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. 

Book a Talent Strategy Call

Walk into most club boardrooms today and you’ll hear some version of the same refrain: “Why is the maintenance budget going up again?”

The truth is, golf course maintenance budgets aren’t “going up” so much as they’re catching up. They’re adjusting to the market realities that every superintendent and club leader faces: higher wages, increased input costs, and infrastructure that demands more—not less—attention.

This isn’t a matter of indulgence. It’s a matter of survival.

According to the GCSAA’s 2024 Maintenance Budget Survey, labor costs have risen 17% since 2022. That jump is staggering when you consider that labor already makes up 55–60% of most golf course maintenance budgets.

Think about it this way: if your course spent $2.5 million in 2022, that same level of staffing and service now costs closer to $2.9 million in 2024. And that’s without hiring additional staff or upgrading your service standards.

Why? Because the market for entry-level workers has shifted. Jobs that once paid $12 an hour now demand $18–20 an hour in many markets. Superintendents aren’t inflating wages—they’re competing with construction, landscaping, and even fast-food employers who pay more for less demanding work.

It’s not just labor. Fertilizer, fuel, parts, and pesticides have each seen 20–40% cost increases since 2020. Supply chain volatility hasn’t gone away, either. Clubs that hesitate to adjust now face a double hit: higher unit costs and unpredictable availability when demand peaks.

Even capital projects—like new irrigation systems or drainage upgrades—often lead to higher operating costs, not less. Sophisticated infrastructure requires specialized maintenance and higher-skilled labor. 

Each of these cycles runs on its own clock, but together they create a constant baseline of capital pressure. Pretending they don’t exist doesn’t change the timelines—only the cost of addressing them.  Here are some common issues we have seen in our recruitment and business consulting projects:

• Deferred bunker rebuilds mean more hand-raking, more washouts, and more complaints.
• Aging greens demand more inputs just to maintain baseline conditions.
• Old irrigation systems don’t just fail—they waste water, energy, and staff time.
• Deteriorating cart paths causing more cart traffic to turf 

The biggest mistake boards and general managers make is treating course maintenance as a fixed cost line item. It’s not. It’s a dynamic operating budget that flexes with:

• Regional labor markets
• Agronomic input costs
• Infrastructure lifecycles (greens, tees, fairways, bunkers, irrigation, drainage, and equipment)
• Member expectations for course quality

Instead of thinking about these as “budget increases,” boards should frame them as market adjustments. Every business adjusts to market forces—clubs aren’t exempt.

Failing to make these adjustments isn’t neutral. It leads to deferred maintenance that becomes more expensive capital work down the road.  Declining playability, which members notice immediately.

If you’re seeing annual maintenance costs spike, part of the reason is your infrastructure has aged past its efficient lifecycle.

Not surprisingly, these increased operational pressures put a strain on staff, as workers leave for better-paying, less demanding jobs. Peer clubs keep pace with market rates and your course falls behind.

Clubs should stop asking, “Why are we spending more?” and start asking, “How do we stay competitive in today’s market?”

Superintendents and GMs can help by shifting the framing:

• Replace “budget increase” with “market adjustment.”
• Benchmark against peers using GCSAA and regional data.
• Link investment directly to member experience: faster greens, healthier turf, more reliable playability.

The golf course is your club’s most visible and valuable asset. Treating its maintenance as a static cost center ignores the economic reality of today’s labor and supply markets.

Adjusting isn’t optional. It’s strategic. It’s how you ensure your course remains playable, competitive, and aligned with member expectations.

The question isn’t whether budgets should rise—it’s whether your club is willing to make the market adjustments required to protect the experience your members demand.

Ready to align your maintenance budget with market realities? Bloom Golf Partners helps clubs build smarter budgets, optimize staffing, and make strategic investments that protect course quality and member satisfaction.

Sign up for a FREE Talent Strategy Call to learn how to take your operations to the next level.

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About The Author

Tyler Bloom is the leading expert on workforce development in the golf and private club industry. He has worked with hundreds of leading golf and private clubs in the United States including The PGA of America, Top 100 golf courses, public, municipal to professional sports teams, universities, and national historic landmarks.

As a talent management and consultation executive, he leverages deep relationships locally, regionally, and nationally to help businesses secure and develop premier talent.

His insights have been featured by Golf Digest, USGA, Boardroom Magazine, Club+Resorts, GCSAA, SFMA, PGA of America, CMAA, and British International Greenskeepers Association.

