Howard: PGA Career Consultants are paramount in continuing to drive the PGA of America Member and brand value to employers. They are the ones who are meeting with courses, clubs and venues that are hiring us, and with their knowledge they can best make the employers aware of our value.
Barnes: Throughout my time on the Board and during this campaign, I have always said that the Career Services department is the most important initiative to drive the PGA of America Member and brand value to employers. The Career Services staff are the boots on the ground working with our Members and Associates on a daily basis. They are there for them during difficult times in their careers, as well as celebrating the victories. Our Career Services staff members also are the best tool to educate our owners, boards, municipalities, etc. as to the value of hiring a PGA of America Member.
I would love to find funds in the budget to increase the number of Career Consultants in the field. This is the most effective way to get our message out to not only our employers but all golfers.
Eshleman: We are at times humble to a fault. We must shout from the rooftops about the influence and im pact we have on people’s lives. For the great majority of facilities, golfers love their PGA of America Professional. That can be translated to employers through numerous ways. A revenue scorecard of our impact is a great start. Our presence drives both direct and ancillary income, as well as leads to member and customer retention.
There is not really one single initiative, there are many. Success in our profession comes from energy, effort and an enthusiasm for customer service. Those things lead to relationships, which drives our value to employers.
In regard to employment, what do you believe is the greatest threat facing PGA of America Members, and how can the Association and Members address this issue?
Howard: Regarding the biggest threat facing PGA of America Members, this was basically answered in question No. 1. The biggest threat to the employment of PGA of America Members will be the potential lack of PGA Members to hire in the future. Only 30 percent of Associates who start our program finish the program. Something must be done to improve the finishing percentage, or there will be many jobs that will be taken by non-PGA Members.
Barnes: As of today, we are over 30,000 strong in Members and Associates. I’m not sure we yet know where the equilibrium number is; however, we have 11,000 Members retiring in the coming years. I think right now, our biggest focus needs to be on getting our Associates to membership. As of today, over 5,000 of our 6,500 Associates are in Level 1. We need to continue to work on Section mentoring programs and get supervising Professionals more engaged to help them cross the finish line.
Once we get those Associates to membership, we then need to retain them as Members. As I have stated, I believe the Career Services department is the single most important thing we do to affect our Members’ lives. Through our Career Consultants educating our employers on the need for competitive pay, life balance and a great working environment, I believe we will have a good chance to retain most of our new Members. We have heard that the average wage is now over $100,000; however, I would love to see a study that identifies where that number comes from. We need to make sure that number isn’t just being driven by the top 10 percent of the jobs. We must help educate our employers so all of our Members can make a good living.
I am fortunate at my facility to own the golf shop and the snack bar. I would love to see more PGA of America Members and owners be educated on the benefits of ownership. I think this would be a great opportunity to get some PGA presence into rural areas that don’t currently employ a PGA of America Professional.
Eshleman: Our greatest threat regarding employment is the ability to retain the influx of Associates coming into our Association. Training, leading and mentoring these Associates to membership is vital to our future success. Our Association had an over 50 percent attrition rate of Associates from 2005 to 2020. We also have an aging workforce with over 50 percent of our Members over the age of 50.
As an eternal optimist, I see threats as opportunities. Over the next decade, these Associates will have numerous opportunities to land great jobs. Once again, it’s up to us to get them ready.
We must also stay focused on providing the resources needed for our Career Consultants. This department, as well as ExecuSearch, can never be overlooked. Our consultants have continued raising compensation and making lives better for our Members. COVID changed everything. Work-life balance is real, and we must stay creative in the way we work to retain PGA of America Professionals in our business.
Gutierrez: Regarding employment, the greatest threat facing PGA of America Members is the potential shortage of qualified Professionals to fill roles in an evolving and competitive industry. While at an all-time high with nearly 31,000 PGA Golf Professionals, there are still 6,000 inactive Members and 53 percent of our total Members are over the age of 50. We must continue to address this issue and not take our foot off the gas on employment, recruitment and retention matters. Other steps include:
•Continue the momentum being created by our team including targeted recruitment and retention initiatives to attract new talent. We must focus on retaining current Members by providing career development opportunities and a supportive work environment. Level 1 Associates must be made to feel valued and welcomed.
•Professional Development: Invest in continuing education and training programs to ensure our Members are equipped with the latest skills and knowledge. This includes continuing access to online courses, workshops and certification programs.
