One of the largest independent golf retailers rebuilds its commerce and back office at once

The Challenge

A catalog that standard platforms can't hold

Carl's Golfland runs a superstore, a custom club-building operation and a large online business. Clubs, balls and wedges are configured to order, pricing follows manufacturer policy rules, and gift cards have to work the same in store and online.

The business decided to replace both its commerce platform and its back office at the same time. That put decades of customer and product records in play: duplicate customers, inconsistent phone numbers, and a catalog with up to four grid dimensions that doesn't fit a standard three-option variant model.

All of it had to happen while the current store kept selling through the golf season, with fraud screening, state shipping restrictions and card-security upgrades continuing in the background.

The Strategy

Buy the right scope, then fix the data before it moves

PeakBeyond's first contribution was commercial: comparing agency proposals, then reviewing the chosen scope of work line by line with the client — expanding discovery, defining the configurators, and planning a custom theme and a shipping bridge rather than accepting an off-the-shelf fit.

The second was data. We argued that migration quality, not platform features, would decide whether the launch felt like an upgrade, so customer clean-up and a new product schema started well before cutover.

We also kept the old store a first-class concern: while the new platform is built, the live store still gets fraud tooling, compliance upgrades, shipping restrictions and a holiday code freeze.

The Solution

Leading the transformation while keeping the current business moving

PeakBeyond works between Carl's Golfland, its internal team, the build agency and specialized technology partners to lead the work that spans them.

• Defined the right scope — Evaluated platform and agency proposals, strengthened discovery and helped shape the architecture around Carl's unique business requirements.
• Prepared the data — Cleaned and standardized years of customer data and redesigned the product structure to support complex configurable products.
• Connected commerce and the back office — Designed how products, orders, inventory, search and gift cards will work across the new ecosystem.
• Created new selling capabilities — Designed and launched the used-club program with a simplified product model built specifically for that business.
• Protected the current business — Continued improving integration, fraud prevention, shipping controls, security and compliance while the new platform is being built.

The result is a transformation designed around Carl's business — without putting the current selling season at risk.

The Results

Transforming the business without sacrificing the selling season

Carl's has continued adding capabilities while the larger transformation moves forward. The used-club program was approved for launch in time for peak golf season, and improvements to custom-club selling are already live.

Behind the scenes, the replacement integration was fully tested before cutover across critical order, gift card, fraud, dropship and status workflows, reducing the risk of changing systems while the business remained active.

The broader commerce and back-office transformation is now moving forward with the customer data cleaned, the product catalog reshaped and the scope defined around Carl's requirements rather than a vendor's assumptions.

Carl's is replacing both halves of its technology foundation without losing a selling season — because the scope and the data were settled before the build began.