After a decade with Citizens Advice, Gareth Evans seized the chance to lead Mountain Ash in his first GM role.
When Gareth Evans took over as General Manager at Mountain Ash Golf Club, he was in familiar territory yet breaking new ground at the same time.
He had been a member for almost two decades and served on the management committee for 10 years, combining those duties with a spell as club captain in 2019–20. That involvement gave him both a detailed understanding of how the club operated and a clear sense of the challenges it faced.
The move represented a decisive change of direction from his professional career. Evans had worked for Citizens Advice for a decade, rising to a senior role where he managed a large staff team and handled complex organisational responsibilities. Having reached a natural ceiling in that organisation, he was encouraged by colleagues, family and fellow members to take the opportunity at Mountain Ash when it arose in late 2024.
“I’d been involved in the management committee at the club for about 10 years and a member for nearly 20, so I always had an interest,” he said. “An opportunity came up last year and, after 10 years at Citizens Advice, I felt I’d reached the pinnacle of where I could get within that organisation. It felt like the right chance for a career change. With encouragement from friends, family and members, I decided to give it a shot.”
Although his familiarity with the club gave him a strong foundation, Gareth recognised that the role demanded new skills and a rapid adjustment. His leadership experience was highly relevant, but other areas required immediate attention, particularly the technical aspects of running a business.
To broaden his skill set, he has been engaging with the GCMA Advanced Management Programme, recently completing the certificate in Sales & Service.
“I’d been managing staff at Citizens Advice for three years, so I had transferable skills from that,” he explained. “I also had a good working knowledge of the club. But there were areas I needed to get up to speed with quickly, such as accounting systems, payroll and health and safety. That’s why I’ve been keen to complete as many courses as possible, to be the best I can.”
The management background also prepared him well for handling staff. With responsibility for a team of up to 14 people in his previous role, Gareth was used to navigating the complexities of different contracts, personalities and expectations. That experience proved vital when applied to his new post.
“Managing staff was a big one,” he said of his transferable skills. “At Citizens Advice I managed up to 14 staff at one point. Here it’s 10, and some are on zero hours, so it’s a little more manageable, but it still comes with challenges.”
One of the most pressing issues when he arrived was the financial health of the club. Revenues had fallen, and the task was to return the business to stability while also putting plans in place to make the operation sustainable over the longer term.
“The club was in financial difficulty at the back end of last year, so the priority was to get the finances back on track and return to being a profitable, sustainable business,” he said. “That’s been a huge focus – cutting unnecessary costs and driving income.”
At the same time, Evans was determined to broaden the role of the club within its community. He wanted Mountain Ash to be seen as accessible and friendly, and building stronger links with local groups was central to that approach.
“Golf clubs can have a stigma of not being welcoming, and I wanted to challenge that,” he said. “We’ve worked closely with a nearby village – a relatively deprived area – whose residents set up a welfare group. They organised children’s parties and other events here, which was brilliant. It’s about showing the community that the club is here for them too, at an affordable price.”
The process of setting out this vision required careful communication with both members and staff. Gareth worked to ensure that everyone involved in the club understood the direction of travel and could see the benefits of supporting it.
“Early on, there was a large members’ meeting where I presented my targets for the year,” he explained. “I also held a staff meeting in my first few days, setting out the vision in line with the management committee’s five-year strategy. Everyone bought into it – they could see that’s the direction the club needs to take.”
The support of the GCMA and its network of managers has also played a significant role. Through conferences, regional meetings and training opportunities, Gareth has been able to share ideas and learn from peers tackling similar challenges.
“Joining the GCMA has boosted that network tenfold,” he said. “I’ve got involved with conferences, meetings and courses, and I’ve found the WhatsApp group really useful. It’s good to see ideas shared and to realise that challenges we face are often the same ones other clubs are dealing with.”
Reflecting on his first year, he identifies leadership and communication as the qualities that have enabled him to make an impact. Both were sharpened during his time with Citizens Advice and are applied daily in his current role.
“Leadership is vital – being strong, fair and firm,” he said. “At times, decisions won’t please everyone, but you need to stand by them. Communication is equally important. My time at Citizens Advice gave me strong communication skills, and I use them every day, whether engaging with members, the management team or staff.”
Looking forward, Gareth is focused on growth, for both the club and his own professional development.
“I’d like to grow our membership and get numbers back to previous levels, increase green fee income, and continue making the club a welcoming community hub,” he said. “Professionally, I want to keep developing, attending GCMA events and hopefully gaining a qualification over the next year.”
Key takeaways
- Transferable skills matter
Backgrounds outside golf can provide invaluable strengths, especially in staff leadership and communication. But new managers must quickly upskill in areas like finance, compliance and systems to be effective. - Financial stability and community engagement go hand in hand
Tight control of costs and new revenue streams are vital, but pairing this with visible community involvement helps reposition the club as accessible, relevant and sustainable. - Clear communication builds alignment
Regular meetings with members and staff, backed by transparent targets, ensure that everyone understands the club’s direction and feels invested in the vision.
