Midvale Country Club was built in 1929. It has what a club of that age tends to have: members who expect to be known by name, and staff who would rather see a request coming than process one.
What it no longer has is the club’s operating history sitting on a tower under someone’s desk.
Jonas is very much the glue that holds the operation together, because it spans across all areas of the operation.
What wasn’t working
Two things, and only one of them was obvious. The obvious one was the hardware.
In the past, we had servers under the desk in the office, and they really weren’t backed up.
Nothing had gone wrong. That is usually how this goes. It was not a problem anyone was managing, it was a problem waiting, and in the meantime there was a club to run.
The second thing was the standard Midvale sets for itself.
We are very much a member-centric club. It’s about delivering exceptional service without being fussy.
Fussy is the giveaway. Most clubs can be attentive if you give them enough people and enough warning. Doing it so the member never sees the work is a different thing, and it comes down to who knows what, and when. Scatter that across separate systems and the work starts to show.
What they did about it
Moving to Jonas Cloud dealt with the hardware by getting rid of it. Midvale is not in the server business any more.
It also cut down the number of places anyone has to look.
We can very quickly pull data to see where members are spending and where they’re not.
Where members are not spending is the more useful half. A quiet night in the dining room, a facility nobody books, a service that launched and never caught on. None of it shows up in a revenue total. You only find it if asking is easy.
What that looks like day to day depends on the job.
The golf shop
Mike Kiel, the head golf professional, puts it plainly. Running sales items got simpler, and the work got shorter.
The kitchen
It helps me see what menu items are moving, which kind of shapes the direction of each menu. I can pull real-time statistics and just know what menu items need kind of tweaked, and what’s already dialed in.
He is talking about next season’s menu, not last month’s numbers.
Events and member service
Tricia Daluisio starts from one view of the membership rather than assembling one, which is what lets the service feel easy from the other side of the desk.
The accounting office
Joan Fielding pulls up a member and finds contact details, family members, subscription and payment history together. A question about a booking stops being a search.
What’s different now
The operational side matters. What Midvale points to is what members feel.
When people leave here, they feel engaged, and they feel like this is another place that they can call home.
Eric Reinhardt puts it as capability rather than convenience: the team can now deliver the service the club wants to be known for. Four departments, four different reasons, one system.
Asked what has stood out, though, neither of them named a feature.
Finding that responsiveness from Jonas has really been fantastic, and I think is something that sets them apart from other operators.
Clubs do not change platforms often. When they do, what decides whether it went well is usually not on the feature list. It is whether someone answers the phone on a Saturday night.