Troon International, the international division of Troon, named Clinton Southorn its new director of construction and agronomy, effective from the beginning of October when he will take over from 20-year Troon veteran Robin Evans. 

Southorn has more than 20 years of experience in the golf and turf industry, 18 of them with Troon. He worked at Brookwater Golf & Country Club in his native Australia before moving to Fiji and the Azores, to growing in Saadiyat Beach Golf Club and Agalarov Golf Estates, The Els Club Dubai, and most recently the cluster director of agronomy across Abu Dhabi Golf Club, Saadiyat Beach Golf Club and Yas Links Abu Dhabi.

“We are extremely fortunate to have some exceptionally talented team members working within the agronomy portfolio,” Southorn said. “The importance and focus will be to continue working closely with the associates to support them at their respective facilities and help them grow, along with the reputations of the Troon International Facility portfolio. Showcasing the importance of working with our owners, partners, and team members, makes for a privileged position and one I’m truly excited about starting.” 

Evans will be on hand to impart his own invaluable expertise of more than 40 years in the industry. Evans held superintendent positions at the Whistler Golf Club in Canada, Sanctuary Cove Resort in Australia and Sutera Harbour Resort in Kota Kinabalu, Malaysia, where he oversaw the construction through to operations. His first role with Troon was to supervise the construction of the Greg Norman-designed Brookwater Golf & Country Club, before relocating to Dubai in 2001 to take on the superintendent role prior to the opening of the Montgomerie Golf Club Dubai. Since moving into the corporate office, he has been involved in the development, construction, and agronomy services to more than 30 projects across at least 10 countries including the UAE, Egypt, Saudi Arabia, Sri Lanka and India, where his experience has been instrumental in creating world-class resorts.

“Over the past 20 years, Robin has built up a strong, highly respected professional reputation in the region and has been successful in increasing the Troon portfolio of world class facilities through the Troon International division,” Troon International executive vice president Mark Chapleski said. “Having the support of Robin and a close working relationship over the past 16 years, we say goodbye to a great friend and a true Troon rock star.”

Shaune Achurch hails from Queensland, Australia. Seeing the splendor of American courses while watching televised golf events convinced him to move across the world to pursue a turf management career.

Steve Ellis landed a job with an agriculture cooperative and started working in a fertilizer production facility in 1983. He has spent his career in Tennessee, helping farmers and subsequently turf managers improve the quality of their respective products.

Consider them the unlikeliest of ideal professional matches.

Achurch is the superintendent at The Governors Club, a private golf community in Nashville’s rapidly growing south suburbs. Ellis is a territory representative for Simplot Turf & Horticulture who covers most of Tennessee and parts of northern Georgia, northern Mississippi and southern Kentucky for the expanding company. The pair has cultivated a mutually beneficial relationship since Achurch arrived at The Governors Club following a stint as an assistant superintendent at famed East Lake Golf Club in Atlanta.

Needing to learn a new market and growing environment as quickly as possible, Achurch immediately contacted people connected to the Tennessee turf community. He made a new friend on his first day at The Governors Club.

“I got Steve’s number through a vendor who was in Atlanta and we struck it up on the phone,” Achurch says. “I said to him, ‘I’m going to be in Tennessee. Drop in on the first day.’ I think it was right around 9, 10 o’clock my first day, Steve showed up. We got straight down to business creating a program.”

From helping Achurch control weeds in The Governors Club’s 60 acres of fescue areas to conversations that extended into personal realms, Ellis instantly helped a middle Tennessee outsider adjust to a region where warm- and cool-season turf thrives (and sometimes struggles). The Governors Club features four acres of MiniVerde Bermudagrass greens and 70 acres of Meyer zoysiagrass hitting surfaces. “With Bermudagrass greens, the challenge is in the wintertime and cooler temps and making sure we make the right decisions for the greens,” Achurch says.