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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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As featured in Golf Course Industry Magazine

Let’s talk about a phrase I hear way too often in the golf and private club world: “People should just be grateful to work here.”

Every time I hear that, I cringe.

It’s a dangerous mindset. One that’s rooted in entitlement, out of touch with today’s workforce and almost guaranteed to drive your best people, especially young talent, straight out the door.

For decades, golf maintenance and club operations have run on this unspoken rule: if you work hard, keep your head down and put in your time, you’ll move up. Eventually. That system worked when career paths were linear, opportunities were limited and loyalty was a given.

Here’s the truth: people aren’t grateful to “just” have a job anymore. They want to be part of something bigger. They want growth, purpose and the ability to make an impact. Gratitude flows when leadership invests in people, not when they are guilted into silence or obedience.

The game has changed.

Today’s workforce, especially younger professionals, has options. They can take their skills to sports fields, landscaping, construction, tech, or go completely outside the industry. They won’t wait 10 years for a promotion that might never come. They won’t sacrifice their health or family for an employer who thinks a paycheck should be thanks enough.

Clubs that cling to the old “be grateful” mentality are setting themselves up for turnover, staffing shortages and reputational damage. The ones that will thrive? Those that flip the script — showing employees why working here is worth it, not assuming gratitude will come automatically.

They’re not chasing jobs just for the paycheck. They want growth. They want purpose. They want mentorship. And they want to feel like they’re part of something that matters.

If your only pitch is “you should be lucky to work here,” don’t be shocked when your best assistant takes another job, or leaves the industry entirely.

Let’s get real: no one is loyal to a job just because it exists. Especially not in 2025, when opportunities are everywhere and the labor market is more competitive than ever. Gen Z, millennials and even mid-career switchers are showing up with a different mindset, and it’s not about being entitled. It’s about being intentional.

Loyalty is earned through leadership, development and a culture that makes people feel valued. If you’re not offering a clear path for growth, not giving feedback, not showing appreciation, and not helping people understand why their work matters, you’re going to lose them. Full stop. And no, the “old school” way isn’t coming back. People aren’t staying 20 years in one place just because that’s what their parents did.

Here’s what top young talent actually wants:

• Growth: A path forward. What skills will I develop here? Will I be more valuable a year from now?
• Impact: Am I doing something that matters? Or am I just filling a spot?
• Mentorship: Is someone investing in me? Do I have a leader who’s willing to teach, guide and challenge me?
• Flexibility: Not just in hours, but in mindset. Are we open to new ideas, new tools, new ways of doing things?

None of that means they’re lazy. It means they have options and they’re choosing the environments that meet them halfway.

If you want talent to stay, you have to give them a reason beyond money. Pay matters. But it’s not enough.

You want to retain and attract top people? You need to build an environment that feeds their professional growth. That doesn’t mean coddling. It means coaching. That means giving regular feedback. Helping them set goals. Asking about their career aspirations. Giving them a seat at the table on projects not just a shovel and a clipboard.

We’ve helped dozens of clubs build retention strategies that actually work. Not gimmicks. Not pizza parties. Real career development, leadership coaching and structured talent pipelines.

And here’s the thing: it works. When people feel seen, heard and supported, they stay. They give you more. They develop faster. They become your next wave of leadership.

If you’re still clinging to the idea that “they should just be grateful to be here,” take a step back and ask yourself: Would you stay in a job where no one invested in you? Where leadership assumes your loyalty without earning it? Where you’re expected to grind for years without clarity or growth?

You wouldn’t. And neither will they.

The next generation of club professionals isn’t looking for handouts. They’re looking for leaders. And the clubs that win in the next five to 10 years will be the ones that stop blaming “kids these days” and start building environments where talent wants to grow.

Gratitude goes both ways. If you want it from your team, you better be giving them something to believe in.

Looking for new and innovative ways to enhance leadership within your team? Sign up for a FREE Talent Strategy Call to learn how to take your operations to the next level.

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About The Author

Tyler Bloom is the leading expert on workforce development in the golf and private club industry. He has worked with hundreds of leading golf and private clubs in the United States including The PGA of America, Top 100 golf courses, public, municipal to professional sports teams, universities, and national historic landmarks.

As a talent management and consultation executive, he leverages deep relationships locally, regionally, and nationally to help businesses secure and develop premier talent.

