CMAE members encouraged to enter the 2025 Club Awards – page 27
Beyond Borders – the CMAE Global Family expands Northants Golf Club – a leading light in sustainability Giving back and looking forward – the value of volunteering European Club Education Foundation – what’s in store for 2025
Golf is a sport that is often associated with elegance and tradition and has proven to be much more than just a hobby.
It has become a powerful catalyst for strengthening family bonds and creating lasting memories. Over the years, many families have discovered that golf offers a unique opportunity to connect generations and foster important values.
One of the most attractive features of golf is its ability to accommodate players of all ages. From grandparents to younger grandchildren, everyone can participate and enjoy the game at their own pace. This inclusivity allows families to share a common activity, regardless of differences in age or physical ability.
The golf course becomes an outdoor classroom where parents can teach valuable lessons to their children. Patience, perseverance and honesty are virtues that are put to the test on every hole. Children learn to manage frustration, celebrate successes, and respect the rules of the game—skills that easily translate to other aspects of life.
This is one of the strengths of CMAE’s philosophy.
In a world increasingly dominated by technology and screens, golf offers a welcome respite. For a few hours, families can disconnect from their devices and connect with each other. Conversations flow naturally as you walk through the countryside, allowing for a genuine exchange of ideas and emotions.
Many families have made golf a tradition, whether it’s through regular weekend outings or annual vacations focused on the sport. These rituals create a sense of continuity and belonging, forging memories that are cherished for a lifetime. Family tournaments or “holes-in-one” become legends that are passed down from generation to generation.
Golf allows us friendly competition between family members, fostering a spirit of self-improvement at a time when our children must learn to live in a very competitive world.
Game-leveling handicaps allow players of different levels to compete on a level playing field, adding an element of excitement and fun to family gatherings.
Today, golf clubs create events related to sport by offering opportunities for families to socialize with others who share their interests. This helps children develop important social skills and adults expand their social networks (not technological but physical), creating a broader sense of community.
Not only is golf a fun activity, but it also offers significant health benefits. Walking around the field provides a gentle cardio workout, while the concentration required for the game helps maintain mental acuity. For families, this means an activity that promotes the overall well-being of all its members.
Each round of golf presents its own challenges and facing them as a family can strengthen the bonds between its members. Whether it’s helping each other out of difficult situations in the field or celebrating individual achievements, these shared experiences create a sense of unity and mutual support.
In conclusion, golf offers families much more than just a game. It is a platform for personal growth, intergenerational connection, and the creation of lasting memories. As more families discover the benefits of the sport, golf continues to prove its value as an activity that unites people of all ages, strengthening family bonds one swing at a time.
And that is the mission that we want to implement at CMAE, that golf is the link between people and families and helps keep technological advances in perspective.
ALBERTO IGLESIAS CCM – President
CMAE is currently in an exciting period of its lifecycle. CMAE is about to turn 25 years old, starting to mature after growth within the organisation in the last couple of years. I feel very humble working now with a team of great people after being the only employee when I started in 2017.
The landscape of education in our industry is evolving rapidly with more organisations entering the space than ever before. At the same time, we remain steadfast in delivering our globally respected training programmes, which are continuously reviewed and updated to reflect the latest insights and best practices backed by ongoing research and the invaluable expertise of our top ambassadors, our CCMs. We ensure our educational content remains not only current, but also aligned with the latest developments in the global curriculum.
We are very proud of our international growth with new Regions (Wales, Scotland, Spain) and Alliance Partner GMVD (Germany) as well as Preferred Education Partners in GCAE and UKGF. Read more in “Beyond Borders”.
With 82 CCMs – and a CCM Exam Review Course just being delivered – we are excitedly looking forward to reaching the 100 milestone, with 17 MDPs held in 2024 and with Finland and Hungary hosting their first MDP. At the same time, we have welcomed Worldpay as a Premier Partner and Troo, NextGen and GolfFinance as Corporate Partners.
We are ready for a great 2025!
TORBJORN JOHANSSON – Chief Executive Officer
CMAE Board of Directors
Alberto Iglesias CCM aiglesias@cmaeurope.org
Michael Newland CCM michael@theberkshire.co.uk
Debbie Pern CCM admin@deesidegolfclub.com
Chris May CCM cmay@dubaigolf.com
Cristian Fiora CCM fiora@tee-time.it
Nathanael Pietrzak-Swirc CCM nps@ugolf.eu
Pat Barrett CCM pat@adlibprint.ie
Ann Robbie annr@garrickclub.co.uk
CMAE Staff
Torbjörn Johansson torbjorn.johansson@cmaeurope.org
Debbie Goddard debbie.goddard@cmaeurope.org
Michael McCormack CMDip michael.mccormack@cmaeurope.org
Craig Cotterill craig.cotterill@cmaeurope.org
Gavin Robinson CMDip gavin.robinson@cmaeurope.org
Sharon Reekie sharon.reekie@cmaeurope.org
Editor Caroline Scoular caroline@alchemymedia.co.uk
Design David Foster
Editorial Nick Sellens
Advertising: Sean Ferris sean@alchemymedia.co.uk
Circulation Jonathan Hardy
Association Manager Debbie Goddard Debbie.Goddard@cmaeurope.org
Publisher
Clubhouse Europe is published by Alchemy Contract Publishing e.info@alchemycontractpublishing.co.uk t. +44) (0) 1753 272022
Gainsborough House, 59/60 Thames Street, Windsor, Berkshire SL4 1TX United Kingdom
t. +44 (0)1753 272022
e.info@alchemycontractpublishing.co.uk www.alchemycontractpublishing.co.uk
The views expressed in this magazine are not necessarily those of the publishers or the CMAE. ClubhouseEurope does not verify the
5 Beyond Borders: a Global Family of Learning and Excellence
In the world of professional development, true growth is about building meaningful connections. The Club Management Association of Europe (CMAE) has always understood this fundamental truth, transforming the landscape of club management education through collaboration, shared knowledge, and a commitment to professional excellence.
8 Giving Back and Looking Forward
Pat Barrett CCM, General Manager of Limerick Golf Club in Ireland, reflects on joining the CMAE Board and shares the value of volunteering.
Mark Ruddy CCM, Executive Officer, Club Management Association of Ireland and CEO of Grow Sport, provides us with a journey map and framework for evaluating and improving the golf club experience.
The CMAE’s Management Development Programme (MDP) is the leading education programme for club industry professionals and provides the pathway to the European Club Management Diploma and the global Certified Club Manager certifications. Find out what’s coming up.
Jules Murray on becoming self-aware, and living in the present moment: “I will now express gratitude for the day ahead. It hasn’t always been like this! Let me share how I got to be here.”
Created to provide clear guidance and expertise to clubs of all sorts, Club Benchmarking believe that prioritising fact over opinion is paramount, and that future planning is crucial for golf clubs all over the world.
Michael Herd, Head of International Search & Consulting at KOPPLIN KUEBLER & WALLACE shares his thoughts on how the art of knowing ourselves can positively affect professional development.
18 The Power of Exceptional Member Experiences
Think about the best experience you’ve ever had at a club—or anywhere, really. Chances are, it wasn't just about the facilities or how nice the setting was, explains mygolfGroup’s Damien Connolly CCM.
