The organisation for the pipeline we actually have: Rama IV and Bali live, Cloud 11 opening in October, Thonglor and Phuket (Rawai) in build for Q1 2027. Four of five clubs are in Thailand, so the Group and the Thai organisation are one team: functional heads run all five clubs directly, Bali included. No country layer, no duplicated heads.
Every box below follows from these. Where a box breaks a rule, the rule wins and the box goes.
Every Group seat must be justified by the five clubs. Roles the wider plan would need later are named as triggers, not hires.
Group is the Thai organisation: it decides, owns P&L and runs all five clubs directly. Clubs deliver the day. Bali is one of the five, with an IDR bookkeeper and permit admin added to its club team.
Brand, marketing, guest experience and commercial sit at Group. A club never invents its own brand, pricing or corporate offer; it sells the Group's.
One guest service host per 3 courts per shift, one coach per 2 courts, one manager per club. Cloud 11 runs on 7 people; Thonglor on 17. Same job cards everywhere.
Coaching is the margin engine (Rama IV lesson hours nearly tripled Jul→Aug; academy is Bali's largest line) and the reason to choose us. The Academy is built as a destination product, not a lesson desk: one method, a player journey that goes beyond the basics, and a head who is measured on being the reference in Southeast Asia.
Eight functions report to the CEO and run the Thai clubs directly; partnerships and new sites stay with the CEO; there is no GM Thailand and no country team, because that would be the same people twice. Group stays at 13 or fewer through 2027. Ramifications in 03.
Model budget for the Thai head office is ฿1.7m/month in salaries (management 800k · operations 430k · marketing 250k · admin & HR 220k) plus ฿55k outsourced accounting/legal. Because Group and Thai HQ are the same team, the model already pays for this chart; Bali is charged its share through the operator fee. Where the payroll sits legally is decision 2 (08).
What each Group function owns for five clubs, what Bali handles locally, and when each sub-team exists. Anything the wider plan would need later is marked as a trigger.
Bali handles locally: content capture, events execution, local paid media. Club runs: on-site activation, the weekly programme and the hosts (daily to the club manager, standard from Guest Experience).
Mandate: every first-timer becomes a regular, every regular knows people by name. Community owns the retention number.
Bali handles locally: its own community manager on the same playbook. Club runs: the floor, every night.
Bali handles locally: villa and hotel accounts through the club manager with the Group playbook. Club runs: membership desk, walk-in upsell and the pro shop floor (hosts sell, Guest Services Lead owns stock counts).
Bali handles locally: the day, through the club manager. Club runs: the roster and the floor.
The reference academy of Southeast Asia: where the region's best players come from, where coaches want to work, where players travel to train, and where every player, from first touch to tournament, leaves better than they expected and can see it. In five years the method carries the brand further than the courts do: partner clubs teach it, tournaments are won by it, and "trained at Pad Thai Padel" means something.
Measured by: player progression per quarter, lesson hours per court, academy share of club revenue, coaches retained, players in regional and international rankings, camps sold out.
Bali handles locally: nothing separate; Bali is the destination-camp campus. Club runs: the head coach delivers the method, runs the player journey and reports lesson hours, progression and retention weekly.
Bali handles locally: an IDR bookkeeper feeding the outsourced firm, reporting to the controller. Club runs: daily cash-up.
Bali handles locally: IDR payroll and work-permit admin. Club runs: rosters and first-line management.
Bali handles locally: nothing; served from Group. Club runs: the F&B lead with kitchen, bar and waiters.
Bali handles locally: nothing; served from Group. Club runs: nothing; it uses the tools.
Owned by Community. The strongest retention lever in this business is people knowing people: programming, groups, captains, follow-up. Head of Community carries the monthly retention and repeat-visit number for all five clubs.
Owned by Growth & CRM under the CXO. The programme (points, tiers, benefits, partner perks, app) is a mechanism to increase retention, so it is designed with Community and Commercial (memberships) and run by CRM, where the data lives.
Community creates the reason to come back; Loyalty rewards it; Guest Experience makes sure nothing on site breaks it. One retention number, three functions accountable to it, reviewed monthly by the CXO and Head of Community together.