•Career Path Diversification: Promote the various career paths within Executive Management, Teaching & Coaching, and Golf Operations. Highlighting the diverse opportunities available to PGA of America Professionals will attract a broader pool of candidates.
•Establish mentor programs funded by our Association with execution and delivery at the Section level.
•Work-life balance/harmony initiatives must remain a focus in our evolving industry. For too long we have made long workdays with little time off, especially weekends and holidays, the norm. As owners and operators, promoting more flexible work arrangements and well-being is critical. All lead to improved job satisfaction and reduced turnover.
What do you see as primary Association priorities over the next six years?
Barnes: The next six years are going to be very critical for our Association.
Let’s start with the current state of professional golf and our two most significant assets, the PGA Championship and the Ryder Cup. We need to elect officers who can be in those rooms, ensuring that our Association has a voice and a seat at the table. Our television deals with NBC and CBS come up in the next six years. It is of the utmost importance to our Association that our finances are such that we can negotiate from a position of strength. The six of us who serve on the Budget Committee, with Don Rea as our chair, have done a deep dive into our finances. We will continue to ensure that your money is used for Section and Member benefits and support, while not spending money out of our reserves for operations.
I also believe in continual improvement in communication from the Sections up to the Board and staff, and from the Board and staff to the Sections. By having improved two-way communication and, most importantly, listening, our organization will be able to flourish.
The third priority I would list is a deep dive into all of our initiatives. Let’s highlight and continue to invest in those that are moving the needle, serving the Members and growing the game. If an initiative can’t be shown to be meeting this criteria, we need to have the courage to sunset it and move on.
Eshleman: Our first priority is to protect our two biggest assets, the PGA Championship and the Ryder Cup. We own two of the five crown jewels of golf and we must protect them at all costs. These assets provide financial stability to our Association, making up the vast majority of our annual revenues. They also provide our voice that keeps us relevant amongst the game’s shareholders. Inside of these decisions are the television contracts that renew in 2030 and 2031. We must be strategic during these renewals, as well as educate ourselves in the world of streaming media.
We must hold the line against rolling back the golf ball. Ninety-nine percent of golfers (our customers) do not hit the ball too far. The golf ball is just the first lever that will be pulled. Effects on driver heads and equipment will come next. There are many other solutions that can accommodate the USGA’s concerns without affecting recreational golfers. They love the game, are showing a propensity to play more, and we must do all we can to keep up their enjoyment and excitement.
We must never lose sight of our mission to serve the Members and grow the game. I’m bullish on our future. PGA of America Professionals’ compensation is at an all-time high, while there is also priority on their lifestyles and balance.
Junior golf must also remain one of our priorities as we perpetuate the game for life. The love of the game instilled in juniors provides both our customer base and the next generation of PGA of America Professionals. Our investments into junior golf are vitally important.
Gutierrez: Our Association has numerous priorities over the next six years and key among them are the following:
•Strengthening our reserve fund to ensure the future endowment of our Association. This fund cannot be used to support operations if we are to achieve this goal. I want to create a General Fund and a Permanent Fund. Both would have explicit criteria for growth strategies and access and ensure the financial sustainability of our Association for generations. Ensuring we have enough PGA of America Professionals to fill current and future vacancies in all three career paths in our Association, I addressed in the previous question.
•Protect our Championship assets with the current external threats that exist. The PGA Championship and Ryder Cup drive over 70 percent of our revenues and must be protected. Our broadcast deals/rights will be renegotiated in the next six-to-seven years, and they will be key to our financial success.
•Enhancing communication and transparency amongst the Board, the staff, our Sections and our stakeholders. This is something that comes up every election cycle and finally must be addressed.
•We must always be prepared to react to the unexpected, which often involves crisis management. Just ask Suzy (Whaley), Jim (Richerson) and John (Lindert). I am confident in my ability to react to any situation and will collaborate with our team, Board and fellow Officers to ensure we are never compromised. This often includes working with our allied associations.
Howard: The primary priority for the Association in the next six years is balancing our budget – getting our programs to become self-sustaining or we may need to sunset some of these. We can’t keep relying on our TV revenue to offset our losses. Following a balanced budget, it is a key point that we get more Associates through to become PGA of America Professionals.
What is something that differentiates you from the other candidates that will benefit the Association if you are elected as an Officer?
Eshleman: I’ve had the good fortune to work at every type of facility.
