Noteefy CEO tells GBT why buying Metolius beat building in-house, what happens to existing customers, and why “closed-loop revenue management” is the real thesis behind the deal
By Aboo Tayub, GBT
Noteefy, the demand and revenue management platform serving over 1,000 golf courses, has acquired Metolius Golf, the Fort Collins-based data intelligence company behind reporting and analytics tools used by 600+ operators. Combined, the two companies now touch roughly 1,500 golf courses — and GBT sat down with Noteefy CEO and co-founder Jake Gordon for an exclusive interview on what the deal actually means for operators.
The Deal
The combination pairs Noteefy’s demand-side tools — Waitlist, Confirm, AI Pro Shop Assistant, and Lead Management — with Metolius’s data intelligence layer, which aggregates POS, tee sheet, accounting, CRM, and advertising data into a single reporting and benchmarking platform. As part of the acquisition, Metolius founder Ross Liggett joins Noteefy as VP of Data.
The industry backdrop: golf courses generated $37.1 billion in revenue in 2023 per the National Golf Foundation, with on-course golfer counts at their highest since 2008. Yet operators still lose more than $1 billion annually to unfilled cancellations and no-shows, most without the infrastructure to do anything about it.
“For years we managed course forecasting and performance manually, region by region and property by property,” said John Pugliese, CEO of Landscapes Unlimited & Landscapes Golf Management, in a statement. “Metolius turned our fragmented data sources into a real-time, portfolio-wide source of truth for every decision-maker in the company.”
The GBT Exclusive: Jake Gordon Q&A
On what made Metolius the right fit versus building in-house
Gordon points to five years of integration work and trust that would be difficult to replicate. “We could have spent years building a worse version of that but the reality is no one has the domain knowledge of Ross and his team,” he said. The datasets, he argues, are also structurally complementary rather than overlapping: “Noteefy sees future demand, the golfer who wants to play next Saturday. Metolius sees operational performance, how you actually did against plan. Neither of us could build the other side’s data set quickly, because it’s earned course by course, integration by integration. Combining them creates something neither company could ship alone.”
On the timeline
Gordon and Liggett have known each other for years as peers in golf tech, with informal “what if” conversations preceding anything formal. “Serious conversations began in late 2025, and it moved from concept to close over roughly six to eight months,” Gordon said.
On what 1,500 courses means for the roadmap
Scale, in Gordon’s framing, compounds. “Every course on the platform makes the benchmarking and forecasting smarter for every other course. At 1,500 courses we can tell an operator not just how they performed, but how they performed against comparable courses in comparable weather.” He also flagged multi-course operators as a deepening focus: portfolios of 5 to 100+ courses “need unified reporting across properties, and that’s exactly what this combination delivers on day one.”
On whether Metolius stays a standalone brand
For now, yes — but not permanently. “Metolius customers will benefit from day 1 with the same product, same support, same people – but an increased investment in technology and innovation,” Gordon said. The long-term destination is “a unified Noteefy platform… one login, one data model, one view of your business,” though he declined to attach a timeline.
On whether this is a true unified data model or two products bridged together
Gordon was candid that full integration is a staged build, not a day-one reality. The technical goal: a demand signal from a Noteefy waitlist and a revenue outcome from a Metolius report describing “the same tee time in the same system.” That’s the mechanism behind closed-loop revenue management, he said — “you see the demand, you act on it, and you measure whether the action worked, all in one place. We’re not going to pretend that’s done on day one, but it’s the entire technical thesis of the acquisition.”
On what “agentic, context-aware insights” actually looks like for a GM
Gordon translated the buzzword into a concrete Monday morning: a plain-English brief noting “weekend revenue ran 8% behind plan, weather-adjusted, and here’s why,” paired with the three highest-demand windows next week where a rate adjustment or waitlist push would recover it. “No dashboards to build, no queries to write. You can ask a question in plain language and get an answer with the underlying data attached. The insight comes to where the operator already works, their inbox, their phone, their morning routine, instead of asking them to become an analyst.”
On existing customers who only use one side of the platform
“Every customer keeps what they bought at the terms they bought it,” Gordon said. Cross-adoption is the bet, not a mandate: “A Metolius customer who can see their revenue performance will want the demand tools that let them act on it, and a Noteefy customer generating demand will want to measure what it’s producing. Our job is to make adoption obvious, not mandatory.”
On the technical difficulty of aggregating data across POS, tee sheet, accounting, CRM, and advertising systems
Gordon called this Metolius’s core moat — “unglamorous and hard, and it’s why buying Metolius made more sense than building.” Five years went into normalizing data across systems “that were never designed to talk to each other,” and handling edge cases like rate class mapping, refunds, weather adjustments, and portfolio roll-ups. “There’s no shortcut. It’s earned reliability, integration by integration.”
On Ross Liggett’s new role
Liggett’s mandate spans both product and customer-facing work “deliberately,” per Gordon. He owns the data intelligence layer — the unified data model, insights engine, and benchmarking — as well as helping operators use it, plus a role in future product strategy.
On competitive positioning: hotels or restaurants?
Both, Gordon said, for different reasons. From hotels: revenue management discipline — comp sets, performance to plan, demand-based pricing. “A tee time expires exactly like a hotel room night.” From restaurants, specifically OpenTable’s trajectory: the demand network model, making booking effortless for consumers while operators retain control of inventory and the customer relationship. “Hotels got revenue management decades before they got great demand tools. We’re building both at once.”
On future M&A
Not the near-term focus. “We made this acquisition because it completes a specific thesis, unified demand and revenue intelligence, and the next twelve months are about delivering on that for 1,500 courses,” Gordon said.
About Noteefy
Noteefy is the leading demand and revenue management platform for the golf industry. Founded in 2023 by Jake Gordon and Dathan Wong, Noteefy is trusted by over 1,000 golf courses globally, including 80 of Golfweek’s Top 200 Resorts and 9 of the top 12 multi-course operators.
About Metolius Golf
Founded in 2020 by Ross Liggett and Eric Flynn, Metolius Golf is a cloud-based data and marketing technology company serving golf courses and private clubs, headquartered in Fort Collins, Colorado.