The need
Empty court time cannot be sold tomorrow.
← Ventures & experience
Current venture
FillMyCourt
Revenue infrastructure for racket clubs — not another booking calendar.
OLSEN STEINER ROLE · VENTURE DEVELOPMENT · GO-TO-MARKET · PRODUCT STRATEGY
More play.
Higher revenue.
Revenue infrastructure
for racket clubs
Measure → Recover → Retain
€249/moCurrent base SaaS price
+8%Recovered gross revenue share*
EuropePlanned scaling market
Revenue-firstCore product logic
Current venture / development case. Financial projections and valuation scenarios, where shown, are illustrative — not forecasts, appraisals or financing offers.
THE CASE IN ONE VIEW
The need. The model.
The role we play.
The model
A revenue layer connecting inventory, players and club operations.
Our role
Venture development, product strategy and go-to-market.
HOW THE MODEL CONNECTS
From one step
to the next.
01Measure→
02Recover→
03Own→
04Expand→
05Network
FULL CONTEXT
The complete background, on demand.
The visual overview is the short route. Open a chapter to read the original explanation and supporting detail.
FillMyCourt
VENTURE INVESTMENT CASE
CURRENT VENTURE · SPORTS TECHNOLOGY / SaaS
OLSEN STEINER ROLE · VENTURE DEVELOPMENT · GO-TO-MARKET · PRODUCT STRATEGYFillMyCourt
Revenue infrastructure for racket clubs — not another booking calendar.
€249/moCurrent base SaaS price
+8%Recovered gross revenue share*
EuropePlanned scaling market
Revenue-firstCore product logic
More play.
Higher revenue.
Revenue infrastructure
for racket clubs
OUR METHODOLOGY
Reference frameworks for this project
These are selected development priorities, not claims that every method has already been implemented or validated.
Jobs to Be Done
Understand the progress people need.
Start from the situation and desired progress, not a feature list.
Clayton Christensen and collaborators · Jobs to Be Done
Our application & source
MVP priority: help a club act on empty court time without another manual messaging workflow. Validate this with operators rather than assuming the calendar is the problem.
Motivation · Ability · Prompt
Make the next useful action easier.
Behavior depends on motivation, ability and a prompt coming together.
BJ Fogg · Fogg Behavior Model
Our application & source
MVP priority: a relevant, easy-to-act-on invitation to play or rebook, with permission and frequency controls. Measure completed actions rather than notification volume.
Third places
Design for real human connection.
Informal gathering places beyond home and work can support community life.
Ray Oldenburg · The Great Good Place
Our application & source
Product direction: help people return to welcoming physical clubs and meet other players. The digital layer supports, rather than replaces, a real gathering place.
Plan → Do → Study → Act
Learn before scaling.
A disciplined cycle of small tests, observation and revision.
W. Edwards Deming / Walter Shewhart · PDSA
Our application & source
Pilot discipline: test a bounded revenue-recovery workflow against a baseline; distinguish genuinely recovered bookings from activity that would have happened anyway.
Original illustrations and paraphrased summaries by Olsen Steiner. References do not imply author endorsement, partnership, a licence to reproduce proprietary materials or certification.
FUNDING DEVELOPMENT LENS
Match the eligible work. Not just the project label.
Assess eligible digital-innovation work separately from sport-participation or inclusion projects developed with clubs, federations or public partners. A commercial booking product is not automatically eligible for a sport grant.
What we would assess
Applicant entity and jurisdiction; programme purpose; eligible work and costs; partners; timetable; co-funding and cash flow; procurement or state-aid requirements where applicable; and delivery evidence. This is an assessment pathway, not a claim of an award, submitted application, eligibility or a secured municipal partnership.
Discuss a funding routeCASE EXPLORER
The detail, when you need it.
Open a chapter for the operating evidence, economics, partners or development assumptions. All financial qualifications and source links remain with their context.
INVESTMENT / OPERATING THESISClubs do not primarily have a software problem. They have an expiring-inventory problem.+
INVESTMENT / OPERATING THESIS
Clubs do not primarily have a software problem. They have an expiring-inventory problem.
Empty court-hours, cancellations, incomplete matches and dormant players are perishable inventory. FillMyCourt turns those signals into an automated revenue queue and connects CRM, booking, player context and attribution around the economics of the club.
Revenue recovery before software replacement
The platform can sit on top of an existing stack first, creating value before asking a club to migrate booking or CRM.
Retention is under-engineered
Local racket-sport operations often depend on staff memory, WhatsApp groups and marketplace repeat bookings. Automated lifecycle logic, reactivation and loyalty can create a more defensible customer relationship.
Distribution can become a network asset
Once enough clubs share a compatible player identity and inventory layer, cross-club discovery, open matches and international booking can create network effects beyond single-venue SaaS.
