I’ve been using AI in some capacity since I started Bloom Golf Partners. Not in some grand, strategic way – just practically. Writing job descriptions. Drafting member communications. Running monthly financials. Using for content creation. Creating workflows. Organizing my thoughts before a presentation.

Nothing flashy. Nothing that required a technical background or an expensive platform. Just small use cases that saved time and made my work sharper.

And over the last three years, those small use cases have compounded. AI is now part of how I operate – not because I had a master plan, but because I started.

Here’s what I’ve noticed: most of the industry hasn’t.

It’s not that superintendents and GMs are skeptical or opposed. It’s that they don’t even know what “starting” looks like. They hear about AI-powered drones and smart irrigation systems and assume it’s not for them—too expensive, too complex, too far from daily reality.

But that’s not where you start. You start with a blank prompt and a task you do every week.

Here’s my perspective on what “starting with AI” actually looks like for clubs and industry professionals:

It’s not about buying new technology. It’s not about drones or smart sensors or six-figure software investments.

It’s about learning to use the tools already available – free or nearly free—to do the work you’re already doing, faster and better.

And once you start, you’ll wonder why you waited.

Here are three steps to get moving.

STEP #1: Pick One Task You Already Do Every Week

Don’t start with strategy. Don’t start with a vision for how AI will transform your operation. Start with something simple – something you already do that takes more time than it should.

A job description you’ve rewritten a dozen times. A member email explaining course conditions after a weather event. A report for the board. A presentation for the green committee. An outline for a staff meeting. A SOP for mowing greens.

You’re not looking for the perfect use case. You’re looking for a repetitive task where a rough draft would save you thirty minutes.

That’s your starting point.

STEP #2: Open the Tool and Give It Context

You don’t need to pay for anything. ChatGPT, Claude, Google Gemini – they all have free versions that are more than capable for this.

Open it up and give it context. The more you share, the better the output.

Tell it who you are: “I’m a golf course superintendent at a private club in the Northeast.”

Tell it what you need: “I need to write an email to members explaining why we’re aerating greens next week and what to expect.”

Tell it what good looks like: “Keep it under 200 words, professional but not stiff, and include the dates and estimated recovery time.”

That’s it. You’re not programming. You’re just explaining—the same way you’d brief a new assistant.

STEP #3: Iterate and Refine

The first output won’t be perfect. It might be too formal, too long, or missing something important.

That’s fine. This is where the real value shows up.

Push back. Say, “Make it shorter.” Say, “Add a sentence about cart path restrictions.” Say, “Make the tone a little warmer.”

Each revision takes seconds. And by the third or fourth pass, you’ll have something you can send—or at least something 90% done that you can finish in five minutes instead of thirty.

The goal isn’t to let AI do your job. The goal is to eliminate the blank page. To get to a starting point faster so you can spend your time on the work that actually requires your judgment.

The industry isn’t standing still because it’s resistant to AI. It’s standing still because no one has made starting feel accessible.

But it is accessible. The tools are free. The learning curve is shorter than you think. And the payoff – time saved, clearer thinking, sharper communication—starts showing up immediately.

You don’t need a strategy. You don’t need a budget. You just need to open the tool and try.

This is part of why we’re very passionate and all in at Bloom Golf Partners. Because AI without data is just guessing.

The superintendents and GMs who figure this out now won’t just save time. They’ll operate differently. And that gap will only widen.

If you’re ready to stop standing still and start using AI practically, we built something for you.

👉 Join Our Online AI Course

From the team at Bloom Golf Partners

Boards and leadership had been “benchmarking” themselves against nearby and regional clubs—courses with deeper pockets, larger crews, and resources this club simply didn’t have. But nobody had ever quantified the gap. No one had shown them where they actually stood in the marketplace.

So they operated with a false sense of what was possible. And when reality didn’t match their expectations, they blamed the person closest to the problem.

By the time I was involved, the damage was done. A career disrupted. Trust broken. And a club still no closer to understanding the real issue: they didn’t have a performance problem—they had a visibility problem.

Here’s the hard truth: most clubs don’t have a performance problem. They have an alignment problem.

And it’s not limited to one budget tier or one department. Whether you’re a $5M club or a $20M club, misalignment between boards, GMs, and superintendents shows up the same way—missed budgets, declining assets, turnover, and frustrated members who don’t understand why conditions aren’t improving.

The solution isn’t working harder. It’s knowing where you actually stand—and building shared expectations from that reality.

Here are three shifts that change everything.

SHIFT #1: From Comparison to Context

It’s natural to look at the club down the road and wonder why your fairways don’t look like theirs. But comparison without context is dangerous.

A $5M club and a $12M club aren’t playing the same game. They have different staffing levels, different equipment budgets, different maintenance windows, and different member expectations. When you benchmark against a club with twice your resources, you’re not setting a standard—you’re setting a trap.

The shift is simple but uncomfortable: stop asking “why don’t we look like them?” and start asking “what’s realistic for who we are?”