His insights have been featured by Golf Digest, USGA, Boardroom Magazine, Club+Resorts, GCSAA, SFMA, PGA of America, CMAA, and British International Greenskeepers Association.

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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. 

Book a Talent Strategy Call

For decades, “promote from within” has been celebrated as a hallmark of strong company culture. It shows loyalty. It rewards tenure. It signals to employees that there’s room to grow.

Working Americans are most interested in a training pathway that results in advancement, certifications, and promotions according to our 2025 Workforce Trends in Golf Study.

On the surface, it feels like a win-win. But beneath that shiny surface, this “best practice” often backfires—and it’s quietly killing teams.

When organizations promote from within without preparing employees for leadership, what they’re really doing is:

• Promoting technicians into leadership with zero training
• Rewarding tenure over capability
• Elevating people who were great at doing the job, but aren’t equipped to lead others doing it
• Creating fragile leadership pipelines built on hope, not design

And when these internal promotions fail—as they often do—the damage is bigger than a single role. You don’t just lose productivity; you burn trust, lower morale, and reinforce the myth that “nobody wants to work anymore.”

Promoting from within can be a best practice—but only if it’s paired with the right support. Without it, you’re not scaling leadership. You’re scaling dysfunction.

The difference-maker? Structured mentorship to guide new leaders. Leadership coaching to build confidence and capability. Clear performance expectations that outline what leadership success actually looks like

If it’s so costly, why do companies keep making this mistake? Because it feels:

• Safe: “They know the culture.”
• Fast: “We don’t have time to search.”
• Cheap: “We can pay them less than an external hire.”
• Easy: “We don’t have a bench, so let’s just move the next person up.”
  

But safety, speed, and savings are short-lived if the promotion derails the team.

The real consequence? Poorly prepared internal promotions carry heavy costs. 

High failure rates among new leaders. Stalled or regressed departments as teams struggle under weak guidance. Micromanagement, conflict avoidance, and burnout from unready leaders. Crushed morale (“He got promoted just because he’s been here longest?”. Attrition of top performers who no longer trust the systems

Sounds familiar, right?

What great leaders do instead isn’t abandoning internal promotions. It’s redesigning them:

• Create a Leadership Readiness Scorecard → not everyone is promotable; filter for readiness.
• Pair promotions with coaching & onboarding plans → don’t just promote, prepare.
• Build a pipeline, not a backfill list → identify and invest in future leaders early.
• Normalize external leadership hires → you’re not betraying your team by upgrading leadership.

When done right, internal promotions are powerful. When done poorly, they’re toxic.

Promoting the wrong person to the right role is worse than not hiring at all. You don’t just inherit their gaps—you scale them.

Companies don’t fail because they promote from within. They fail because they treat leadership like a reward for loyalty, instead of a responsibility that requires preparation.

The bottom line: Don’t just fill seats. Build leaders.

Looking to enhance your succession and leadership development programs? Sign up for a FREE Talent Strategy Call to learn how to take your operations to the next level.

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About The Author

Tyler Bloom is the leading expert on workforce development in the golf and private club industry. He has worked with hundreds of leading golf and private clubs in the United States including The PGA of America, Top 100 golf courses, public, municipal to professional sports teams, universities, and national historic landmarks.

As a talent management and consultation executive, he leverages deep relationships locally, regionally, and nationally to help businesses secure and develop premier talent.

His insights have been featured by Golf Digest, USGA, Boardroom Magazine, Club+Resorts, GCSAA, SFMA, PGA of America, CMAA, and British International Greenskeepers Association.

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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. 

Book a Talent Strategy Call

Bloom Golf Partners is proud to announce Meredith Otero as a Director of Marketing—a strategic addition that strengthens the firm’s ability to support private clubs and the golf industry through comprehensive talent and marketing solutions.

With more than 17 years of experience in sales and marketing, Meredith brings a unique blend of people-focused strategy and brand-building expertise. She is known for partnering with leadership teams to align strategic business goals, elevate member engagement and communications, and help organizations reinforce their values, culture and competitive edge. 

“Having worked with Meredith for a handful of years, I recognized how valuable her background and skills were in our successful growth, but also the vision I have for our company as we look to elevate our brand and impact in the golf and private club industry. More importantly, she exhibits the type of values we want to be associated with Bloom Golf Partners.”

