GOLF & COUNTRY CLUBS
The course opens at dawn whether the irrigation ran or not.
Irrigation, mowers, carts, and clubhouse systems maintained across the property, with the turf fleet and the building on one record.
WHAT CHANGES
A superintendent and a clubhouse manager are running two maintenance programs that share a budget. These are the four things clubs tell us they are trying to fix.
Mower and cart service is tracked in a notebook in the maintenance barn.
Each machine carries its own hour meter, service history, and cost, so a repair-or-replace decision has a record behind it.
A pump or a satellite box fails and the crew finds out when a green goes dry.
Pump house and irrigation assets are on preventive schedules, with faults logged against the specific zone rather than "the back nine".
The clubhouse kitchen, HVAC, and pool are somebody else’s problem until they are everybody’s problem.
Building systems sit in the same system as the turf fleet, so one budget conversation covers the whole property.
Winter work gets planned in spring, when there is no time for it.
Off-season overhauls are scheduled work with parts attached, planned while the course is closed rather than remembered when it opens.
RESULTS
Measured across UpKeep customers in an independent Forrester study.
90%
Reduction in technician time spent filing work orders and finding asset information
KEY WORKFLOWS
Turf, fleet, and clubhouse are three programs on one property. These are the hand-offs.
NOVA
Nova is UpKeep's AI assistant, and it builds apps. Describe the report you need and Nova builds it against your own equipment and work order data.
See how Nova worksPRODUCTS
These are apps, not an edition. Most clubs start with the CMMS and Parts, then add Facilities for the clubhouse.
Maintenance CMMS Work orders, preventive maintenance, asset history, and parts. The system of record everything else hangs off.
Explore CMMS →
EHS Safety Incident capture from the floor by phone or voice, with OSHA 300, 300A, and 301 recordkeeping.
Explore Safety →
Training Learn Procedures, courses, and certifications tied to the people who do the work.
Explore Learn →CUSTOMER STORIES
Put QR codes across the property so any member of staff could report a problem on the spot.
TPC San Antonio
Read the story →
Keeps kitchen equipment running across a footprint measured in thousands of sites.
Chick-fil-A
Read the story →
One operator runs maintenance across every restaurant he owns from a phone.
McDonald's
Read the story →
Moved campus crews off paper and onto digital preventive maintenance and work orders.
Caltech
Read the story →
Standardized maintenance across one of the largest custom restorative labs in the world.
Glidewell
Read the story →
Moved from 60% reactive work to 20% by putting every asset on a recurring PM schedule.
Industrial manufacturer
Read the story →
Shifted work from reactive to preventive and brought maintenance costs down with it.
Layfield Group
Read the story →
Replaced paper tracking and manual data entry across the plant using Nova.
Sprinturf
Read the story →It is the system a club uses to maintain turf equipment, irrigation, carts, and clubhouse systems in one place, with each machine carrying its own hours, service history, and cost.
The useful part for most clubs is not the work orders. It is finally being able to answer what a given mower or cart costs to keep running.
Yes. Turf equipment PMs run on meter readings, which is the only sensible basis when a mower does 40 hours one week and none the next.
Yes, and keeping them together is usually the point. Kitchen equipment, HVAC, pool plant, and life safety inspections sit alongside the turf fleet, so the property reports as one budget.
Yes. Carts are assets with meters, so service runs on hours and each cart carries its own repair history — which is what you need when deciding whether to refresh a fleet or repair it.
It handles the maintenance of them: pumps, valves, satellite boxes, and zones as assets with schedules and fault history.
It is not an irrigation control system and does not replace your central controller. The two sit alongside each other.
Cost follows headcount rather than acreage or machine count. The superintendent and the technicians who close jobs take seats; pro shop and clubhouse staff reporting a problem do not. See the pricing page for tiers.
Weeks, and the off-season is the right window. Import the fleet with current hours, set PMs on the machines that matter, then add the clubhouse systems.
Starting in peak season tends not to work: the crew is on the course at 5am and nobody has time to build asset lists.
FREE RESOURCES
Practical guides and research from the UpKeep team. No cost, no sales call required.
A fully staffed plant still loses hours to failures a retired technician would have caught in minutes. This playbook reframes the problem: knowledge is disappearing because no system was built to capture it. It lays out a three-part framework for closing that gap and shows what changed at one plant that stopped hiring its way out and instead started capturing what its people already knew.
Get the guide
This year's report reflects a fundamental shift in how maintenance creates competitive advantage. While 90% of teams recognize what drives reliability, only 25% can consistently execute it. The gap between knowing and doing has become the defining challenge and opportunity of 2026.
Get the report
Effectively managing change enables maintenance teams to implement new technologies, streamline processes, and foster continuous improvement, all of which are necessary to thrive in today’s fast-paced environment. This guide outlines essential change management models
Get the guideLearning center
Hour-based servicing, fleet records, and building systems.
GET STARTED
Bring your fleet list and the equipment that costs you most. We will walk through hour-based PMs and what the record would show after a season.
See how UpKeep can transform your operations.