Context isn’t an excuse. It’s a foundation. And until your board, GM, and superintendent are operating from the same foundation, alignment is impossible.

SHIFT #2: From Assumption to Data

Here’s where most clubs get stuck: everyone has an opinion, but nobody has the numbers.

The GM assumes the maintenance budget is in line with the market. The board assumes conditions should be better. The superintendent assumes leadership understands the constraints. And none of those assumptions have ever been tested against actual data.

This is where benchmarking changes everything. Not benchmarking against the club you played last month—benchmarking against clubs in your tier, your region, your budget reality. Maintenance cost per acre. Labor hours per hole. Capital reinvestment trends.

When everyone is looking at the same numbers, the conversation shifts from “why isn’t this better?” to “what can we do with what we have?”

Data doesn’t solve every problem. But it eliminates the arguments that waste time and erode trust.

SHIFT #3: From Blame to Visibility

When expectations and reality don’t match, someone pays the price.

Usually, it’s the superintendent. Sometimes it’s the GM. Occasionally, it’s a board member who pushed too hard and quietly steps away. But the underlying issue never gets addressed—because the problem was never visibility. It was the lack of it.

The club I mentioned at the top of this blog didn’t have a bad superintendent. They had a blind spot. No one had ever shown them where they stood in the marketplace. So when conditions didn’t match their assumptions, they looked for someone to blame.

Visibility protects people. It protects careers. And it protects the club from making decisions based on feelings instead of facts.

This is the shift that matters most: stop assigning blame for outcomes you never had the clarity to expect.

Misalignment isn’t a people problem. It’s a visibility problem.

And it’s solvable.

When boards, GMs, and superintendents operate from shared data—when they know where the club actually stands in the marketplace—everything changes. Budgets make sense. Expectations become realistic. Careers are protected. And the club starts making decisions that build toward something instead of reacting to frustration.

This is exactly why we’re building the Bloom Golf Partners Performance Index. Benchmarking, tools, and alignment—designed for clubs across every budget tier, from under $5M to $20M and beyond.

Because every club deserves to know where they stand. And every leader deserves to operate from the truth.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy – and see how your operations can get there too.

From the team at Bloom Golf Partners

In 1727, a 21-year-old Benjamin Franklin arrived in Philadelphia with little more than a few coins in his pocket. He was a runaway apprentice—no connections, no credentials, no pedigree.

But Franklin understood something most people miss: success isn’t just about what you know. It’s about who you’re in the room with.

So he created a room. He founded the Junto—a small club of tradesmen, artisans, and merchants who met every Friday night to share ideas, challenge each other, and open doors. From that room came America’s first public library, the first volunteer fire department, and the foundations of the University of Pennsylvania.

Franklin didn’t wait to be invited into the rooms that mattered. He built one – and filled it with people who could help him see beyond his own lens.

It’s a lesson most of us learn the hard way.

For years, I watched the most talented superintendents not get the best jobs. The ones who advanced weren’t the most skilled agronomists or the hardest workers. They were the most visible.

And the rest of us? We stayed stuck in a box we didn’t build. Operational experts. Turf guys. Valuable, sure – but not perceived as strategic enough. Not leadership material. Not in the rooms where decisions actually get made.

I couldn’t control that narrative. But I could never accept it either.

Since I jumped into my venture five years ago, I’ve stepped into rooms with New York Times bestselling authors, 8 and 9-figure business owners, and professionals looking to climb the career and corporate ladder – hitting the same walls I and so many other golf course superintendents face.

In some cases, historic industry norms and stereotypes plague them like pedigree. Where you came from. What title you hold. What box people put you in before you ever open your mouth.

And here’s what surprised me: even 8-figure business owners were fighting for visibility in their own way.

The walls we face aren’t unique. Visibility and positioning are universal challenges. And the path forward is the same regardless of industry – exposure creates opportunity.

Then last week, 30,000 golf industry professionals gathered in Orlando for the PGA Show.

Brands. Retailers. PGA and LPGA professionals. Media. Buyers. Executives.

Decision-makers from every corner of the $102 billion golf business – all in one place.

And it hit me again: this is where the money happens. This is where relationships get built that shape careers, open doors, and create opportunities most superintendents never see.

Not because they’re not qualified. But because they’re not in the room.

If you’re ready to stop being invisible to the people who shape your career, it starts with exposure. Here are three STEPS to getting in the right rooms.

STEP 1: Recognize the Silo Is Keeping You Invisible

When you stay isolated in the operational silo, you become invisible to the people who shape your career.

You might be the best agronomist in your region. Your greens might roll true every single day. But if the only people who know your name are your crew and your GM, your ceiling is set by whoever happens to be in your corner – not by what you’re actually capable of.

Here’s the hard truth: research shows that being physically visible to supervisors and peers provides multiple benefits – faster advancement, higher pay increases, and better performance evaluations.¹ A Pew Research survey found that 63% of people who left jobs in 2021 cited lack of advancement opportunities as a primary reason.²

The pattern is clear. People don’t get promoted because they’re the most talented. They get promoted because decision-makers know who they are.

