INSIGHT
Which operating model is right for your business?
In a recent episode of the Golf Club Talk podcast, Joe Kelly, The PGA’s Head of Member Support, explored the pivotal role PGA Members play in the business of a golf club and the operating models currently being utilised. Here, we summarise some of the key points
DRAWING on his experience working with hundreds of clubs, Joe Kelly acknowledged the wide variety of operating models and business types across the sector. Yet, he observed one consistent theme - the most successful golf clubs invariably have PGA Members embedded within their operations.
He stressed that PGA Members employed or deployed at golf facilities must be an asset to the business but also emphasised that recruitment alone is not enough.
In fact, it is critical that golf clubs understand how to deploy and fully leverage the skills and expertise of PGA Members and that by doing so, facilities can ensure PGA Members deliver maximum impact driving business performance and elevating the overall customer experience.
Within golf operations where PGA Members are most commonly deployed, responsibilities typically include, but are not limited to, retail, coaching, custom fitting, front-of-house services and customer relations. These functions are critical in shaping the overall customer experience and, as a result, have a direct impact on both the recruitment and retention of business.
On the subject of customer relations, Kelly highlighted research indicating that PGA Members are regarded as the number one point of contact for customers at a golf club. He attributed this not only to the central role PGA Members play within club operations but also to the vocational nature of the profession and the shared passion for the game that strengthens their connection with members and visitors alike.
Kelly explained that the priority for any golf club is to develop a clear understanding of its own identity and to establish a shared vision, across all departments, of the product and experience the club aims to deliver to members and visitors.
Once a club’s vision is established, the next critical question is, ‘how do you deliver these services effectively and consistently?’ Kelly explained that the PGA’s Member Support Team has undertaken extensive work to gain a comprehensive understanding of the various delivery models currently in use, some of which are outlined below.
The Traditional Retained Model
In 2025, the most common operating model across member golf clubs in the UK and Ireland is known as the Traditional Retained Model. In simple terms, this model involves a golf club engaging a self-employed contractor (typically a PGA Member) to recruit and employ a team to deliver key services required by the club. In return, the club provides exclusive access to specific assets, such as retail space, teaching facilities, an indoor studio and in all but a very few cases a financial payment, which the contractor can then utilise to generate income and fund the delivery of the agreed services.
“Once a club’s vision is established, the next critical question is, ‘how do you deliver these services effectively and consistently?’”
The Employed Model
Put simply, this model operates as described: the entire workforce is employed and managed directly by the club to deliver services that align with the club’s overall vision. Under this approach, the club owns all retail stock and assumes full responsibility for both profit and loss associated with these operations. This model is most commonly adopted at resort, destination and proprietary facilities. When employing coaches, clubs must also consider obligations related to VAT, tax, National Insurance and holiday pay.
Third Party Retail Supply
Although not particularly common, this model is sometimes used in practice. When using this model, the club employs the workforce directly, while the retail stock is supplied by a third party. This arrangement reduces financial risk for the club, as payment for stock is only required once it has been sold. However, any profit generated from the sale of stock is shared between the club and the third-party retailer.
Hybrid Model
As suggested, this model combines both employed and self-employed roles. Typically, PGA Members are employed by the club for general duties but operate as self-employed individuals when providing coaching services. This approach requires careful consideration of employment status, clear delineation of roles, the legitimacy of the self-employed arrangement and clarity around the customer relationship, specifically, from whom the customer is purchasing the coaching service.
PGA Support
Kelly was very clear that he believes there is a time and place for each of these operating models. However, he emphasised that the most important step for any club is to carry out thorough due diligence before making a decision.
He cautioned against the tendency for clubs to follow the example of others and adopt a new operating model too quickly, simply because another club has done so. The PGA’s Member Support Team has supported clubs in adopting and maintaining all of the models discussed, but they have also worked with several clubs that changed their model only to later return to their previous approach.
He went on to explain that The PGA is deeply invested in the success of golf clubs and the growth of golf as a sport, primarily because this is where PGA Members work. The PGA’s Member Support Team is well-equipped to assist clubs in making informed decisions, drawing on over a decade of experience in this space.
To listen to the Golf Club Talk podcast with Joe Kelly in full, click here.
The team has developed structured mechanisms to work with clubs, analysing costs against income and assessing the viability of different operating models. While financial considerations are important, the team recognises that decisions are not always purely about finance. They can also advise on aspects such as control, corporate alignment and club identity.
By providing a comprehensive view of both the financial and strategic implications, the Member Support Team can help clubs evaluate the potential success and risks of a proposed operating model on paper, enabling informed decisions before committing to a course of action.
From Kelly’s experience, there are three key considerations to successful golf operations:
The right person – recruiting PGA Members with the appropriate skills, experience and mindset
A clear vision – ensuring the club has a well-defined strategy and objectives for its golf operations
Adequate resources – providing the facilities, support and tools necessary for success
When one or more of these elements is absent, golf operations may not fail immediately, but challenges are likely to emerge over time, potentially impacting long-term performance and sustainability of the club or facility.
The PGA’s Member Support Team has also supported numerous clubs in recruiting PGA Members to their operations. The reciprocal relationship between PGA Members and golf clubs and the resulting success of both is of significant importance to the Association. This commitment is demonstrated by the provision of these support services, as described above, free of charge to Members and clubs, as well as the recent launch of a new PGA recruitment platform that allows clubs to post jobs while enabling PGA Members to be notified directly when relevant jobs and opportunities become available.
To contact the PGA Member Support Team to discuss any of the points raised in this article, please email member.support@pga.org.uk
For more information on The PGA’s new recruitment platform, visit PGA Jobs.