Meredith’s career spans multiple industries—including real estate, hospitality, and private clubs—allowing her to bring a multidimensional perspective to her consulting work. For nearly two decades, she has held senior leadership roles in the private club sector, including as Director of Marketing at Montclair Golf Club, Laurel Creek Country Club, and Trump National Golf Club Colts Neck, where she played a key role in shaping member communications, brand identity, and cross-departmental alignment. Most recently, she worked for foreUP, an all-in-one cloud-based facility management platform managing digital marketing campaigns for golf and country clubs across the nation.

“I’m thrilled to join Bloom Golf Partners at such a pivotal time for the golf and private club industry. My passion has always been helping clubs tell their story in a way that strengthens their brand, engages their members, and attracts top talent. Bloom’s commitment to elevating both the people and the organizations we serve aligns perfectly with my own values, and I’m excited to contribute to our mission of driving meaningful, lasting results for our clients.”

Meredith’s arrival continues the growth and expansion of Bloom Golf Partners’ services— and signals a deeper commitment to serving the golf and private club industry holistically. From brand messaging, digital marketing and communications, Meredith will play an instrumental role in helping golf and private clubs drive results.

Landing a leadership role at a top-tier private club is one of the most competitive—and rewarding—career achievements in our industry. Positions at an elite club don’t come open often, and when they do, the candidate pool is filled with accomplished leaders who have strong résumés, references, and reputations.

So how do you break through?

Over the past five years, our team at Bloom Golf Partners has had a front-row seat to hundreds of recruitment projects, from management training programs to executive-level searches. While every club brings unique needs, a few common lessons consistently emerge among candidates who successfully step into elite club leadership.

The phrase “who you know” is often tossed around with a cynical undertone, but in the private club world, relationships aren’t just helpful—they are essential. Unlike other industries where résumés or certifications might carry the most weight, advancement in clubs often hinges on the trust, familiarity, and visibility that come from authentic connections. A single relationship can open doors that might otherwise remain closed, offering opportunities that skill alone cannot secure.

In my recent conversation with Colin Burns, the longtime GM/COO of Winged Foot, he reflected on how his own career trajectory was shaped by this reality. Burns explained that his path was accelerated not just by technical competence, but by deliberately building awareness among key members and guests at club events. 

By showing up, engaging meaningfully, and fostering genuine rapport, he earned the credibility and sponsorship that propelled him forward. His story underscores a broader truth: in elite club leadership, success often comes as much from who knows you as from what you know.

Every guest day, invitational, or cross-club outing is a chance to make an impression. Whether you’re an assistant manager, clubhouse leader, or superintendent, treat those interactions as live auditions. A reputation for professionalism, presence, and hospitality can travel quickly across club networks—and may be the reference that gets you from résumé stack to interview shortlist.

View every outside guest as a potential board member somewhere else. Their recommendation can open doors your résumé alone might not.

Boards and search committees are increasingly sophisticated in how they vet candidates. Beyond polished résumés and prepared answers, they are looking for the person who will show up consistently—day after day, year after year. Affectation and rehearsed personas wear thin quickly.

That doesn’t mean you shouldn’t prepare. It means you should prepare stories, not scripts:

• Share real examples of how you solved challenges or built culture.
  
• Be honest about gaps in your experience instead of bluffing.
  
• Let your personality and sense of humor come through.

Once you’re sitting across the table in an interview, the playing field shifts. Technical skills and experiences may earn you the invitation, but it’s presence, personality, and authenticity that often seal the opportunity. Colin Burns recalled a piece of advice that became a cornerstone of his career: “Bring yourself.” 

What he meant was simple but powerful—don’t try to manufacture a persona or recite a script. Candidates who connect best with boards and search committees are those who allow their true selves to come through—honest, confident, and genuine. For Burns, that authenticity not only differentiated him from others but also established the trust that leaders of elite clubs require. In a world where polish and preparation are expected, sincerity remains the trait that leaves the lasting impression.

Authenticity builds trust. And trust is the ultimate differentiator in elite club searches.

Don’t Forget the “Fun Metric”

Private clubs are serious businesses, often managing multimillion-dollar budgets and iconic facilities. But at their core, they are in the hospitality and enjoyment business.

One of the best questions Colin remembers from a boardroom was simple: “Does this candidate make the place more fun?”

It’s easy to get caught up in operational metrics—food cost percentages, payroll, capital projects. But culture fit matters just as much. Clubs want leaders who not only work hard, but also elevate the experience for members and staff.

That doesn’t mean being an entertainer—it means being present, approachable, and aligned with the club’s unique culture.

