Director Revenue Management

Topgolf•Dallas, TX

About The Position

The foundation of this role is treating each bay as what it is: perishable, time-limited inventory. This leader will own RevPAB as the enterprise performance standard — building the reporting, forecasting, and incentive structures that hold venues accountable to yield performance. Topgolf has the opportunity to move from static national pricing to a true dynamic pricing model — one that adjusts bay rates in response to real-time demand signals the way leading hotel and airline systems do. This is the most consequential technical build this role will lead. Establish venue-level frameworks that reflect local competitive sets, real estate costs, and guest demographics Build robust forecasting models that project demand by venue, daypart, day of week, and season "My Bay My Way" is one of the most promising revenue management levers Topgolf has introduced — and one that has not yet been fully priced and packaged for maximum yield impact. This leader will bring commercial discipline to the program. Groups represent a significant portion of Topgolf's revenue —this leader will bring hotel-style group yield discipline to how the company evaluates and prices these bookings. Revenue management does not end with bay pricing. This executive will take a holistic view of total guest spend — across bays, F&B, membership, merchandise, and coaching — and optimize for the entire visit, not just the booking. This executive will introduce new commercial vocabulary to the organization — and make sure it is understood and owned at every level, from the CCO to the venue General Manager.

Requirements

12 or more years of progressive revenue management experience, with at least five years in a senior leadership role
Deep, hands-on expertise in dynamic pricing, yield management, and demand forecasting — ideally from hospitality (hotel or airline), entertainment, or a high-volume multi-unit consumer business
Demonstrated experience building or implementing a Revenue Management System or dynamic pricing engine, including vendor selection, integration, and organizational change management
Advanced proficiency with data analytics and visualization tools; comfort working with large, complex datasets and translating findings into commercial recommendations
Strong executive presence — able to explain pricing science and yield concepts to venue operators, finance leaders, and board audiences with equal clarity
Proven track record building and developing high-performance teams
Bachelor's degree in Business, Finance, Economics, Hospitality Management, or a related quantitative field

Nice To Haves

This is not a role for someone who wants to run an existing revenue management operation. It is a role for someone who wants to build one — and who has done something analogous before.

Responsibilities

Own Revenue Per Available Bay Hour (RevPAB) as the primary enterprise performance metric and build the organizational discipline around it
Establish occupancy targets by venue, daypart, day of week, and season — and create visibility into performance against those targets
Develop booking controls, minimum duration rules, and real-time availability tools to minimize empty bay-hours during peak demand
Build waitlist and cancellation management capabilities to recover revenue from late cancellations and no-shows
Set Average Daily Rate (ADR) benchmarks and yield performance standards across the portfolio
Lead the design, procurement, and implementation of a Revenue Management System (RMS) suited to Topgolf's bay-inventory model
Build pricing logic that responds to booking pace, current occupancy, historical patterns, booking window, and local market conditions
Develop differentiated rate curves by day of week and daypart that reflect actual guest willingness to pay
Partner with Technology and Data to automate pricing recommendations and reduce manual intervention over time
Establish a testing and optimization framework for pricing changes — moving from intuition-based to data-driven pricing decisions
Build market segmentation models that differentiate pricing across Topgolf's diverse venue footprint
Work closely with Finance and FP&A to develop and validate venue-specific pricing tiers
Set and manage rate fences — advance purchase, non-refundable, group minimums — to protect rate integrity while maximizing fill
Benchmark venue-level RevPAB performance against comparable venues and external hospitality benchmarks on an ongoing basis
Develop seasonal rate calendars published well in advance, with dynamic adjustment capability as actual booking pace materializes
Integrate external data sources — local events, school calendars, sporting schedules, weather — into demand models to improve accuracy
Identify and capitalize on shoulder-period opportunities through targeted pricing and promotional strategies developed in partnership with CRM
Produce rolling demand forecasts that the CRM team uses to activate targeted campaigns and fill yield gaps proactively
Develop pricing and packaging strategy for customization options — premium F&B packages, technology upgrades, branded experiences, private bay configurations
Design tiered experience bundles that allow guests to self-select into higher-value offerings at the point of booking and during the visit
Use customization add-ons to increase total revenue per visit without necessarily changing the base bay rate
Partner with CRM to surface the right upsell offers to the right guests at the right moment in the booking flow
Track and optimize attach rates, average incremental spend, and guest satisfaction across all customization offerings
Apply group displacement analysis to evaluate when accepting group bookings maximizes total revenue versus displacing higher-margin walk-in and reserved guests
Set group rate floors, minimum spend thresholds, and blackout periods that protect peak inventory
Develop pricing strategy for private events, corporate buyouts, and holiday parties that reflects true demand and opportunity cost
Partner with the Sales team to ensure group contracts include revenue management guardrails — attrition clauses, cancellation terms, F&B minimums
Partner with the VP of CRM to model the yield economics of the revamped tiered membership program — pricing each tier, modeling the impact of member traffic on transient availability, and setting yield guardrails for Summer Fun Pass
Develop membership and loyalty program economics that drive repeat visits, advance bookings, and increased share of wallet
Partner with F&B on menu pricing, minimum spend policies, and package attachment to ensure food and beverage strategy supports overall yield goals
Identify and size new ancillary revenue opportunities across the guest journey — from pre-arrival through post-visit
Establish RevPAB and supporting KPIs — ADR, occupancy rate, booking conversion, ancillary attach rate, cancellation rate — as the standard performance language across the organization
Build executive-level and venue-level dashboards that make revenue performance visible, actionable, and accountable
Lead evaluation, selection, and implementation of a Revenue Management System suited to Topgolf's inventory model — with a preference for established hospitality RMS providers adapted for the entertainment context
Partner with Data teams to develop machine learning-enhanced pricing and demand models over time
Drive alignment between revenue management and field operations, ensuring venue GMs understand and own yield metrics