Helping others handle freezes and summer stresses represents Ellis’s work focus for nearly four decades. He moved from the fertilizer plant into the materials department before leading GPS fertilizer and spraying demonstrations for farmers in the 1990s. When the agriculture industry started to contract, Ellis became a custom applicator who provided services to golf courses. He moved into a golf and turf sales job in the early 2000s and joined the Simplot Turf & Horticulture team in 2018. “Understanding all aspects of the business instead of just being generally one-sided … I’m thankful for that,” Ellis says.

And Achurch is thankful somebody as experienced and dedicated as Ellis covers his territory. “Steve was a big help with the fescue and pre- and post-emergent and that sort of stuff,” Achurch says. “We work as close as probably two friends do. I know Steve is there for me when I need him, and he wants me to succeed as much as anyone.”

Ellis views success in his role as a matter of trust. That fast start with Achurch has evolved into a candid relationship.

“I enjoy listening to their ideas and bringing new ideas to them,” Ellis says. “Superintendents moving into a new area really need to get to know their sales reps, especially if they have been there for a while. They can put their heads together and come up with an agronomic plan and programming that’s going to be the best for them. It might not be exactly right the first go-around, but things can be adjusted to be successful.”

The budgeting process for golf course superintendents, even without a global pandemic hitting us early in 2020, was evolving in recent years. Pre-pandemic budget changes starting to occur included factors like rising wages combined with a dwindling labor pool, early order programs for our plant protectants, revenue challenges for many courses, and water restrictions across the continent, just to name a few.

But whatever changes were occurring for us a couple of years ago, those have all pretty much taken a back seat to our focus of managing our budgets through this insane, uncertain pandemic. As much as anything has changed for superintendents since March 2020, the budgeting process might be the part of the job most affected by the pandemic.

Perhaps the biggest change to the budgeting process for me and other superintendents I have talked to is simply how unpredictable the golf industry has become. Not just the unpredictability of revenue –which obviously we cannot control – but the uncertainty of prices, the availability of parts and products, and the future of that unpredictable revenue itself. Will play fall off? And, if so, when? Can we plan for a 2022 revenue that will be on par with 2021?

Since the beginning of the pandemic, golf rounds, for most, have soared. Play has increased and thus revenue has increased. But this growth has always felt somewhat tenuous. Not so much temporary, but certainly pandemic influenced at some level. This is not to say that much of the growth of the game we’ve seen since early 2020 and through 2021, cannot be sustained. But I think we all feel that some of that growth won’t last forever. At least a percentage of the increase goes hand in hand with the state of world. When the world ultimately returns to normal, what will rounds played look like? No one can answer this question with any degree of confidence.

Budgeting with this much uncertainty has been a challenge for all of us, none more than as we sit down to budget for 2022.

As I mentioned, things were actually changing for our budgets even before a world with COVID-19.

We simply manage golf courses differently than we did two decades ago, and, therefore, we budget differently. For many of us, less is more. We mow less area. We irrigate less area. We apply plant protectants to less area. And, of course, those plant protectants themselves, and the way they have changed and improved, has affected the way we spend. The plant protectant line item tends to be, outside of labor, the biggest line item many of us have in our annual budgets.

Early order programs were certainly the biggest change I had noticed in my budgeting process before the pandemic. The evolution and maturation of these programs has certainly affected the budget. Having a plant protectant program, buying early and in bulk, and thus getting better prices, was changing the way we budgeted.

So, when budgeting for 2022, I think we must look at our budgets with a couple of things in mind.

One, the pandemic itself, and the uncertainty of the continuation of increased pandemic play. Can we honestly forecast rounds played in 2022 to be as strong as they were this year? Arriving at a workable dollar number for a maintenance budget, in conjunction with projected revenue, will be as hard as it has ever been.

And two, we must take into consideration the changes that were already occurring to maintenance budgets before 2020. As mentioned, these changes included the labor situation, early order programs, water restrictions and the price of fuel, to name a few.