TECHNOLOGY PARTNERCommercial thesis by Olsen Steiner. Product engineering with Right&Above.+
TECHNOLOGY PARTNER
Commercial thesis by Olsen Steiner. Product engineering with Right&Above.
FillMyCourt is being built as a real SaaS platform, not a presentation prototype. The technical partnership separates venture strategy and club economics from the specialist engineering capacity required to build, secure and scale the product.
SaaS ENGINEERING · PRODUCT TECHNOLOGY PARTNER
Right&Above
Right&Above provides the software-engineering layer for FillMyCourt. Its public expertise spans full-cycle custom software development, backend, web and mobile engineering, SaaS solutions, cloud and infrastructure, DevOps, cybersecurity and AI/ML — from early prototypes through enterprise-grade platforms.
Full-stack SaaS
Backend, web, mobile and platform architecture.
Backend, web, mobile and platform architecture.
Infrastructure & security
Cloud, DevOps, access control and scalable operations.
Cloud, DevOps, access control and scalable operations.
AI / automation
Applied AI and workflow automation where it improves club economics.
Applied AI and workflow automation where it improves club economics.
MARKET POSITIONA large and still expanding European club network.+
MARKET POSITION
A large and still expanding European club network.
FillMyCourt enters a market where club density, federation structures and player participation are already large enough to support a network product. The software thesis is broader than padel, but padel provides the fastest-growing beachhead while squash adds a federation-led and Olympic visibility angle.
18MPadel players in Europe · FIP 2025
45,000+Padel courts in Europe · 65% of global total
14,000+European padel clubs / sports centres
35M+Padel players worldwide · FIP 2025
PadelPrimary beachhead: fast club growth, fragmented software stack and high booking frequency.
SquashFederation-rich club structure plus Olympic debut at LA28 in 2028.
TennisLarge installed club base; stronger incumbent systems but valuable cross-sport expansion.
Federations / chainsPotential distribution channel for multi-club rollout, standards, identity and data infrastructure.
2020~5,000 European clubs
202514,000+ European clubs
FIP reports that European padel clubs roughly tripled from about 5,000 at the start of 2020 to more than 14,000 in 2025. Strategic-fit bars are Olsen Steiner's product view, not market-share estimates.
BUSINESS MODELRevenue automation on top. Modular SaaS underneath.+
BUSINESS MODEL
Revenue automation on top. Modular SaaS underneath.
FillMyCourt can monetise earlier than a full-system replacement because the first value proposition is recovered revenue. Booking, CRM, white-label apps, media and enterprise control expand the account over time.
01Measure
Audit empty inventory, cancellation leakage, marketplace fees and player lifecycle.
02Recover
Automate reactivation, off-peak demand, match completion and booking recovery.
03Own
Build club-controlled CRM, direct booking and loyalty rather than rent the customer relationship.
04Expand
Add booking core, white-label app, media and enterprise controls.
05Network
Cross-club player identity, open matches and international discovery / booking.
COMMERCIAL / FINANCIAL LENSA hybrid SaaS + performance model.+
COMMERCIAL / FINANCIAL LENS
A hybrid SaaS + performance model.
The current public pricing architecture combines a €249 monthly base fee with an 8% share of recovered gross revenue. That aligns software revenue with demonstrable club economics and leaves upside from higher-value modules.
Base ARR / venue€2,988
At the current €249/month public base price, before revenue share or additional modules.
Performance upside8%
Current public revenue-share assumption on recovered gross revenue.
Expansion revenueModular
Booking, white-label player experience, media connectors, enterprise control and APIs can expand ARPU.
Capital profileSoftware-led
Low physical capex; execution risk is product, integration, sales and club onboarding.
2 / 3 / 5 YEAR VENTURE PATHFrom revenue layer to European racket-sports infrastructure.+
2 / 3 / 5 YEAR VENTURE PATH
From revenue layer to European racket-sports infrastructure.
This is a strategic scenario, not a forecast. The ranges below illustrate what the current pricing model could support if product-market fit and venue acquisition are demonstrated.
Prove repeatability
Target state: a repeatable sales and onboarding motion in 1–2 initial European markets.
- 25–50 paying venues
- Revenue-recovery case studies with measured attribution
- Core CRM + booking connectors hardened
- First federation / association channel relationships
Build the network layer
Target state: a multi-market SaaS platform with direct club economics and early cross-club network effects.
- 100–200 venues
- Portugal + Spain + selected European expansion
- Loyalty / player identity layer
- White-label club apps and cross-club discovery
European operating infrastructure
Target state: a recognised revenue and customer operating layer across racket-sport networks.
- 500–1,000 venues
- Federation / chain / network distribution
- International booking and match network
- Enterprise APIs, BI and media ecosystem
Scenario basisCurrent base price onlyExcludes 8% recovery share and premium modules.