19 Sustainability and Northants Golf Club
North Hants Golf Club achieved GEO certification in February 2023. It considers sustainability in everything that it does, focusing on reducing its carbon footprint while delivering the best value to members. Clubhouse Europe takes time out to chat with GM Rob Climas.
23 Meet Sharon Reekie
In a new series, we introduce our team to CMAE members and readers. Clubhouse Europe takes time out with CMAE’s Certifications Manager, Sharon Reekie.
25 Protecting Golf Clubs from Cybercrime
Time on the fairways, greens – and even relaxing at the 19th hole – may feel like an escape from the gut-wrenching worries of cybercrime – but unfortunately, it isn’t. HOWDEN insurance offers up important advice.
27 Call for Entries
The 2025 Club Awards are now open for entries from CMAE members. Could this be your year? Time to find out.
32
Paul Davidson, an energy consultant at Troo, helps clubs to manage their energy more effectively, saving them time, money, and stress. Here’s how.
33
The European Club Education Foundation was formed with the purpose of awarding bursaries, allowing individuals to attend the Management Development Programme. Latest news on what’s in store for 2025.
For more information on any of these articles or to contribute to our next issue, contact either:
Editor Caroline Scoular.
e. caroline@alchemymedia.co.uk
Or:
CMAE Operations Manager Gavin Robinson
e. gavin.robinson@cmaeurope.org
For more information on the CMAE, its events and/or courses contact Debbie Goddard.
e. debbie.goddard@cmaeurope.org
t. +44 (0) 247 669 2359
In the world of professional development, true growth is about building meaningful connections. The Club Management Association of Europe (CMAE) has always understood this fundamental truth, says Operations Manager, Gavin Robinson, transforming the landscape of club management education through collaboration, shared knowledge, and a commitment to professional excellence.
2024 has been a remarkable year of expansion for CMAE, with new regional chapters emerging across Europe and beyond. But this is not expansion in the traditional sense. Each new region represents a carefully nurtured partnership, a bridge built on mutual respect and a shared vision of professional development.
Take Scotland, for instance (see right). The transition of the Scottish Golf & Club Managers Association (SGCMA) to CMAE Scotland is a perfect example of our approach. This was a strategic alignment that preserves the region’s unique identity while offering members access to broader educational resources. As CMAE Commercial Director Craig Cotterill noted, this evolution “strengthens the collaboration between Scotland’s club managers and the wider CMAE family”.
Building Bridges, not Boundaries
In Germany, our recently announced alliance with the Golf Management Verband Deutschland (GMVD) showcases our commitment to international cooperation (pictured below).
This partnership goes beyond mere membership, it’s about opening doors to international opportunities. GMVD members now gain access to CMAE’s prestigious Management Development Programme (MDP), a global pathway for club management education.
Spain represents another inspiring chapter.
CMAE Spain has emerged not as an external entity, but as a natural continuation of existing training efforts. Daniel Asis, President of CMAE Spain, proudly highlights their track record, noting that no other continental European country has organised as many MDP courses or certified as many professionals.
Our Management Development Programme (MDP) is the heart of our mission. It’s a comprehensive learning framework designed to support club industry professionals at every level, from staff members to senior managers. The programme covers 11 core competencies essential to effective club management, ensuring that our members are equipped with world-class skills.
What sets CMAE apart is our understanding that education is more than just acquiring knowledge. It’s about creating opportunities, building networks and empowering professionals to excel in an increasingly competitive global market, and a role that has also expanded markedly in recent year.
The launch of CMAE Wales in August 2024 represents another milestone in our journey. Wales is a country with a rich tradition in clubs and club management. At times, however, it has been a secondary consideration to it’s bigger, influential neighbour, CMAE England. This will no longer be the case, with CMAE Wales already delivering its first event in November 2024. It is set to continue with more events in 2025, with the possibility of hosting an MDP 1 in 2025, still on the table.
Our journey is defined by meaningful collaborations that transcend geographical boundaries. Take our recent partnership with the Golf Course Owners Association of Europe (GCAE), a relationship forged through a shared vision of industry excellence.
Born from a chance meeting at the Solheim Cup with Renate Roeleveld (GCAE CEO), the GCAE have partnered with the CMAE as a
Preferred Education Partner. This partnership represents the essence of CMAE’s approach: bringing together passionate professionals to collectively raise industry standards.
Craig Cotterill captures this spirit perfectly: “We believe that a strong future for golf starts with empowering those at the heart of every club—the staff and managers.”
Through partnerships like the one with GCAE, representing 1,200 golf facilities across Europe, we’re opening doors for professionals at every level. From foundational skills for new staff to advanced training for senior executives, the MDP provides a comprehensive approach to professional development.
Similarly, the UK Golf Federation (UKGF) joined with the CMAE as a Preferred Education Partner. UKGF’s CEO Doug Poole notes that this partnership brings “tremendous value to our members, giving them access to benefits and opportunities to further enhance their skills and knowledge in the golf industry”.
“ ”
As we look to the future, our commitment remains unchanged. We are not building an empire, but extending a family. A family united by a passion for excellence, a commitment to continuous learning, and a belief that professional growth knows no borders.
The impact of our approach is best understood through personal stories.
Fatima Munoz from The San Roque Club, for example, describes CMAE as “a source of inspiration, effort, and guidance”. In just two years, she has connected with industry leaders, strengthened professional relationships, and brought her career aspirations closer to reality.
Carlos de Linares from PGA Oceans 4, Dominican Republic, goes even further, saying that his career would not have been the same without the MDP courses and the CCM certification: “CMAE not only provides education; it opens the doors to a bright future for managers looking to excel in the competitive global market. CMAE Spain will bring these opportunities closer to all of us working in sports and golf clubs across Spain.”
As we look to the future, our commitment remains unchanged. We are not building an empire, but extending a family. A family united by a passion for excellence, a commitment to continuous learning, and a belief that professional growth knows no borders.
Each new region, each new member is not a conquest, but a conversation. Not a statistic, but a story of potential, waiting to be unleashed. <
Throughout my career as well as my personal life, I have always believed in giving back. Whether personally as a football coach, fundraising volunteer or helping any local organisations as well as in my professional life through mentoring, industry involvement, or club leadership, volunteering has been a cornerstone of my professional journey. For me It’s not about recognition; it’s about contribution.
Now, as a newly appointed Board Member of the Club Managers Association of Europe, I have the privilege of helping Alberto and my fellow board members shape the strategic direction of the Association. Being part of a group responsible for guiding an organisation that supports the professional development of club managers across Europe is both an honour and a responsibility. But what does it truly mean to volunteer at this level? What does it feel like to help shape an industry?
For me, it’s about impact. The best organisations don’t just serve their members—they evolve with them, anticipate their needs, and set standards that elevate the entire profession. Being on the CMAE Board is an opportunity to contribute to that evolution, ensuring that our industry continues to develop, modernise, and remain relevant in a changing world.
Volunteering isn’t always easy. It requires time, energy, and the willingness to step forward when others step back. But the rewards are immense. You gain insights into the bigger picture, build lasting relationships with like-minded professionals, and most importantly, help shape a better future for those who follow.