Forecasting those fuel prices has been a particular challenge for superintendents in recent years. The increased cost of fuel affects not only the fuel line item, but, of course, the delivery of other items to our courses as well, especially large items like sand and fertilizers.

One final consideration is the challenge of availability. As everyone reading this can attest to, the pandemic has greatly influenced not only the timing of getting products and parts, but even getting those products and parts at all.

The equipment repair line item needs particular consideration. Older equipment and finding parts for these older pieces has become a real issue. This may mean investing and budgeting more for newer equipment perhaps sooner than we had originally planned. I know for my own situation at my course, I simply can no longer find parts for a few of our pieces that date back to the late 1990s or early 2000s.  These pieces will have to be phased out a bit sooner than we had intended.

Budgeting has become as unpredictable and challenging as anything a superintendent will do over the course of a single year. And, for the foreseeable future, that is unlikely to change. My best advice? Stay flexible, don’t try and predict too far into this uncertain future, and perhaps most importantly, expect the unexpected.

Sounds easy, right?

Ron Furlong is the superintendent at Avalon Golf Links in Burlington, Washington, and a frequent Golf Course Industry contributor.

Editor’s note: The following feature story about Pinehurst No. 2 superintendent John Jeffreys was reported and written by Jennifer Howard, communications specialist for the Department of Crop & Soil Sciences at NC State University. The story was originally intended for NC State students — it was published on the department’s website and appears here with Jennifer’s permission — and we think there is so much great information here that any student or turf pro new to the industry can benefit by reading it. If you have students on your crew — or, more likely, had students on your crew before they went back to school this fall — or other folks interested in working in the industry, this is a great story to share with them.

“Early in my career, someone once told me, ‘Golf is a business,” says John Jeffreys, the golf course superintendent at Pinehurst No. 2 and an NC State turfgrass alumnus. “It’s a for-profit business. Yes, it’s your job to provide excellent golf conditions, but much of what we want to do to a course is disruptive to play. Don’t be stubborn and think it’s your way or the highway without regard for your customer. ‘Golf is a business.’ That stuck with me.”

Golf courses are heralded for both their manicured landscapes and challenging playability. Perfecting that combination makes for a premium player experience. A course’s beauty and challenges are the credit of a team of highly trained management professionals led by a golf course superintendent. If you’re considering a career in turfgrass management, here is one of the top in the business from whom to learn.

Turfgrass science as a career

Jeffreys has worked at Pinehurst’s iconic No. 2 course since 2006, first as assistant superintendent — including during the 2014 season when Pinehurst No. 2 hosted the U.S. Open Championship — then as head superintendent starting in July 2014. He started by working summers at his local golf course but didn’t initially recognize the long-range career potential.

“I worked at Wil-Mar Golf Course in Knightdale, North Carolina, throughout my high school years,” he says. “One day the owner of the golf course said to me, ‘John, you know you can go to school for this.’ And I thought, ‘Hey, that sounds like fun.’ I went to NC State for turfgrass science. That’s how I got started.”

Pinehurst Resort

Course title progression

In the golf industry, there are a lot of titles that sound similar. Who does what? And where does a student start?

“At our course, groundskeepers are on the front lines of labor — mowing greens, raking bunkers and cutting cups. It’s where most people start in this business,” Jeffreys says. “Most superintendents start working at a golf course in an entry-level position in high school or college. Then, if they show promise, they progress through the ranks to an assistant in training, then an assistant superintendent and finally a full superintendent.”

But titles can differ, especially between courses and continents. Titles similar to superintendent can include director of golf course maintenance, director of agronomy, or even greenskeeper in some countries. But by any name, the superintendent’s position demands a high level of professionalism, people skills and turfgrass science.

Managing teams and tees

“Our team’s primary responsibility is the business of golf — green speeds, fairway density of turf, tees, bunker conditions and overall aesthetics,” Jeffreys says. “My job as superintendent is to make sure we have the right tools and people to do it — and that they have the freedom and responsibility to perform.”

