courses, indoor facilities, golf shops, simulation businesses and retailers. It also notes that sales may be stronger during the local golf off-season. A year-round indoor setting does not remove seasonal variation.
- Identify which customers would use lessons, practice bays, fitness instruction or events at the proposed location.
- Compare nearby alternatives, pricing, access and instructor availability.
- Budget for rent, equipment upkeep, staffing, marketing and the time needed to build membership.
- Ask franchisees about customer retention, scheduling capacity and the balance between lessons and other uses.
- Review any performance representation in its full context rather than assuming strong returns from the service mix.
Next steps for prospective owners
Start with our The Swing Bays franchise profile and compare it with other opportunities using our franchise research guide. Request the applicable FDD, any updates and the proposed agreements, then evaluate the facility and operating plan with qualified advisers.
Source: The Swing Bays Franchise, LLC FDD issued October 15, 2025, Items 1, 2, 11 and 15. The article distinguishes documented services and requirements from forecasts of customer results or financial success.