Lessons from the Outside World Before stepping into the world of club management,
I had a background in business, working in industries where agility, strategic planning, and customer experience were paramount. What I quickly realised when I transitioned into club management was that while clubs have many of the same challenges as businesses, they often approach them very differently.
Golf clubs, in particular, have a reputation for being slow to modernise. The industry is steeped in tradition, which can be both a strength and a limitation. While heritage and legacy create a strong sense of identity, they can also lead to resistance to change. Many clubs operate on committee structures that change annually, leading to short-term decisionmaking rather than long-term vision. Meanwhile, the commercial world moves forward, driven by innovation, data, and customer-centric thinking.
So, what can clubs learn from the business world?
Three key areas come to mind:
1. Strategic Thinking Over Reactionary Management – In the corporate world, successful businesses don’t just react to change; they anticipate it. Clubs need to do the same, ensuring they have long-term strategies rather than just focusing on short-term fixes.
2. Member Experience as a Priority – Businesses thrive when they put the customer at the centre of
everything. Clubs need to adopt the same mindset—understanding that members are not just participants but customers with evolving needs and expectations. The clubs that succeed are those that listen, adapt, and innovate.
3. Embracing Change and Technology – The outside world has fully embraced digital transformation, using data to drive decisions and engagement. Clubs must move in the same direction, leveraging technology to enhance member experience, streamline operations, and future-proof their organisations.
As you read this, I encourage you to take a step back and reflect on your own journey. What role do you play in shaping your club’s future? Are you leading with a strategic mindset, or are you caught in the cycle of short-term decision-making? Are you resisting change, or are you driving it?
Volunteering on the CMAE Board has given me the opportunity to be part of something bigger than myself. But you don’t have to be on a board to make an impact. Every club manager, committee member, and industry professional has the power to influence positive change within their own environment.
So, I leave you with this challenge: How will you contribute? How will you push your club forward? And most importantly, how will you ensure that the industry you love continues to thrive for generations to come?
Mark Ruddy CCM, Executive Officer, Club Management Association of Ireland and CEO of Grow Sport, provides us with a journey map and framework for evaluating and improving the golf club experience.
As industry professionals, we are not just managers but facilitators of experiences. By adopting a mentor’s approach, we can identify areas where small improvements can lead to significant increases in satisfaction, retention and reputation.
A seamless and memorable experience is vital to golf club management. We must ask:
• Are we reviewing each stage from the golfer’s perspective?
• Are we measuring satisfaction effectively?
• Are we addressing service gaps?
Focusing on key areas helps create a structured approach to enhancing customer satisfaction.
Golfers have many options. Their decision often stems from marketing efforts, word-of-mouth referrals or their first visit to the website. A professional online presence, an engaging social media strategy and positive reviews strongly influence prospective members.
How to Review This Step:
• Audit your website for clarity, ease of navigation and testimonials.
• Mystery shop your enquiry process to assess responsiveness and clarity.
• Evaluate signage and branding at the club entrance to enhance first impressions.
Impact on Satisfaction: A strong first impression builds positive momentum to attract engagement.
2. The Arrival Experience – First Touchpoint with Your Team
The arrival sets the tone for the visit. From the car park to the locker rooms, every detail should reflect your offering. Staff engagement is crucial in making guests and members feel welcome.
How to Review This Step:
• Walk the arrival route to identify areas needing improvement.
• Observe the check-in process at the proshop/office for efficiency and friendliness.
• Gather feedback from new members about their onboarding experience.
Impact on Satisfaction: A warm and professional welcome builds confidence and enhances engagement.
The On-Course Experience – the Core Offering
A well-maintained course is essential to delivering a memorable golfing experience. The first three and last three holes are particularly crucial as they shape the golfer’s first and last impressions. A stunning opening sets the tone, while a well-manicured finish leaves a lasting impact.
Beyond course conditions, efficient tee-time management and clear communication contribute to a smooth and enjoyable round. Access to warm-up facilities ensures players are prepared, while oncourse support—such as attentive marshals, beverage services, and well-placed amenities— enhances the overall experience.
How to Review This Step:
• Experience the course firsthand – Simply driving around does not provide the same insights as playing the course. Walk a few holes or play a full round to assess real playing conditions.
• Engage with players – Speak to golfers during their round to gather feedback on their expectations, experiences, and any challenges they have encountered.
• Ensure visible and accessible support – On-course staff, such as marshals and hospitality teams, should be present, proactive and responsive to player needs. If on-course staff presence is not feasible, provide readily available contact information so players can easily reach assistance when needed.
Impact on Satisfaction: A stress-free round increases repeat visits and word-of-mouth recommendations.
3. After the Game – Social Spaces and Engagement
The post-game experience is crucial to retention. The transition from the course to the clubhouse should be seamless. Clean welcoming locker rooms and a vibrant bar and restaurant enhance the social experience. How to Review This Step:
• Assess peak times and service efficiency in the bar and restaurant.
• Conduct a golfers survey on clubhouse facilities and usage.
• Engage with golfers post-round to gather informal feedback.
Impact on Satisfaction: A well-run post-game space encourages socialisation, deepens loyalty and increases secondary spending.
4. Follow-up – the Often Overlooked Opportunity
A simple ‘thank you’ personalised offer or event invitation can turn a visitor into a long-term member. Many clubs neglect this crucial step.
How to Review This Step:
• Implement a structured follow-up process after every visit.
• Use software tools to personalise communications and offers.
• Track return rates of first-time visitors to identify improvement areas.
Impact on Satisfaction: Effective follow-ups reinforce member/guest value and build a sense of community, improving retention rates.
Implementing Insights into Action
By systematically reviewing each stage of the customer journey clubs gain valuable insights into what works and what needs improvement. The benefits of refining this journey include:
• Increased member/guest satisfaction
• Higher retention and referral rates
• Greater secondary revenue from F&B and pro shop sales
• A stronger reputation in the golf community
A great club is not defined solely by its course but by the complete experience it provides. By mentoring your team through a customer-focused approach, you create an environment where excellence becomes the norm.
So take a step back and review your own club’s customer journey. Where do you excel and where can you improve? Your members/guests will happily tell you! Review, Plan and take action.
Mark Ruddy CCM is Founder and CEO of Grow Sport e. office@growsport.ie www.growsport.ie
The CMAE’s Management Development Programme (MDP) is the leading education programme for club industry professionals and provides the pathway to the European Club Management Diploma (CMDip) and the global Certified Club Manager (CCM) certifications. Also: Unmissable Summits and Conferences.
The CMAE MDP is a series of courses focused on the core competencies of club management designed not only for those working as club general managers, club secretaries and in other senior positions at sports, city and business clubs today, but also for those who aspire to these roles in the future.
Watch out for new MDPs coming up. (Information correct at time of going to press) Full details available on CMAE’s website. (See ‘Get Involved’ for links and contact details.)
Sustainability Summit
The CMAE & R&A Sustainability Summit is your opportunity to explore the future of sustainable golf club management with industry leaders and sustainability experts. Taking place on April 24, 2025, at Golf It! in Glasgow, this exclusive event is designed to equip club managers, course operators, and industry professionals with the knowledge and tools needed to drive sustainability in their own clubs.