Superintendents are multi-tasking managers of the golf course environment and its maintenance team. Most superintendents report to the general manager and oversee a team that includes groundskeepers, spray technicians and interns who work together to meet or exceed players’ expectations. Superintendents aren’t just responsible for the grass but also a large part of the customer experience and course budget. This financial responsibility can equal as much as 80 percent of the course’s resources.

In addition to their course maintenance crew, superintendents work with the golf shop staff, sales and corporate groups, food and beverage managers, and marketing teams within the club. Outside the organization, superintendents interact with plant protectant, fertilizer and equipment providers to supply the course needs.

It might surprise you how much of this business is creating and balancing relationships.

“The most undervalued skills in our industry are communication skills like public speaking or argument and advocacy,” Jeffreys says. “It’s comfortable for us to work out on the course, but there are many times when we have to step inside and speak to an owner, a CFO or a greens committee chairman. These people are highly educated and trained in their fields. We have to represent ourselves equally professionally.”

John Gessner, Pinehurst Resort

A day in the life

So what’s it like to run a world-class course? Jeffreys notes that while there’s no typical day in his field, there are some common routines. Here’s how a day in his life unfolds:

5:15 a.m.      Meet with assistant superintendents to finalize morning plan

5:30              Assistants meet with team to assign tasks

5:30              Participate in team activities such as cutting cups, spraying greens, etc.; quality of work and final product inspections; and general course observations

8:30              Assistants assign second jobs to team

9:30              Payroll and administrative duties (check inventory, place orders, sales rep meetings)

11:30           Lunch  

12:30 p.m.    Meet with team to discuss general information

12:45            Observe completion of tasks, and monitor course conditions for water needs and punch list items

2:30              Meet with assistants to discuss next day’s activities

3:00              Course inspection/planning, and complete administrative responsibilities

How to become a golf course superintendent

Many avid student golfers and moonlighting landscapers aren’t aware of the higher educational opportunities (and requirements) for golf course superintendents. And education does count. Superintendents must have the agronomic knowledge, human resources skills and communication prowess to effortlessly switch between hands-on golf course work and club board meetings.

The Golf Course Superintendents Association of America (GCSAA) offers industry certification for the golf course superintendent title, which can command as much as $20,000 per year in additional salary compared to uncertified superintendents. The GCSAA’s rigorous certification program is founded upon agronomic education and proven industry experience. The more turfgrass academic knowledge you possess, the faster you can achieve certification.

The most direct path to a golf course management career is to earn a bachelor’s or associate’s degree in turfgrass science. But qualifications vary depending on the course.

“I know superintendents with no college education, some with two-year and some with four-year degrees plus a few with master’s degrees and even one with a Ph.D.,” Jeffreys says. “But the largest percentage of successful superintendents seem to have a two or four-year degree.”

Pinehurst Resort

Does a master’s degree matter?

It depends. “For me?” Jeffreys asks. “No. When I graduated, I wanted to get out on the golf course. That’s where I wanted to be. But I recently had an assistant in training who had his master’s degree. He has a wide variety of career opportunities. The additional degree definitely gives him flexibility in what he wants to do.”

So it depends on what options you may want to have long term.

What makes a good golf course superintendent?

“You need to enjoy getting up early,” Jeffreys says, laughing. “It’s a long day and a long season in warm areas like North Carolina, where we play nearly year-round.”

And patience. “Let’s face it. It would be easy to manage a golf course without golfer traffic. But that’s your revenue! So we have to be flexible and balance what and when we can get work done alongside the bigger goals of your club.”

Look for improvement

Jeffreys says a good superintendent also has to view the course with a fresh set of eyes each day, just as a golfer would. When you’re on the links 10 or more hours a day, that can be hard to do.

“I like to get out and walk the course before anyone else is out in the morning. I don’t drive the cart path. I get out there on the course and think like a golfer. I start at the pro shop steps and take the exact path a player would take to the driving range, then to the first tee and look at it from that perspective.”

