A Lincoln, Nebraska native and former collegiate golfer, Zach Peed founded Dormie Network in 2017 after identifying a gap in the private club market for discerning golfers seeking multiple club memberships.
He has since grown the Network through the thoughtful acquisition and development of premier properties, including its newest addition, GrayBull Club. Peed’s vision blends golf, hospitality, and philanthropy.
An ardent supporter of Husker Athletics, he enjoys skiing and playing golf with his wife, Morgan, and their four children.
The Peed Personna
Some moments don’t feel defining until you look back and realize they quietly routed your entire path. For me, those moments happened on post-college golf trips with my dad and a few friends. Golf had been my constant—through childhood, college, and beyond—but these trips made me see the industry differently.
We set out to play courses at national clubs, but the real impact came between the rounds, when I began noticing just how dramatically the experience changed from club to club. Some operations were seamless and elevated; others felt inconsistent or disconnected. That contrast stuck with me, and a question took root: What would it look like if golfers could count on a consistently exceptional experience without losing what makes each club unique?
At that point in my life, I knew I didn’t want to chase competitive golf, but I also wasn’t ready to step away from the sport that had shaped so much of my life.
Viewing those national clubs through a more thoughtful lens revealed just how much opportunity there was to redefine the standard with a model grounded in consistency and excellence. That vision became Dormie Network, a collection of premier golf clubs across the country, united by a commitment to pure golf and genuine hospitality.
What surprises me most as my career evolves is how natural the work feels when it aligns with something I truly believe in. It’s a natural fit. Those golf trips didn’t just influence my career path—they reframed how I thought about the future. I realized I could stay connected to the game in a way that created value for others, strengthened the sport, and built something that might one day become part of my children’s story too. That blend of purpose, passion, and legacy is what drives me today.
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What core elements make up the Dormie Network?
Evaluating a club for the network is really about assessing two things: the quality of the golf and the club’s potential. We look first at the quality of the course—its layout, design, features, and playability, then we look at it in terms of facilities, upgrades, amenities, overnight accommodations, staffing.
These are crucial details that have a substantial material impact on the experience members and guests have during every visit—whether it’s a quick stay-and-play or a corporate retreat.
There are several multi-course providers operating today. How does Dormie Network differ from them?
Our culture enables all employees to speak on behalf of the other clubs in the Network, allowing team members to travel to other courses, whether with members and guests or for a few weeks to fill in for someone. The connections made not just within our membership, but also among our team members have created a close-knit family.
How many clubs are in Dormie Network now and are there any plans to include other facilities in 2026?
With the addition of GrayBull, Dormie Network includes seven clubs. We have no immediate plans to expand the number of golf clubs in 2026, but we are constantly looking for land and current facilities.
One area that continues to grow is our Foundation. In 2025, through in-kind donations and cash gifts, Dormie Network Foundation helped nonprofits realize over $9.2M in total dollars raised — compared to $7.6M in 2024. We’re dedicated to expanding our support for organizations that are making a difference, including causes close to our members’ hearts.
How would you characterize the strength of the overall golf market leading into the new year?
I don’t envision the golf market slowing down anytime soon.
Who is your customer?
Dormie Network’s membership is a good mix of national members who travel for destination golf with friends or family, along with corporate members who entertain and host clients.
Companies and organizations routinely talk about the importance of customer service. Define the term and the approach followed.
Dormie Network is in the hospitality business—we just so happen to exist on golf courses.
How do you solicit customer feedback, and can you outline a specific instance where such feedback changed an operational element?
Our entire Network utilizes a very open communication style with members and guests.
Handling conversations and requests one-to-one vs. hiding behind newsletters and emails has been a great approach. Any member or guest of the Network is more than welcome to reach out, and we will listen.
If you could change one thing in golf unilaterally – what would it be and why?
Pace of play has always been a big deal for me, which is also part of the reason we limit our properties to 60 beds and 15-minute tee time intervals.
Now that may not solve every instance of slow play, but it does limit the chances of it and allows for a better experience for our members and guests.
Biggest challenges in ’26 – short and long term — are what?
Our biggest challenge since our inception in 2017 has been continuing to elevate our experience, service, and course conditions as we add courses, cottages, and members.
For example, we are currently in the early phases of a new clubhouse design for one of our clubs. So continuing to provide the Dormie Network experience members come to expect will be the challenge, as a new clubhouse is being built on the property.
What strategic responses are you planning to implement for each situation?
In regard to the experience, that comes back to making sure our teams are constantly working to implement new ideas and making sure we don’t miss any touch points we currently have that make the experience what it is.
For the clubhouse, it’s been a lot about how to combine the best part of each clubhouse in the Network. When building both Dormie Club and GrayBull’s clubhouses, that practice was helpful to determine the flow of the site and how our members and guests use the clubhouse, not only today but also how we envision it in the next 10 to 20 years as well.
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Photos courtesy 0f The Dormie Network