Upcoming Dates:
24th April 2025, Glasgow, Scotland
MDP 1 – Club Operations
Part 1 is an immersive, week-long course designed for managers who are new to their role, recently appointed, or eager to sharpen their expertise to better serve their club’s committee, owners, and members. Throughout the week, participants will gain a solid foundation in every aspect of club management, equipping them with essential skills and insights. By the end of the course, you won’t just walk away with knowledge—you’ll have built a strong professional network, setting you up for long-term success in the industry.
Upcoming Dates:
19-23 May, Dubai 2025, UAE
27-31 October 2025, Birmingham, England 17-21 November 2025, Helsinki, Finland
MDP 2 – Building & Managing the Club Team
Part 2 is an intensive, week-long course that builds on the foundations of Part 1, diving deeper into strategic and business planning, performance optimization, and service excellence. Designed to elevate both personal and club success, this course hones professional and communication skills essential for leadership in the industry.
Upcoming Dates:
19-23 May 2025, Dubai, UAE
2-6 June 2025, Sabadell, Spain (in Spanish)
18-22 August 2025, London, England
1-5 December 2025, Edinburgh, Scotland
MDP Sport & Recreation Management
This immersive course is designed for managers seeking a broader perspective on sports, fitness, recreation, and wellness operations within the club industry. Attendees will explore key areas, including racket sports, aquatics, junior programming, and recreational activities, while gaining insights into the latest trends shaping wellness and fitness. Beyond hands-on learning, the course delves into the history, evolution, and future of wellness in clubs, empowering managers to make informed, strategic decisions that elevate their club’s offerings and enhance member experiences.
Upcoming Dates:
11-15 August 2025, London, England
MDP Golf Management
Designed for managers responsible for the success of golf operations, this comprehensive course provides the knowledge and strategies needed to excel in the industry. Participants will learn how to optimize collaboration with key personnel, including the Course Manager, Golf Professional, and Club Manager, to ensure seamless operations. The program explores essential topics such as agronomy, golf shop management, merchandising, fleet operations, and strategic business planning—aligning with the club’s traditions and long-term goals. Attendees will also gain valuable insights into the history, evolution, and future trends of the golf industry, equipping them to make informed decisions that elevate their clubs and enhance member experiences.
Upcoming Dates:
23-27 June 2025, Sotogrande, Spain (in Spanish) 3-7 November 2025, St Andrews, Scotland
MDP 3 is designed for managers ready to elevate their leadership skills, refine their management style, and drive their club forward as a successful business. This transformative course explores the key responsibilities and characteristics of influential leaders, equipping participants with the tools to foster creativity, align strategic goals with club traditions, and build a high-performing team. A core focus is on strengthening relationships—both with the Committee and staff—through mentorship, development, and effective leadership strategies. Delegates will also assess their expertise across all key competency areas essential for long-term career success.
Upcoming Dates: 19-23 May 2025, Dubai, UAE 10-14 November 2025, Barcelona, Spain
MDP/BMI International
MDP/BMI International provides a one-of-a-kind educational and cultural experience designed specifically for club management professionals. This program allows participants to explore diverse regions worldwide, engage deeply with local club cultures, and learn directly from esteemed industry leaders.
Upcoming Dates: 15-19 September 2025, New York, USA
To register your interest or for any queries, contact Debbie Goddard on debbie.goddard@cmaeurope.org. Full details are available at cmaeurope.org/ mdp-courses.
The CMAE is delighted to announce that Daniel Perez, General Manager and Chief Operating Officer at The Yale Club of New York City, will be a speaker at the highly anticipated MDP/BMI International 2025, set to take place September 1519, 2025, in New York City.
Perez will share insights into his leadership journey and the evolution of The Yale Club of New York City, one of the most prestigious private clubs in the United States. His session will provide attendees with valuable knowledge about club operations, management strategies, and the unique aspects of running an iconic institution.
Torbjorn Johansson, CEO of CMAE, said: “Daniel Perez’s leadership and expertise make him an outstanding addition to our speaker lineup. Daniel has been an immense help to us at CMAE in assisting with the organisation of the event and his perspective on club management will be incredibly valuable to our attendees. We are excited to hear about his journey and the Yale Club experience.”
MDP/BMI International 2025 is a must-attend event for club industry professionals, offering education, networking, and insights from top leaders in the field.
MDP/BMI International provides a one-of-akind educational and cultural experience designed
specifically for club management professionals. This programme allows participants to explore diverse regions worldwide, engage deeply with local club cultures, and learn directly from
esteemed industry leaders.
• For more information and to book a place visit https://www.cmaeurope.org/mdp-international/
The CMAE is pleased to announce that Paul Youngman has successfully achieved the highly esteemed Certified Club Manager (CCM) designation.
This prestigious certification marks a significant milestone in Paul’s professional journey and highlights his dedication to excellence in club management.
Torbjörn Johansson, CEO of CMAE, said: “I am of course very thrilled to see Sweden get a CCM after the departure of our beloved friend and one of the first CCMs in Europe, Jimmy Grön. Paul has had an amazing journey with us, and I have personally been blessed with a lot of discussions and feedback with Paul since he and his club are not far from where I live in Stockholm, Sweden. Now, we hope more managers from the Nordic region will follow.”
Simon Fowler, Membership and Marketing Manager at Royal Mid-Surrey Golf Club, has gained his Certified Club Manager (CCM) certification.
Simon’s career spans 25 years, with key positions including Crown Golf, Milford Golf Club, and
Merrist Wood. In 2021, Simon joined Royal MidSurrey Golf Club, where he has continued to make significant contributions to the club’s success.
The CCM certification is a testament to Simon’s comprehensive knowledge and professional expertise in club management.
“I have been forgiven by the dawn chorus for noisily crunching my cornflakes on the balcony,” says Jules Murray. “I am now taking a moment to become self-aware. Aware of my environment, aware of my strength, my energy, my health, and I will now express gratitude for the day ahead. It hasn’t always been like this! Let me share how I got to be here.”
The belief of excellence that states ‘doing the best you can with the resources you have available’ jumps urgently into my mind. I am reflecting upon my childhood, and recalling specifically, the weekday mealtimes, which appeared to me, as a frantic, jittery rush. A tick box exercise, if you will, which was not to be enjoyed or savoured, but one which served as a functional necessity. It was wedged tightly, and uncomfortably between, household chores and homework studies. It provoked feelings of anxiety and fear.
My parents were not bad people, they were hardworking, impatient, thorough, principled and extremely strict. (Doing the best they could with the resources they had available). Cleaning was high on the list of family values. Eating and clearing away was a swift and efficient operation. I wistfully longed for the time to sit around the table and simply be present with each other, to be a family who were able to enjoy holding space for one another and be happy in the moment.
Working as a Master Practitioner of NLP (Neuro Linguistic Programming), I came to realise that this feeling of having to move quickly onto the next thing, was simply a pattern and a programmed behaviour. I had learned this behaviour in childhood, and I replicated it in my adult life. It was a feeling which I struggled to absorb, and I often found myself fighting with my instincts to be different. Not restricting this behaviour to the dinner table gathering, I was blatantly aware that I was prone to be rushed and pre-occupied in many other social settings and business gatherings. I longed for the ability to be present in the moment and enjoy all the numerous benefits this would bring me.