Elite club searches aren’t just about the final interview. Boards and members often do years of informal reference-checking. A 60-day sprint of extra effort won’t outweigh a track record of consistent leadership, integrity, and results.

Every touchpoint matters:

• How you treat frontline staff
  
• How you communicate during challenging moments
  
• How you represent your club to peers and vendors
  

Think of your reputation as a long-term résumé. It’s being written every day.

Final Thoughts

Breaking into an elite club role isn’t about luck alone. It’s about relationships that open doors, authenticity that wins interviews, and consistency that builds trust over years.

For candidates, the key is to be intentional about how you show up—at your club, in your network, and in every interaction with members and guests. For boards, the takeaway is to look beyond résumés and dig into whether a candidate authentically aligns with your culture and can make your club “more fun” while delivering operational excellence.

At Bloom Golf Partners, our Executive Search & Recruitment Services are built on this dual perspective. We help clubs identify leaders who fit their culture and future vision—and we guide candidates on how to position themselves authentically for those rare opportunities at the top of the industry.

Interested in preparing for your next career move or executive search?

👉 Visit bloomgolfpartners.com/services to learn more about our Executive Search & Recruitment Services.

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About The Author

Tyler Bloom is the leading expert on workforce development in the golf and private club industry. He has worked with hundreds of leading golf and private clubs in the United States including The PGA of America, Top 100 golf courses, public, municipal to professional sports teams, universities, and national historic landmarks.

As a talent management and consultation executive, he leverages deep relationships locally, regionally, and nationally to help businesses secure and develop premier talent.

His insights have been featured by Golf Digest, USGA, Boardroom Magazine, Club+Resorts, GCSAA, SFMA, PGA of America, CMAA, and British International Greenskeepers Association.

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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. 

Book a Talent Strategy Call

The endless conversation around technology and automation is now hitting the boardrooms and search projects. Maintenance teams are under pressure: rising member expectations, shrinking budgets, unpredictable weather, and a tightening labor market.

Most clubs respond in one of two ways:

• They chase every shiny new object without strategy.
• Or they resist change altogether.

Both approaches lead to the same result: wasted resources, missed opportunities, and stagnation.

Clubs are spending thousands on sensors, software, and equipment upgrades—tools that are valuable for making smarter decisions. But here’s the truth: the real innovation engine isn’t in the tech. It’s in the people you already have.

This summer, the most forward-thinking ideas we saw didn’t come from a cloud-based platform. They came from:

• Interns asking, “Why do we do it this way?”
• Assistants spotting turf patterns hidden in data
• Equipment managers dialing in quality of cut
• First-year staff bringing digital instincts and fresh eyes

Innovation is not about technology—it’s about culture.

A culture where ideas move up, not just down. Innovation isn’t just about what you adopt—it’s how you integrate it across the operation.

If you want to attract and keep top talent in turf, build that culture:

• Let your team test something small every month
• Ask them what they’d automate, improve, or eliminate
• Celebrate experiments—even the ones that don’t work
• Engage them into forward thinking individuals

The future of this industry will absolutely include drone imagery, soil mapping, moisture meters, and AI-driven tools. But the real leverage comes when curiosity, connection, and contribution are part of your team’s DNA.

Engage with GCSAA, USGA, and your local chapters. Partner with your local universities to host research trials. Leverage data, pilot new tools, and integrate what works into daily operations. But always from the foundation of a bottom-up culture.

It’ll come from the person on your team who’s trusted enough to think differently.

Looking to hear best practices around innovation and leading operations? Sign up for a FREE Talent Strategy Call to learn how to take your operations to the next level.

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About The Author

Tyler Bloom is the leading expert on workforce development in the golf and private club industry. He has worked with hundreds of leading golf and private clubs in the United States including The PGA of America, Top 100 golf courses, public, municipal to professional sports teams, universities, and national historic landmarks.

As a talent management and consultation executive, he leverages deep relationships locally, regionally, and nationally to help businesses secure and develop premier talent.

His insights have been featured by Golf Digest, USGA, Boardroom Magazine, Club+Resorts, GCSAA, SFMA, PGA of America, CMAA, and British International Greenskeepers Association.

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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. 

Book a Talent Strategy Call

Over the last several years—and especially in the past few months—I’ve been asked a recurring question by candidates and industry peers alike:

“Does volunteer leadership actually matter when it comes to landing top jobs?”

