Todd Huizinga is transforming luxury golf communities by prioritizing genuine relationships over flashy amenities, creating environments where members and staff thrive together. When Huizinga, a Quarter Century PGA Member and the PGA of America General Manager at Firefly in Spring Hill, Tennessee, surveys the rolling hills where Firefly Club is taking shape under the masterful design of acclaimed architect Andrew Green, he sees more than just fairways and greens emerging from the landscape. He envisions something far more valuable: a community built on authentic human connections that will endure long after the novelty of new amenities fades.
Huizinga's journey to this philosophy began more than 30 years ago when he graduated from Boise State University in 1993 and turned pro as an assistant golf professional at Hillcrest Country Club in Boise, Idaho. Since then, he has shepherded some of the most prestigious golf communities across the country, from the Jack Nicklaus-designed Superstition Mountain Golf and Country Club in Arizona to The Vaquero Club in Texas, Rancho Santa Fe Golf Club in California and The Grove Club in Tennessee.
Throughout this career, Huizinga has developed what he calls his "One Great Idea,” the notion that sustainable success in luxury golf communities comes not from chasing the latest trends, but from the timeless practice of genuinely caring for people. "I know everyone is looking for a brilliant idea that changes the industry," Huizinga said, "but my north star has always been taking care of people—connecting with members and staff, providing the best possible experience and representing the clubs that I have served in the most impactful way."
This philosophy has been tested through diverse experiences managing everything from startup communities to distressed properties. Each experience reinforced his core belief that authentic relationships are the foundation of exceptional club communities.
Now, as general manager at Firefly, Huizinga is applying these principles to what promises to be one of the most ambitious luxury golf communities in the Nashville area. The 700-acre development, a partnership between Storied Development and Wheelock Street Capital, represents Andrew Green's first original design after his celebrated restorations of historic courses including Scioto, Congressional and the award-winning Interlachen Country Club.
Green's vision for Firefly includes an 18-hole championship golf course and a nine-hole short course that will take advantage of Middle Tennessee's rolling hills and sweeping vistas. The courses are scheduled for completion by the end of 2025, with member play set to begin in spring 2026. Beyond golf, the community will feature luxury amenities including a full-service clubhouse, fitness center, family club, pools, bowling alley, golf simulators and a racquet club with tennis and indoor pickleball courts.
Yet for Huizinga, these facilities serve primarily as the backdrop for something more important: creating an environment where genuine relationships can flourish. His approach begins with understanding that luxury isn't defined by the grandest amenities, but by the quality of human interactions within the community.
This philosophy extends to every aspect of Huizinga's management style. Rather than viewing staff as service providers, he sees them as integral partners in creating the community experience. He invests time in understanding each team member's strengths and aspirations, creating a culture where staff delivers exceptional service because they genuinely care about the community's success.
The same principle applies to member relations. Huizinga recognizes that today's affluent members have countless options for their leisure time. What keeps them engaged isn’t just premium facilities, but the feeling that they belong to something special—a community where they're known, valued and connected to others who share their interests.
During Firefly's development phase, Huizinga has focused on building relationships with the 60 Founder Members who have already committed to the community. Rather than simply processing memberships, he's created opportunities for these early supporters to connect and feel invested in the community's development. The launch of Encore Memberships in early 2025 represents another opportunity to apply these relationship-building principles.
This emphasis on authentic connections also influences how Huizinga approaches business metrics. While he understands the importance of financial performance, he frames these within the larger context of community building. Success isn't just about revenue targets — it's about meaningful connections facilitated, quality experiences delivered and relationships built.
This perspective has served Huizinga well during challenging periods of his career. When faced with a distressed property, he recognized that sustainable recovery required rebuilding trust among both staff and members. By prioritizing relationships and authentic communication, he transformed the community's culture and positioned it for successful transition.
As Firefly prepares for its grand opening, Huizinga's "One Great Idea" offers a compelling alternative to the industry's focus on innovation and disruption. His experience demonstrates that while ideas and policies may come and go, people always remember how they were treated. In an industry where exceptional service remains the ultimate differentiator, this timeless truth continues to create lasting value.
For other club professionals seeking to elevate their communities, Huizinga's approach offers a clear message: the most powerful tool for creating exceptional experiences isn't found in the latest technology or trending amenity—it's found in the genuine care and attention we show to every person who walks through our doors.