Influence doesn’t come from waiting to be noticed. It comes from being present where decisions get made.

STEP 2: Understand Where the Real Conversations Happen

Let me be clear: the GCSAA Conference matters. It’s the room for turf professionals – focused, specialized, and full of people who understand what we do. If you want to sharpen your agronomic knowledge and connect with your peers, it’s essential.

But the PGA Show is a different animal.

It’s 2–3× the size. Over 1,000 exhibitors compared to roughly 450 at GCSAA. And the audience isn’t just superintendents—it’s manufacturers, retailers, buyers, PGA and LPGA professionals, media, and club operators across every facet of golf.

That’s broad market exposure. That’s where you see how the entire industry moves—not just the turf side.

The data backs this up. Studies estimate that 70–85% of job openings exist in the “hidden job market”—positions filled through networking and referrals before ever being posted publicly.³ Referrals alone account for 40% of hires, even though only 7% of applicants come through that channel.⁴

The math is simple: if you’re not in the rooms where relationships form, you’re competing for a fraction of the opportunities.

Industry conferences like the PGA Show aren’t just trade shows. They’re where hiring conversations start months before a job ever gets posted.

STEP 3: Put Yourself in Rooms That Stretch You

When you’re in those rooms, you start to see the game differently. You understand what owners care about. You hear what’s driving equipment purchases, membership trends, and capital investments. You stop thinking like a department head and start thinking like a business partner.

Research from Harvard Business Review found that employees who actively invest in visibility and network development are promoted 42% faster than peers with equal technical performance but limited external visibility.⁵ That’s not a marginal difference – it’s a career-altering gap.

And even if you’re not ready to have those conversations yourself, here’s the minimum: you gain credibility with the people at your club who are in those rooms. Your GM. Your board members. Your ownership group. When you can speak their language – when you understand the pressures they’re navigating – you stop being the turf guy and start being a strategic partner.

That shift doesn’t happen by accident. It happens by putting yourself in rooms that stretch you.

Imagine what becomes possible when you stop waiting to be noticed and start positioning yourself where opportunity lives. Imagine walking into your next career conversation with relationships already built, credibility already established, and a perspective that extends far beyond the maintenance facility.

The most talented superintendents don’t always get the best jobs. But the most visible ones? They get opportunities the rest of us never even hear about.

So here’s my challenge for you this week: Take an honest look at the rooms you’re in right now. Are they stretching you? Are they exposing you to the people and conversations that move your career forward? Or are you surrounded by the same voices, the same perspectives, the same operational echo chamber?

If you want more influence, you need more exposure. Period.

And if you’ve never been to the PGA Show, put it on your calendar. January 2026. Orlando. Thirty thousand industry professionals. Decision-makers from every corner of the game. A chance to see the business of golf from a completely different lens.

Level up the room. The opportunities will follow.

What’s one room you’ve been avoiding that could change your career trajectory?

Footnotes:

Harvard Business Review. (2024). “Career Capital and Promotion Velocity Study.” HBR Research.Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy – and see how your operations can get there too.

Elsbach, K. D., Cable, D. M., & Sherman, J. W. (2010). “How Passive ‘Face Time’ Affects Perceptions of Employees: Evidence of Spontaneous Trait Inference.” Human Relations 63, no. 6: 735–760.

Parker, K., & Horowitz, J. M. (2022). “Majority of Workers Who Quit a Job in 2021 Cite Low Pay, No Opportunities for Advancement, Feeling Disrespected.” Pew Research Center.

Adler, L. (2016). “New Survey Reveals 85% of All Jobs are Filled Via Networking.” LinkedIn.

Jobvite. (2021). “Job Seeker Nation Report.” Jobvite Annual Survey.

From the team at Bloom Golf Partners

Every January, the coaching carousel starts to spin.

As a diehard Penn State fan and State College native, I watched it up close this year. The speculation. The rumors. The waiting. And then—the recruits started decommitting.

That’s when the real frustration set in.

The search dragged on longer than anyone expected. Every day without a decision was another day of uncertainty. Fans were restless. The message boards were on fire. And while the committee deliberated, the program was losing ground in real-time.

When Matt Campbell was finally announced, the reaction was mixed but pragmatic. Relief that direction was restored. Frustration that it took so long. Most of the negativity wasn’t aimed at Campbell—it was aimed at the process.

Here’s the thing: the hire was credible. Stabilizing. It stopped the bleeding and restored credibility.

But the damage from the search itself? That had already been done.

And that’s when it hit me: this is exactly what happens at private clubs.

Every year, clubs enter their own version of “search season.” A superintendent leaves—or is pushed out—and suddenly the GM, the board, and the green chair are scrambling. Opinions fly. Timelines slip. And while the search committee debates what they’re looking for, the best candidates move on to other opportunities.

Sound familiar?

Because just like college programs, clubs don’t rise and fall on facilities alone. They rise and fall on leadership.

One thing is clear:

The clubs that win aren’t the ones with the biggest budgets or the flashiest job postings. They’re the ones who get aligned—before the search even starts.

