Frequently Asked Questions

In 2026, Bobby Jones Links was acquired by Troon, the world’s largest club management and hospitality
company. However, we remain an autonomous member of the Troon family of companies, drawing on
their expertise and resources as needed while maintaining our boutique approach to club management.

Bobby Jones Links also offers something unique in the club management industry: the personal attention, responsiveness, and entrepreneurial spirit of a boutique management firm, paired with access to the expertise, procurement power, resources, and reciprocity of the world's largest club management company, Troon.

It means you don’t have to choose between personal attention and powerful resources. You get both. We bring the scale when scale creates an advantage—and the personal touch where personal attention makes the difference.

Boutique attention backed by enterprise strength. That’s a compelling combination.

In short, because we will make a difference. Bobby Jones Links ' professional management delivers specialized expertise, proven operating systems, significant purchasing power, financial accountability, and access to experienced hospitality professionals.

Even the best club leaders and owners benefit from our support. Your general manager and staff get direct access to specialists in operations, agronomy, finance, sales, marketing, membership, food and beverage, human resources, and capital planning. No single leader or club owner could build this level of expertise and resources alone.

A sale may be right in some situations, but it is not the only solution.

We have helped troubled clubs improve financial performance and long-term stability through professional management. Before giving up ownership, a board or owner should consider whether stronger operations, better revenue management, disciplined expense controls, and a practical capital plan could restore the club’s health. We will evaluate the club’s challenges, develop a realistic turnaround plan, and provide the accountability needed to measure progress. That gives ownership a real alternative to an immediate sale and can put the club in a stronger position even if a sale is eventually pursued.

We have experience with all types of clubs, including private, elite private, daily-fee, resort, and municipal clubs. Our leadership team has collectively worked with at least 500 clubs. We welcome conversations with member-owned clubs, private owners, developers, associations, and public-sector entities, and can explain which experiences and services are most relevant to your club.

Strong performance is a great starting point, not a reason to stop improving. Even well-run clubs benefit from professional management, benchmarking, succession planning, specialized expertise, and an objective look at future risks. We work with you to protect what is already successful and find ways to strengthen the member or guest experience, financial performance, and long-term asset value.

Yes, considerably.

Bobby Jones Links leverages our size and access to Troon’s vendors to secure the best possible pricing. This includes golf course supplies, golf carts, maintenance equipment, food and beverage, technology, insurance, and other operating needs. Cost savings can be tens of thousands of dollars on a major purchase. It’s one of the best benefits of engaging us.

Our typical agreement has a five-year term with a three-year minimum. However, we negotiate the initial term, renewal options, and termination rights based on your club’s needs, scope of services, and the agreed operating plan.

If you anticipate a sale, the agreement should establish how that transaction affects the management relationship. Depending on the negotiated terms, the agreement may continue with the buyer, be assigned with the required consent, or end under a sale-related termination provision.

Our goal is to provide operating continuity while giving you a clear understanding of your options. The agreement should also cover transition support, record delivery, and final financial reconciliation.

No. The board or owner always maintains control. We follow the business plan and budget you approve. We do not make any changes to the approved plan or major decisions without consulting you first. Bobby Jones Links handles daily operations under the authority set out in our management agreement and the approved business plan and budget.

We work as an extension of ownership, not a replacement. Our role is to carry out your vision, offer professional advice, and keep you informed so you can make good decisions.

Yes, we always do. We start by reviewing your current financial results, management systems, revenue opportunities, expenses, staffing, purchasing practices, and market position. Next, we create a detailed, customized plan to boost revenue, lower costs, and improve efficiency while maintaining the member or guest experience.

We optimize golf rounds and pricing, increase membership sales and retention, improve food and beverage profits, streamline purchasing, strengthen marketing and staff training, and boost productivity.

We measure our success using clear financial and operational goals that we set together with you.

No. Some clubs and companies cut corners and reduce the member or customer experience, which can lower retention and participation and drive away daily-fee golfers. This often leads to even more cuts as revenue drops.

Bobby Jones Links does not do that. We focus on improving efficiency and often reallocate funds to enhance the member and customer experience and offer more services. Since we are in hospitality, member and customer satisfaction is our top priority.

We keep the club’s current leadership and staff instead of making changes just because management is changing. After hundreds of transitions, we know that clear communication and a welcoming, organized process help reduce anxiety and build a strong team. We review staffing needs with ownership and only suggest changes when needed.

We first evaluate the existing leadership team's capabilities and determine whether they can successfully execute the club’s objectives. If leadership changes are necessary, we will work with you to identify the right candidates and manage the transition professionally.

Our goal is to build the best possible team for your club, not to make changes just for the sake of it.

We aim to make the transition as smooth as possible. We want members and guests to notice no disruption as we start making improvements.

We know that a management change can make employees, members, and guests feel uncertain. Bobby Jones Links works to make this process as easy and smooth as possible.

We keep your members, golfers, and employees informed often and in detail, so they feel confident that our involvement will improve their experience.

We also create a detailed transition plan that covers staff, financial systems, technology, vendor relationships, communications, procedures, and immediate priorities.

Absolutely. We believe a club’s unique identity is one of its greatest strengths. No two clubs are the same, and our approach to improving them is never the same either.

Our job is to protect and build on what makes your club special, whether that’s traditions, legacies, member relationships, community involvement, or a unique club experience.

We believe exceptional club experiences start with exceptional employees. For 26 years, we have maintained a close-knit, family culture that shapes how we work for you. Our senior leaders know your club and its leadership personally, respond quickly, and stay involved long after the transition. Because of this culture and the boutique nature of Bobby Jones Links, we build deeper, longer relationships with every club we serve.

Bobby Jones Links’ Leadership Center and training resources help employees develop both technical and interpersonal skills essential to hospitality. We also focus on employee engagement, recognition, clear expectations, and opportunities for professional growth. We recognize outstanding team members through the Bobby Jones Links Cloverleaf, Grand Slam, and Bobby Jones awards.

Our goal is to deliver a consistently excellent experience that keeps members engaged, encourages guests to return, and inspires both groups to recommend the club. We do this through the Bobby Jones Links Leadership Center, where we actively train on and follow Bobby Jones Links’ 5 Core Values and 17 Service Standards, developed with experts from Chick-fil-A and the Ritz-Carlton.

We also review golf operations, pace of play, course presentation, dining, events, programming, and other important touchpoints.

Our Vice Presidents of Revenue Management have sold thousands of club memberships. They will develop a customized membership strategy and structure for your club, tailored to your club's competitive position, demographics, membership categories, pricing, facilities, and market opportunities.

Their work includes targeted digital marketing, membership sales training, prospect management, referral programs, new-member orientation, and retention programs.

We also focus heavily on engagement because attracting new members is only part of the equation. Building relationships, creating meaningful experiences, and spotting dissatisfied members early are just as important.

No. Pricing decisions are made in consultation with you, and any changes remain subject to your approval.

We provide market research, financial analysis, competitive benchmarking, and recommendations to help you make informed pricing decisions. For private clubs, this may include membership dues, initiation fees, minimums, and other charges. For daily-fee facilities, it may include dynamic pricing, green fees, outings, and ancillary revenue.

Our goal is to maximize value and financial performance while respecting the club’s market position and your priorities.

No client has ever ended our agreement for poor performance. For your peace of mind, our typical five-year management agreement includes a three-year minimum term and allows termination after the third anniversary, based on the negotiated terms. We have always believed that if a client does not want us at their club, they should have a clear way to part ways. When clients value our work, we aim to earn their renewal.