Chloe Boissel-Marshall places a big emphasis on her own professional development and wants to inspire others to invest in theirs.
Tidworth Golf Club’s General Manager Chloe Boissel-Marshall has made professional development a top priority in her career — and she’s a firm believer in encouraging others to do the same.
The Level 3 GCMA Accredited Manager recognises the multi-faceted benefits of self-improvement, which brings with it significant value to both the employee and the organisation they work for.
Chloe started out as the Assistant Secretary at Wareham before moving to Hayling as Club Operations Manager, where she spent over 10 years. She has been at Tidsworth in Wiltshire for just over a year and continues to flourish.
We caught up with Chloe for a chat about her journey so far and plans for the future…
How important is your own professional development?
In order to not just survive but thrive as a club manager within the industry, it is important to be adaptable and willing to grow and learn so you can positively impact the club you are in, whether in year one or year 10.
Golf clubs are constantly evolving to meet the needs of their members and as a manager I need to consistently deliver strategies and instil confidence, in both the members and Board, that I can bring that vision to fruition.
To be on top of my game I need to know what’s happening in the market, understanding what members and golfers needs and wants are, and prioritise my development so I can deliver the best results for the club I represent.
Do you feel well supported by your club in pursuing your professional development?
I am very fortunate to be working with a Board of Directors that recognises the value of investing in its staff by promoting, supporting and funding my ongoing professional development aspirations – this has enabled me to gain my Level 3 GCMA Accredited Manager accolade, attend local and national golf industry conferences, and enrol onto the GCMA Advanced Management programme, enabling me to grow my expertise and qualifications in areas that can directly benefit my club.
It often gets overlooked but it is an important reminder that if you make a commitment to develop your staff, it often inspires them to deliver and be successful – which means better service, better returns, and a workforce that feels valued, appreciated, and loyal when times get tough.
Do you see it as your responsibility to encourage others to pursue their professional development?
Absolutely, I try to lead by example; I cannot expect my team to be motivated to learn and develop for the benefit of our members if I don’t share and promote this same ethos at every level. Development is not just for those at the top of the tree – whether your role is in administration, finance, service delivery, coaching, F&B, or greenkeeping, the industry has a range of development opportunities to explore.
How did you find the process of achieving Level 3 GCMA Accredited Manager status?
It was tough, challenging and required a real commitment to transparently recognise and assess your experience, your expertise, your strengths as well as your weaknesses, and demonstrate all of this through your own lived/experienced scenarios. You are required to demonstrate and reflect on your experiences, identify what you know, what you have learnt and how this can be used to improve. It is certainly not just a paperwork exercise!
How do you believe Accredited status will help in both your current role and overall career plans?
It was important to me to gain Accredited status as it recognised the skills, experience and knowledge I bring to my role within the industry. It is something tangible that shows members and the Board that you are a professional within the field and an accolade which is recognised by the governing body and supporting bodies within the industry. It also differentiates you from other candidates when applying for future roles.
What would your advice be to any golf club managers considering applying to go through that process?
The process feels like a 360-degree self-review, requiring open and honest reflection on your lived experiences. It’s not about proving you’re the best at every aspect of your role, but rather about demonstrating your experience, mindset, approach to challenges, and ability to overcome adversity to achieve the best outcomes for everyone involved. While it demands time and commitment, the reward of being recognised as a professional in your field makes it worthwhile.
How would you rate the GCMA’s professional development offering?
I would rate it highly. The certificates, courses, and qualifications they offer are accredited by recognised providers and delivered by proven experts in their respective fields. What stands out to me is the inclusivity of the programmes – it doesn’t cater exclusively to a specific role or club size. Whether you’re a general manager at a prestigious club or a volunteer working in the office, there are professional development opportunities for a wide range of roles.
These include comprehensive programmes for those managing multiple departments as well as specialised, short-format training for specific areas such as food and beverage, finance, understanding agronomy, governance, strategic planning, health and safety, HR, and administration.
What are your goals for the future?
I stepped into my current role just over a year ago, so my short-term goals focus on supporting the Board and club in establishing and driving a long-term strategic vision. This includes enhancing and maintaining a superior golfing experience for both our members and visiting golfers. While I do this I will continue to attend regional and national conferences to continue establishing connections with my counterparts at other clubs as well as keep on top of industry developments.
In terms of professional development, I’ve enrolled in three of the GCMA’s Advanced Management Certificates for 2025, covering finance, employment law, and health and safety. My ambition is to achieve the Management Award in Finance, Compliance, and Risk Management – a qualification recognised by the Chartered Management Institute (CMI).
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