Now General Manager at Ponteland, Candi Watkins reflects on her GCMA Newcomer of the Year nomination following her time at Sharpley.
For Candi Watkins, the past year has been one of transformation and transition. Having made a major impact at Sharpley Golf Club, where she helped deliver a remarkable turnaround in operations and culture, she has now taken the next step in her career as General Manager at Ponteland Golf Club.
Her success at Sharpley has not gone unnoticed. Watkins’ achievements have earned her a nomination for Newcomer of the Year at the GCMA Awards, recognition that reflects both her professional skill and the leadership qualities that have quickly marked her out as one to watch in golf club management.
At the heart of her approach is a balance of structure and empathy. She places as much importance on building strong systems as she does on nurturing a positive team environment, believing that lasting success depends on both.
Here, Candi discusses her reaction to the nomination, the key achievements that shaped her journey, and how she plans to bring that same energy and ambition to her new role at Ponteland.
How did you feel when you found out you’d been shortlisted for Best Newcomer of the Year at the GCMA Awards?
Honestly, I was both surprised and incredibly proud. When you are immersed in the day to day challenges of running a club, you don’t stop to reflect on the progress that’s been made. For this work to be recognised by the GCMA and colleagues who understand the demands of the role, feels like a real validation of the hard work, persistence, and belief that went into delivering the vision I had for the club. Personally, it means a lot because it reflects not only my efforts, but also the support and commitment of the team I was working with.
What are the key achievements that led to you earning this recognition?
The turnaround of the club in a relatively short period is what I believe stood out. When I arrived, there was no clear structure, systems, or morale. Within the first year, I implemented HR processes, health & safety systems, introduced membership software, improved the financial controls, and built a positive membership culture.
Financially, membership revenue increased by 25.1%, gross profit in bar and catering rose from 41.3% to 62.1%, and green fee revenue increased dramatically in the first year and this trend was continuing into year two.
On top of that, I developed and delivered a plan for the driving range facility, funded largely from the revenue growth achieved in year one. Within its first three months of opening, it was already showing a 186% increase in revenue.
How would you describe your management style and the impact you aspire to have on your teams?
I would say my management style is open, inclusive, and hands-on. I believe in leading by example, whether that’s supporting the bar team during a busy event, meeting members on weekends, or being available for volunteers when it suits them.
I encourage transparency and accountability, and try to give staff ownership of their roles while ensuring they have the structure and support they need to succeed. I also place a huge emphasis on communicating with staff individually, I think staff perform best when they are part of team and feel heard and valued.
I want to create an environment where both staff and members feel proud to be part of the club, and staff feel a genuine sense of achievement in providing excellent service and experiences for our members and visitors.
You have moved to a new club – what are your key objectives at Ponteland?
My immediate objective is to assess the current systems, identify areas where structure and efficiency can be improved, and implement processes that set the club up for sustainable growth and listen to the needs of the membership.
Longer term, it’s about developing a clear strategic plan that improves membership experience, while balancing that with financial success, maximising facilities, improving profitability, and strengthening the club’s reputation within the area.
Having seen the difference that building a strong structure can make, my goal is to apply that experience to help this club reach its full potential.
What ambitions do you harbour for your own professional development?
In the short term, I want to complete the GCMA Advanced Management Programme to continue building my knowledge and skillset. My focus right now is to be successful at Ponteland and to help the club reach its full potential by creating a thriving, happy membership and a sustainable business model.
Longer term, I want to continue developing within the golf industry, staying up to date with changes across the sector, including the latest technology and innovations that can enhance both operations and the member experience.
My ambition is to build a club a where members and staff are genuinely proud to belong, while ensuring the future by ensuring it is commercially strong.
GCMA Awards 2025
The winners will be crowned at the Gala Dinner during the Golf Club Management Conference & Exhibition on 17th November 2025 at Cotswold Water Park, Wiltshire. It promises to be a memorable evening of celebration, reflecting the vital role golf club managers and their teams play in the growth and success of the game.