Every club uses the same eleven job cards. Only the count changes. Numbers below are the model's own staffing inputs per club, so the org chart and the financial model agree.
| Club | Format | Opens | Guest services + facility | Coaches | F&B | Total | Model source |
|---|---|---|---|---|---|---|---|
| Rama IV · Bangkok | Owned, 3 courts | live | 5–7 | 3 | 1–2 | 9–12 | Rama IV Actuals: salaries ฿165–179k/mo |
| Bali Canggu | Owned, 5 courts, café | live | 5 | 3 | 7 | 15 | Bali Canggu Inputs; + IDR finance/admin and local events on the club team |
| Cloud 11 · Bangkok | Managed, 2 padel + 1 pickleball | Oct 2026 | 5 | 2 | partner | 7 | Cloud 11 Inputs: 5 ops, 2 coaches |
| Thonglor · Bangkok | Owned flagship, 6 courts, full F&B | Q1 2027 | 14 | 3 | in ops | 17 | Thonglor Inputs: 14 ops, 3 coaches |
| Phuket · Rawai | Partner-owned 75%, we run it | Q1 2027 | 5 | 3 (head coach + 2) | partner | 8 | Rawai Inputs: 5 ops; coaches raised from the model's 1 to a head coach + 2, the academy is the product there |
| Five clubs | 34–36 | 14 | 8–9 | ≈57–59 |
Headcount follows the three openings. Group and country layers are built one step ahead of the clubs they will run, never two.
Rama IV and Bali running. A Group of five covering brand, site delivery, people and finance admin, accounting outsourced. Cloud 11 team being hired.
Cloud 11 open. COO, operations manager and Head of Community in seat. Club managers and head coaches for Thonglor and Phuket recruited and training at Rama IV.
Five clubs open. Head of Commercial, Head of F&B, Head of Academy, controller, Growth & CRM, corporate sales exec in seat. Group at 17, running Thailand directly.
| Layer | Sep 2026 | Q4 2026 | End 2027 | What changes |
|---|---|---|---|---|
| Group (runs Thailand directly) | 5 | 8 | 17 | COO, ops manager and Head of Community in Q4; Commercial, F&B, Academy, controller, Growth & CRM, Guest Experience + 2 central guest relations, corporate sales exec, merchandise manager, academy coordinator in 2027 |
| Bali club extras | 3 | 3 | 4 | IDR finance/admin, event & marketing, community, on the club team; no GM, no country layer |
| Club staff (guest services, facility, F&B) | 18 | 25 | ≈44 | Cloud 11 in Q4; Thonglor and Phuket in Q1 2027 |
| Coaches | 6 | 8 | ≈14 | 1 per 2 courts, plus a head coach at every club including Phuket |
| Total | ≈32 | ≈45 | ≈80 | No country layer: the same 17 people run the next five Thai clubs too |
Estimates from the 15.09.26 model's per-club staffing inputs; Phuket counted at 100% because we run the team regardless of equity share. Not payroll-verified.
Monthly gross salary bands at Bangkok market rates for multi-site hospitality, fitness and sports businesses, September 2026. Bands are estimates to validate with a recruiter, not offers. CEO compensation is a board matter and is excluded.
17 people at band midpoints (≈฿1.69m). The model's Thai HQ envelope is ฿1.7m in salaries, so the chart fits the plan exactly.
From the model's club inputs, Phuket raised for a head coach: Rama IV ≈470k, Thonglor ≈655k, Cloud 11 ≈330k, Phuket ≈330k, Bali ≈470k (THB equivalent).
≈฿54m a year before on-costs. Add 12–15% for social security, 13th month, bonuses and visas: ≈฿61m/yr, about $1.85m.
| Group seat | When | Band ฿/month | Midpoint | Basis |
|---|---|---|---|---|
| COO · Operations | Q4 2026 | 180–250k | 215k | Multi-site GM / COO, hospitality or fitness, 5–10 sites |
| CXO · Brand, Marketing & Experience | Q4 2026 | 150–200k | 175k | Head of marketing, lifestyle / hospitality brand |
| Head of Academy & Sport | H1 2027 | 150–200k | 175k | In line with current head-coach packages plus Group scope; expat |
| Head of Commercial | Q1 2027 | 120–160k + commission | 140k | B2B sales lead, hospitality / events |
| Financial controller | H1 2027 | 90–130k | 110k | Controller, two entities, two currencies |
| Head of F&B | Q1 2027 | 80–120k | 100k | Multi-outlet F&B manager |
| Head of Community | Q4 2026 | 80–110k | 95k | Community / membership lead, sports or lifestyle brand |
| Operations Manager | Q4 2026 | 70–100k | 85k | Area / operations manager, multi-site |
| People & Culture lead | now | 60–90k | 75k | HR manager, 50–100 staff, visas and payroll |
| Growth & CRM manager | H1 2027 | 60–90k | 75k | Performance marketing / CRM manager, runs the loyalty programme |
| Guest Experience lead | 2027 | 60–80k | 70k | Guest relations / front-office manager, hotel background |
| Events manager | now | 50–70k | 60k | Events manager, sports or lifestyle |
| Brand & Content ×2 | now | 40–60k each | 100k | Content creator + designer / social manager |
| Corporate sales exec | 2027 | 40–60k + commission | 50k | B2B sales executive |
