The Hurdles: We also understand that these are very challenging times within the golf industry. The game has peaked. Supply exceeds demand. Revenues are soft and expenses are fixed. Rounds are too long and lifestyles have changed. Ours is a time-crunched culture. These factors have a direct impact on the business of golf. With golf in a blustery swirl, vision is often clouded and execution dulled.

The stewardship of a golf course blends the interests of many groups. For a municipality, City Council, management, staff, golfers, and taxpayers have vested interests. At a private club, the Board of Directors, management, staff and the members have perspectives. Each group has a different view as to how the facility should operate. It is not surprising that people can see the same data and reach very different conclusions.

The Outcome: Our recommendations are founded on thorough research, our extensive experience with comparable engagements and working in unison with your management and staff. We excel at creating a consensus that solves problems and finds answers that are simple and cost effective.

What is unique about Golf Convergence is the depth and breadth of our operational assessments contrasted to the institutional boilerplate approach taken by other firms. What is assured, once retained, is that the depth and breadth of our review is unparalleled in providing you crisply the information desired to make an informed decision.

We hope to have the opportunity to glean from your experiences, to share our insights, and to enhance the strategic vision and financial viability of your golf facility. The timetable to craft a strategic vision is below:

Phase 1 -  Project Plan Evaluation

Phase 2 -  Fieldwork

Phase 3 – Preliminary Findings

Phase 4 – Report Presentation