Here are the four critical areas where alignment matters most.

1. Expectations

Most clubs don’t have an expectations problem. They have a comparison problem.

Here’s what I see all the time: A board member plays a member-guest at a top-tier club, comes home, and asks why their course doesn’t look like that. The green chair agrees. The complaints pile up. And the superintendent is left defending conditions against a standard that was never realistic in the first place.

Here’s the hard truth: You can’t judge your course against a club you visited once. You need to judge it against your true peers—clubs with similar budgets, similar member demographics, and similar regional challenges.

Before you start a search, get aligned on this question: Who are we actually competing with?

If your expectations don’t match your budget and your market, no hire – no matter how talented – will ever feel like enough.

2. Budget

I see this constantly: A $5M club offers compensation expecting to attract candidates from $8M operations – and wonders why the search stalls.

The math doesn’t lie. Your compensation signals the caliber of candidate you’ll attract. If your pay doesn’t match your expectations, you’ll end up hiring someone from a different demographic—someone who may be talented but is in over their head at your level of operation.

And the consequences show up fast: a constant learning curve, performance gaps, and the same search conversation happening again in 18-24 months.

Before you post the job, ask this question: Does our compensation match the club we say we want to be?

If you’re expecting top-tier results on a mid-tier budget, you’re not running a search. You’re setting up your next superintendent to fail.

3. Culture

Skills get someone hired. Culture determines whether they last.

I’ve seen technically excellent superintendents flame out because they weren’t prepared for the environment they walked into. They stayed in the shop when the club expected them on the course. They waited to be asked instead of proactively updating the GM. They’d never navigated committee politics—and it showed in their first board meeting.

Here’s the problem: candidates don’t know what they don’t know. A superintendent coming from a smaller operation may have never presented a capital plan, never managed green committee expectations, never been the face of agronomy to a demanding membership.

That’s not a character flaw. It’s an exposure gap. And it’s the club’s job to identify it before the hire – not after.

Before you start the search, get aligned on this question: What does leadership look like at OUR club?

Do you need a communicator or a technician? A visible presence or a behind-the-scenes operator? Someone who can manage up—or someone who just needs to manage turf?

If you don’t define culture fit before the search, you’ll discover the mismatch after it’s too late.

4. Gaps

Every club has gaps. The question is whether you’re honest about them before the search – or whether your new superintendent discovers them on day one.

I’ve seen it too many times: A superintendent arrives, walks the property, and realizes the irrigation system is 20 years old, the equipment fleet is held together with duct tape, and the maintenance facility hasn’t been updated since the Clinton administration. The job they accepted isn’t the job they got.

And here’s what happens next: Capital requests that blindside the board. Agronomic issues that take years to correct. A superintendent who burns out trying to meet expectations with infrastructure that can’t support them. Turnover in 24 months – and another search.

The hard truth? Clubs often don’t realize the level of inputs they’ll need to put in before they can expect outputs.

Before you start the search, get brutally honest about this question: What are we actually handing the next superintendent?

Deferred maintenance. Staffing shortfalls. Aging equipment. Irrigation headaches. If you don’t name the gaps upfront, you’re not hiring a superintendent—you’re hiring a scapegoat.

The Bottom Line

The Matt Campbell hire worked—not because he was the flashiest name, but because he was the right fit. Credible. Stabilizing. A foundation to rebuild on.

Your next superintendent hire can work the same way. But only if you do the work before the search starts.

Get aligned on expectations. Make sure your budget matches your ambitions. Define what leadership looks like at your club. And be honest about the gaps you’re handing over.

The clubs that win searches aren’t the ones with the biggest budgets or the most prestigious names. They’re the ones who know exactly what they’re looking for—and why.

Search season is here. The question is: Are you ready for it?

From the team at Bloom Golf Partners

Millennials and Gen Z now make up the majority of the workforce at clubs and golf facilities—and they’re reshaping what “a good job” looks like. Our latest national research confirms what many leaders feel on the ground: flexibility, growth, and belonging are no longer perks; they’re baseline expectations that drive both attraction and retention.

Across roles—from shop attendant to superintendent to GM—flexibility has moved from “nice to have” to “must have.” Both generations value control over when and how they work, and Gen Z is notably more likely to leave if they lack control over their schedule or can’t continue their education. If you’re rigid with shifts or slow to accommodate school, caregiving, or commute realities, you’ll hemorrhage promising talent.

Pay matters (more on that below), but culture keeps them. A disrespectful manager is the #1 reason people leave after the first 90 days—an expensive hit to morale and operations. Train managers on communication, coaching, and accountability; your first-line leaders are your retention engine.

Gen Z and Millennials rank an annual salary increase among their top motivators to apply or accept a job. Combine that with transparent pay bands, bonus opportunities tied to outcomes, and early eligibility for benefits (health insurance and PTO) to reduce first-year turnover. Consider the signal value of pay progression: it proves your club offers a career, not just a seasonal role.