| Merchandise & Retail manager | Q1 2027 | 45–65k | 55k | Retail buyer / merchandiser, apparel or sports retail |
| Academy Admin & Coordinator | Q1 2027 | 35–50k | 42k | Sports academy / school coordinator, bilingual, systems-literate |
| Central Guest Relations ×2 | Q1 2027 | 30–40k each | 70k | Guest relations agents, bilingual, 7-day rota |
| Group total, 17 people | ≈1,690k | vs model Thai HQ salaries ฿1,700k (management 800k · ops 430k · marketing 250k · admin & HR 220k) |
| Club role | Band ฿/month | Basis |
|---|---|---|
| Club Manager | 60–90k | Club / outlet manager, hospitality or fitness; Cloud 11 club lead 45–60k |
| Head Coach | 120–150k + revenue share | Current packages; expat, full-time |
| Coach | 60–80k for 80–100h + extra hours | Current packages |
| Guest Services Lead | 35–45k | Front-office supervisor |
| Guest Service Host | 22–30k | Hotel front-office / guest relations, shift-based |
| Community Manager | 35–50k | Community / membership executive |
| F&B Lead | 40–55k | Café / bar manager |
| Kitchen · bar · waiters | 18–35k | Cook 25–35k, barista / bartender 20–28k, waiter 18–22k + service charge |
| Court & Facility Head | 30–40k | Facility supervisor |
| Cleaning · maintenance | 15–25k | Housekeeping 15–18k, technician 20–25k |
| Bali (IDR) | Rp 4–20m | Model inputs: managers Rp 20m, hosts Rp 4m, café manager Rp 7.5m, café staff Rp 4.5m |
Sources for club numbers: Rama IV Actuals, Thonglor / Cloud 11 / Rawai / Bali Canggu Inputs in the 15.09.26 model, current coach packages. Group bands are market estimates for Bangkok in 2026, to be checked against two recruiter quotes before any offer.
Ordered by what breaks first if the seat is empty. Nothing here depends on a site that is not signed.
Three openings in six months while the CEO raises and closes partners. This hire is the difference between the plan and the 2026 Rama IV dip repeating at Thonglor.
Thonglor and Phuket managers recruited 90 days before opening; 30 days training at Rama IV. Cloud 11 runs on a club lead, not a full manager.
One per new club, Phuket included: a destination club sells the academy first. Head of Academy (or the CEO until then) hires; Group pays relocation; club pays base once open.
The COO's second: openings checklist, SOP audits, the club scorecard, Bali visits. Internal candidate preferred if the Cloud 11 opening produces one.
Community programming is what turned Rama IV around at day 28 and what Bali's ramp depends on. One owner of the playbook before three clubs open at once.
Corporate events, memberships and sponsorship at Thonglor and Cloud 11 can be sold before opening. Nobody owns them today.
Thonglor is a full kitchen and bar; Bali already is. Two real F&B businesses need one standard and one supplier book.
The seat that builds the best academy in the region: method, coach education, player journey, performance and camps. Promote a head coach if one can carry that mandate; otherwise hire above, and either way partner with a top European academy for the method.
Five clubs, two currencies, a note and investor portals need a controller; five booking funnels need one growth owner. Both under existing heads.
Each one changes the chart. Say yes, no or a different answer and I redraw.
The whole chart assumes a COO between you and the clubs so you keep capital, partners and board. If you would rather run operations yourself, the Operations Manager becomes the first hire and the COO box disappears.
The model books HQ inside the Thai OpCo (50% ours). A Group team paid by a 50%-owned Thai entity is a partner argument waiting to happen. Options: a HoldCo services company charging the operator fee, or leave it in Thailand for now.
One CXO owns the promise and the delivered experience. Guest Experience sets the host standard; club managers run the hosts daily. Commercial stays separate.
Drawn that way so there is one operating line and no country layer. If you want Bali as your direct report while the entity has outside shareholders, the COO still owns the standard and the visits.
Drawn as a club lead (7 people, managed format). If the partner expects a full manager on site, add one head and ฿40–60k/month.
The mandate is now "best in the region", so the question is who can carry it. Promotion is cheaper and signals a career path; hiring above brings the method and coach-education system faster. Either way I would bring in a European academy partner for the curriculum.
Placed under the Head of Commercial because sourcing, margin, stock and sell-through are a revenue discipline; collections are designed with Brand & Content and sold by hosts. The alternative is under the CXO if you see merchandise as brand first and revenue second.