Loomis: Great River Golf Club is one of the most unique facilities I have seen or been a part of. The club was established in 2001 and was one of the first clubs designed by Tom (Tommy) Fazio II. The course is set on the banks of the Housatonic River, giving players some unbelievable views but also some serious heartache as water and native fescue line 16 out of our 18 holes. But the thing that makes Great River so unique is the manner in which it operates.
In 2015, Sacred Heart University purchased the golf club. Since the university took over the facility, we have switched the business model from a traditional public facility to a university/semi-private model, meaning the course is primarily open to members of the club and Sacred Heart alumni, staff and students. We do offer the general public the opportunity to play the course through our Member For a Day Program, which is also very unique, as I do not know any other clubs that offer such a program. We highlighted the program in this publication back in April of 2024.
During my time at the club, we have grown to 325 memberships, which comprises 90 percent of our play. As our membership grew, the demand for less non-member play also grew. Knowing we were still dependent on some of the revenue brought in by non-member play, I pivoted our approach to the public play and created the Member For a Day Program. Read about it here. The program has grown to be very popular, and we sell out the two bookings per day that we allow almost every day.
Currently, my role as the club’s Executive Director is one of many hats, mainly the club's Director of Golf and General Manager. I still oversee and manage the large golf operation, but I am also responsible for all the state and university compliance needs, the short- and long-term financial goals and the annual budget of an $8 million operation. Being a golf-centric facility, I was able to transition from the head professional position to the general manager role quite easily, and am lucky to have surrounded myself with the right department heads to help where I lack the operational skills.
Loomis: I started playing golf around the age of 12, but I did not get into the golf industry until 2010, when I was in my late 20s. I can’t thank the entire staff at Keiser University’s College of Golf enough, as they helped me take my love for the game and use it to be successful in the business side of golf.
From there, I was very fortunate to work for great professionals like Scott Kirkwood at the Ocean Reef Club, David Young at Sleepy Hollow Country Club and Bill Wallis at New Haven Country Club…I still shoot around ideas with Bill constantly.
My wife, Aishling, was also in the club management business and was the assistant general manager at Quaker Ridge Golf Club, so I pester her all the time with all my F&B questions and ideas.
Loomis: I don’t think I do anything outside of the norm for most goal-setting processes. They are all slightly different based on what they are (financial, operational, short-term, long-term, outcome, process, etc.). The biggest thing with setting goals for an operation is to have team buy-in and work together to make sure all financial needs are met. We also discuss what operational changes look like, why we are making these changes and if they are realistic and in the best interest of staff, members and the club. That’s just the first step - from there it’s about execution and feedback. I meet with each department weekly to talk about operational challenges and successes, and then all department heads meet monthly to go over the financials and address any pressing issues.
Loomis: It’s no secret that the popularity of golf and golf clubs has grown in the past five years, which has been quite prosperous for most clubs. However, it has also posed some challenges with the type of golfer we are starting to see enter the game. A lot of the new golfers don’t have the typical background we have seen in years past, like being a caddie while attending school or learning the game from their parents who played golf or were members of a club. A lot of the next generation of golfers are learning their golf knowledge and forming an idea of what the game of golf is about through social media groups and influencers, which, unfortunately, does not showcase much about etiquette, but rather highlights the party side of the game. It is this new type of golfer who is more in love with the experiences and the “having fun mindset” than with a love of the game. Both are welcome to the game - it’s just on us managers and golf professionals to find a way they can coexist peacefully.
Loomis: The best thing I have done to be more effective is buy a planner and notebook to stay more organized and keep any up-to-date “to-do” lists so no open items or issues get overlooked. When I was just the golf professional, I always prided myself on being extremely organized and ahead of the game. But being a general manager is five times harder to stay up to date and organized. You still have golf to manage and members' requests/issues, but you also have to be their lead and assist every department and employee. It's silly, but a $20 planner on Amazon has become one of the best tools to stay on track and write down any thoughts and ideas that pop into my head.
I am an education junky, and when at the PGA Show, I attend a few of the club management sessions to start learning more on that side of the business. I have also joined our local CMAA chapter and started to attend some of their educational seminars. I am not sure if CMAA certification is in my future, but it has been good to grow my network of great club managers I can call if I need help.
Loomis: Being a general manager is a big jump to make, but it is also a great opportunity to showcase your leadership skills and increase your pay scale. My biggest advice to anyone who wants to make the jump up is to make sure you find a club where the GM role matches your passions and allows the opportunity to continue doing what you enjoy. Great River is a golf-focused club, and the position was about the long-term strategic growth of the club. Taking this job allowed me to keep what I was passionate about in creating the best possible golf experiences and use that to shape the future success of this club. If the job were more F&B and administrative-focused and less golf-focused, I don’t think I would have made the transition. If you are a golf-minded professional, then you should look for a golf-focused club. If you’re a country club lifestyle-minded professional, then find a club that matches what you're passionate about.
Jason Loomis, the 2021 Connecticut PGA Section Merchandiser of the Year for Public Facilities, is the PGA of America General Manager at Great River Golf Club in Milford, Connecticut.