On Nov. 7, delegates at the 108th PGA Annual Meeting – taking place in Grand Rapids, Michigan, at Amway Grand Plaza — will elect one of four PGA of America Members who are currently running as candidates for the national office of PGA of America Secretary. The newly elected Secretary will thus be in line to become PGA of America President in the fall of 2028, and would serve in that position throughout most of 2030.
With the election drawing near, PGA Magazine asked a few questions of the candidates for national PGA Secretary: Jared Barnes of the Utah PGA Section; Eric Eshleman of the Alabama – NW Florida PGA Section; Derek Gutierrez of the Sun Country PGA Section; and Barry Howard of the South Central PGA Section. Their responses follow:
During the campaign process since the beginning of January, what themes have you heard from PGA of America Members? Should you be elected an Officer, how would you address those Member concerns?
Jared Barnes: I think the most important theme I have heard from PGA of America Members and Executive Directors throughout the campaign is that of continuing to improve our transparency and communication between the Board and staff to the Sections and Members. I will be an Officer who is transparent and easily accessible and approachable. I showed that during my time in the boardroom. I am always going to approach every decision from the lens of the Member and “how does this improve their lives.” I will make sure as an Officer that we are holding ourselves as well as the staff accountable to this motto.
ADP and Strategic funding have also been a big topic throughout the campaign. The PGA of America has 41 very different and unique Sections both in numbers and geography. I would love to do a deep dive into each of our Sections’ needs and wants to see if there is a way to come up with ADP funding that more directly correlates to the needs of each.
Finally, I believe there is a lot of concern about our new home in Frisco and our relationship with the PGA of America Member. There is a misconception among many Members that we own the golf courses, when in fact they are owned by Omni. While Omni brought a significant amount of money to the deal, they are using our brand and we need to come together to make sure we are good partners for years to come. I would love to participate in those discussions to ensure that our Members feel at home at PGA Frisco.
Eric Eshleman: The most important theme I’ve heard since January is the overwhelming passion our Members have for our Association. PGA of America Professionals care deeply about our brand. They want input on such things as our logo, PGA HOPE, PGA Jr. League, Deferred Compensation and a ball rollback, to name a few.
Members want to understand more about our relationship with the PGA TOUR, LIV Golf and the USGA. They want to know more about how and why purse escalation puts pressure on everything we do.
I’ve heard it and our Members stated it in a recent survey, the PGA Championship and Ryder Cup mean a lot to us. Not only do they provide our financial wherewithal, but it also keeps “our seat at the table.” It is critical that we protect our ownership of these assets. Our new home in Frisco is very important. Both our headquarters and the golf facility need to be welcoming to all PGA of America Professionals and their guests. It is an incredible facility, and our Members want to share it.
So, I have heard various themes and here’s the good news. There are solutions and answers to any and all of the Members’ concerns. I plan to do this with empathy and a strategic approach. With 31,000 men and women on our membership rolls, we can accomplish nearly everything we set out to do if we leverage our knowledge base and our networks. I will work diligently with Don (Rea) and Nathan (Charnes) to make sure we leave no stone unturned and enlist our experts, both internally and externally, to guide the Association forward.
Here’s a fact: There’s never been a better time to be in our profession!
Derek Gutierrez: One of these recurring concerns was the lack of transparency and communication between the staff and Board with Sections and our Members. This has been a consistent topic of conversation. I would address this by increasing the size of the Executive Director Committee and by creating a Section Officer Committee. This would increase input, as well as improve communication, transparency and collaboration.
There is significant concern about LIV, its funding source and the potential impact on our major championship assets — the Ryder Cup and PGA Championship. Protecting these assets and preserving our rich history will be a priority. President (John) Lindert has engaged a strategy committee focused on protecting our assets. I would ensure this committee remains active into the future.
Another shared concern is whether we will be able to provide enough new PGA of America Professionals to fill the vacant roles at facilities, as well as be able to replace the high number of PGA Professionals preparing for retirement. This is an area that I am enthusiastic about and monitor closely. On a positive note, recent PGA of America efforts in recruiting have yielded excellent results. The number of Associates/Affiliates/Students enrolled has increased by 58 percent since 2019. I am excited about PGM 3.1 and certain this quiz-based, online curriculum will help with the retention of Associates. A priority will be to make sure all Associates going through PGM 3.1 are given tools and resources to succeed as future Professionals. I would encourage education staff to engage them at all three levels with a 10-minute interview asking what they like about the program and what we could do better, especially between Level 1 and Level 2.
Barry Howard: The two biggest themes that I have heard since January are the concerns of the PGA’ s spending, and Members not being able to find Associates or get Associates through our program.
I would address these concerns by doing an audit of each of our programs. With those programs that are not self-sufficient, we will need to formulate a plan to get them standing on their own. Relying on the PGA of America to bail them out is not a sustainable plan. I would also challenge our home office to look at itself and see where we may need some revamping.