It’s a fair question. In a business where agronomics and course conditioning have long been the measuring stick, many wonder where volunteerism fits in today’s performance-driven, brand-conscious, and capital-intensive private club landscape.

After leading dozens of executive-level searches, here’s my answer: it’s not about padding your résumé. It’s not about chasing titles or optics. It’s about something far more powerful: proving you’re ready for executive-level responsibility.

Two years ago, I sat in the office of a former GCSAA president and discussed this very topic—do search committees value it? At the time, I wasn’t fully convinced. But today, I’ve seen the proof firsthand. In multiple recent searches, the deciding factor between “qualified” and “undeniable” often comes down to leadership outside the ropes.

Recently, I worked with finalists for a top role—all presidents of their local GCSAA chapters. And one candidate in particular stood out—not just for managing top course conditions and capital projects, or running a best-in-class communication platform—but for consistently showing up on behalf of the profession. His work in BMP development, advocacy on Capitol Hill, and chapter leadership made it clear: this wasn’t résumé fluff. It was executive behavior in action.

Volunteer leadership reveals what a résumé can’t:

• A servant-leader mindset rooted in collaboration and contribution
• Fluency in boardroom dynamics and consensus-building
• An ability to think and act beyond their own property
• Emotional intelligence—quiet consistency, not loud self-promotion
• A dedication to their craft and profession

And that’s exactly what clubs are hiring for today. The modern Director of Agronomy, COO, or GM isn’t just maintaining standards—they’re shaping vision, managing stakeholder expectations, and representing the brand.

Volunteer roles, when done with intention, serve as the proving ground for these skills. They’re where professionals learn to navigate politics, influence peers, and lead without formal authority. That’s not extracurricular—it’s executive-level preparation.

Clubs demand more today:

• Strategic foresight
• Effective member communication
• Cross-functional leadership
• Cultural influence and staff development

Volunteer leaders are often already performing in these arenas. They’ve rallied support, presented to skeptical rooms, and led initiatives that required buy-in—not just execution.

My advice to professionals? Be intentional. Pick roles that stretch you, introduce you to decision-makers, and expose you to the challenges you’ll face in the boardroom.

My advice to hiring committees? Ask the deeper questions. Who has served the profession? Who’s led peers? Who’s been trusted to represent something bigger than themselves? These are the candidates who show up ready—ready to lead your team, navigate your board, and steward your club’s long-term future.

Whether you’re a club ready to elevate performance or a professional ready to lead at the next level, we bring unmatched insight, industry relationships, and strategic alignment to every search.

Let’s build something exceptional. Set up a free Talent Strategy Call to start your leadership journey.

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About The Author

Tyler Bloom is the leading expert on workforce development in the golf and private club industry. He has worked with hundreds of leading golf and private clubs in the United States including The PGA of America, Top 100 golf courses, public, municipal to professional sports teams, universities, and national historic landmarks.

As a talent management and consultation executive, he leverages deep relationships locally, regionally, and nationally to help businesses secure and develop premier talent.

His insights have been featured by Golf Digest, USGA, Boardroom Magazine, Club+Resorts, GCSAA, SFMA, PGA of America, CMAA, and British International Greenskeepers Association.

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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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In a recent conversation with Tyler, he half-jokingly asked why it seems like every department—even housekeeping—gets more face time with the board than the superintendent. It made me pause. Beneath the humor was a serious point worth considering.

A distinguishing factor about private clubs is that they really care about their image. That is what makes them who they are, how they stay private. It’s in each Club’s DNA – what sets them apart from the others. Exclusivity is important to private club members. They allow other people to become members when those people fit the Club’s image, which in turn is aligned with their own personal brand.

Clubhouse staff are well aware of what their club’s image is, whether that is beachy-chic, buttoned-up, or family friendly. The staff within the clubhouse (including the servers, bartenders and housekeeping staff) are trained on who the club members are, how they want to be addressed, what behavior they expect from each other and the staff.

On the other hand, superintendents are not trained on these nuances. Superintendents historically do not spend time in the clubhouse. They are not trained to have a hospitality mindset, do not dress in suit jackets and dress pants, and they don’t interact with members regularly since they are not a revenue generating department.

The good news? It’s all about perception and presentation! Superintendents are capable of changing the way they are seen by the members, and developing more relationships within the club easily with a few simple steps.

