2017 BEST IN
“We provide short-term to mid-term solutions to help them learn how to self-manage
in many cases, or increase the value of the
property if they do want to sell it,” Riscigno
One of CSI’s recent clients, Golden Ocala
Golf & Equestrian Club, is located in the roll-
ing hills of Ocala, Fla. It’s home to champi-
onship golf — including eight “replica” holes
re-created from some of the world’s best-
known courses — tennis, aquatics, fitness, a
spa, a state-of-the-art equestrian center and
“While they had the wherewithal to keep
the amenities at a world-class level, they
lacked a strategic plan and operating proce-
dure,” Stark said.
Income from dues was flat, and the club
was operating at a loss.
CSI developed a strategic operating sys-
tem for the club, which aligned with a new
real estate development plan, revised inter-
nal reporting, implemented a comprehensive
membership sales and retention effort, and
overhauled food and beverage procedures.
In 10 months, the club signed 130 new
members, generating $500,000, and had a
projected $250,000 increase in new-member
Another recent client, Oceanside Country
Club in Ormond Beach, Fla., was facing seri-
ous problems, including a membership that
was polarized over a clubhouse renovation that
had failed to attract new members.
“The board tried hard but kept doing the
wrong thing, and that’s not uncommon from
a well-intentioned group of people,” Riscigno
said. “They were definitely in the death spiral.”
“We don’t just tell you the symptoms.
We tell you the symptoms and the cure.
That separates us more than anything.”
— KEVIN STARK, CSI