Fahler: West Lake Country Club is a privately-owned, for-profit, year-round club that hosts about 34,500 rounds of golf annually. We have 18 holes, a full driving range, a practice putting green and an additional practice area. The facility has a junior olympic-sized swimming pool, four tennis hard courts, five clay courts and eight pickleball courts. Members enjoy a full fitness center with 24/7 access, steam, dry sauna and massage. We have five event centers and two dining areas.
We host more than three dozen Monday outings per year, various non-member catered events and weddings, and during Masters week, we host large hospitality groups and golf groups, as we are located just six miles from Augusta National.
Our swim team has over 130 kids, and our robust junior golf program includes Drive, Chip and Putt contestants and age bracket winners. Additionally, we are the proud home of the reigning U.S. Junior Amateur Champion, Hamilton Coleman, and have other high-ranking junior players in the state of Georgia.
As the PGA of America General Manager, business leader and entrepreneur for the club, I manage all day-to-day operations, budgeting, business planning, member events planning, membership, etc., as well as a team of department heads — PGA of America Director of Golf, GCSAA Superintendent, F&B Director, Membership Director, Controller and Facility Maintenance Director. It is my job to ensure we are pushing the business needle, maintaining our assets, executing improvement and amenity projects and giving my team the tools and resources to be successful.
Fahler: I started in the golf industry in the spring of 2000 at Wild Bluff Golf Course—Bay Mills Resort and Casino in Brimley, Michigan. I advanced quickly as an apprentice of a long-standing PGA of America Director of Golf, a head professional aspiring to attain her PGA status and other PGA of America Assistant Golf Professionals.
Along the way, PGA of America Directors of Golf, regional managers, F&B leaders and other professionals in round tables, section events and meetings have been great resources to learn and grow. PGA of America initiatives and the annual PGA Show have also presented other valuable learning experiences.
Fahler: I tend to be very list-oriented, always monitoring that list as it becomes fluid with time and operation. Goals are twofold— some that come from your ideas and creativity, and others that are born out of feedback or company direction and expectation.
Overall, the goal is to always be improving, learning and growing. The bar gets higher each year. Data analysis of surveys, feedback and reports is the key to that success. I believe you have to be assessing all different types of goals—metric-driven goals that are financial in nature, facility asset protection and growth goals, culture and environment goals for your membership and goals for employee retention and growth. Setting date and time goals is beneficial, as well. You have to hold yourself and others accountable for the attainment of the goals that you’ve set. If you are not trying to get better, learning and growing, you are getting passed by your competition.
Fahler: The trends I have been seeing are a shift in teaching golf. There is more attention on speed development and dynamic motion. Fitness and wellness have become important issues, as well. I have also seen a shift from the traditional country club to a more casual lifestyle membership.
Certainly, we have all seen the golf industry take off since the pandemic, but it has maintained better than I had envisioned and continues to go strong.
I have seen a shift in F&B to more casual events, more outdoor events, more entertainment and more action stations that present more creative F&B offerings. These lend to more fun, camaraderie and engagement with other members and staff.
From a technology standpoint, social media and apps continue to be more present than ever, and the infusion of AI is beginning to be seen. Platforms like ChatGPT will only grow from here. Also, more wireless technology exists for operations and clubs than ever, and modernization is the basis for decisions in the current club environment.
Fahler: I believe that being involved in round tables and conferences, and adding features like LinkedIn and CMAA, have been beneficial for me. I listen to feedback and use that information to improve. I am also fueled to work harder when I identify something in my role that might not be a strength of mine. I push myself to try new things, analyze differently and take on challenging projects. I surround myself with better leaders for all departments, as they bring new creative thinking and ideas that challenge me to look at business and service in new and different ways. In the end, staying true to your own personal core culture helps you be effective as well. It’s simple: if you are doing things the right way, it all comes out in the wash.
Fahler: To quote Major Dan Rooney, “Go before you’re ready!” My entire career, especially early on, has been a series of episodes of being thrown into the fire as others above me have left or moved on. I just said, “Why not me?” and “I can do it, give me a try.” Being ultra-determined to prove them right (or wrong) has fueled my success.
To others, I say take that chance on yourself. You can learn things fast, and you can do much more than you think you can. It worked for me, and if I can do that and carve out the career I have so far, meet the people and go to the places I have, you certainly can too!
I don’t have any secrets to it. If you want it bad enough and believe in yourself, you can do anything you put your mind and heart to. Follow your gut—be open-minded—don’t settle for anything than the best for yourself.
Ryan Fahler is the PGA of America General Manager at West Lake Country Club in Augusta, Georgia.