Year 2 base ARR€75k–€149k25–50 venues × €2,988.
Year 3 base ARR€299k–€598k100–200 venues × €2,988.
Year 5 base ARR€1.49m–€2.99m500–1,000 venues × €2,988.
Illustrative scenario only. Actual venue count, pricing, revenue-share economics, churn and module mix may differ materially.
ILLUSTRATIVE VALUATION FRAMEValue should rise with recurring revenue quality — not with slide-deck ambition.+
ILLUSTRATIVE VALUATION FRAME
Value should rise with recurring revenue quality — not with slide-deck ambition.
Professional buyers usually anchor SaaS valuation to current recurring revenue, growth and retention. For orientation only, the scenario below applies a broad 3–8× revenue band to the base-subscription ARR paths already shown above. It is not an appraisal, financing offer or valuation promise.
YEAR 2 · PROVE REPEATABILITY€0.2m–€1.2m
Illustrative enterprise-value range using €75k–€149k base ARR and a 3–8× revenue reference band.
VALUATION DRIVER · PMF + RETENTION + ATTRIBUTED RECOVERYYEAR 3 · NETWORK LAYER€0.9m–€4.8m
Illustrative range using €299k–€598k base ARR. Revenue share, enterprise modules and white-label revenue are excluded.
VALUATION DRIVER · MULTI-MARKET GROWTH + NRR + DISTRIBUTIONYEAR 5 · EUROPEAN INFRASTRUCTURE€4.5m–€24m
Illustrative range using €1.49m–€2.99m base ARR. Premium outcomes require strong retention, efficient growth and defensible network economics.
VALUATION DRIVER · SCALE + NETWORK EFFECT + STRATEGIC OPTIONALITYMarket reference
2026 SaaS transaction data shows private-market revenue multiples around the low-single digits at the median, while stronger growth, profitability and strategic value can support materially higher outcomes. We therefore use a deliberately broad 3–8× reference band rather than one headline multiple.
What is not in the number
The valuation frame excludes the 8% recovered-revenue share, future enterprise modules, media / data products and any network monetisation. Those are upside layers to validate, not assumptions to capitalise today.
WHAT COULD CREATE A MOATData, distribution and operating know-how.+
WHAT COULD CREATE A MOAT
Data, distribution and operating know-how.
The defensibility case is stronger if FillMyCourt becomes the system that understands demand, player lifecycle and inventory economics across clubs — not merely a booking front end.
Credible baseline and incrementality logic are essential if the model charges on recovered revenue.
Proprietary segmentation, timing and lifecycle logic can become a practical moat if it consistently improves club economics.
Partnerships with federations, club groups and associations could reduce CAC and create a route to market competitors cannot easily replicate.
Booking-system APIs, contracts and data rights can slow deployment; the product needs a connector strategy that avoids pretending unsupported integrations exist.
PARTNERSHIP / CAPITAL FITCapital is useful only if it accelerates distribution and product proof.+
PARTNERSHIP / CAPITAL FIT
Capital is useful only if it accelerates distribution and product proof.
The next value inflection is not a larger engineering team by itself. It is a combination of reference clubs, federation / chain access, reliable integrations and measured revenue-recovery evidence.
01 · PRODUCTHarden the multi-tenant core
Booking, CRM, attribution, integrations, security and enterprise controls.
02 · DISTRIBUTIONAcquire repeatable channels
Club groups, federations, associations and ecosystem partners that can lower CAC.
03 · EVIDENCETurn recovery into finance-grade proof
Reference cohorts, retention, NRR, recovered-revenue attribution and gross-margin discipline.
Sports / club infrastructure
Partners with access to club networks, federation relationships or sports-tech distribution.
Vertical SaaS
Investors comfortable with early B2B SaaS, integration-heavy workflows and recurring revenue.
Distribution before capital
Club chains, federations and booking ecosystems can create more value than passive capital alone.
OLSEN STEINER ROLEVenture development, commercial architecture and implementation oversight.+
OLSEN STEINER ROLE
Venture development, commercial architecture and implementation oversight.
Olsen Steiner is shaping FillMyCourt as a venture rather than a software feature set: defining the revenue model, club economics, retention and loyalty architecture, product priorities, partnership paths and European go-to-market. The implementation team builds the product; Olsen Steiner steers the commercial thesis, operating logic and route to scale.
STRATEGIC PARTNERSHIP / CAPITALInterested in helping FillMyCourt become European racket-sports infrastructure?+
STRATEGIC PARTNERSHIP / CAPITAL
Interested in helping FillMyCourt become European racket-sports infrastructure?
Olsen Steiner is open to selected conversations with club networks, federations, technology partners and strategic investors who can accelerate product-market fit and distribution.
THE NEXT CONVERSATION
A defined challenge.
A practical way forward.
Tell us the market, the opportunity and what needs to happen next.