Private Fairway

The vendor opportunity at Private Fairway

Private Fairway operates a compact fitness concept centered on golf simulation, with headquarters in Utah. The system totals just 10 units—8 company-owned and 2 franchised—spread across five states: Texas (2 units), Michigan (1), Utah (1), Ohio (1), and Georgia (1). No year-over-year unit growth rate is disclosed in the 2026 FDD. For software vendors, the immediate addressable market is limited to these 10 locations, with no multi-unit franchisees on file to accelerate adoption. All seven mapped operators are single-unit owners, meaning any franchisee-level sale is a one-off deal. The real commercial path runs through the corporate office.

Who controls software purchasing

Craig Sorensen, listed as Managing Member in Item 1 of the FDD, is the only named executive. No CIO, CTO, VP of Technology, or procurement lead appears in the filing. In a system this small and founder-led, Sorensen almost certainly holds direct authority over technology selection, vendor approval, and contract signing. Vendors should prepare to engage a single decision-maker who likely values operational simplicity and integration with the mandated golf simulation environment. There is no parent company—Private Fairway appears independently owned—so no external corporate IT group influences purchasing.

Mandated and current tech stack

The FDD mandates two technology components: a golf simulation software and Private Fairway's own proprietary software. The specific vendor behind the simulation platform is not named in the available extracts, but its mandated status means any vendor selling adjacent or replacement tools must address integration with that core system. No point-of-sale, scheduling, CRM, or back-office platforms are disclosed as required or recommended. This suggests either a minimal tech footprint or that the proprietary Private Fairway software handles multiple operational functions. Vendors offering complementary capabilities—such as membership management, payment processing, or marketing automation—should investigate whether the proprietary system already covers those needs.

Procurement, renewals, and timing

Item 8 procurement details were not extracted from the FDD, leaving the formal purchasing model unclear. The renewal structure, outlined in Item 17, offers a 10-year term with conditions that include signing the then-current Franchise Agreement, which may contain materially different terms. Franchisees must also pay a renewal fee, execute a general release, and meet updated qualification and training requirements. With only two franchised units and a decade-long term, renewal-driven software evaluations will be infrequent. The more practical trigger for vendor engagement is a corporate-led initiative to upgrade or replace the mandated simulation or proprietary software. Timing such an approach requires direct dialogue with HQ.

How to read the Private Fairway FDD

The 2026 Franchise Disclosure Document provides the legal and operational baseline for vendor research. Key sections for software sellers include Item 1 (the business and its executives), Item 11 (franchisor's obligations, where mandated tech is listed), Item 8 (restrictions on sources of products and services), and Item 17 (renewal and termination terms). Because the system is small and founder-managed, the FDD may lack the depth of IT disclosure found in larger franchise brands. Review the embedded document below to verify the current state of technology mandates and identify any updates to the executive roster. For a ranked target list of franchise systems matched to your software category, FranCloud can help.