I grew up at Antelope Hills municipal golf course in Prescott, Arizona. After college, my first professional job was at the Grand Cypress Resort in Orlando, Florida. At the time, it was the only 5-Star, 4-Diamond resort in Orlando. From there, I became Director of Instruction for the Robert Trent Jones Golf Trail. It is a state-wide trail of public courses that has nine locations and over 30 courses. I oversaw all golf instruction, but most importantly I was responsible for training and mentoring of all the PGA of America Professionals who worked on the Trail. After six years, I moved to the Country Club of Birmingham, where I’ve been employed since 2001. I am fortunate to say that I am their fifth golf professional since 1898.
My experiences at all these facilities provided me with the knowledge of what we face daily. I understand PGA of America Professionals’ challenges and opportunities.
My education is a differentiator. I have a business degree from the University of Nebraska, where I played on the school’s golf team, as well as an MBA from Methodist University.
I’m fortunate to have an incredible, nationwide network of friends and colleagues both in and out of our Association. We have a PGA Forum of local professionals in Birmingham. We get together for dinner six-to-eight times per year and share our best practices and, most importantly, check in on the well-being of one another. I’m also a member of two regional networks across the Southeast, one network of professionals at 36-hole facilities, and two nationwide networks of golf professionals of the year. A simple call or email can almost instantly provide a wide knowledge base of solutions.
I’m also blessed to have numerous friends in the business world (last names you’ve never heard of) who are ready and willing to assist our Association. They love their PGA of America Professionals and all that we stand for. Outside guidance will be critical over the next decade.
Lastly, I’m often referred to as a pro’s pro. I’m always betting on our future, either through one of the largest junior programs in the country or through the dozens of PGA Associates and PGM interns who I have mentored to better jobs.
Gutierrez: As the General Manager at SAGC, Inc., I oversee all operations, which includes an 18-hole resort golf course adjacent to a 350-room destination resort, a 27-hole golf course adjacent to a casino hotel, two casual dining restaurants and a fine dining restaurant and wine bar. We are Native American-owned, and I serve 1,000 Tribal Member owners, a five-person Tribal Member Board of Directors and a 40-person Tribal Council. The operation I oversee is part of a diverse business structure like the Association’s, with the shared goal of ensuring prosperity and success for our Members and Associates now, and into the future. The Tribe I serve is financially planning for the next 50 to 100 years, and I believe this approach is something we need to adopt as an Association.
Secondly, my ethnic background differentiates me from my fellow candidates. I am proud to be one of only 368 Hispanic PGA of America Members in our Association. I am inspired by the progress we are making with Diversity, Equity & Inclusion, and believe I am only the second person from a diverse background to run for the position of Secretary since 1916. I have also played a significant role helping create new diverse leadership in our Association by assisting in the creation and development of PGA LEAD. I sit on the PGA LEAD Selection Committee, as well.
My business acmen, commitment to DEI, and focus on recruiting and retaining new talent into the industry will certainly benefit the Association.
Howard: I have a unique ability to comfortably see different sides of topics. I am not afraid to challenge and ask the hard questions, or to make a motion on a difficult decision in our boardroom. These qualities will help me to lead others because I won’t make decisions simply based on what is the easiest solution, nor will I step carefully and try not to ruffle feathers. I will do what is best for the PGA of America.
Barnes: During my time in the boardroom, I was tapped for leadership and to represent all 14 of the District Directors. In 2021, I was asked, along with District Director Tony Martinez, the Officers and our Chief Championship Officer to work directly with the United States Golf Association during their comment period regarding amateurs playing for cash in our handicapped club events. This would have been an enormous blow to our Association and through the course of the summer and many meetings, we were able to get this important message across to the USGA. I am very proud to have been a part of this process.
I was also asked to represent the 14 District Directors on the search committee for our COO, Craig Kessler. This committee was led by Past Presidents M.G. Orender and Derek Sprague, along with the Officers and Independent Board Members. This opportunity gave me much greater insight into headquarters, and filled me with pride as I saw the many great candidates from around the country who would love to work for our Association. I believe our committee was very thorough throughout this months-long process and our Association hired a fantastic COO.
My background in accounting and serving on the Budget Committee also sets me apart. I have a complete understanding of our finances and continue to work lockstep with the Budget Committee to try to ensure our financial health for another 108 years.
Lastly, I would ask those who are considering who to vote for to talk to those with whom I have served.” There is no greater compliment than the support of those who served in the boardroom with me. Serving our Association has been the privilege of my professional career, and I would love to have the opportunity to continue to serve.