So, dear Reader, if this is resonating with you, come with me on this journey today and discover the joy of being in the moment.
Start by saying to yourself: “On demand, I will be able to be in the moment, and to be able to maintain that presence for as long as I choose to. This will enable me to connect at a deeper level with people around me, to truly listen and empathise with others, and in turn ensure that those in my company feel valued and considered. I choose to enjoy a richer quality of life’s interactions and experiences.”
“
Working as a Master Practitioner of Neuro Linguistic Programming, I came to realise that this feeling of having to move quickly onto the next thing, was simply a pattern and a programmed behaviour.
Now try this simple action: Sit comfortably on the chair, with your feet placed flat on the floor. Take a nice deep breath in through your nose and out of your mouth. Repeat this once more and roll any tension out of your shoulders. Now bring your focus to your feet. Feel your feet in contact with the floor, grounding you into this moment.
This is where you are right now. Keeping the focus on your feet, start to wiggle your toes. Look around you and silently name the things that you can see. Name the sounds that you can hear. Name any smells that you can smell. And now feel the ‘feels’ of this special moment. Say to yourself ‘This is a wonderful
moment to be 100% present – I am grateful to be right here, right now’.
Club Benchmarking delivers fact-based, actionable insight through a suite of business intelligence tools and services built specifically for private clubs. We believe that when club leaders elevate fact over opinion, the result is healthier clubs, more empowered general managers and boards that are properly equipped to focus on strategic issues. Everything we do is grounded in data and research and we serve the full spectrum of club industry stakeholders; club staff, general managers, boards, committees, members, owners and industry constituents including associations.
Financial & Operational Benchmarking
COMPASS Comprehensive Asset Management
Member Motivation, Attachment & Loyalty Benchmarking
Employee Engagement Benchmarking
Compensation & Benefits Benchmarking
Strategic Governance Advisory Services
Created to provide clear guidance and expertise to clubs of all sorts, Club Benchmarking believe that prioritising fact over opinion is paramount, and that future planning is crucial for golf clubs all over the world.
If you are the leader of a top-tier private club (or a club that aspires to be top-tier), you understand that relevance is not just a buzzword – it is the key to long-term success. In addition to relevance, the industry’s healthiest clubs share a common characteristic that we call “big picture thinking.”
Their boards and committees are far too busy planning for the future and executing those plans to be distracted by operational issues. Their members recognise themselves as owners, and as such, they willingly and continuously invest in the club’s physical assets throughout their tenure as members.
That notion of willingness to invest is important. The financial reality of keeping your club relevant and competitive in a dynamic market is this: During the next decade, the club’s members will likely need to invest a minimum of €5 million in modernisation and transformative capital improvements. Here’s why:
• With depreciation running at more than €250k per year at many top-tier clubs, you will likely need to invest €5 million over the course of the next decade just to prevent the erosion of your capital base (i.e. deferred maintenance).
Protecting and maintaining the club’s physical assets is a primary responsibility of a club’s volunteer board members.
• It’s a safe bet that your competition is actively working to improve their offerings. Like you, they understand that the breadth and quality of club amenities, services, and facilities matter now more than ever. The longer you delay getting started, the further ahead other clubs will be.
• Capital investment must be recognised as a continuous, never-ending process. In 10 years, the “new” clubhouse, swing room, irrigation system or any aspirational project you are building right now will be showing its age.
• Annual member attrition of 2–5% is normal, which means over the next decade you could need to replace up to 50% of your membership. Given the younger average age of new members joining a club, the profiles of those new members
James Burns CCM
will be very different from those of the departing members. Consumer tastes and interests are constantly evolving.
Among successful top-tier clubs, amenity trends include upscale practice facilities, fitness areas and locker rooms, more junior-friendly activities and spaces, more options for casual dining and socialisation, more golf training centres and golf simulators set up for socialisation (not just for training), and many other evolving innovative ideas.
To fund these improvements, top-tier clubs rely on members thinking and acting as owners and willingly contributing capital, ideally through recurring capital levies, to fund obligatory needs (repairing and replacing what is owned) and entrance fees, as well as the judicious use of debt to fund aspirational investments (evolutionary investments to remain relevant). Capital funding must be comprehensively and precisely planned, separately from operational funds. It requires consistent, long-term thinking and careful, proactive planning. It’s also critical to think in terms of funding a cohesive long-term plan rather than a project-by-project approach. And remember that successful implementation of large-scale capital improvements will almost always increase operating costs. Long-term operating budgets must be
planned separately and simultaneously.
The club’s long-term strategic vision should be distinct and well-documented, with an unwavering commitment to funding that vision. As new members join the board, a key part of their orientation to club finance should be the understanding that funds for obligatory and aspirational capital investments or debt service will not, and should not, come from operating surpluses. Far too many clubs have seen long-term plans derailed by a failure to grasp that basic tenet of club finance.
Top-tier clubs think big picture and long-term. They keep their eyes on the horizon and think strategically about what it will take to make themselves the club of choice for the next generation of members.
To learn more about Club Benchmarking and the approach to capital planning, strategic governance and board orientation, use the contact details below.
James Burns CCM is a director of Club Benchmarking EMEA. To contact James email: jburns@clubbenchmarking.eu or visit www.clubbenchmarking.eu
“We all know that recruiting can be stressful, especially for key positions, and this wasn’t the case for our Director of Golf search. I would use KK&W again and wouldn’t hesitate recommending them to you for your next search.”
ED CHAPMAN | CHIEF EXECUTIVE
ROYAL AUCKLAND AND GRANGE GOLF CLUB
Specialising in Private Club GM/COO, CEO, AGM, Clubhouse Management, F&B, Financial, Golf, Culinary, Agronomy, Racquets, HR, Fitness & Wellness, Membership and Marketing Professional Searches.
We design programs to equip club leaders with knowledge and tools to successfully navigate their jobs. Our interactive sessions involve storytelling, sharing experiences, role playing & situational awareness.
Our Board Dynamics/Model has been presented to over 1000 private clubs and communities. Our best practices are respected and regularly highlighted by the leading industry publications and associations.
Michael Herd, Head of International Search & Consulting at KOPPLIN KUEBLER & WALLACE shares his thoughts on how the art of knowing ourselves can positively affect professional development.
Over my time spent working with club management professionals, I’ve enjoyed the privilege of many reflective sessions on career growth. Club managers are likely to be asking questions such as, “I wonder what’s next for me in my career?” or “How can I be sure this club setting is just right for me?” or “Should I be thinking more about operational excellence or member experience enhancements?” Such types of wonderings go beyond straightforward career planning. Their questions get at the matters of professional meaning and purpose.
What’s developed to me over time is something really fascinating. Club managers who most confidently navigate career choices aren’t necessarily those with the most technical expertise, but those who’ve achieved a genuine understanding of themselves. Having spoken to so many club managers about these questions in recent times and becoming increasingly fascinated by recent studies into how self-awareness shapes our professional lives, I decided it might be helpful to post these thoughts. Maybe the art of knowing ourselves could well be the secret behind successful club leadership.
