From Spiky Bookings to Steady Growth
How One Camp Doubled Room Nights and Filled the Gaps
Growth at a camp or retreat center rarely feels smooth. More often, it looks like a rollercoaster—full weekends followed by silence, strong seasons followed by frustrating gaps.
In this episode of the Grow Your Camp Podcast, Mark and Carl explore what it actually takes to move from that kind of inconsistency to steady, sustainable growth. Along the way, Carl shares a practical marketing tip on turning past guests into your most reliable booking engine, and Bob Briscoe reflects on the early camp experiences that shaped his path into leadership.
Together, those threads lead into a real-world growth story at Williamsburg Christian Retreat Center—what wasn’t working, what changed, and how those changes ultimately doubled room nights and helped fill the calendar.
Quick Camp Marketing Tip: Turn Past Guests Into Your Next Booking Engine
Most camps spend a lot of time thinking about how to reach new people. And while that matters, Carl makes the case that one of the most overlooked growth opportunities is much closer to home: the people who already know your camp.
Past campers, retreat leaders, guest groups, and even donors have already experienced what you offer. They’re more likely to return, more likely to refer others, and far more likely to respond when you reach out. In many cases, they’re the easiest and most cost-effective source of new bookings you have.
The problem is that most camps don’t have a consistent way of staying in touch. Communication tends to be sporadic, overly broad, or not tied to any clear next step. As a result, relationships that could lead to repeat bookings quietly fade over time.
A better approach is simple and intentional. Think about who you’re reaching, when they’re most likely to re-engage, and what message would actually resonate with them. A retreat group leader who came last fall might be ready to start planning again 9–12 months later. A camp family might be thinking about next summer as soon as school starts. When you reach out in those moments with a message that feels personal and relevant, it opens the door to a natural next conversation.
“You may feel like you need more new people—but don’t forget about the people you already know.”
This doesn’t require a complicated system. Even a short series of thoughtful emails can restart conversations and lead to bookings. For many camps, this is one of the fastest ways to begin filling gaps—without adding more pressure to constantly generate brand-new leads.
A Personal Camp Story That Sparked a Lifelong Path
Bob’s story starts with a transition.
As a high school student, he moved from Northern Virginia to Houston, Texas—a shift that brought a lot of change all at once. Not long after, a friend invited him on a backpacking trip in Colorado through a camp experience. It sounded like an easy yes, especially coming from the Texas heat, but it ended up being much more than just a change of scenery.
During that trip, Bob was surrounded by college-aged leaders who took their faith seriously and lived it out in practical ways. They modeled rhythms of reading Scripture, spending time with God, and walking through life with intention. It wasn’t just something they talked about—it was something they demonstrated.
That experience stuck. Bob returned again, and eventually stepped into a leadership role himself as a trail guide, leading trips and investing in others the same way he had been invested in.
Years later, that early influence shows up clearly in how he leads today. The same kind of intentional, life-shaping experience he encountered as a camper is now something he’s helping create for others.
For camps, it’s a reminder that the impact of what happens on your property often extends far beyond a single week or weekend.
When “Spiky” Bookings Become the Norm
Before the growth, there was a pattern that felt all too familiar.
Williamsburg Christian Retreat Center wasn’t failing, but it wasn’t operating with consistency either. Some weekends would be completely full, while others—especially midweek—would sit empty. The rhythm of bookings felt unpredictable, making it difficult to plan, staff, and grow with confidence.
“Our bookings were spiky… full weekends and then crickets.”
At the same time, the camp had a mix of programmed retreats that weren’t always producing the results they hoped for. Attendance would fluctuate, and in some cases, those programs were costing more to run than they were bringing in.
That combination—unpredictable bookings and underperforming programs—created enough pressure to make it clear that something needed to change.
Letting Go of Programs That Weren’t Working
One of the first major shifts was also one of the hardest: stepping back from certain programmed retreats.
These weren’t bad programs. Some had loyal followings and long histories. But when the team looked closely, they realized that several of them were inconsistent at best and unprofitable at worst. Meanwhile, guest groups—churches, schools, and other organizations—were far more reliable from a financial standpoint.
Making the change required both clarity and care. There were people who wanted those retreats to continue, and in some cases, those conversations were difficult. But instead of simply shutting things down, Bob and his team looked for ways to redirect.
