In the latest in a series exploring golf’s technological transformation, we speak to Jake Rhodes at Golf Genius about how clubs can assess their software, connect operations more effectively and use technology to improve the golfer experience.
From the way clubs make strategic decisions to how courses are maintained and members are engaged, technology is reshaping every corner of the game.
In this series, we will explore the innovations redefining modern golf operations and what they mean for clubs, professionals and players alike.
We will look at:
- Data-driven decision making, examining how clubs are using real-time insights to guide everything from pricing and participation to retail performance and coaching outcomes. Smart data is no longer a luxury, it is becoming essential to staying competitive.
- Smarter operations and automation, where integrated software, booking systems and AI-powered tools are streamlining administration, freeing up staff time and improving profitability.
- Groundbreaking agronomy and maintenance technology that transforms sustainability, efficiency and playability, from GPS-guided machinery to advanced irrigation and turf analytics.
- Member experience and engagement technology, where apps, personalisation tools and digital communication platforms are helping clubs build stronger, longer-lasting relationships.
In this latest installment, we’re in conversation with Jake Rhodes, Head of Sales – UK at Golf Genius about the shift from technology as a background utility to a core operational asset, and why clubs need a more structured approach to evaluating the systems they rely on.
Who is Golf Genius and how do your products support clubs and events?
Golf Genius is a global technology company that provides software and services to the global golf community.
Its technology enhances both sides of the club experience. Operationally, it supports areas such as competition management, retail activity, coaching programmes, leagues and handicap administration. But the real impact is felt by golfers themselves – through smoother competitions, more engaging formats, and a more connected experience for both staff and players.
What underpins this is a simple principle: the technology is developed by golfers, for all golfers. This perspective shapes how the technology evolves, ensuring the needs of both the club and the golfer are met.
How is technology currently changing the way golf clubs operate day-to-day?
Technology is shifting from being a background utility to becoming a core operational asset within a club.
For managers, it’s about efficiency. Administrative processes that once relied on spreadsheets or manual input are being automated to reduce errors, save time, and allow teams to operate more effectively with limited resource.
At the same time, the golfer experience is being elevated. Communication tools, digital leaderboards, and experience-led coaching are now expected rather than optional. These tools drive engagement, which in turn supports member participation and long-term revenue.
What’s becoming clear is that technology is shaping how clubs deliver value to their members.
What are the biggest operational challenges club managers face today that technology can help solve?
Most club managers are balancing increasing expectations with limited time and resource. They are responsible for delivering high-quality member experiences while managing competitions, retail, F&B, administration and reporting. Much of this has historically been fragmented across different systems, or in some cases, handled manually.
This is where technology has a meaningful impact. By connecting these areas into a more integrated environment, clubs reduce duplication and gain better visibility across their operations. Tasks that once required multiple systems – or significant manual intervention – can now be managed more seamlessly.
However, what we’re increasingly seeing across the industry is that the challenge is not simply a lack of technology, rather a lack of structure in how it is evaluated and implemented. In a recent survey conducted by Golf Genius and Players 1st, 66% of golf clubs across the UK and Ireland said they would consider switching software providers, with over half also expressing a desire for external support in doing so.
This points to a broader issue. Many clubs recognise that improvement is possible, but lack a clear, objective way to assess their current position or navigate the available options. In fact, nearly half of clubs surveyed indicated that their existing software no longer fully meets their requirements.
As a result, operational inefficiencies can persist because they have not been evaluated in a structured way. Increasingly, clubs are realising that the issue is not necessarily the software itself, but the absence of a clear process to evaluate it – leading to environments where teams adapt around systems, rather than systems supporting the club.
How can golf clubs use technology to generate new revenue opportunities?
When technology reduces administrative burden, it allows staff to focus more time on member-facing activity. From the golfer’s perspective, clearer communication, more engaging digital experiences and easier booking experiences all contribute to increased participation. That, in turn, drives secondary spend across the club.
There are also more direct opportunities. Technology enables clubs to reduce administrative costs and introduce new revenue opportunities across the club environment, such as twilight leagues and coaching programmes.
Ultimately, the commercial value of technology is not just in what it adds, but in what it unlocks.
Many clubs worry about complexity when introducing new systems. What advice would you give managers looking to adopt new technology successfully?
Many clubs worry about complexity when introducing new systems. What advice would you give managers looking to adopt new technology successfully?
The perception of complexity is often what holds clubs back. In reality, the bigger risk is not reviewing systems at all. The key is to approach change in a structured way.
Clubs that see the most success take the time to properly assess their current setup, define what they actually need, and then evaluate providers against those criteria. Increasingly, this is being supported by more formal tools and frameworks – such as structured software audits – which allow clubs to build a clearer, evidence-based understanding of their technology environment before making decisions.
This approach changes the dynamic. Instead of being led by suppliers, clubs are leading the process themselves.
It is also important to recognise that change takes time. On average, the process of reviewing and implementing new software can take 7.43 months. Approaching this with a clear plan – aligned to the club’s operational calendar and allowing time for testing, training and feedback – can significantly reduce risk and improve outcomes.
Looking ahead five years, what role do you think technology will play in shaping the modern golf club?
Technology will become increasingly connected across every area of the club. Rather than relying on legacy ‘all-in-one’ systems, clubs are moving towards more flexible ecosystems – where multiple platforms work together through integrations. This allows clubs to select the best solution for each function, while maintaining a seamless experience for both staff and members. This shift towards a more integrated, ‘best-in-breed’ approach is already underway and reflects a broader trend across the industry.
What will ultimately define successful clubs is not just the technology they use, but how effectively those systems are aligned to their operational goals and member expectations.
Golf Genius is widely known for its tournament and competition management. How can better competition technology improve both operational efficiency and the player experience?
Competition management sits at the heart of golf club culture and it’s an area where technology can have an immediate and visible impact.
From an operational perspective, automation removes a significant amount of administrative work. Draws, scoring, results, and communication can all be managed more efficiently, reducing pressure on staff and improving accuracy.
For golfers, the experience is transformed. Live scoring, instant results, and more engaging formats create a more dynamic and enjoyable environment on the course and in the clubhouse afterwards.
Importantly, better competition experiences drive participation. And participation is one of the strongest indicators of a healthy, engaged membership.
With live scoring, mobile apps, and digital leaderboards becoming common, how are expectations from golfers evolving?
Golfer expectations are now shaped by digital experiences outside of golf. They expect convenience, immediacy, and personalisation and so waiting for results on noticeboards or manual updates is no longer aligned with those expectations.
Live scoring, mobile apps, and digital leaderboards are part of that shift. They create a more immersive experience, but they also set a new standard.
For clubs, the challenge is keeping pace. The opportunity, however, is significant. Clubs that embrace these tools are enhancing the overall experience, increasing engagement, and strengthening their connection with members.
Key Takeaways
- Technology is becoming central to how clubs operate, helping teams reduce manual administration, improve communication and deliver a smoother experience for members and guests.
- Many clubs recognise that their current systems could work better, but the challenge is often the lack of a clear process for reviewing software and deciding what needs to change.
- More connected technology can reduce duplication, support new revenue opportunities such as leagues and coaching programmes, and give clubs greater flexibility through integrated, best-in-breed systems.
