Flying Horse Resort & Club: From Talking Brochure to Revenue Engine

Client: Flying Horse Resort & Club
Industry: Golf and hospitality resort, Colorado Springs, Colorado

The challenge

Flying Horse has everything a resort could want: a championship golf course, a beautiful lodge, a spa, and guests who spend nearly three times what the market average guest spends. What it didn’t have was a way to turn all of that into predictable revenue.

When we arrived in February 2025, the revenue strategy stopped at two buckets: group and transient. Nobody could say which customers to go after first, or why. The sales team spent its days answering inquiries about rates, dates and space. One customer called it “the talking brochure,” and the name stuck.

The teams worked hard and worked closely, but not together. There was no commercial leader tying sales, marketing and revenue management into one plan. People were losing about a day and a half a week to entering the same data into different systems. And the only numbers anyone tracked were outcomes: what was on the books and what had been picked up. There was no pipeline, so there was no way to see a problem coming until it had already arrived.

The budget felt out of reach, and the path to it was fuzzy.

What we did

The Reveal

We started by sitting in the tent. Over five weeks we interviewed the team one-on-one, joined their revenue, sales and marketing meetings, and spent two days onsite. We looked at the business through four lenses: the science and strategy, the process and customer engagement, the talent, and the metrics.

On April 4, 2025 we delivered the Insight Intelligence Report: what we found, why it mattered, and what to do about it.

Insight to Execution

Then we went to work on the plan, with the team, one piece at a time.

Strategy by segment. We broke group and transient down into real segments, with revenue projections and a strategy for each. The 2026 budget was built the same way, from three years of monthly data by segment and channel.
Proactive selling. Our Connect sales training moved the team from answering leads to going after the right accounts, with account plans and target lists.
Marketing built on the customer. We built positioning, ideal customer profiles, buyer journeys and personas for every segment: corporate groups, associations, weddings, leisure travelers and members. The outreach stopped talking about the resort and started talking to the customer.
Targeted outreach to meeting planners. We built outreach sequences and lead magnets for executive offsites, corporate retreats and board retreats, plus a customer advisory board.
One system. We onboarded the team to HubSpot so every lead and account lives in one place.

The turnaround

Then winter hit. In January 2026, transient business was last in the competitive set and RevPAR was down almost 28% from the year before.

The old way would have been to cut rates and hope. Instead we ran a deep dive into what was happening, and found the gap wasn’t the market. It was execution. The website was getting plenty of visitors and almost none of them were booking. Reviews were thin. Leads from a key partner had dried up.

We built a recovery plan and a ranked priority list, with an owner and a deadline on every item. Leadership started talking in rooms per night: “just eleven rooms more a day.”

The system

Through the spring and summer of 2026, we turned the fixes into a way of working:

A marketing funnel with one metric that matters at each stage, and a rule we held to: fix the measurement before you move the money.
Defined sales territories, so every account has an owner.
One front door for leads, routed the same business day and logged in HubSpot before they reach a seller.
A biweekly pipeline meeting, stage by stage, so the team sees what’s coming instead of finding out after the fact.
Intent data from ZoomInfo, so sellers reach companies that are already in the market for meetings and retreats.
A reviews program where every department has its own ask.
Ignite. In August 2026 Flying Horse became the first resort live on Ignite, our agentic platform for revenue strategy.

The results

Twenty months in, Flying Horse runs revenue as one team with one plan and one pipeline. The numbers show it.

2026 rooms revenue has already passed all of 2025, with three months still to go.
Rooms revenue is forecast to finish the year up 11.65% and ahead of budget.
Group RevPAR up 77.67% in August 2026, and up 44.66% year to date. Group was the first segment we rebuilt.
From down 28% to up 9.5%. Total RevPAR went from -27.9% in January 2026 to +9.49% in August, while the competitive set grew about 1.5%.
Transient climbed from last place to third in its competitive set in six months.
Website bookings people can see. Tracked online booking revenue went from zero in the fall of 2025 to more than $71,000 in August 2026.