1. Be seen in the Clubhouse: Visit the Clubhouse regularly, drop by to see the GM, AGM, HR, Finance, F&B, etc. Build those relationships. Say hello to the members you see when walking through. 
2. Dress the Part: Every club is structured differently, but if there is a committee meeting or presentation, dress professionally. Invest in a couple pieces of good quality, well-fitting items to wear for these times. 
3. Know the Business: Be able to speak to not only the grounds department’s budget, but the entirety of the business. Understand the membership dues structure, F&B cost vs revenue strategies, long term strategic plans, etc.
4. Practice presentation skills: There will be a time that the finance committee wants to know if it makes more sense to buy or lease a piece of equipment, if there will be a master plan to vote on, or if a town hall will be called for the membership to listen to status updates on a golf course project. It is important to be able to stand in front of the membership and confidently speak (while of course dressing the part and making eye contact).
5. Be in the Room: When there is a meeting that is relevant to the golf course, ask to be in the room. Or, depending on the culture of the club, just show up. When you are in the room, most people will assume you have a reason to be and that you belong there. 

Perception is vital, and that extends beyond the clubhouse walls. For superintendents, bridging the gap between course management and member engagement is essential. Stepping up their professionalism, hospitality, and a deep understanding of the broader club business, superintendents can elevate their visibility, build stronger relationships with members and leadership, and reinforce their vital role in the club’s success.

Remember, it’s not about changing who you are, it’s about presenting the full value you bring to the club, confidently and consistently.

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About The Author

Rachel Ridgeway, SHRM-CP is a search executive & HR consultant at Bloom Golf Partners.

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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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A candidate recently joined a Zoom interview and, right away, apologized. Not how most interviews begin—but it caught my attention.

He explained he was in his garage intentionally. Behind him, racks of tools and equipment framed the shot. He wanted to show that being a mechanic wasn’t just his job—it was a way of life. The message was clear before we even got to the questions. He’d thought it through. That kind of preparation and intentionality? Bonus points from the start.

Contrast that with another candidate later in the week who logged on for his initial interview shirtless—just a sleeveless tee and a shrug. The yin and yang of candidate presentation, I guess.

It got me thinking: how much planning do people actually put into how they present themselves in an interview?

As an interviewer, much of what I do is scripted by design. I ask similar questions, crack the same lame jokes, and try to keep the tone consistent. There’s purpose behind the repetition—structure that ensures fairness and clarity. But what I often don’t see is that same level of intention coming from candidates.

Think of it like stepping into the batter’s box. Every professional hitter has a plan. It might be to look for a pitch they can lift for a sac fly or to work the count and eliminate certain pitches. The plan may change with the count or the situation—but there’s always a plan.

The same should go for interviews.

Your prep shouldn’t just be about the job description or the club. It should include how you want to show up, what you want to convey, and why it matters. What are your strengths? What are your gaps—and how are you working on them? Show the interviewer you’ve thought about more than just “getting the job.”

Here’s what tends to happen when candidates don’t have a plan:

1. They ramble.
2. They veer off course.

Ramble long enough and suddenly we’re in “Inception” territory—a story within a story within a repair. Go too far off-topic and a question about reel grinding somehow ends with a log flume memory from your childhood.

So what does a good plan look like?

Keep it simple:

• Know your top 2–3 strengths and be ready to back them up with specific examples.
• Be honest about your weaker areas—and share how you’re improving.
• Sit somewhere stable and upright. I’m not expecting a suit and tie, but don’t slouch in a recliner either.
• Make notes and don’t be afraid to use them.
• If there’s something important that doesn’t get asked, bring it up.

Most importantly, remember: hiring managers are looking for reasons to disqualify you. Create opportunities for them to hire you.

So build a plan for your next interview. Make notes and refer to those notes during the interview. Don’t be afraid to speak up about a topic which wasn’t discussed. Give yourself every opportunity you can to highlight your skills and personality. It will be noticed.

If you’re in need of further insight and best practices to develop your team’s culture, set up a FREE Talent Strategy Call with our team.

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About The Author

Mitch Rupert brings over 20 years of high-stakes interviewing—from covering professional and youth sports as an award-winning Associated Press writer—to his current role at Bloom Golf Partners as Communications Manager within Recruitment & Operations.

Mitch is an AP award-winning writer and a Pennsylvania District 4 Sports Hall of Fame inductee. He joined Bloom Golf Partners in July 2021 and seamlessly leverages his storytelling and communication expertise through the candidate communication process and due diligence reports.

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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. 

Book a Talent Strategy Call