What wins? A visible training pathway that leads to certifications, advancement, and more responsibility. Gen Z in particular wants soft-skills development (communication, leadership, customer service) alongside technical training. Map the first 24 months for each role: onboarding, milestones, certifications, and pay steps. Make the path real, time-bound, and celebrated.

You don’t need to boil the ocean—just align with what these cohorts value most:

• Transparent compensation – performance-based incentives + pay progression
  
• Flexible scheduling (swaps, compressed weeks, exam weeks)
  
• Education support (tuition or certification reimbursement; study time during slower periods)
  
• Well-being (access to mental-health resources)
  
• Childcare support where feasible (stipends, partnerships)
  These targeted benefits punch above their cost because they speak to real life, not optics.

A majority of workers believe most golf roles don’t require a college degree, and 60% see golf as a stable career—yet outdated perceptions (seasonal, limited growth) still suppress interest. 

Five quick wins for clubs this season

1. Post pay ranges and pathways on every job ad.
   
2. Pilot flex: offer two alternative shift patterns in at least one department.
   
3. Manager micro-training: 30-minute monthly sessions on feedback and recognition.
   
4. Education credits: small, fast-tracked reimbursements for relevant courses or licenses.
   
5. On-ramp mentorship: pair every new hire with a peer mentor for the first 60 days.

These moves directly address what Millennials and Gen Z value—and they’re feasible at any club size.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

Competition for top talent is fierce. Compensation and benefits will always be factors, but the clubs that consistently win in recruitment understand something deeper: culture is the true differentiator. When candidates evaluate opportunities, they’re not just looking for a paycheck—they’re looking for alignment with values, lifestyle, and purpose.

Embedding your club’s culture into every step of the recruitment journey, from the moment a job is posted to the first day on the job, ensures not only stronger hires but also longer-term retention. Here’s how clubs can make culture a cornerstone of their search process.

A job description should be more than a list of duties—it should be a reflection of your club’s identity. Too often, clubs copy-paste generic postings that fail to capture what makes their culture distinct.

Instead, think of the job post as the first impression of your brand. Highlight not only the responsibilities but also the values and traditions of your club. What does “member experience” mean at your club? How does the staff collaborate and celebrate successes? What kind of professional thrives in your environment?

For example, rather than simply saying, “We are seeking a Director of Agronomy who will oversee all golf operations,” consider, “We are seeking a Director of Agronomy who shares our passion for creating memorable moments, values a collaborative team culture, and thrives in an environment where innovation and tradition are both celebrated.”

When candidates see themselves reflected in your story, you’ve already begun building cultural alignment.

Interviews are not just for assessing skills—they are opportunities to showcase your club’s personality. Every interaction, from the tone of your emails to the professionalism of the scheduling process, communicates what it’s like to work at your club.

Go beyond standard questions. Ask candidates about how they’ve embraced organizational culture in the past, how they’ve built teams, or how they’ve navigated challenges while staying true to values. Encourage conversations about your club’s mission and long-term vision.

Equally important, let candidates see your culture firsthand. A tour of the facilities, a brief introduction to key staff, or even observing member interactions can paint a vivid picture. Candidates often remember how a club “felt” more than what was said in the interview room.

Many clubs invest significant energy into recruiting but miss a crucial step: reinforcing culture during onboarding. The first 90 days are where new hires decide whether they truly belong.

Clubs can set the tone by creating an intentional onboarding program that introduces not just operations but also people and traditions. Schedule coffee chats with department heads, provide a cultural “playbook” that outlines core values, and share stories about how those values are lived out day-to-day.

Consider pairing new hires with cultural ambassadors—seasoned staff members who exemplify the club’s values and can model expectations. This personal touch builds trust and accelerates integration.

When culture is embedded throughout the recruitment journey, clubs see measurable results: lower turnover, higher employee engagement, and stronger alignment between staff and membership expectations.

It’s no longer enough to hire for technical expertise alone. Private clubs thrive when leaders and staff embody the values that make their club unique. Candidates who feel connected to the culture from the start are more likely to stay, grow, and contribute to a positive workplace environment.

The recruitment process is not a transactional exchange—it’s the beginning of a relationship. By weaving culture into every step, from job posting to first-day onboarding, private clubs can position themselves as employers of choice in a competitive landscape.

At Bloom Golf Partners, we believe the best recruitment outcomes happen when culture and strategy align. The right candidate isn’t just qualified on paper—they are the person who fits seamlessly into the story your club is telling.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

Every club talks about raising the bar. Few talk about raising the floor.

That difference defines whether an operation is chasing greatness or sustaining it.

At Bloom Golf Partners, we’ve seen this across hundreds of clubs: the ones that achieve long-term excellence aren’t just defined by talent or budget — they’re defined by consistency. 

Their floor is higher than most clubs’ ceiling.

The best superintendents don’t just chase high standards—they redefine what “average” looks like. That’s what it means to raise your floor.

In most clubs, everyone talks about the ceiling. The ceiling is the pursuit of perfection: lightning-fast greens, flawless bunker sand, new equipment, or that next major renovation. 

