When Steven Phillips, CGCS, attended the Golf Industry Show this year, he realized he had a much tighter-packed scheduled compared to previous years. Because of his expanded role at Sebastian Hills Golf Club in Xenia, Ohio, he had much more to see and do.
|
|
“Normally, where I go to look at equipment and attend turf seminars, I found myself leaning more toward marketing and seminars about club management, trying to learn more about the inside business,” says Phillips, who is superintendent, general manager and part owner of Sebastian. He recently fulfilled a dream by adding the latter title.
Phillips was hired as superintendent of the course at the start of construction in 1998 and helped with the grow-in of the bentgrass tees and greens and bluegrass/ryegrass fairways at the 18-hole public course to ensure it had a successful opening in 2000. The course was designed by Steve Burns, at the time an employee of Tom Fazio, and built by Honeycut Golf.
The course’s majority owner is Dean Sebastian. Phillips recently noticed that Sebastian Hills’ secondary majority owner Will Napier had been focusing more resources on the construction industry and fewer on golf.
Phillips always wanted to own golf course, so he tossed around the idea with Napier. They came to an agreement where Phillips would also act as general manager, and he now owns 30 percent of the course.
While Phillips enjoys making more of the business decisions, he also finds he has to balance his time between multiple duties.
“I’m still able to work a 5- to 6-hour morning and get around the course, then I come indoors and do the general manager part in the afternoon,” he says.
Phillips finds himself writing more checks and handling more of the purchasing, which is raising his stress level.
“I’m definitely doing more in the pro shop part,” he says. “I wasn’t used to ordering the gear and wear and that sort of thing we have in here. That part is a little bit new to me.”
Phillips is learning as he goes and has already picked up some sound business guidelines that he’ll pass on if he ever meets another superintendent/manager/owner.
“Make sure you get a full disclosure of all the companies that are being dealt with,” he says. “In this economy, it’s good to reshop some of the vendors and credit-card vendors you have to get the best price.
He also values the resources he finds from national organizations, and his title allows him to be a member of a larger amount of them than many of his peers.
To lighten the load, Phillips hired an assistant for course maintenance.
“I don’t believe he’ll take over the superintendent role right off he bat,” Phillips says. “I’m training him, so maybe he’ll take over a couple years down the road.”
He is learning to delegate more and says having the right people on staff makes his job easier.
“Finding quality people to work with is important and it makes you appreciate the entire staff,” he says. “When you get to doing it at this level, you need people you can count on and trust. Having a good relationship makes a difference.”
