Conversations with Eric Bowen

Today we’d like to introduce you to Eric Bowen.

Hi Eric, we’re thrilled to have a chance to learn your story today. So, before we get into specifics, maybe you can briefly walk us through how you got to where you are today?

Bermuda Club didn’t start with a grand plan or a corporate vision—it started with a pretty simple frustration: there wasn’t one place that let busy professionals balance work, wellness, and real friendships without running all over town. My two co-founders and I are local husbands, dads, and professionals in North County San Diego, and we kept seeing the same pattern in ourselves and our friends—strong careers and full calendars, but less time for health, connection, and the kind of community that actually makes life better. We had gym memberships, coworking options, and social spots, but nothing that blended the whole lifestyle in a way that felt natural.

So we built Bermuda Club as a “third place” where you can knock out work, train, recover, and connect—without the pretension of a country club or the chaos of a crowded gym. The club brings together premium but practical amenities like coworking, golf simulators, fitness, sauna/cold plunges, and a lounges/speakeasy, but the real point is the community. We wanted a place built around genuine relationships—more “real friends” than “deal friends.” That’s where our tagline came from: Work Well. Play Well. Be Well. It became the filter for everything we created, and it’s what’s taken us from an idea to a real, growing club that’s now expanding beyond our first location.

Would you say it’s been a smooth road, and if not what are some of the biggest challenges you’ve faced along the way?

The biggest challenge early on was taking something that sounded simple in theory (community + work + wellness + golf) and turning it into a real operation that runs clean every day. When you’re building a “third place,” you’re not just opening a business—you’re setting a standard for experience, culture, and consistency. That takes time, reps, and a lot of learning.

A few of the real struggles:

Nailing the model while building the plane. We were creating something that doesn’t fit neatly into one category and doesn’t current exist, so everything from pricing to programming to member expectations required iteration.

Real estate + construction headaches. Timelines slip, costs move, vendors miss, and we learned quickly that the spreadsheet is always more optimistic than reality.

Hiring and leadership. Finding people who can operate at a high level and also protect the vibe is hard. Culture isn’t a poster—it’s the decisions made on a random Saturday night when nobody’s watching. We work hard to protect that above everything else.

Balancing “premium” with “welcoming.” We wanted elevated, but not pretentious. Getting that right takes intentionality in design, communication, and how we onboard members. Come in with your shorts and sandals, just leave the ego at the door.

Momentum vs. patience. We’ve had to stay aggressive enough to grow, but disciplined enough to not expand or add complexity before the foundation is ready.

The good news: every one of those challenges made the business stronger. We’ve tightened systems, clarified standards, and gotten better at hiring, training, and executing. The road hasn’t been smooth, but it’s been worth it—and we’re excited about the next phase.

Appreciate you sharing that. What else should we know about what you do?

I’m the CEO of Bermuda Club and one of the co-founders. My job is to make sure the vision turns into reality—both at our current club and as we expand into new locations. Day to day, that means I’m focused on the strategy and vision: the member experience, the brand, the business model, and building a strong team and operating system that can actually scale.

Before Bermuda Club, I spent over 20 years in the staffing and consulting world with Allegis Group, leading large teams and running major operations. I learned how to build leaders, set standards, and drive results without losing the culture. That background is a huge advantage now because Bermuda Club isn’t just a “cool concept”—it has to run tight every day, and it has to be repeatable as we grow.

What I’m known for is being direct, consistent, and big on accountability—but I’m also genuinely invested in people. I like building teams, coaching leaders, and creating clarity. I’m not interested in fluff or corporate theater. I’m interested in results, great service, and creating something people are proud to be part of.

What I’m most proud of is building something meaningful in my own community. Bermuda Club is designed to be a “third place” where people can work, take care of themselves, and build real relationships—not just collect business cards. If we do this right, people leave better than they showed up. That’s the goal, and I believe it’s what sets Bermuda Club apart.

How do you define success?

Success to me is building something that actually matters and lasts—something that improves people’s lives, not just a business that looks good on paper.

On the personal side, success is having strong relationships, being present for my family, staying healthy, and living with integrity. If the people closest to me feel supported and proud of how I show up, I’m winning.

On the business side, success is Bermuda Club becoming a real “third place” in every market we enter—where members feel connected, taken care of, and better because they’re part of it. If we can scale that experience without losing the culture, while running a profitable, well-operated company, that’s success.

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