But the true difference-makers focus first on the floor—the baseline level of performance they will never dip below. They build systems, people, and habits that ensure operational excellence even on the toughest days, when weather, labor, or budgets aren’t cooperating.

The best leaders in agronomy start by asking harder questions. 

What is our true minimum standard, and are we living it every day? 

What distractions or legacy habits are pulling us below it? 

What needs to stop—not what needs to be added—to simplify our operation and deliver more consistently?

When a superintendent raises their floor, firefighting turns into foresight. They move from reacting to conditions to proactively shaping them. They stop accepting mediocrity disguised as “seasonal challenges.” They create a department that runs above standard regardless of external pressures.

Great superintendents have learned that clarity beats activity. They don’t equate being busy with being effective. They strip away everything that doesn’t connect directly to course conditioning, playability, and people development. The weekly meeting agendas get shorter, not longer. Reporting gets smarter, not thicker. Every initiative ties back to one of three outcomes—better turf, better people, or better experiences.

This kind of simplification isn’t about doing less—it’s about doing the right things more often. Fewer moving parts, tighter systems, and cleaner communication create a rhythm of predictability. That rhythm, repeated over time, compounds into excellence.

Too many superintendents try to raise their ceiling by rebuilding when they just need to sharpen the blade. Raising your floor is about precision, not overhaul.

The most elite superintendents don’t think about the future as something far off—they operate from it. They define exactly what success looks like three years out and begin making every decision through that lens today. They plan their budgets, staffing models, and infrastructure improvements not as isolated line items, but as pieces of a larger, strategic vision. They know that if they wait to plan for the future, they’ll always be catching up to it.

That future-first mindset reshapes how they communicate. When the superintendent operates from the future, their Green Chair and General Manager begin thinking that way too. Budget conversations become less about justification and more about investment. The relationship evolves from “maintenance” to “stewardship.”

But raising the floor doesn’t come from one person—it’s cultural. The best superintendents multiply leadership. They give their assistants, equipment managers, and foremen real authority within clear boundaries. They coach instead of control. They set expectations but give freedom in how those outcomes are achieved. A raised floor happens when every team member knows their role, feels trusted, and is held accountable to the same standards of excellence.

This is also where measurement matters. Great superintendents know that what gets measured gets improved. They track labor efficiency, equipment readiness, staff development, playability metrics, and member satisfaction—not for reports, but for learning. They look for trends, not one-offs. They use data to anticipate problems instead of reacting to them.

When a superintendent raises their floor, everything in the organization changes. The conversation with the Green Committee shifts from survival to strategy. Planning becomes proactive. Budgets become living documents rather than once-a-year fire drills. The team works with purpose, not panic. 

And the membership starts to notice something deeper than conditioning—they feel the confidence, and professionalism of a world-class operation.

If you want to seriously raise your floor, reflect on these questions:

• What am I tolerating today that I wouldn’t accept in a top-tier operation?
• If my operation ran at 80 percent efficiency without me for two weeks, what would break first?
• What can I stop doing that doesn’t move the needle on conditioning, playability, or people?

Our work with clubs, committees, and superintendents is centered around creating alignment, clarity, and leadership systems that produce lasting performance — both on the course and in the culture.

If you are ready to raise your floor, let’s start the conversation.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

Every great club has an impossible goal. 

It might be achieving championship-level conditioning, rebuilding a maintenance culture, retaining top-tier agronomic talent, or completing a major renovation without losing momentum. 

Whatever the vision, the truth is that most clubs aren’t actually solving their impossible goal—they’re solving smaller, safer, short-term versions of it.

The difference between good clubs and great ones is how they think about the future. 

The most successful boards and Green Committees we have worked with don’t work toward the future; they operate from it. They don’t talk about “someday” or “in five years.” 

They define exactly what “great” looks like within a clear, near-term horizon—usually three years—and start making decisions through that lens today.

When a goal is too far away, it feels abstract. People start optimizing for maintenance, not mastery. 

But when the timeline tightens, clarity emerges. Questions sharpen. Priorities simplify. 

The conversation shifts from “how do we get through this season?” to “what does it take to become one of the top operations in the region by 2028?” That shift changes everything.

Most maintenance departments aren’t broken—they’re bloated. Over time, layers of programs, reports, and subcommittees pile up. 

Once that focus is set, everything — from capital projects to staffing to communication — aligns behind it.

The superintendent spends more time explaining the budget than developing their team. 

The communication loop between board and maintenance becomes reactive instead of strategic. 

Simplification is not about lowering standards; it’s about aligning people, processes, and resources around what truly matters: playability, consistency, and experience. When a club removes unnecessary complexity, performance accelerates.

Another reason clubs struggle to scale their results is a lack of clear focus. Many try to be everything at once—tournament-quality greens and low-cost operations, sustainability accolades and high-heat bentgrass perfection. It’s not realistic. 

The best Green Chairs and boards help their superintendent define what the course stands for. What is your agronomic identity? What are members really buying with their dues? When that focus is clear, every project, hire, and decision aligns. Without it, every meeting becomes a debate.