Regarding Associates, it is difficult to get Associates to apply for jobs, and if a member gets an Associate, it is very difficult to get them through our program. As I have mentioned previously, I would try to establish a new “Ap prentice Program” to help get more Associates. Times are different. Our university program is great for those students/Associates, but for our working Associates, time consumption of the job makes it difficult to do a lot of busy book work in the few hours of free time they have. Learning on the job is paramount, and we must come up with an alternative work experience path to help advance them into PGA Professional status. This is very important in the next five to 10 years as approximately 11,000 of us will be retiring.
What qualities do you feel are most important in representing the membership on behalf of the Association?
Eshleman: Representing our Members and Association requires many qualities. I believe the following are some of the most important:
Our best Officers are approachable, humble and down to earth. One of the most important qualities is being a great listener, especially to our now 31,000 PGA of America Professionals. One must be comfortable listening to their wants and needs to address their concerns and act upon them.
One must be well-spoken as they are the messenger for the PGA of America. Public speaking is a requirement and a reflection of our profession.
Our Association over the next six years will be faced with many big decisions in the ever-changing golf landscape. Our leaders must be stern and not afraid to make tough decisions in the best interest of our Members.
Lastly, a very important quality is being inspirational. We need leaders who others look up to and make them want to get involved.
Gutierrez: Representing our Association requires a combination of qualities that point to effective leadership, advocacy and support for our Professionals. Here is what I aspire to as a Section leader and a District Director:
•Integrity and upholding the highest ethical standards while demonstrating honesty, fairness and transparency. This is critical to building credibility and trust with our stakeholders.
•A leader must possess strong verbal and written communication skills to effectively convey messages, listen to concerns and encourage open dialogue. This includes being approachable and responsive.
•Demonstrating visionary leadership that motivates and inspires. We must establish clear, realistic and achievable goals, while making deliberate and informed decisions.
•Understanding and appreciating the diverse needs and challenges faced by our Members is vital. Empathy helps in building strong relationships and ensuring that all voices are heard.
•Enthusiastic advocacy for the interests and well-being of our Members and includes representing their views in discussions and negotiations. I will work tirelessly to address their concerns.
•Valuing and promoting continuous learning, growth and professional development. We must always ensure that PGA of America Professionals have the resources and opportunities that aid in their career advancement.
•Having the ability to think strategically about the future of our Association and our industry. Collaboratively identifying industry trends, expecting challenges and creating short/long term plans to achieve strategic visionary goals.
•Demonstrating resilience and adaptability in the face of challenges and change. This quality ensures the ability to navigate demanding situations and remain focused on the Association’s mission. Crisis management is key.
•A genuine passion for our game is critical.
Howard: Qualities that anyone who is representing the PGA of America and its Members should possess would include being a good leader, honesty, truthfulness, high morals, and even persistence and tenacity. They should be someone who wants what is best for the entire Association.
Barnes: The No. 1 thing the Officers and Board can do to represent the Membership is to be fiscally responsible with their money. I have served on the Budget Committee for the past four years and we have taken a deep dive into the finances of our Association. For the first time in years, the Budget Committee submitted a four-year budget to the Board that doesn’t touch our reserve funds. In the past, reserve funds have often been used to fund shortfalls in operations, and now with the help of our new CFO, John Connelly, and the rest of the staff that won’t be necessary. This will allow our reserves to grow over the next five-to-seven years as we approach our new television contracts.
Another quality that is important as an Officer of the PGA of America is to be able to have a seat at the table with our allied associations. Professional and amateur golf is changing rapidly, and we need to ensure someone is in that room to work on behalf of our nearly 31,000 Members. In 2021, I was asked to serve on a task force to work with the USGA when they wanted to allow amateurs to win cash in our handicapped club events. I was proud to be one of six members of that task force to advocate for our Association, and I’m confident I have the ability to do it again with any of the world golf organizations when the need arises.
What do you feel is the most important initiative to continue to drive the PGA of America Member and brand value to employers?
Gutierrez: The most important initiative to continue driving PGA of America Members and brand value to employers is the promotion and enhancement of professional development and our educational programs. By ensuring that PGA Members are continuously learning and growing, the Association can highlight the exceptional skills and expertise that PGA of America Professionals bring to their employers, such as:
•PGM 3.1 equips PGA Members with the skills necessary to thrive as golf professionals.
•Our offerings of specialized, certified and master certifications help PGA of America Members differentiate themselves in the job market.
•Facilitating mentor programs and networking events where Members can learn from industry veterans, share best practices and build valuable professional connections.
•Establishing partnerships with allied associations, leading golf organizations, educational institutions and businesses to create joint programs and initiatives. These collaborations can enhance the quality of education and provide Members with innovative knowledge and opportunities.
•Our Section and national awards programs highlight the achievements and contributions of PGA of America Members. Celebrating success stories and showcasing the impact of PGA Professionals on their employers and in their Sections can enhance the perceived value of hiring PGA of America Members.