In some situations, they helped those groups see how they could run a similar retreat themselves, with the camp serving as the host rather than the organizer. That shift allowed the experience to continue in a new form while freeing the camp from the burden of producing it.
It also simplified the internal workload. With fewer programs to manage, the team could focus more energy on serving guest groups well and creating a more sustainable model moving forward.
The Real Constraint: Limited Capacity to Market
After making those operational changes, a new challenge became more obvious.
The camp had a strong experience. Guests who came had a good time and often returned. But getting in front of new groups consistently—and staying in front of past ones—was difficult.
Like many camp leaders, Bob was wearing multiple hats. Marketing was something he knew mattered, but it often competed with more immediate responsibilities. Even when efforts were made, they tended to be inconsistent and hard to measure.
There wasn’t a clear system driving visibility or generating steady interest. And without that, growth remained unpredictable.
Recognizing the Need for Outside Help
The turning point came through conversations with other camp leaders.
In two separate settings, Bob heard the same name come up when he asked about marketing and growth. That got his attention—but what really stuck was the reasoning behind it.
Trying to hire a full-time marketing expert didn’t make sense for their size and budget. As one leader put it, the kind of person they truly needed wasn’t someone they could realistically afford in-house.
“You can’t afford the person you need—so get the right help another way.”
That reframed the decision. Instead of asking, “Who should we hire?” the question became, “What kind of help do we actually need?”
As they evaluated their situation, a few things became clear. The camp had a strong foundation—good facilities, loyal guests, and positive experiences. But they weren’t showing up as often as they should when people were searching for a retreat center, especially beyond their immediate area.
Visibility, not quality, was the limiting factor.
What Changed (and What Didn’t)
When they moved forward, the changes weren’t about overhauling everything internally.
In fact, much of what made the camp strong stayed the same. What shifted was how consistently they were showing up and how easy it was for people to find and engage with them.
That included improvements to their website, clearer messaging, and a more intentional approach to digital visibility. Over time, those changes began to compound.
And then came a simple but telling sign that things were working:
“The big change was answering the phone because it was ringing.”
More visibility led to more inquiries. More inquiries created more opportunities to book. And those conversations started to smooth out the gaps that had once felt so unpredictable.
From Recovery to Real Growth
Like every camp, Williamsburg had to navigate the disruption of COVID. The original plan—to grow through overnight guest groups—became difficult when gatherings were limited.
Instead of pausing entirely, the team adapted. They found ways to serve people within the constraints, offering alternative experiences like family stays, RV options, and smaller events. It wasn’t the original strategy, but it kept momentum moving forward.
As restrictions lifted, that momentum carried into the next phase.
By 2022 and especially 2023, the results became more visible. Booking gaps started to close. Midweek occupancy improved. Revenue became more consistent. What had once felt unpredictable began to stabilize.
In one of their primary lodging facilities, room nights doubled—from roughly 2,000 to 4,000 annually. Other areas of the camp saw significant increases as well, reinforcing that this wasn’t just a short-term spike—it was a broader shift in how the camp was operating.
Filling the Gaps: The Next Growth Focus
Even with that growth, Bob is clear that the work isn’t finished.
Now the focus has shifted from simply increasing bookings to refining where and when those bookings happen. Weekends may be full, but midweek still presents opportunities.
That’s led to a more targeted approach, particularly with school groups. Williamsburg’s location offers access to historical sites and attractions, but the camp’s setup adds another layer of value—especially for teachers and chaperones who need environments that are easy to supervise.
By leaning into those strengths and being more intentional about outreach, the team is continuing to chip away at the remaining gaps in the calendar.
What This Means for Your Camp
Bob’s story isn’t about a single tactic—it’s about a series of clear, intentional decisions.
They stopped doing programs that weren’t working. They acknowledged where they lacked capacity. They invested in visibility. And they stayed flexible when circumstances changed.
At the center of it all is a mindset shift:
“Be open to asking for help and being teachable.”
For camp leaders who feel stuck, that’s often the first step. Take an honest look at what’s happening. Be willing to make changes, even when they’re uncomfortable. And don’t assume you have to solve everything on your own.
Growth is possible—but it usually starts with clarity, followed by action.
If this episode sparked ideas for your camp, consider sharing it with another leader, subscribing to the podcast, or submitting a question for a future episode at growyourcamppodcast.com.
Let’s keep growing camps—and filling beds with people who need what you offer.
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