PEOPLE IN THE NEWS
PITHIE SUBJECTS
Laurence Pithie MG, shares his views and ambitions with Pitchcare, following the setting up of Turf Master One Ltd., and gives an insight into what makes greenkeeping such a challenging profession
What is your career background?
I started as an apprentice greenkeeper at Bruntsfield Links Golf Club in Edinburgh, one of the oldest clubs in the world. As part of that apprenticeship, I attended Elmwood College in Fife and gained the City & Guilds qualifications. The realisation that there was so much to learn from managing fine quality turf, spurred on my desire to learn more. I then progressed to Mortonhall Golf Club in Edinburgh before taking on my first Head Greenkepeer’s role at Sandiway Golf Club in Cheshire as an enthusiastic but ‘green’ 22 year old.
After 5 years ‘learning the trade’, I then moved on to Minchinhampton Golf Club as Course Manager, where I remained for nearly eleven years. It was here that I began to look at turf management more in-depth and to study how other courses are managed.
Having won both Geenkeeper and Groundsman of the year awards in 1984 and 1988, then gaining the first Master Greenkeepers certificate in 1991, my desire to further my career was fulfilled when I joined a golf development company, Compton Holdings, in 1992. At least that was the plan, but this company was under- funded and soon went bust, leaving me with my dreams shattered. A valuable lesson in life was gained!
How did you progress from what seemed like a dead end?
Fortunately, in the early 90s, the golf business was still booming and an American Management Company, American Golf Corporation (AGC), were interested in gaining a foothold in the UK. They purchased five clubs and I was re- hired as Regional Superintendent for the small group, being based initially at a club in Wiltshire.
Over the next eleven years, AGC expanded to own or manage twenty-three properties although they, in turn, sold out to Goldman Sachs in 2003. Working for an American Company with high standards and methods of management had a
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positive effect on shaping my career, and it was clear right from the start that, if I was to survive, I had to measure up and deliver the results of turf quality at an affordable cost. Being responsible for twenty-three properties, and working to the same standards and procedures as my colleagues in the US, was a challenge I readily accepted.
Then what?
When Goldman Sachs wished to ‘off- load’ their UK investment, Crown
Golf, an Australian owned company, purchased AGC at the end of 2004 and then added another three properties over the next three years. During this time my position remained largely the same, but now I was responsible for the maintenance and development of thirty-three properties. Bringing two companies together also proved to be a challenge and it took time to standardise systems and procedures. This, in turn, meant that part of my remit was to train others to bring them up to the standards expected.
What next now that you have moved on from multi-site management?
I am in the process of setting up my own training and consultancy company, Turf Master One Ltd., whereby I can fulfil my wish to focus on these two areas of the industry, as well as having recently produced a Maintenance Manual and a short book on ‘Managing Golf Courses More Effectively’.
What was the reasoning behind the Maintenance Manual and the short book?
The former is a comprehensive set of policies, procedures, records and data that were developed and updated over a long period of time and formed the basis of the management system used within the UK when part of American Golf. When I reduced the number of days I was working with Crown Golf, I completely ‘re-vamped’ the entire manual and added a number of sections that would benefit others within the golf industry.
It is not a manual on growing fine turf, but
it does contain virtually all main criteria that a modern day Course Manager will require. In effect it should act as a reference manual for anyone responsible for managing a golf course. The Manual also includes a disc for downloading various worksheets and records.
The shorter book was a result of making a presentation to the EGCOA at their annual European Golf Business Conference in Berlin last year. I had the idea of putting most of the data and information down in a ‘byte’ size book to help give golf clubs both here and in Europe the direction they require to best manage their golf courses during these tough economic times.
Are you intending to produce another book?
Yes, I’m about to start work on the second one called ‘Seasonal Requirements’. This is aimed more at General Managers, Course Owners, students and so on. It gives an overview of the key tasks likely to be carried out during each of the four seasons and the reasons for doing so. I have others planned but they are ‘under wraps’ for the time being. My aim is to produce two per year as part of an on-going series of short books that are relevant to the golf industry. Apart from magazine articles, I feel that there is shortage of appropriate reference material available in the UK that is current and relative to meeting today’s objectives.
You have made presentations at numerous conferences recently, is this something you will continue?
Probably, at least in the short term. This past year I gave presentations at six international conferences, plus a full day
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