What’s the difference between an irrigation tech and a golf course general manager? For Bill Davis, it was years of hard work. Davis, g.m. of Wild Wings Golf Club in Woodland, Calif., is the definition of working one’s way up through the ranks.
Davis didn’t have much experience with irrigation systems when he was hired at Cinnabar Hills Golf Club in San Jose, but he was knowledgeable of golf course grounds management from doing jobs for his father, who was a superintendent for 33 years. He acquired the knowledge by working hard and before long became the superintendent’s go-to guy.
“The superintendent thought it was good he had someone who could just jump on the tractor and do things,” Davis says.
Davis left Cinnabar Hills for an assistant position at Green Hills Country Club in Milbrae and then returned to Cinnabar Hills as first assistant. During his second stint there, he was approached about helping build a course in Woodland. Having previous building experience at courses, including Half Moon Bay Golf Links, he accepted and helped to build Wild Wings Golf Club.
Davis stayed on as superintendent after the grow-in of the nine-hole, 82-acre course. He technically remains superintendent at Wild Wings and has doubled up his duties by tacking the general manager title on as well.
Climbing the ladder
It’s not exactly the most conventional next step for a superintendent, but Davis enjoys the role and sees his previous experience as an advantage.
“I can know what the superintendent’s going through when I see him at five at night running water,” he says. “Golf pros becoming g.m.s aren’t always great for business. Superintendents won’t always get along with pros – they don’t see eye to eye.”
Seeing eye to eye with golfers is something Davis never really had to focus on while he was strictly a grounds manager. But now that he’s general manager, people skills come into play much more.
“I knew people out there on the course and waved to them and all before, but it was a different perspective than I have now with the customers,” he says. “They want someone to shake hands with them; they want their name to be known. It’s important for the general manager to be that guy they can approach. I know they’re coming back and putting money in that drawer.”
While Davis boasts his turf management skills – “I challenge anyone in the Valley with my greens,” he says – having the general manager title on his resume gives him a boost.
“Having the general manager tag will help show I have business experience, and I’m not just a grass grower,” he says.
Davis is getting added experience in the role, albeit unwelcome – the course is in the middle of an ownership debate that threatens to close the course if not resolved. Woodland’s newspaper, The Daily Democrat, reported that members of the Save Wild Wings committee drafted a plan that involves an agency of the county purchasing the course from the current owner, Brandenburg Properties of San Jose, which wants to relinquish ownership because the course isn’t operating profitably.
One of Davis’ top priorities was to keep the greens in top condition when the course temporarily closed so it could operate again without any problems. He’s optimistic the issue will be resolved.
Getting there
Whether the goal is to become g.m. or superintendent, one’s previous experience isn’t necessarily a sign of what can be accomplished in the future, Davis says.
“What I tell my guys and assistant is that every single step you move up – whether it’s the guy who cleans the bathroom, fixes cups or irrigation – always try to be the hardest worker in the crew,” he says. “Whoever works the longest hours has the most respect. That’s how it was when I was an irrigation tech. I wanted everyone to know I wasn’t afraid to work as hard as I can possibly and sweat for the entire eight hours.”
Davis could tell he was one of the hardest workers at the courses he worked because it took more than one person to do the same job after he left, he says.
“Your previous employers will be happy for you, but they’ll be shaking their head saying, ‘Man, I miss him,’” Davis says.
Being the most educated or being clean cut only gets a person so far, Davis adds.
“If you’re the third or fourth hardest worker on the crew, you’re not as valuable,” he says. GCI
