A hospitality and sailing club tacking towards a new venue.

Problem

Matt Hazel had run Manly 16ft Skiff Sailing Club for years. One venue, one successful operation. Then the club doubled by opening St George—a brand new $15 million facility.

Running two clubs meant trying to replicate what made Manly work across both locations. But they had no strategic plan tying them together, no meeting structure to keep teams aligned. When issues came up, they’d scramble to catch up rather than catch them early.

Getting buried in daily operations meant losing track of their goals: tripling the fleet, hitting new milestones—growing the sailing community while running two hospitality businesses.

Matt didn’t trust coaches or consultants. But he’d heard P7 went beyond both—they actually showed up and worked.

Solution

P7’s Chris, Anna, and Nathan were hands-on from the start, getting to work on what Manly didn’t have: a strategic plan and meeting rhythms. Daily huddles, weekly check-ins, quarterly reviews, annual planning—structure that aligned both venues around shared goals.

The morning huddles hit immediately. Teams caught issues early, discussed them, and sorted them before they caught fire. Quarterly reviews kept everyone on track—checking progress, setting goals, keeping big ambition visible above the waterline of daily operations.

P7 worked directly with the team, staying available when problems emerged. The honest communication piece—getting Manly and St George operating as one business instead of two separate clubs—was pivotal. So while rapid growth initially rocked the boat, the new systems and structures made for smooth sailing.