A question that is quietly surfacing as the industry grows doesn’t have to do with opening a club. It’s about how and when to sell one. Unlike traditional fitness or hospitality businesses, pickleball clubs sit at the intersection of real estate, recreation and community-building, making them difficult to value correctly.
Few understand that challenge better than Lisa and Dustin DeMeritt, who built, scaled and ultimately sold their pickleball club, Pickles Indoor Pickleball Club, in Hanover, Massachusetts. Their experience offers lessons for operators looking to maximize value in a market where numbers don’t tell the full story.
Timing the Exit
For the DeMeritts, the decision to sell was driven by momentum. “We’re in a seller’s market right now,” said Lisa DeMeritt, who has a background in real estate. “I don’t want to sit here a year from now and tell you we just dipped and went down.”
That mindset of exiting while performance is strong proved critical for the couple. Rather than waiting for operational challenges or market saturation, they chose to capitalize on peak interest. From listing the business in April 2024 to closing by the end of August, the process moved quickly, fueled by both demand and preparation.
Their early success also revealed how pickleball clubs are attracting attention from buyers who see growth potential but don’t always understand the model.
Rewriting the Pitch
At first, the DeMeritts hired a broker that had never sold a pickleball club and the initial sales material reflected that unfamiliarity. Dustin saw this immediately. “It was so black and white in numbers, and I don’t think they appreciated what someone was actually buying,” he said. “They were buying a community, you know. A very loyal community.”
Traditional valuation methods often underestimate pickleball businesses. Brokers unfamiliar with the space tend to rely heavily on financials, overlooking less tangible, yet equally important, drivers of value. Recognizing that disconnect, the DeMeritts rebuilt their sales presentation, doubling its length and shifting its focus.
“We went in and put the why behind everything,” said Dustin.
Rather than simply listing revenue streams, they told the story behind them: who their members were, why they stayed and how the club created emotional loyalty. They showcased onboarding experiences, member interactions and community engagement elements that transformed the club from a transactional business to a core part of its members’ lifestyles.
Telling the Full Story
At the heart of their valuation strategy was the idea that pickleball clubs are more than just facilities. Members were forming relationships, hosting events and embedding the club into their daily lives. From birthday parties to corporate outings, the business extended far beyond court rentals.
“This was their family, this was their home,” said Lisa.
That sense of belonging translated directly into revenue stability and expansion opportunities — two factors that resonated with buyers once clearly communicated. “There is value in that brand recognition and community,” said Lisa. “That’s worth more than just a dollar amount.”
This approach changed the conversation entirely. Instead of negotiating strictly on financial multiples, buyers began evaluating long-term growth potential and customer loyalty. And the results spoke for themselves.
“We got very different valuations,” said Lisa DeMeritt. “One valued us at $600,000. Another got us at $1.75 million. We went with the higher one and got $1.6 million.”
Building for the Exit
The DeMeritts also learned that most owners are unprepared when a buyer shows interest. Before formally listing the club, the DeMeritts had already fielded inquiries but struggled in those early conversations to articulate what made the business worth more than its financials suggested.
“We weren’t prepared. All we did was look at numbers,” said Lisa. “They don’t really understand what it is they’re buying.”
That realization led to what Dustin now emphasizes: “If you stay ready, you don’t have to get ready.”
For operators, that means documenting more than just financials. It means capturing member experiences, tracking engagement patterns, building brand equity and maintaining a clear growth narrative — the kind of content that, when the moment comes, can make a compelling case to a buyer who otherwise might only see a spreadsheet.
The DeMeritts’ journey highlights how as more clubs open, consolidation and exits will become more common. But success in selling won’t come from financial performance alone.
It will come from storytelling.
Operators who can articulate their brand, demonstrate community loyalty and show scalable growth opportunities will stand apart in a crowded market. Those who rely solely on spreadsheets risk leaving significant value on the table.
“It really made a million-dollar difference,” said Dustin, reflecting on their process.
As the industry continues to define itself, that difference may ultimately separate a good sale from a transformative one.
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Jordan Meek is a staff writer for Pickleball Innovators, where she covers the rapidly evolving business of pickleball — from facility growth and technology to player experience and industry strategy. A graduate of Denison University with a degree in Journalism, she joined Peake Media in 2025 and brings a passion for storytelling and curiosity to every piece. Jordan is driven to spotlight the leaders shaping the sport and uncover insights that help operators thrive in the fastest-growing game in America.
