Culture and operations shift
This year, Landscapes Golf Management is celebrating its 10th anniversary as the operator of King’s Deer Golf Club in Monument, Colorado. Throughout the past decade, King’s Deer has evolved in various ways.
Summer White, assistant general manager at King’s Deer, said the club has a firm foundation across every facet of its operations, including accounting, onboarding and recruiting.
“These anchors have brought consistency and clarity to how we operate day to day,” White said.
From a cultural standpoint, a noticeable shift has also occurred, as the club has integrated Landscapes Golf Management’s FISH! philosophy: Be There, Play, Make Their Day and Choose Your Attitude. With this people-first, culture-first mindset, staff members have been trained to provide guests and members with positive high energy before, during and after each of their experiences at the club.
The FISH! philosophy has helped King’s Deer create an environment that people genuinely want to work in. Team members truly care about what they do and how they treat others. They’re given opportunities to become leaders too, leading to a culture of employees that earn advancements based on their work performance.
Small operational details also matter at King’s Deer.
White said every interaction during members’ and guests’ journeys is considered with the club’s “big picture” in mind, resulting in the entire facility’s elevation. As an example, the club is focusing more on offerings such as its dueling pianos event, which has increased its energy and connected people beyond golf. Programming is expanding, while communication has been enhanced among members and guests and events are steadily being created to “make the club feel more alive.”
“We prioritize families,” White said. “Our PGA Junior League has taken off, optimizing participation and breaking barriers for boys and girls of all backgrounds in our community.”
Through ever-improving experiences — and an overall product at the club now — financial performance is augmented too.
Guests are more connected to the club than ever before, leading them to stay longer, become more engaged, increase their involvement in events and seek membership opportunities.
“Revenue growth has really been a byproduct of creating a place people want to be,” White said.
King’s Deer staff members work steadily alongside Landscapes Golf Management’s corporate and regional teams, receiving consistent guidance that has resulted in a high-performing team.
The last 10 years have required a “collective effort,” White said, and a “shared vision” that will remain intact well into the future.
“At the end of the day, our goal is simple. We want King’s Deer to be more than just a golf course,” White said. “We want it to be a place where people can step away from the noise of everyday life and connect, whether that’s through golf, events or time spent with others.”
She said Landscapes Golf Management has played a major role in helping the club work toward that goal.
In 2016, Landscapes Golf Management helped Winchester Country Club in Winchester, Virginia, achieve its goal. It was preparing to potentially close. But within 24 months, its entire outlook changed, as $500,000 of annual losses became more than $500,000 in earnings before interest, taxes, depreciation and amortization (EBITDA).
Over the past eight years, total rounds played have increased by 40%, while membership has risen from 343 in 2017 to 740 this year. Why? In Steve Iadarola’s opinion, Landscapes Golf Management’s experience across all departments had a substantial impact almost immediately.
As general manager, Iadarola personally witnessed the company’s introduction of operational efficiencies, implementation of standard operating procedures and elevation of service standards.
Potential leaders have been developed through Landscapes Golf Management’s best management practices programs. Its Principles of Leadership and Foundations of Management courses (part of its “LUniversity”) have influenced the club as well, as members’ experiences have improved, positive word of mouth has risen and membership has steadily increased.
“Annual dues revenue has also grown by roughly 300%, and the club scored an impressive 92 on its member’s survey this year,” Iadarola said. “Trust has been built and reinforced over time, and it remains central to our partnership with Landscapes Golf Management and its success today.”
