Why Growth G&CC Was Born

Our Story

I’ve been around golf for most of my life. As a kid, I loved the game. When I grew up and got deeper into business, I started noticing something that didn’t quite add up. I kept visiting golf courses that weren’t busy, sometimes nearly empty, yet somehow still operating.

For a long time, that question stayed with me. And the more I looked into it, the clearer it became that many clubs didn’t fail because golf was disappearing. They failed because they never fully captured the demand that was already there. Long before the pandemic boom, plenty of courses closed their doors, not due to lack of interest, but because they couldn’t turn activity into a sustainable business.

Today, the situation is different, but not necessarily simpler. There is more technology available than ever. AI, digital booking, data, and automation promise efficiency and scale, but in practice, only a small group of clubs can afford the people needed to use these tools well. Most top digital talent doesn’t end up working inside golf clubs, and most clubs weren’t built to manage that kind of complexity in-house.

After visiting hundreds of courses across the U.S., a pattern became hard to ignore. Tee sheets that could perform better. Booking paths that created friction. Decisions driven by habit rather than intent. And, in many cases, a growing dependence on third parties that slowly took control of pricing, customer relationships, and visibility.

What stood out wasn’t a lack of effort. It was a lack of leverage.

Growth Golf & Country Club grew out of that realization. Not as a software company, and not as a traditional agency, but as a way to bring experienced, hands-on thinking into an industry that rarely has access to it. The focus is simple: work with what’s already in place, help clubs regain control, and make the business side of golf work more quietly and more effectively over time.