The Bay Club Company has acquired Los Angeles’ Griffin Club, a century-old swim and tennis property that was rebuilt in 2018 and continues to thrive with a six-month waitlist.
“We first started pursuing this club in 2015,” says Alex Thapar, Executive Vice President of Mergers and Acquisitions. “We’ve coveted it for quite some time. It’s a fantastic swim and tennis club on the west side of Los Angeles.”
Alex Thapar, Executive Vice President of Mergers and Acquisitions
Griffin Club becomes the company’s 31st property, joining a portfolio that spans California, Oregon, and Washington. Backed by private equity firm KKR, The Bay Club Company has built a large collection of for-profit clubs, each positioned in a major metropolitan market.
“The Griffin Club is a premium asset,” adds Thapar. “We only run for-profit, successful clubs in major metropolitan areas that appeal to an upscale demographic, and Griffin Club is no different.”
The property sits on four acres and covers roughly 36,000 square feet, serving about 3,000 members split between athletic and racquet categories. Its mix of family and social amenities mirrors the makeup of Bay Club’s other holdings, including Manhattan Country Club, which joined the portfolio in 2017. “Griffin Club has about 70 percent family memberships,” Thapar says. “We’re big on what I call the modern family. Our definition isn’t limited to two parents and two children. It can include grandparents, extended relatives, or even nannies—really anyone who’s part of that household.”
That flexible view of membership aligns with how the company organizes its holdings. Instead of thinking about each property as a standalone operation, The Bay Club Company builds what it calls regional campuses, clusters of nearby clubs that together create a complete lifestyle experience. Members might swim at one club, play tennis at another, and dine at a third, all under the same membership umbrella. “A membership might include several clubs in a small geographic area,” Thapar explains. “Together, they create a full lifestyle experience.”
The Griffin Club acquisition was a long game. Thapar says the company first approached the property nearly a decade ago but waited until the timing was right. “We didn’t have as much economic muscle then as we do now,” he says. “This was the right time.” That patience underscores how The Bay Club Company measures growth, not in speed or volume, but in fit.
Once a deal closes, integration moves slowly. “We take the first 90 days to listen and learn,” Thapar says. “Once we understand what members value, then we move.” That deliberate pace stems from lessons learned during earlier acquisitions when changes, even minor ones, were met with resistance. “Even with good intentions, members push back if they don’t know you yet,” he says. “So now, we spend that time earning their trust.”
The company will add its signature touches—a recovery lounge, upgraded strength and cardio equipment, and complimentary coffee service—while leaving the leadership team intact. “Whenever we acquire a club, we don’t have an army of people to install,” Thapar says. “We’re bullish on the team we’re inheriting. The general manager who’s there today will be the general manager on day one.”
That consistency extends to the company’s operating model. When The Bay Club Company acquires a new property, it takes over many of the back-end functions that can overwhelm local operations. Corporate handles HR, IT, and marketing so the on-site team can focus on the member experience. “That allows them to do what they do best,” Thapar says. “Deliver hospitality every single day.”
The company’s growth remains steady but selective. Thapar says The Bay Club Company is likely to plant new flags in Arizona and Colorado within the next six months. The focus, he says, will continue to be on established, premium properties that complement the existing footprint.
Looking ahead, Thapar sees demand growing for wellness, recovery, and family-oriented experiences across the company’s portfolio. “There’s a much bigger focus on wellness and longevity,” he says. “And golf continues to be in very high demand. The interest that began during COVID hasn’t faded.”
For The Bay Club Company, the acquisition of Griffin Club reflects a business philosophy that values momentum over speed. Growth happens carefully, with a focus on people, place, and culture.