Self-awareness is simply knowing you, knowing your own feelings, strengths, weaknesses, values, and how these affect what you think and do. It’s understanding your own personality and how other people perceive you. In the hectic club management world, where you’re constantly juggling staff needs, member needs, and business objectives, this awareness is your power.
The advantages of developing good self-awareness in club management are gigantic. Having better control and management of your own emotions means you will not make rash decisions when faced with challenging circumstances, whether that is an upset member or a cash flow crisis. Better communication skills follow naturally as you discover your communication style and how this impacts your staff. Your own decision-making is significantly enhanced when you are transparent about personal prejudices and limitations.
Improved relationships flourish as you become more attuned to the influence your actions have on others. I’ve witnessed club managers transform toxic work cultures simply by increasing their own selfawareness. Higher happiness and confidence levels follow as you are more aligned with your true self. Self-aware managers establish trust and create psychologically safe environments where creativity can flourish.
On the other hand, weak self-awareness has major consequences. Managers with weak selfawareness tend to misinterpret situations, causing unnecessary tension among staff and members.
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Improved relationships flourish as you become more attuned to the influence your actions have on others.
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They cannot recognise their own triggers, resulting in confusion and demoralised teams. Decision-making is fogged by undetected biases, which may result in poor outcomes. Career development is stagnant as they are unable to seize opportunities for true growth.
Three key takeaways of embracing self-awareness
in club management are:
1. Self-aware managers construct stronger clubs that withstand the storms.
2. They construct cultures where members and employees feel valued and recognised and thus enjoy higher retention rates.
3. They make purposeful decisions for the business based on values, prioritising enduring prosperity over temporary wins.
Leadership coach William L. Sparks rightfully observed in his insightful TED Talk:
“Self-awareness is the foundation upon which all meaningful change and growth occurs.”
I completely concur. Learning to know yourself is not an elective endeavour. It’s sound business sense for today’s club manager.
Think about the best experience you've ever had at a club—or anywhere, really. Chances are, it wasn't just about the facilities or how nice the setting was, explains mygolfGroup’s Damien Connolly
Those things definitely help, but usually, the real reason an experience stands out is because someone there made you feel special, recognised, and valued. It’s these little moments— ones that make you smile, share with a friend, or look forward to coming back—that turn good experiences into exceptional ones.
When I first got involved in the club industry, I thought keeping members happy would be pretty straightforward: keep the place clean, provide good service, and make sure everything runs on time. And yes, those things are important, but I’ve realised over the years that creating truly memorable experiences involves much more.
Working with clubs all across Ireland, I’ve noticed that those which are really thriving—the ones members rave about—have one thing in common: they’re brilliant at providing experiences members genuinely enjoy and remember.
Let me share a quick story to show you what I mean. I recently worked with a club that had a pretty common problem: their membership numbers had plateaued. Members weren’t exactly unhappy, but there wasn’t much excitement or warmth either. People would turn up, use the facilities, maybe chat briefly with staff, and then head home. It was efficient, sure, but it felt impersonal—more like a transaction than a meaningful interaction.
When we talked to members to find out what was missing, many didn’t have specific complaints; they just said the club didn’t feel very welcoming or personal. So, we changed our approach. Instead of simply managing facilities, we started actively managing relationships, and things really turned around.
Here’s what we discovered (and you can easily apply this in your own club):
First, personalisation really matters. It’s incredible how remembering small details—like a member’s favourite drink, preferred time to visit, or even their birthday—can make someone feel genuinely valued. We introduced a simple system on member accounts where staff could note down personal notes. Suddenly, everyday interactions became moments of real connection.
However, even with good intentions, personalisation isn’t always easy. Sometimes staff struggle because they don’t understand how important it is, or they’re not sure exactly how to do it well. They might even see personalisation as extra work instead of a key part of their job.
That’s why staff training is absolutely crucial. General Managers play a huge role here by clearly
showing staff not just what to do, but why it matters. When staff understand the positive impact their actions have on members and the club overall, personalisation stops feeling like a chore and starts feeling like a rewarding and essential part of their role.
Secondly, the way you communicate makes a huge difference. Often, clubs focus their communications purely on practical information—opening hours, schedules, or announcements. Of course, that’s necessary, but the best clubs go further. They build community by sharing stories, celebrating members’ achievements, or warmly introducing new team members. Adopting a friendly, conversational tone in your newsletters or social media can really make members feel connected to your club.
Lastly, empowering your staff to build genuine relationships really matters. Your team aren’t just there to book tee times or sell memberships; they’re ambassadors of your club’s culture. Let me give you a great example.
Recently, a member mentioned casually that his son was coming home after living abroad. One of the team picked up on this and thoughtfully arranged a special invitation for both the father and his son to
visit the club for a complimentary round of golf and lunch. The result?
The son decided to join the club, the father upgraded his membership, and together they’ve already introduced three new members. It just shows how powerful these small, personal touches can be.
Thoughtful gestures like these, which don’t have to cost much or require extensive planning, can profoundly influence member loyalty and advocacy.
Why is this more important now than ever before? Well, today there’s fierce competition for people’s leisure time. Members have plenty of options, and they’ll naturally choose the places where they feel most valued. Clubs that consistently provide personalised, memorable experiences don’t just retain members— they create enthusiastic ambassadors who actively recommend the club to friends and family.
The best part is that you don’t need huge budgets or major facility upgrades to make this happen. Exceptional member experiences rely on attitude, empathy, training, and genuine effort.
Next time you’re at your club, pay close attention to how your staff interact with members. Are these interactions transactional or relational? If they’re more transactional, think about some small, practical changes that could have a big impact.
After all, turning a good club into a great one doesn’t happen by accident—it’s created through exceptional, personalised experiences, one thoughtful interaction at a time.
Connolly e. damien@mygolfGroup.ie
+353 (0)87 248 4862 www.mygolfGroupconsulting.com
North Hants Golf Club achieved GEO certification in February 2023. It considers sustainability and environmental impacts in everything that it does, focusing on reducing its carbon footprint while delivering the best value to members. Clubhouse Europe takes time out to chat with GM
Rob, why have you made sustainability a priority? And how easy – or difficult! - was it to build consensus at the club?
We understood that within the team there was a huge appetite for this subject, particularly with younger employees. Sustainability is an area which I am also very interested in as is the case with other key members of the club’s management team and our Board, therefore it wasn’t too difficult to gain momentum in the early stages. What really helped, particularly with those who didn’t initially see this as a priority, was the realisation that for many changes we proposed and made, not only were there benefits in terms of reducing our carbon footprint, more often than not there were financial benefits as well through reduction in costs. This realisation helped us to keep Sustainability high up on the club’s agenda.
Which resources and sources of information have you found most useful in the process?
We were the first club in Hampshire to become GEO certified back in 2023. The process of obtaining this through the GEO platform was extremely helpful and we continue to use this as a main source of information. Additionally, everything we do at the club has to pass the ‘Sustainability Test’ to ensure it aligns with our overall approach. Interestingly, there has to be an element of balance here as it just isn’t practical to ensure that everything you do, all of the time is 100% sustainable. For me it’s just about always looking to improve in what is an infinite process. The result is that not everything we do can be classed as sustainable, but this balanced approach is absolutely key to maintain momentum.
