Golf course general and operational managers often lead complex and prestigious operations, but their paths to these roles vary significantly. Some may start as avid golfers transitioning into management, while others come from entirely different sectors, bringing unique skills and perspectives.
Educational backgrounds are also diverse, with some managers holding degrees in golf course management and others possessing backgrounds in business administration, agronomy or marketing. This diversity enhances the industry as each manager brings unique experiences that contribute to the dynamic nature of golf course management and foster creativity and resilience in addressing its challenges and opportunities.
One of the industry's top managerial minds, PGA of America Golf Professional Bob Baldassari, began his golf journey very young, stating, "I was in golf right out of the crib." Significantly influenced by his father, a 53-year member of the PGA of America and one of the original PGA pros at Hillview Country Club in North Reading, Massachusetts, Bob grew up traveling between Massachusetts and Florida. His experiences at Kenilworth Lodge in Sebring, Florida, where he witnessed PGA TOUR players during the off-season, greatly fueled his passion for the game.
At 14, Bob started assisting his father at Hillview Country Club after learning he needed help. With his dad's approval, Bob began working in the golf shop on weekends, marking his entry into the golf industry. After graduating from Walsh University in Ohio, he chose to stay an amateur for a few years while exploring various career paths, including working as a golf course superintendent and serving as an assistant professional for his father during the summers. He also followed in his father’s footsteps by working at the old JDM Country Club (now BallenIsles Country Club) in the winter.
In 1989, Bob took on the assistant professional role under Tony Morosco at Weston Golf Club just outside Boston. He then moved to Indian Creek Island in Miami Beach for the winter season. His first head professional position was at River Run Golf Club in Ocean City, Maryland. After 11 years, in 2003, he was hired by former PGA Tour Commissioner Deane Beaman and PGA of America Past President Gary Schaal at Cannon Ridge Golf Club in Fredericksburg, Virginia.
In spring 2007, after a phone call from then CEO of the PGA of America Joe Steranka, Bob was appointed as the PGA of America General Manager for PGA Golf Properties in Port St. Lucie, Florida, overseeing 54 holes of golf at PGA Golf Club, the 42-acre PGA Learning Center and the PGA Museum of Golf.
As the PGA initiated its Golf 2.0 initiatives in late 2011 and into 2012, Baldasarri was brought on to lead the Player Development Department at PGA of America Headquarters, focusing on youth development. As Director of Youth Development, he significantly contributed to programs like PGA Jr. League, Drive, Chip and Putt and PGA Junior Golf Camps.
When PGA headquarters moved to Texas, he decided to focus on his own venture, which he called "Reimagine Golf." This initiative aims to enhance player development, retention and overall golfer experiences at green grass facilities. His journey led him to connect with one of the co-owners of The Woodford Club in Versailles, Kentucky, and he joined their management team last year to implement the Reimagine Golf business platform.
Baldasarri continues to assist golf clubs and companies through Reimagine Golf, reflecting on his incredible journey that began in the bag room at Hillview Country Club and has spanned an extensive career in the golf industry.
In talking with Bob recently, we asked him, given his experience, what strategies he implements to ensure that his entire club staff works together as a well-oiled machine.
"As you know, I have extensive experience in starting three different golf facilities from the ground up,” he replied, “and one of my primary goals has always been to foster a ‘One Team, One Page’ mindset. I put a lot of effort into building continuity within our team, aiming to establish a core group that knows how to operate effectively for years to come. I actively seek out individuals who have an open mindset and are willing to embrace innovative ideas that can enhance both the business and the overall experience at the club.”
Baldassari also maintains a vast collection of quotes that he draws upon in different situations to emphasize the importance of teamwork in achieving collective success. He believes that teamwork needs to be nurtured every day and cannot be limited to an occasional staff meeting. Like golfers trying to improve their game by practicing only once in a while, employees quickly learn that true excellence requires consistent daily effort.
We also asked Bob what he considers three of the most essential traits that all good GMs should possess and how he, himself, incorporates these into his management style.
"Excellent communication skills, an empathetic nature and a team-building mindset,” he stated. “Excellent communication skills are essential in both personal and professional relationships. I strive to convey my thoughts clearly and listen actively to others, which fosters a deeper understanding and connection. My empathetic nature allows me to relate to people’s feelings and perspectives, enabling me to offer support when it’s needed most. I find that empathy enriches my interactions and helps create a more collaborative environment.”
Baldasarri also embraces a team-building mindset, recognizing that the best outcomes often come from the collective efforts of a diverse group of people. He actively encourages input from others, valuing each person's contributions and insights. This approach strengthens bonds and drives him and his team toward common goals more effectively.
“Ultimately, I aim to cultivate an atmosphere where open dialogue and mutual respect thrive, knowing that we can achieve so much more together than we ever could alone,” he concludes.