Clubs that solve big goals don’t do it linearly; they find leverage. They think in terms of pathways and partnerships. They look for opportunities that multiply progress—technology that reduces waste, university relationships that produce interns and research support, consultants who align agronomy and leadership, or industry partners who bring scale and insight. 

The key question becomes, “What relationships or systems could make our goal inevitable?”

Every club also has strategic partners or allies. These are the individuals or partners who create exponential results. It could be a superintendent with vision, an assistant ready to step up, a trusted vendor who sees opportunities others miss, or a committee member who builds alignment instead of friction. 

Great leaders identify these people early and give them room to lead. The best committees don’t run agronomy—they resource and amplify it.

The most forward-thinking boards act as if the future has already arrived. They ask, “If our course were already operating at the level we aspire to, what would be true? How would our superintendent communicate? How would we measure success? How would members experience the product?” Then they behave accordingly. You can’t lead the future from the past.

That mindset is why high-performing clubs don’t wait for annual reviews to assess progress—they solve monthly. They meet with their superintendent not just to review tasks, but to evaluate alignment: Are we closer to the three-year goal? What progress did we make this month? What’s obsolete? What partnership, system, or decision could make next month’s progress faster? Over time, this rhythm compounds clarity.

Great clubs aren’t lucky; they’re deliberate. They simplify. They align. They empower. 

They solve their impossible goals not through bigger budgets or louder debates, but through cleaner models and bolder thinking. 

The superintendent becomes the CEO of the club’s largest physical asset, and the Green Chair becomes their strategic partner in shaping what’s next.

Your course already has championship potential. It’s not about adding more—it’s about thinking bigger and simpler at the same time. 

The clubs that reach their impossible goals are the ones that stop reacting to the present and start operating from the future.

Here are three simple reflection questions to ask:

• Current State: What is the current state of your club? Identify strengths and weaknesses.
• Future State: What does “great” look like for your club in three years? Define key attributes (e.g., member satisfaction, financial stability, staff retention).
• Vision Statement: Craft a concise statement summarizing the future state vision.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

I was genuinely stunned when a committee member unapologetically stated they didn’t believe an executive leader should need coaching-‘that’s why we’re paying them premium dollars,’ they said. 

The comment revealed a common but deeply flawed perception: that the very people entrusted with leading organizations at the highest level somehow arrive fully equipped, immune to blind spots, and without need for growth. 

In reality, executive leadership comes with immense complexity, isolation, and pressure. The best leaders in the world-those who sustain peak performance—understand that coaching is not a sign of weakness but a strategic investment in staying sharp, adaptable, and effective. To dismiss coaching is to ignore the truth that leadership isn’t about having all the answers; it’s about continuously evolving in order to inspire and deliver at the highest level.

Let’s be honest: we’re setting up leadership positions in the golf and private club industry to struggle. We expect them to operate at elite levels—managing multi-million dollar facilities, navigating member politics, building strong teams—but we give them little to no structured leadership development, coaching, or succession planning.

It’s like handing someone the keys to a Ferrari and telling them to win a race without ever giving them driving lessons.

Here’s what I see over and over again: an assistant superintendent grinds for years, finally gets a shot at the top job, and then… nothing. No mentorship. No structured development. No one helps them build the leadership tools they actually need to succeed at that level.

Same thing with General Managers. They get promoted after showing promise or because someone left unexpectedly. They step into a pressure cooker—balancing board expectations, staff issues, capital planning, agronomics, and guest experience—with zero support system around leadership.

And the kicker? Everyone just assumes they’ll figure it out.

Leadership doesn’t just happen because someone gave you a title. It’s a skill set that needs to be developed-just like agronomy, finance, or golf course architecture.

I work with some of the best up-and-coming and veteran Superintendents and GMs across the country. And you know what makes the biggest difference in their growth?

Coaching.

It’s not a luxury. It’s not a “nice to have.” It’s the missing link between good and great. Between reactive and strategic. Between turnover and retention.

Look around-top athletes, CEOs, even elite chefs-they all have coaches. Someone to challenge them, offer perspective, and help them navigate the blind spots that come with leadership.

So why is our industry so far behind on this?

We’ve built this “figure it out” culture in golf. It’s old-school, and honestly, it’s burning people out.

We need to stop pretending leadership development is something you pick up through osmosis or by staying in the job long enough. That mindset is outdated, and it’s costing clubs real money-through mistakes, staff turnover, and missed opportunities.

If you’re a GM or Superintendent, ask yourself: who’s helping you get better? Who’s in your corner, pushing you to think bigger, see farther, and lead stronger?

If you don’t have an answer, that’s a red flag.

Another issue? There’s almost no succession planning in most clubs.

If your Superintendent, Director of Golf, CFO or GM left tomorrow, do you know who’s stepping in? Is that person ready? Have they been coached, mentored, or exposed to leadership responsibilities?

In most cases, the answer is no. We scramble. We throw out job postings. We hope someone with the right title applies. And that’s when mistakes get made.