Have you encountered any obstacles during implementation? And how have you overcome them?
Again, what we found is that those who aren’t really engaged in the process soon became more interested once they realised that most, if not all, of the changes we can make at club level result in wider efficiencies, including cost reductions. One of our biggest investments was to move all our lighting to LED, including our large car park, and install sensors to most areas. Initially this reduced our electricity consumption by 20% and delivered a return on investment over two years. These statistics made people think differently about what can be achieved. We now always try and highlight the financial
Tributes and trophies include:
• Golf Club of the Year, Club Awards, 2024
• England Golf – Sustainability Project of the Year Finalist, 2025
• Golf Environment Awards, Finalists 3 Categories, 1 winner.
advantages of changes we propose as well as the benefit to the planet.
So what does your future planning for sustainability look like?
For us there are still lots of areas we need to improve upon. I do believe this is a never-ending process. Whilst we have made excellent progress in the last three years, we continually find areas of improvement. Beyond what I would call the low hanging fruit, the next stage will be looking at areas such as water harvesting and solar panels, both which require a higher level of investment and again it comes down to a balance of what you want not to achieve and what is practical, alongside the other
• GEO Certified CONTACT DETAILS
inevitable proprieties such as the golf course.
The key to future progress is to ensure that you tap into the enthusiasm for this subject within the team and the members, especially with the younger generation who I think place a greater emphasis on this over those in the older age bracket.
Robert Climas, General Manager
North Hants Golf Club
Minley Road, Fleet, Hampshire, GU51 1RF
e: rclimas@northhantsgolf.co.uk
t: 01252 616443
www.northhantsgolf.co.uk
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In a new series, we introduce our amazing team to CMAE members and readers. Clubhouse Europe takes time out with CMAE’s Certifications Manager. Please welcome Sharon Reekie!
Welcome Sharon! For the readers, could you describe your role at the CMAE and how long you have been doing that for?
I am CMAE’s Certification Manager and have been with CMAE for 19 years now. I manage the global certification process in over 50 countries, reaching over 4,500 members. The certification is called the CCM (Certified Club Manager) qualification and is achieved at the end of the globally recognised MDP pathway in club management training. I help managers on their pathway to sitting the exam, following processes of verification and helping the candidates through to sitting the exam. Communication is a key part of my job, ensuring every member feels supported along the way.
What do you enjoy most about your work? I love meeting new members from all over the world and really enjoy helping members on their CCM pathway. As a team we are all so passionate about what we do and work so well together. It’s a really healthy and supportive work environment.
You’ve seen a lot of change in your time with the CMAE. Why do you think it has grown so quickly?
I started working for CMAE 19 years ago when the association was still in its early days. The words ‘CMAE family’ I feel has been part of CMAE’s success right from the start, that and the sporting industries professional members who wish to grow their club’s success and extend their knowledge. Everyone involved feels supported by the CMAE family along with the professional team at CMAE.
How do you see your role changing going forward?
I recently started working for CMAE directly and I’m learning more and more every day. I would love my role to continue to grow as the CMAE does and look forward to wherever that role takes me.
Moving on to you as a person now, and what makes you tick! Name your favourite film!
Anything Marvel. I’m a huge fan of the Avengers series and Spiderman. And not forgetting DC’s Wonder Woman!
And your favourite TV series?
Friends definitely for comedy, but I do love a good sci-fi series, in particular Marvel and DC.
What’s your favourite pastime?
Spending time with family and friends and fun kids days out!
Who’s the most important person in your world and why?
My son. Everything I do is for him. He makes everything better and has a fun personality. I’m very proud of him.
I love meeting new members from all over the world and really enjoy helping members on their CCM pathway. As a team we are all so passionate about what we do and work so well together. It’s a really healthy and supportive work environment. “ ”
What winds you up?
Bad manners and ignorance have always been something that winds me up - although thankfully in my job I haven’t witnessed this.
Thank-you Sharon for taking the time to give us a window to your world. I’m sure that the members will look forward to meeting you in person whenever the opportunity presents itself. In the meantime, a huge thank-you for all that you do and keep up the good work!
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Time on the fairways, greens – and even relaxing at the 19th hole – may feel like an escape from the gut-wrenching worries of cybercrime – but unfortunately, it isn’t.
According to respected governing body The R&A, more than five million people across the UK and Ireland enjoy golf, whether through full club memberships or pay-and-play.
In fact, according to the organisation’s research, there are now 42.7 million on-course golfers in R&A affiliated markets, outside of the USA and Mexico1
The pandemic boosted take-up significantly, as it was seen as a safe outdoor activity. But it has continued its meteoric rise since then too, with a 50% hike in the UK & Ireland since the Covid-19 outbreak 2
All of which equates to a substantial amount of data being gathered and stored by golf clubs up and down the country – which has piqued the interest of unscrupulous cybercriminals.
The problem is, many clubs consider themselves too niche, or traditional, or of little interest to the criminal fraternity and leave themselves open to attack.
So, what are the biggest problems clubs face and what can they do to protect their patrons and themselves?
With vast amounts of sensitive member data, golf clubs are now a prime target for cybercriminals. From financial intel like card and bank-account details to personal info such as names, addresses and dates of birth, any breach could lead to serious consequences, including identity theft and financial fraud.
Data protection should be a key component of any club’s business strategy. Weak security measures can leave networks vulnerable to attacks, resulting in financial losses, reputational damage and compliance penalties. Consider the following measures:
• Conduct a review of the data your club stores and how it’s protected
• Limit IT system access to authorised personnel
• Use complex passwords and update them regularly
• Use multifactor authentication
• Implement a system to categorise data based on confidentiality levels
• Educate staff on best practices for handling sensitive information
• Monitor and restrict the use of external devices to prevent unauthorised data transfers
• Regularly update security software to guard against evolving threats
• Hire cybersecurity experts to monitor and maintain your systems
• Store and manage data according to data protection laws
Often, the biggest cybersecurity risk isn’t the technology – it’s us. Even the most tech-savvy individuals can fall victim to a momentary lapse in judgment, whether by clicking on a phishing link or accidentally sharing confidential information with the wrong person.
Sticking with an easy-to-remember password might seem convenient, for instance, but it compromises security. And those frequent software updates? It’s tempting to put them off until there’s more time, but that delay can leave systems vulnerable.
We’ve all made these mistakes, but the good news is we can take steps to improve. For team leaders, reinforcing the importance of these security habits can significantly strengthen an organisation’s defences.
Education remains one of the most effective tools in the fight against cybercrime, alongside a clear understanding of potential vulnerabilities. So, establishing strong protocols at an organisational level is crucial. Cybersecurity must be a priority in the boardroom, as the operational, financial and reputational fallout from an attack could seriously damage a club.
1 https://www.randa.org/en/articles/golf-participation-continues-to-enjoy-growth-globally
2 https://www.bunkered.co.uk/golf-news/golf-participation-in-uk-continues-stunninggrowth/#:~:text=The%20data%20shows%20that%205.6,increased%20by%20265%2C000%20from%202021.