Or, if you’re lucky enough to find a break in play, he suggests creating an impromptu focus group and teeing it up.

“Get out and play the course!” Jeffreys says. “Especially if you can play with a few members. Ask questions and listen to what they’re seeing and experiencing. Be open to constructive criticism. Then, be humble enough to accept that you may not be doing everything the best.”

Pinehurst Resort

Perfect the product

When you focus on completing a daily checklist, Jeffreys says you can get tunnel vision. It becomes easy to overlook little things that someone else might see as a flaw. He asks his crew to think like a professional photographer.

“I’ve told them, ‘If you were taking a picture of this golf hole, what would you have to airbrush out? What would you have to change to make it a great photograph?” In the real world, Photoshop sets a tough standard.

Must-have turfgrass management skills

Knowledge of turfgrass science is a given for this industry. But it might surprise a student to know how little of a superintendent’s time is spent working on the golf course, Jeffreys says. “There are days when I do spend 8 to 10 hours on the course. But the harder part is to come back in and get the office work done.”

He emphasizes communication, interactions, and team building — which is sometimes a higher priority than agronomy.

“Managing the golf course — mowing and fertilizing the grass is sometimes the easiest thing we do. It’s more important to grow a team who can execute to make our guests’ experience the best it can be.”

Constantly staying current

While finding and retaining qualified labor is an ever-present challenge, Jeffreys says that technology trends are poised to affect the industry. So get comfortable with learning.

“Robotic equipment and GPS-driven units may be the next big thing,” he says. “We’re basically looking for ways to do more with less — accomplishing the work of a 20-person crew with just 10 to 15 people.”

Continuing education is also essential to staying current in business.

“We really have to stay abreast of the new fungicides, new fertilizers, and new plant protectants either through vendor-supported education or professional organizations,” he says. “And NC State Extension does an amazing job with education on new chemistries and techniques through their new Zoom classes.”

Jeffreys underscores the need for lifelong improvement and flexibility: “You have to be open to change. Golfers’ expectations are much higher today. And so much has changed — new grasses, higher green speeds and new chemistry. A great golf course 25 years ago is an average one now. So you must adapt to new technologies and techniques.”

John Gessner, Pinehurst Resort

Tee up your resume

How can future golf course superintendents best prepare themselves for their careers? Jeffreys says the keys are diversity and dedication.

“Spend as much time working at as many golf courses as possible,” he says. “It might even mean taking a golf course job that pays less than you could make somewhere else. But if this is the career you want, it’s essential. And if you’re not sure geographically where you want to be, go everywhere. Be as diverse as possible with the jobs and internships you choose so that when you graduate, you know ‘Yes, this is where I want to be.’”

And he suggests finding a guide. “Find a superintendent who will mentor you and be honest with you about the job. It’s not easy but it is rewarding.”

What’s your handicap?

Does a golf course superintendent have to be a golfer? 

“It helps,” Jeffreys says. “That’s our customer. Understanding what they see and expect is tremendously beneficial. You don’t have to be a good golfer, but you do have to know what good golfers expect.”

He acknowledges that his job’s primary challenge is to balance course aesthetics with playability. 

“As an agronomist, you want to do things that are disruptive to play — aerify greens, top-dress greens — and the end result is better. But you have to think, ‘Would I be happy to pay money and bring my friends or family out to play here under these conditions?’ Remember, golf course management is about customer experience. Golf is a business.”

Sports turf management is indeed an enterprise — one that professionals like Jeffreys perfect daily.

NC State University

Visit NC State Virtually

If you are a high school student interested in turfgrass science (or know someone who is), learn about NC State’s degree programs and enjoy a deep dive with their turfgrass program ebook or sign up for an email exploration of the department’s undergraduate studies.  

You can also keep up on all the latest news and research from the Department of Crop & Soil Sciences by joining the Friends of Crop & Soil Sciences weekly newsletter: “Guiding students to careers that solve growing challenges is part of how we are growing the future.”