The Automated Caddie: How Another Nine Is Franchising Golf's Future

CORNELIUS, NC – June 16, 2026 – On a suburban street in Cornelius, North Carolina, a new business has opened its doors. On the surface, it’s an indoor golf facility. But the opening of the first franchised Another Nine location represents far more than a new local entertainment option. It is the physical manifestation of a meticulously engineered business strategy, one that wagers on technology, operational leanness, and a profound shift in consumer behavior. With over 75 franchise territories sold before its first franchisee even welcomed a customer, the Cincinnati-based company is not just building a business; it’s road-testing a new blueprint for recreational services in the modern economy.

The launch in the affluent Lake Norman area, spearheaded by multi-unit franchisee Matt Hess, marks a critical transition for Another Nine, moving it from a compelling concept on paper to a tangible, multi-state operation. It’s a moment that validates its model for investors and provides a case study in how niche recreation is leveraging technology to achieve scalable growth.

Deconstructing the Tech-First Model

At the core of Another Nine’s appeal is a radical simplification of the customer and operator experience. The model is built on three pillars: 24/7 self-service access, a membership-free structure, and all-private simulator suites. This is a direct response to the primary pain points of traditional golf: high costs, rigid tee times, and the time commitment required for a full 18-hole round. A customer can book a private suite online for an hour at 10 p.m. on a Tuesday, access the facility with a digital code, and play on a world-class Trackman simulator without ever interacting with a staff member.

This entire process is powered by the company’s proprietary A9OS technology. This operating system is the central nervous system of the business, handling everything from booking and payment to digital access control and remote facility monitoring. For the franchisee, this is the key to the model’s promised efficiency. By automating the core operational loop, the need for on-site staff is dramatically reduced. Unlike competitors in the burgeoning “eatertainment” space, such as Topgolf or X-Golf, Another Nine intentionally omits a bar or restaurant component. This strategic decision slashes operational complexity, reduces initial build-out costs, and sidesteps the notoriously difficult economics of the food and beverage industry.

“The founders have built a smart model with strong technology and real support behind it,” said Mattess, the first franchisee, who plans to open five locations across the greater Charlotte area. His endorsement points to the dual appeal: a seamless, flexible experience for the guest and a streamlined, lower-overhead business for the owner. The use of Trackman technology, a system widely regarded as the gold standard for its data accuracy and realism, ensures the product itself is premium, attracting serious golfers for practice sessions as well as casual players looking for entertainment.

The Franchise Flywheel

The opening in Cornelius is what Another Nine Co-Founder Ethan Grob calls a “defining moment,” one that proves “what this model can become with the right franchise partner in the right market.” The market has already voted with its checkbook. In its inaugural year of franchising, the company has awarded more than 75 territories across 16 states and recently closed a $2 million funding round to fuel further tech development and support its growing network. Charlotte is the first market to be completely sold out, with 12 locations planned, demonstrating a strategy of building regional density.

This rapid uptake signals a powerful alignment between Another Nine’s offering and the goals of modern franchise investors, particularly multi-unit operators. The initial investment, which ranges from approximately $310,000 to $824,000 according to its Franchise Disclosure Document (FDD), is significant but positioned as a capital-efficient entry into a high-growth sector. The lean staffing model and tech-driven operations promise a more predictable and scalable path to profitability compared to more complex retail or service concepts.

For a 7% royalty fee, franchisees are buying into a system that has been refined at two corporate locations in Cincinnati. They receive a playbook covering real estate selection, construction, and technology implementation. This support is crucial for converting franchise sales into open, operating units—the phase Another Nine has now officially entered. The company’s success hinges on its ability to replicate the Cornelius opening dozens of times over in the coming years, particularly in its target markets in the Midwest and Northeast, where harsh winters create built-in, year-round demand for indoor golf.

Riding the Wave of Off-Course Golf

Another Nine’s explosive growth is not happening in a vacuum. It is riding a seismic wave of change within the golf industry. For the first time in history, more Americans are playing golf off-course (in simulators, driving ranges, and entertainment venues) than on traditional courses. In 2023, 32.9 million people participated in off-course golf, a 66% increase since 2016, compared to 26.6 million on-course players.

This shift is bringing a younger, more diverse demographic to the game. The average off-course golfer is 36 years old, compared to 44 for on-course players, and is more likely to be female or non-white. This new generation of players is less interested in the formal traditions of a country club and more drawn to accessible, social, and tech-infused experiences. The global golf simulator market, valued at $1.74 billion in 2024, is projected to climb to nearly $2.9 billion by 2030.

Another Nine’s model is purpose-built for this new consumer. The privacy of the suites removes the intimidation factor for beginners, while the 24/7 availability caters to the fluid schedules of busy professionals and young families. By “unbundling” the act of swinging a golf club from the time, cost, and cultural baggage of a traditional golf course, the company is tapping directly into the largest and fastest-growing segment of the market. It is a classic case of a business skating to where the puck is going, not where it has been.