If your network is compromised, act quickly. Contact an IT specialist to assess the breach, secure your system and mitigate further damage. Inform affected members as soon as possible so they can take protective measures, such as alerting their banks.
Cyber threats are evolving all the time, and the insurance industry is keeping pace. A robust cyber liability policy not only helps cover the financial impact of an attack but also provides expert guidance and crisis management support to safeguard your club’s reputation.
It’s not all bad news, though! Data collated in Howden’s 2024 Cyber Report shows a positive trend: while ransomware attacks are increasing, the percentage of businesses paying ransoms dropped by 17% between Q1 2023 and Q1 2024. This decline suggests that well-prepared, insured firms are less vulnerable to prolonged disruption and less likely to pay ransoms.
If you need help securing your club’s cyber defences, Howden offers public liability insurance for venues and clubs of all sizes, ensuring protection for both you and your members in the event of an attack.
CONTACT DETAILS
Howden Group – UK Office One Creechurch Place, London, EC3A 5AF, UK +44 (0)20 7623 3806 • www.howdengroup.com/uk-en/cover/cyber
The Club Awards celebrate clubs of all types and sizes, from Golf Clubs to Country Clubs and everything in between, with International Club of the Year a welcome addition to the 2025 mix.
Trophies cover every aspect of club life, including Golf Club of the Year, Sports Club of the Year, Sustainability Project of the Year, Catering Club of the Year, Committee of the Year, Manager of the Year, Secretary of the Year and Diversity Club of the Year.
For the full list of categories and an entry form, email caroline@alchemymedia.co.uk
The Awards are free to enter, and all finalists receive two complimentary tickets
Deadline – 14 July, 2025
richard@geminiparkingsolutions.com
Chemical application is critical to the health and quality of your turf, but applying an appropriate amount can be a balancing act. The Toro GeoLink® sprayer with Auto Steer is one of the most advanced sprayers on the market, offering sub-inch accuracy and substantial product savings, explains Toro.
GeoLink is Toro’s exclusive turf-based GPS spray system that tracks the sprayer’s precise location for repeatable mapping. If an operator covers previously sprayed ground, GeoLink automatically turns individual nozzles on and off to avoid the risk of overapplying.
To make this critical job even easier, the Auto Steer feature takes the pressure off the operator with the touch of a button. The GPS-guided steering assistance feature ensures even greater accuracy and time savings by using the full width of the boom on each pass.
Here’s how to get the most out of the Multi Pro GeoLink with Auto Steer:
GeoLink can be Installed on the Multi Pro 5800 or 1750*
No matter the type of sprayer, the operator will see the same control screen and can create a vehicle profile that communicates to the software which machine it’s running on.
Save Tasks
Tasks can be saved on the Multi Pro 5800 with a selected nozzle so you can switch between tasks and nozzles without recalibrating the machine’s spray system.**
Customise your Preferred Boundaries
Choose whether you’re spraying fairways, tee boxes, greens and more to treat only the targeted areas. Tasks can be further customised by including or excluding individual boundaries.
• AB Line Guidance: Creates a straight, point-topoint steering path.
• Identical Curve Guidance: Allows operators to
generate curved lines from point to point.
• Guidelock Guidance: Generates a wayline that follows with Auto Steer after the first spray pass and allows for computer-assisted lineups for the spraying application through the whole boundary.
If an operator notes uncharacteristic results from the machine, the fix may be fast and simple.
Pay close attention to the Auto Steer state icons on the control panel. White means Auto Steer is ready to use. Green means Auto Steer is engaged. Red means that Auto Steer is not engaged. There are a few reasons the icon may be Red:
• If the machine is going too slow (less than .7 mph) or too fast (more than 8 mph) for Auto Steer to engage.
• If the controller is turned off via the Autosteer Enable/Transport Switch on the dashboard.
• If additional support is necessary, your local Toro distributor will be happy to assist you, or you may contact the GeoLink team directly at 1-844GeoLink.
With a stepfather who was a groundskeeper at some of Scotland’s most prestigious courses and an uncle in the golf travel business, Paul has seen first-hand the daily challenges of running a club. Keeping members happy, maintaining the course, and managing the clubhouse leave little time to deal with energy contracts, suppliers, and rising costs. That’s where Troo steps in.
Troo takes the hassle out of energy management, making it easier for clubs to stay in control. Whether it’s electricity, gas, or water, Paul helps clubs get clarity on their contracts, spot opportunities to cut waste, and make smarter choices for the future.
Beyond reducing costs, Paul supports clubs in working towards sustainability goals, offering practical solutions to make Net Zero feel achievable rather than overwhelming. And with the backing of Troo’s Assure team handling supplier queries and contract issues, clubs have the reassurance that any problems will be dealt with quickly and efficiently.
For all clubs and golf clubs in particular, every saving on energy is another investment back into the club, improving the course, upgrading facilities, or keeping membership fees affordable. Paul and the team at Troo are here to make that happen.
If you’d like to see how Paul can help your club take control of its energy costs, get in touch for a free energy health check.
The European Club Education Foundation (ECEF) was formed with the purpose of awarding bursaries, allowing individuals to attend the Management Development Programme (MPD).
ECEF’s funding is part of our Corporate Partners’ income, facilitating an annual increase in the number of bursaries.
Now in 2025, the Young Manager Bursary is the first bursary that the ECEF Board is awarding.
Next up will be the Women in Golf Club Management, together with the Ethnically Diverse Managers in Golf, both funded by the R&A. All these bursaries are for people entering MDP 1 and starting their MDP journey.
At the end of 2025, the Joe Perdue Bursary will be opened up for everyone to apply. And two different bursaries will be awarded, one for attending World Conference 2026 (Anaheim, California) the other, to attend MDP 3 Strategy & Leadership. Both bursaries are most likely to be given to those already on the pathway, needing an extra boost.
In 2024, ECEF awarded 11 bursaries to people from six different countries with a value of over £23k. We would love even more possibilities to offer people in the club industry the opportunity to come onto this globally recognised training programme. If you have any ideas, thoughts or wants to help support the ECEF, please don’t hesitate to get in touch with us.
CONTACT DETAILS
For more information contact
• www.cmaeurope.org
“
I
am so honoured to have received the Joe Perdue Bursary to attend CMAA World Conference and continue my path towards achieving CCM status. The CMAE education pathway has been extremely beneficial to me in developing into the manager and leader I want to be.
Pete Brunning, Joe Perdue World Conference Bursary
”
Drans elds is the UK’s largest independent supplier of gaming and amusement machines to private members clubs, pubs and the licensed trade. With over 75 years’ club and pub industry experience, we have unrivalled expertise and are able to provide the very highest levels of service and support to help you maximise pro ts for your venue.
Drans elds SPOTLIGHT is a state-of-the-art audio visual platform delivering the best entertainment to your venue and giving your customers lots of fun with the ultimate entertainment experience. Spotlight is modular system that enables a club to tailor it to their needs, whilst allowing instant upgrades to bring in additional features on a pay-as-you-use basis
richard@geminiparkingsolutions.com
