BGL looks to the future with new Chief Executive Officer, Simon Thompson, discussing the strong foundations at Burhill Group Ltd (BGL), and implementing development plans to help shape the leaders of tomorrow.
With a successful and varied career spanning finance, hospitality and operations, Thompson talks about continuous improvement, the importance of autonomy in management, and his plans to continue driving growth at BGL.
Could you introduce yourself and provide some detail about your background and journey to the position of CEO at BGL?
I initially trained as a Chartered Accountant and then had 14 years working in corporatefinance. I worked at EY, focusing on lots of hospitality, leisure, and retail clients. I then started in a central strategy role with Bourne Leisure in 2010 but moved fairly quickly into operational roles. I had eight years as the Managing Director of Warner Hotels, which was part of Bourne Leisure, eventually leaving at the end of 2023. I’ve been part of the BGL team since last October and have really enjoyed my first few months getting to know the teams.
What has it been like travelling to all the BGL Golf Division sites over the last few months and getting to know the various General Managers and their teams?
It’s been fantastic to join a new business and immediately get out to different locations and put some faces to names. We have a good geographical spread in the UK, though we are quite southern-centric. What’s been most valuable is seeing the variety within our portfolio—different course formats, driving ranges, and sites like Birchwood Park Golf & Country Club, which has a health and fitness club attached to it. The common theme across all sites is the warm and inviting atmosphere, reflecting how we welcome both members and visitors.
Each of the ten golf clubs has its own manager. How do they balance autonomy while still working to uphold the BGL group standards?
It’s a bit like the hotel industry in that sense, where general managers are the face of the business for members and guests. They each have a strong connection with their local communities and take their roles seriously. Other key characteristics among our general managers are to be consistently proactive, engaged, and spend time with customers rather than being stuck behind a desk. While they follow BGL group standards, they have the autonomy to manage their clubs day-to-day, lead the drive for excellent customer service and make leadership decisions that best serve their teams and members.
The industry is constantly evolving. What is your approach to continuous development for club managers?
We operate a multi-faceted business, and managers need to be well-rounded leaders. From understanding golf course maintenance to food and beverage operations, they juggle a lot, and it’s often good to have club managers with a wealth of experience across these sectors. As we look to expand further in the future, our leadership is a key focus, and we ensure our managers receive the right training and qualifications to stay ahead. Whether it’s technical skills, operational knowledge, or compliance with health and safety regulations, continuous learning is essential.
You have a raft of educational opportunities available for teams within BGL learning platform, can you explain more about that?
Training and development starts from day one, with clear pathways for progression at all levels. Many of our senior leaders started in entry-level roles—whether in greenkeeping, coaching, or hospitality—and have grown significantly within the company. We also strongly encourage internal mobility, allowing team members to transfer between our sites to gain broader experience and develop their careers.
Professional bodies like the CMAE offer education and certifications in club management. How do you perceive the value of such qualifications in enhancing the skills and credibility of club managers?
The CMAE programme is a fantastic resource because it’s designed specifically for club management. It builds confidence in handling the daily challenges of running a club while also fostering a strong peer network. Many of our club managers learned at the feet of strong leaders who have the qualifications behind them, like the CMAE’s. What makes the CMAE unique is that it’s tailored specifically to club management, offering structured and practical learning that aligns with the specific day-to-day environment in which our managers operate. It’s quite a unique programme and really powerful for our current managers, but also our future leaders.
Colleagues who have been through these training courses become great role models for other people in the organisation, offering a goal for them to progress towards, with the knowledge that “if I work my way through, that’s the opportunity that’ll be offered to me as well.”
As a leader, how do you plan to foster a culture that continually values education at BGL?
The strength of our clubs depends on the strength of our leaders. Having a well-trained leadership team ensures our clubs are well-run and deliver great customer experiences. Future managers will benefit from working alongside those who have completed programmes like CMAE, learning firsthand what great leadership looks like. As they progress, they’ll have access to the same training and development opportunities, ensuring we maintain a consistent approach to leadership growth. Investing in training is key to both individual career growth and the long-term success of our golf clubs.
