After a distinguished 20-year career in golf management across various countries, a successful Club Manager has decided to shift his focus to a different yet equally important sector of the industry: golf travel. Andrea Faldella CCM, shares his insights and vision regarding the current global situation and his transition from club management to golf travel.
Following six years at one of Italy’s premier clubs and managing properties in Dubai and Abu Dhabi for eight years, I have embarked on an exciting new chapter. My passion for hospitality remains undiminished, and I now channel my expertise into crafting exceptional experiences for golf travelers in the Middle East and Indian Ocean.
The transition
Throughout my career, I have always sought to learn new skills and gain experiences that would complete me as an industry professional. In 2022, I had the opportunity to move to the USA, but a lengthy visa process forced me to pass. However, as we say in Italy, when one door closes, another, often larger, door opens. During my search for new and challenging opportunities, I was approached by a leading Middle Eastern tourism company to strengthen and expand their golf department. After careful consideration, I seized this opportunity, knowing this would have anyway further completed my Club Manager profile.
Leveraging club management experience
My experience as a CCM and Club Manager has been invaluable in my current role. The ability to keep the bigger picture in mind, along with expertise in service, financials, and managing people, has been crucial. Success is often built on attitude, and staying hungry for new challenges pushes one beyond their limits. Vision and action, simple yet vital principles from club management, continue to drive my success. Additionally, working with club members for over 20 years has given me a deep understanding of golfers’ travel habits, which has proven beneficial.
Supporting local clubs (and satellites activities) through golf travel
Golf travel significantly supports local clubs, in many cases by contributing up to a nice percentage of their annual green fee revenues. Moreover, golf travelers spend on ancillary services such as golf shops and restaurants, adding further value. Clubs with attached hotels or accommodations benefit even more from room night revenues. My background as a Club Manager helps me collaborate effectively with clubs, adjusting strategies to support slower days, increasing service costs based on peak and non-peak times, and managing tee sheets. I advocate for high- er prices if they are matched by high standards, as this ultimately benefits all parties involved.
Trends in golf travel and how clubs should cope with it
We are currently experiencing a robust period for golf travel, with many golf destinations in Europe and the Middle East reaching full capacity. The main limitation for further growth is tee time inventory. Successful golf destinations can optimize and increase their tee time inventory by reviewing agronomy practices, reducing starting intervals, managing pace of play with technology, and investing in night lighting to extend playing hours. For growing destinations, creating an exceptional guest experience and building connections with local entities, tourism boards, and inbound tour operators are crucial steps. Participating in key golf exhibitions, such as IAGTO and IGTM, can also enhance their presence among industry professionals.
Keys to success
One of the most exciting aspects of my current role is expanding our product portfolio by opening new golf destinations and identifying new source markets. After successfully launching and growing business in the UAE, including Dubai and Abu Dhabi, we have expanded to Oman, Qatar, and more recently, Mauritius. My goal is to make Desert Gate Tourism the leading Golf DMC in the Middle East and Indian Ocean, providing consistent and excellent service across all destinations. Building a relationship of trust and delivering outstanding service are fundamental to achieving this vision.
How will this experience complete your professional profile and where do you see yourself in 10 years?
Initially, I was hesitant about this role as it seemed outside my direct expertise. However, the golf industry offers diverse opportunities. My experience as a Club Manager allows me to understand and engage with suppliers and partners effectively, ensuring reliable and knowledgeable service. Whether I return to club management with an added experience in inter- national sales, or remain in golf tourism, my love for golf remains steadfast. The evolving travel industry excites me, and I am passionate about contributing to its dynamic growth.
In conclusion, based on my experience, I can say the transition from club management to golf travel illustrates how expertise in one sector can signifi- cantly benefit another, ultimately driving success and growth in the global golf industry.
In the end, I love golf, whichever side I am or will be.
