Joshua founded TGA, (Teach Grow Achieve) an educational, motivational and innovative youth sports business model in 2002. In 2007, they franchised their first product TGA Premier Golf. In 2011 he orchestrated the move to their second franchised product TGA Premier Tennis in partnership with the United States Tennis Association (USTA) and formed the 501c3 TGA Sports Foundation to fund and execute under-resourced programs for students in need.
TGA has grown to become the largest provider of individualistic youth sports programs being offered at schools, community centers, golf courses, and tennis facilities. They run introductory programs such as their
before/after school programs, camps, leagues, play days and family events. What differentiates TGA is their muti-level, station based curriculums that incorporate STEM, academic subjects, life skills, character development, physical fitness and rules and etiquette of the sport.
Jacobs and his network of passionate, dedicated local franchise owners are helping build a young generation of engaged, informed and excited junior tennis players. Through pathway partnerships with the United States Tennis Association (USTA) and the support of local communities across the nation, TGA is helping grow tennis participation in innovative and demonstrable ways.
The USTA has done a wonderful job transforming the U.S. National Tennis Center and monetizing the U.S. Open and U.S. Open Series however they have struggled growing community tennis participation at the introductory, recreational and competitive level. The chance of another “Is tennis dying?” Sports Illustrated cover is looming.
For decades the USTA has deployed similar marketing campaigns and curriculum under different names while creating brands without addressing the lack of a cohesive delivery system to both current and non-tennis players. USTA Net Generation is a marketing platform, not both a platform and a delivery system. The USTA’s bottom-up and governance structures along with Districts, States and Sections reliance on volunteers to deliver tennis has hindered its ability to deliver self-sustaining, scalable and replicable programs. Doing this undermines any quality control or metrics goals that can be achieved.
The industry has relied on both the USTA and their affiliate NJTL chapters to grow participation, similarly to the way the golf industry relied on The First Tee to grow junior golf. Both failed for different reasons but have left their respective industries in the same position. Big government doesn’t work in growing individualistic sports, entrepreneurialism does.
There are many outstanding companies doing great work in the tennis industry that could benefit from one central organization managing participation growth across all age groups catering to different skill levels. This business-minded organization would bring together all tennis stakeholders under one purpose: to grow new tennis participation and retain current players, which would lead to economic stability and thriving of manufacturers, clubs, parks and recreation facilities, USTA programs, U.S. based tournaments while increasing the probability of creating men’s and women’s champions.