We need to start thinking long-term—building the bench, giving high-potential staff leadership reps, and investing in the next wave of club leaders before we need them.

It’s not fluff. It’s not corporate jargon. It’s about giving talented people the tools they need to win-without burning out or plateauing.

If you want elite performance at your club, you need elite development systems in place. It’s that simple.

If you’re in a leadership role at a club—Board Member, GM, Director of Grounds-take a hard look at your people strategy. Are you coaching your top leaders? Are you grooming your next ones? Or are you just hoping they figure it out?

Hope is not a plan.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

By Meredith Otero, Director of Marketing, Bloom Golf Partners

For decades, conversations around women in the golf industry have centered on the idea of “breaking the glass ceiling.” It’s a powerful image, but it also implies that success is rare, that women must push through something invisible yet impenetrable to make it to the top.

The truth is, most women in golf aren’t trying to shatter anything. They’re trying to build something: better systems, stronger teams, and more inclusive workplaces. The real opportunity for progress lies not only in putting women in the highest roles but in building a more supportive foundation at every level of the industry.

Where My Story Started

When I graduated college, I didn’t have a clear career plan ahead of me. My first “real” job was at the front desk of a private golf club — answering phones, greeting members, and soaking up everything I could about an industry I barely knew.

Within a few months, I was hooked. Golf wasn’t just a game; it was a community, and I loved being part of the engine that made that community run. I was fortunate to work alongside an incredible mentor early on, an extremely intelligent, driven woman with deep roots across several sectors of the golf industry, and someone who saw potential in me long before I saw it in myself.

With her guidance, I moved into membership and communications, learning that every interaction, including every event, every conversation, and every follow-up, could strengthen or weaken a member’s sense of belonging. Those lessons gave me the confidence to step into two Director roles over the next eight years, first in Membership Sales, then in Marketing, Communications, and Event Planning, positions I never would’ve envisioned for myself when I first sat behind that front desk.

Eventually, I took a step back to start a family, but that decision didn’t pull me out of the industry. It redirected me toward the work I do now: helping clubs and professionals build stronger systems, better communication, and more intentional cultures through the services Bloom Golf Partners has to offer.

What I’ve Learned Along the Way

Looking back, what stands out most isn’t the ceiling I had to break through, it’s the foundation that was built underneath me. A supportive mentor. Leaders who listened. A culture that valued ideas over titles. That’s what made advancement possible, and it’s the kind of support so many women in golf still hope to find in their corner.

When we talk about “women in leadership,” we often spotlight the outliers: the first female superintendent, the first woman GM, the one who made it through. But progress doesn’t only happen at the top. It happens in the middle – in the quiet spaces where women are building skills, growing confidence, and influencing culture every day.

The middle is where clubs are made stronger. It’s where women develop the operational insight, communication skills, and emotional intelligence that shape the member experience.

What We Heard in the Women in Golf Series

Through our Leadership on the Links Women in Golf podcast series at Bloom Golf Partners, we’ve had the privilege of hearing dozens of women share their stories, from those just starting out to those leading at the highest levels of the industry. Despite their different paths, a common thread emerged: almost no one “planned” their way into golf.

Many fell into it by accident, whether it was a summer job, an internship, or a mentor who saw potential they hadn’t considered. That alone points to the challenge: for too long, golf hasn’t presented itself as a visible or viable career path for women. The path exists, but it’s narrow, unclear, and often discovered by chance.

If the industry wants to attract and retain more women, we can’t just focus on helping them rise, we have to make it easier to start. That means better visibility into golf careers early on, from marketing and HR to agronomy and operations, and investing in mentorship and sponsorship programs that provide guidance and advocacy at every level.

Building Better Foundations

The clubs that are thriving today aren’t waiting for ceilings to break. They’re intentionally building better foundations, creating environments where women see long-term careers, not just short-term jobs. They’re rethinking hiring practices, reviewing pay equity, and celebrating contributions across departments, not just from the GM’s chair.

Every club has a choice: build a culture where talent must fight to be seen, or one where potential is cultivated early and often.

Looking Forward

If you had told me 15 years ago that a front desk job would lead me to a career in golf, I probably would’ve laughed. But that’s the beauty of this industry… the people who stay, stay because they care deeply about what they’re building.

For me, it’s no longer about breaking through. It’s about helping others see what’s possible when the foundation is strong, when we create space for more women to grow, lead, and thrive in golf careers they didn’t even know existed.

Because when that happens, it’s not just the ceiling that shifts, it’s the entire structure of the industry.

Book a FREE Talent Strategy Call to learn how leading clubs are aligning culture with strategy—and see how your operations can get there too.

From the team at Bloom Golf Partners

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About the Author

Meredith Otero leads the strategic marketing efforts for Bloom Golf Partners, as well as, providing marketing support for golf and country clubs and industry professionals to strengthen their brand, culture, and communication strategies. With over a decade of experience in membership, marketing, and operations, Meredith brings a deep understanding of what drives engagement inside the walls of a club, and what connects people to the game beyond them.

Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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