A virtual reality club is not only about modern equipment, but also about high-quality service and guest experience. The right team structure directly influences business success.

Depending on the format of your park — whether it is a small club in a shopping mall or a full-scale park with a VR arena — the team composition will differ significantly.

In this case-study article, we will review the typical staff roles in both a small virtual reality club and a full-scale park with an arena and attractions, as well as how the team scales together with the project.

Influence of Business Format on the VR Club Team

The size and format of a VR club determine the optimal staffing structure.

• A small club (several stationary VR zones): 2–3 people are sufficient to perform core functions: customer service, running game sessions, technical maintenance, and administration. In this format, some roles are combined by one employee — for example, an operator may simultaneously act as an administrator.
• In a larger club (medium format), both the number of VR zones and customer flow increase. The minimum staff already includes separate positions for each key area: manager, administrator, and VR zone operators. The total number of employees in a medium-sized club usually grows to 4–5 people to cover all shifts and responsibilities.
• A large VR park is a full-scale entertainment space with multiple areas: stationary zones, a VR arena, VR attractions, and one or several lounge zones. It requires a structured team organization: in addition to basic roles, additional specialists appear (marketers, accountants, etc.), and each function is handled by several people. A large club team may consist of more than 10–12 employees distributed by roles.

To clearly demonstrate how scale affects team structure, let us compare the key roles and headcount in a small, medium, and large VR club:

In rare cases, a sales manager may be hired — primarily for large VR parks.

Small VR Club

A small-format VR club (for example, 3–4 virtual reality stations within ~40–60 m²) can successfully operate with a very compact team. Many franchisors note that opening a VR club requires hiring only 3 employees. Typically, the core team includes:

Administrator-operator: a person who combines several functions. They greet guests, provide instructions and launch games, monitor player safety, and handle payments and bookings.

Weekend operator: a person usually hired specifically for weekend shifts.

Support roles: to maintain cleanliness, small locations hire a cleaner; once per week is sufficient for a small venue. Cleaning may also be handled by staff before opening or after closing. There is usually no separate technician — basic maintenance (restarting computers, replacing consumables, minor repairs) is performed by an operator with technical aptitude. It is important to select employees with technical competence and strong communication skills — in a small team everyone is visible, and the club’s reputation depends on how well staff manage both VR equipment and guests of all ages.

Shift organization in a small club is typically structured around long shifts alternating every one or two days.

A standard schedule in entertainment centers is 2/2 with ~12-hour shifts (two days on, two days off). This allows full weekly coverage with two employees without overtime overload.

Despite the minimal staff size, training should not be neglected: even one or two employees must be thoroughly trained in franchisor service standards, safety procedures, and basic VR equipment maintenance.

Medium VR Club

The staff of a medium VR club typically includes 4–7 employees divided into core roles: manager, administrator, operator(s), and additional positions as needed. Let us examine the details:

Club Manager (Location Manager). In a medium-sized club, it becomes reasonable to allocate a dedicated manager. Often, the franchise owner continues in this role, but as a leader rather than a hands-on operator. The manager oversees operations: scheduling, hiring and training, financial control and target achievement, and communication with the franchisor. If the owner cannot be present daily, hiring a reliable manager is advisable. Key qualities include organizational skills, knowledge of franchise standards, and customer management abilities.

Hall Administrator. In a medium club, this becomes an independent and critical position. The administrator is the first point of contact: greeting guests, advising on games and services, answering calls and messages, processing bookings and payments. They often handle basic social media management, loyalty program registration, and feedback collection. At least one administrator per shift is required, so no fewer than two administrators are needed to cover a 2/2 schedule.

VR Operators. A medium club usually employs multiple operators to serve several players simultaneously and maintain equipment. With 6–8 simultaneous players, at least 2 operators are recommended during peak hours. Total staff typically includes 3–5 operators to ensure rotation without overload. Operator compensation often includes a base salary plus revenue-based bonuses, motivating excellent service. In 2025, VR operators in Moscow earned approximately ₽40,000–55,000 per month, consistent with qualified entertainment staff levels.

Example of shift distribution in a medium club: assume operations run from 12:00 to 22:00 daily.

On weekdays, the minimum team — 1 administrator + 1 operator — is sufficient for steady visitor flow. The manager may work a 5/2 schedule (for example, Tuesday through Saturday), while the administrator assumes senior responsibilities on the manager’s days off.

On weekends, a second operator is added to handle increased traffic.

A medium business stage allows the owner to gradually step back from daily operations and focus on development, provided the team is trained for independent work.

Large VR Club

Opening a large-format VR park elevates the business — and staffing requirements reach maximum levels. A large club (300–500 m² or more, with a VR arena, numerous stations, and attractions) requires expanded staff with clearly defined responsibilities.

Not only headcount matters, but also a well-structured organizational hierarchy.

Who ensures the operation of such an entertainment center?

Location Manager. In large parks, this is a key role responsible for everything from financial targets to guest safety. Often, special training is required — franchisors may organize internships at successful locations. The manager does not work the cash desk daily but manages through team leadership. Responsibilities include shift scheduling (accounting for vacations and sick leave), team briefings, service control, administrative tasks, and reporting to the franchisor’s head office.

Administrators: a large location typically employs administrators (standardly 2 on staff). They are permanently stationed at reception and phone lines.

Operators. The core of a VR park is the operator team working directly with equipment and gameplay. Staffing depends on simultaneous attractions. For example, a free-roam VR arena for 10 players typically requires 2 operators per session. In classic VR station zones, one operator can supervise 2–4 stations, but during full occupancy, 1 operator per 2–3 stations is recommended. Thus, 4–5 operators may work simultaneously across a large club.

Marketing. At the large park level, marketing becomes a dedicated function rather than a one-person task. Typically, there is both a strategic marketer and an SMM manager (responsible for social media and blogger relations). The marketer handles strategy and funnel management: local campaigns, media relations, reputation management, and adaptation of franchisor promotions. While the manager focuses internally, the SMM specialist consistently generates external demand.

Accounting and Financial Support. For a large VR park, accounting is mandatory even if the accountant works remotely. High turnover, numerous transactions, expanded payroll, and corporate contracts require professional bookkeeping. The accountant manages cash and acquiring, payroll and bonuses, tax reporting, contracts, invoices, and interactions with landlords and regulators. In practice, accounting is almost always outsourced or handled by a remote specialist (0.5–1 FTE). The manager regularly collaborates with the accountant to monitor KPIs and financial discipline.

The schedule of a large team is a complex puzzle that must account for peak and off-peak attendance. Monthly planning with calendar awareness is recommended — marking holidays, school breaks, and expected surges to reinforce shifts in advance.

Conclusion

A properly structured team is the foundation of a successful VR club. For a franchisee, the ability to select and organize staff is as important as choosing equipment or leasing a location. Business scale dictates team structure: from a universal specialist in a small startup to a multifunctional crew in a VR park.

In real management practice, there is no static ‘ideal’ structure — the team must evolve continuously. The reward, however, is significant: a coordinated, friendly, and competent staff turns first-time visitors into loyal customers, generating strong reviews and repeat sales.

As a franchisee, you receive network support, but locally — in your city — it is your team that makes the business successful. Invest time and effort into hiring and training, and the virtual club will become real profit and enjoyment for all participants.

We wish you success in building a strong team and growing your VR business!