A Voice for Modern Golf: Mark Mattingly on the Future of Course Management
Executive Vice President of Landscapes Golf Management (LGM), Mark Mattingly, recently joined the Golf Talk Live podcast to share his journey, insights, and vision for the evolving golf industry. His conversation with host Ted Odorico offered a masterclass in how strategic leadership and innovation are shaping the future of golf course operations.
Why More Owners Are Partnering with Operators Like LGM
Mattingly explained that the demands on general managers have grown dramatically. “They’re expected to be the CFO, HR director, agronomy expert, hospitality leader, marketing strategist, and more,” he said. That’s where a partner like LGM steps in—offering deep bench strength in every discipline from finance and food and beverage to agronomy, marketing, and technology.
With a national footprint and 60+ courses, LGM also provides purchasing power, talent mobility across properties, and scalable support systems. “We’re not here to replace the GM; we’re here to support them so they’re not doing it all alone,” Mark emphasized.
Golf’s Resurgence and the COVID Catalyst
Reflecting on the post-COVID boom, Mark noted that many LGM clients used newfound profitability to reinvest in deferred maintenance, infrastructure, and player experience enhancements. “We had this robust playbook ready—family programming, fitness classes, community events—and when new players started showing up, we were ready to engage them beyond just the scorecard.”
He credited much of golf’s resilience to its adaptability. As traditional participation waned in the early 2000s, LGM and others began reimagining the golf experience. Those efforts paid off when demand surged during the pandemic, and have now evolved into lasting strategies for long-term engagement.
Today’s Golfer Wants More Than Just 18 Holes
The modern golfer, Mark explained, isn’t always chasing a score—they want an experience. That means easier tee time booking, relaxed club atmospheres, dynamic short courses, quality dining, and even music on the fairways. “The expectation is no longer just great turf—it’s great service, great food, and a welcoming vibe.”
He shared examples of LGM properties creating 3–5 hole loops, simulators in clubhouses, outdoor dining, and “wine & nine” programs. These changes aim to serve not just core golfers, but also families, beginners, and younger players who want casual, social experiences.
Building the Workforce of the Future
Another key topic: staffing and leadership development. Mark stressed the need to rebuild the golf workforce—especially assistant superintendents and pros. LGM is investing in career pathways and mentorship programs to attract and retain top talent. “We’ve got to inspire the next generation, not just of golfers—but of golf professionals.”
What’s Next for LGM?
With nearly 70 properties and a strategic growth plan, Mark said LGM expects to top 100 properties in the next five years. However, he was clear: “We’re not growing for the sake of growth. We’re a family-owned company—we grow when we know we can deliver.”
He also highlighted the unique advantage of working closely with sister company Landscapes Unlimited, the nation’s leading golf course construction and renovation firm. Together, they’re helping clubs bring new projects to life—from concept to course opening and beyond.
