When The Pickle Lodge opened its doors in Cincinnati, co-founder Mitch Dunn and his partners believed they were onto something — but they didn’t expect demand to outpace capacity so quickly.
Just six months after the first location was fully operational, memberships were capped and a waitlist was formed. That moment, Dunn said, made one thing clear: the model was working — and it was time to think bigger.
That momentum has now translated into The Pickle Lodge’s second Cincinnati location, a 60,000-square-foot indoor facility featuring 16 courts, phased construction, expanded programming and refinements informed directly by lessons learned from the first buildout.
For pickleball operators watching the space mature, the second location offers a rare look at what happens when an early-stage concept evolves into a scalable operation — and how intentional programming can fuel long-term growth.
From Validation to Expansion
The decision to open a second facility wasn’t driven by ambition alone — it was driven by behavior.
The original Pickle Lodge attracted not just players, but non-players who came for food, drinks and social connection, many of whom eventually picked up a paddle. That blend of community, play and hospitality accelerated adoption faster than expected and validated the hybrid model Dunn first outlined when launching the brand.
When the opportunity arose to take over a long-standing indoor tennis facility near Dunn’s home, the team began an 18-month negotiation process that ultimately led to the tennis operation closing and The Pickle Lodge stepping in.
Rather than waiting for a full buildout, the new location followed a phased opening strategy — a deliberate move to manage construction risk while generating early revenue. Eight courts opened first, followed by five more weeks later, with the full 17-court facility expected to be complete in January.
Design Tweaks That Matter on the Court
If the first location was about proving demand, the second was about refining the product.
Court spacing was expanded significantly, with at least 10 feet behind baselines and increased clearance around posts — changes that improve both safety and uninterrupted play. Gate widths were also widened after the team hosted wheelchair tournaments at the original location and realized accessibility needed to be improved.
Sight lines became another major focus. Darkened backdrops, uniform tones and indirect lighting were all selected to reduce visual noise and improve ball tracking — details that may seem minor but have a major impact on player experience.
The facility will also feature two championship-style courts with seating on three sides, designed specifically for events, tournaments and high-level play, reinforcing the Lodge’s ability to host competitive programming alongside recreational sessions.
Programming With Room to Experiment — and Develop the Next Generation
One advantage of operating large-format facilities is flexibility — and Dunn doesn’t take that lightly.
With more than a dozen courts available, The Pickle Lodge can test niche programs without disrupting core revenue. That approach has already accelerated experimentation at the new location, including expanded senior open play options and faster adoption of women’s and higher-level skill sessions.
At the same time, the second location is allowing the brand to lean more intentionally into youth development — a key pillar of its long-term growth strategy.
Kicking off in January, The Pickle Lodge will launch The Queen City Sevens, a competitive youth pickleball club focused on developing high-level play among 12–18-year-olds. The program is part of a broader, three-pronged strategy to grow participation and performance for players ages 9–24, creating a clearer pathway from introduction to competitive play.
Early youth programming at the facility — including Sunday sessions that blend instruction and structured play — has already filled consistently, giving the team confidence to formalize the club sooner than originally planned.
The Lodge’s structured open play model — skill-divided sessions, capped courts and a two-on/two-off rotation — has also been carried over seamlessly and embraced immediately by the new membership base.
The guiding philosophy remains simple: test quickly, scale what works and eliminate what doesn’t.
A Membership Model Built for Stability
At the core of The Pickle Lodge’s success is a three-tier membership structure — Friend, Fanatic and Founder — designed to offer flexibility while encouraging long-term commitment.
Approximately half of members at both locations now sit at the Founder level, which includes free open play and court time. While not everyone starts there, many migrate upward once they understand the value.
What’s surprised Dunn most is the downstream impact: the more value founders receive, the more they invest elsewhere — lessons, clinics, leagues, food and beverage, private events and even sponsorship opportunities.
Annual commitments lock in predictable revenue, providing stability while freeing the team to focus on experience rather than constant acquisition.
Scaling Without Losing the Soul
As pickleball facilities continue to open across the country, The Pickle Lodge’s second location serves as a case study in thoughtful growth — not just adding courts, but improving systems, accessibility and programming along the way.
By pairing a refined facility design with intentional youth development initiatives like The Queen City Sevens, Dunn and his team are positioning the brand for longevity — cultivating the next generation of players while continuing to serve today’s core audience.
Rather than reinventing the wheel, The Pickle Lodge has doubled down on what works, refined what didn’t, and built a second facility that reflects both maturity and momentum.
For operators considering a second — or third — location, the takeaway is clear: validation is only the first step. Execution, iteration and investment in future players are what turn a great concept into a durable business.
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With over a decade spent covering the business side of sports and fitness, Rachel Chonko brings a wealth of experience and a true passion for active communities to Peake Media. As Editor-in-Chief, she’s focused on helping pickleball clubs and fitness facilities thrive, from guiding growth strategies to showcasing the latest industry trends. Rachel also hosts the Club Solutions Magazine Podcast, where she interviews leaders in fitness and pickleball to share insights and success stories with the wider community to give her listeners a competitive edge.
After taking up pickleball herself, Rachel has come to appreciate the sport’s unique blend of social connection and active living — a mix that’s perfectly in line with her editorial philosophy. Connect with her on LinkedIn, or check out her articles below for a deep dive into the energy and culture driving pickleball’s rapid rise.
