Golf industry veteran Josh Ward is tasked with expanding the company’s roster of managed and leased daily-fee courses, private clubs and destination resorts.

In his new role, Ward will lead the company’s growth initiatives across North America, identifying acquisition and management opportunities that align with the organization’s operational capabilities and long-term strategic goals. He will work closely with ownership groups, developers, lenders, and municipal stakeholders to structure partnerships that support sustainable performance, capital planning, and an elevated golfer experience.

Ward’s responsibilities will span the full lifecycle of a new relationship, from early-stage market analysis and site evaluation through due diligence, transition planning, and the launch of on-property operating standards. As new properties join the portfolio, he will collaborate with the company’s regional operations and central support teams to ensure consistency in service, agronomy, retail, food and beverage, and revenue management.

With deep relationships throughout the golf and hospitality landscape, Ward brings a track record of helping owners unlock value while protecting the culture and identity that make each club distinct. His approach emphasizes thoughtful growth: selecting properties where the company can deliver measurable improvements without forcing a one-size-fits-all playbook.

Key areas of focus will include:

• Management and lease structuring: tailoring deal models to ownership objectives, risk tolerance, and reinvestment needs.
• Operational transitions: establishing clear onboarding timelines for staff, systems, vendor partnerships, and member/guest communications.
• Performance optimization: aligning tee-sheet strategy, pricing, membership programming, merchandising, and food and beverage concepts to local demand.
• Course conditioning and capital planning: partnering with owners on agronomy standards, equipment planning, and long-range improvements that protect the asset.
• Destination and resort integration: coordinating golf with lodging, groups, events, and ancillary amenities to strengthen overall property economics.

The company expects Ward’s leadership to accelerate its ability to engage owners seeking experienced operators for complex assets, including multi-course facilities, mixed-use developments, and clubs balancing public play with private programs. As market conditions continue to shift—through changing consumer expectations, labor pressures, and rising operating costs—Ward will prioritize opportunities where professional management and disciplined investment can create durable results for owners, members, and daily-fee guests alike.

In addition to sourcing new opportunities, Ward will support the company’s broader relationship strategy by deepening engagement with existing ownership partners and monitoring emerging markets. This includes tracking municipal RFPs, redevelopment initiatives, and resort projects where golf plays a central role in destination appeal, as well as evaluating properties where brand positioning and operational refinement can drive meaningful near-term gains.

Ward will also work alongside marketing, technology, and customer experience teams to ensure newly added facilities have access to the tools and support required to compete locally—from tee-time distribution and loyalty programs to coaching, events, and community outreach—while retaining the individuality that golfers and members expect from their home course or favorite getaway.