In short
Venue North advises owners, developers and investors on suppliers, franchises, management partners and lease structures for leisure venues, without selling equipment or taking commissions. Paul Brownrigg acts on the owner side, helping you compare claims, spot gaps and point good commercial questions before you sign.
Why independent advice matters in this industry
The leisure venue industry runs on relationships. Equipment suppliers design the fitout, inspectors sign off the install, franchisors hand over the playbook, and management companies run the day-to-day. Each of those parties can be excellent at what they do, but each also earns money from the decision you make. That creates a structural tilt in the advice you receive.
A supplier quote is shaped by what that supplier happens to build. A franchisor's growth model rewards new signings. A management agreement is written by the manager. Even well-meaning advisers often move you toward the product they know or the network they are in. Venue North does not sell equipment, software, franchise territories or management contracts. That means I can ask the inconvenient questions without worrying about whose turn it is to invoice.
Where I get involved
Most owners bring me in at one of five pressure points. Sometimes they need help before signing; sometimes they are already in a relationship that is drifting off track.
- Choosing between equipment suppliers after an initial concept or layout is prepared.
- Reviewing a franchise offer, territory terms or recurring fee structure from a commercial lens.
- Checking a management agreement or operating contract before commitment.
- Comparing lease options, inclusions and landlord contribution structures.
- Dealing with a supplier or contractor who is not performing to plan or specification.
No commissions, referrals or supplier agreements
This is the line that makes the rest of the advice possible. Venue North does not accept commissions, referral fees, agency arrangements or volume rebates from any supplier, franchisor or technology provider. If I recommend that you speak to someone, it is because I think they are worth your time, not because I will receive anything if you proceed.
That changes the conversation. I can tell you when a cheaper option is genuinely good enough, when an expensive add-on is unnecessary in year one, or when a supplier's pitch rests on assumptions that do not match the Australian regulatory environment. I can also push back on scope, warranty wording and post-install support without fear of souring a commercial relationship that pays my bills.
How I evaluate a supplier or partner claim
Good suppliers are transparent when you know what to ask for. I look at three things: does the claim match the Australian context, is the supporting evidence in writing, and does the commercial structure align with how you will actually run the venue.
- Confirm the Standard or guideline the product claims to meet, such as AS 5159.1 for trampoline park facilities or AS 3533 for amusement rides and devices.
- Ask for scope in writing, including design, install, commissioning, training, documentation and defects liability.
- Request warranty, spare parts and service response terms in the same document set.
- Check whether the supplier has delivered venues of comparable scale and operating model in Australia.
- Map recurring fees, royalties or management costs against realistic guest throughput and staffing assumptions.
Franchise and management agreements
Franchise offers often bundle brand, systems, training and procurement. Management agreements hand over operations. I can review these commercially and operationally: what the partner actually delivers each month, what exit looks like, how performance is measured, and what happens if either side wants to part ways. I am not a lawyer, so anything requiring legal interpretation should go to your solicitor after my review.
Pro-independence, not anti-supplier
Some owners read independent advice and assume it means aggressive auditing. That is not how I work. The best suppliers, franchise partners and facility managers are genuine assets. They bring IP, speed, buying power and operational discipline that a new owner cannot recreate overnight.
My job is to make sure the relationship is set up so that partner can succeed. That means clear scopes, realistic expectations, documented acceptance criteria and a communication rhythm that catches problems early. When that happens, the whole project moves faster and the supplier performs better. I am not against suppliers. I am against owners signing things they do not fully understand.
When to bring me in
Earlier is almost always cheaper. My most useful contribution is usually before a signature, when terms can still be adjusted. The common triggers are:
- Before signing a supplier contract, franchise agreement, management deal or lease.
- During a dispute or performance gap with an existing contractor or partner.
- At renewal or variation, when it is worth checking whether the original assumptions still hold.
- When a tenant or operator in your asset is underperforming and you need an independent view of what is operational versus what is commercial.
The honest next step
Start with a short conversation. I will ask what decision you are facing, what paperwork you already have, and where you feel the advice has been one-sided. From there I can propose a scoped review, attend a meeting as your independent representative, or build a comparison framework for the suppliers or partners you are considering.
If your project is earlier in the lifecycle, you may also benefit from an operational design review (/services/operational-design-review) or project establishment support (/services/project-establishment). If the partnership question is tied to launch timing, an operational readiness audit (/operational-readiness-audit) can anchor the supplier conversation in a realistic opening plan. For owners thinking about viability, /guides/is-it-worth-it sets out what drives profit. If you would like to know more about how I work before reaching out, visit /about. Facility management (/services/facility-management) is also available for owners who want an ongoing operating partner.
Questions operators ask
Do you sell or recommend specific brands?
No. Venue North does not sell equipment and does not recommend brands for a fee. That matters because the advice is shaped only by what suits your venue, not by a supplier relationship or volume target. I will help you build the criteria to evaluate brands yourself.
Will you sit in on supplier or franchisor meetings?
Yes. I often attend as the owner's representative, ask the questions the owner may not know to ask, and then debrief afterwards. I do not negotiate on your behalf unless that is specifically scoped, but I make sure the technical and commercial detail comes into the open.
Can you review a franchise agreement?
I can review it from an operational and commercial perspective, but I am not a lawyer. I look at what the franchisor delivers, how fees are structured, what the operational obligations mean and what exit or renewal looks like. For legal interpretation, you should engage a solicitor.
What does independent supplier advice cost?
Each engagement is scoped to the decision in front of you. It might be a document review, attendance at a meeting, a supplier comparison or support through a dispute. I set the scope case by case because the work varies. We agree the scope and effort before anything starts.
Can you help if a supplier is already underperforming?
Yes. I can review the contract, site records and correspondence, identify where the scope or acceptance criteria are unclear, and recommend practical steps. If needed, I can also help your side prepare for escalation or mediation in plain operational terms.
Do you take commissions or referral fees from suppliers?
No. Venue North takes no commissions, referral fees or volume rebates from any supplier, franchisor or technology provider. That independence is the foundation of the service.
Can you advise on lease options for a leisure venue?
I can compare lease structures from an operational perspective: usable floor plate, access for maintenance, allowance for services, fitout contribution and how the rent sits against realistic trading assumptions. For legal and property advice, work with your solicitor and agent.
How is this different from a procurement advisor?
Procurement advisors often run a competitive process. My focus is operational fit: whether the supplier or partner can actually deliver the guest experience, safety outcome and running cost profile your venue needs. I am less interested in the sales pitch and more interested in what happens after install.
Sources
- WorkSafe WA, Amusement devices: a guide for local government. https://www.worksafe.wa.gov.au/amusement-devices-guide-local-government
- Australian Standard AS 3533 (set), Amusement rides and devices. https://www.worksafe.wa.gov.au/amusement-devices-guide-local-government
- Australian Standard AS 5159.1:2018 Trampoline park facilities. https://www.australiastandards.com/product/AS-5159-1-2018/
- Australian Standard AS 2316, Artificial climbing structures and challenge courses. https://www.standards.org.au/news/rock-on-artificial-climbing-structures-standard-revised