GCMA Manager of the Year nominee Ian McCairns reflects on his impactful time at Coventry Hearsall Golf Club.
Ian McCairns is proud of the transformation he led at Coventry Hearsall Golf Club, with his efforts having landed him a nomination for the GCMA Manager of the Year award.
The nomination came as a surprise but served as a reflection of collective achievement, with the club having undergone significant changes in culture, governance, and performance during Ian’s tenure.
Having left the club earlier this year, Ian is now channelling that experience into a new venture, Ingentro Consultancy, but he reflected on his time there with a deep sense of satisfaction, while admitting his nomination was a huge shock.
“You don’t go into golf club management expecting awards nominations,” said Ian. “You just get your head down, work hard and of course I tried to make the golf club a better place than when I first found it. To be recognised nationally by the GCMA, especially alongside some brilliant managers, is a real honour. For me it’s a reflection of the whole team at Coventry Hearsall — every member of staff, volunteer and director bought into my vision for the club.”
That team-first philosophy is rooted in Ian’s early career in hospitality, which he credits with shaping both his management style and his understanding of what drives performance.
“Working at Wetherspoons taught me two things that are gold dust in any industry: consistency and people,” he said. “When you’ve run over 14 pubs with a lot of staff, you learn very quickly how to balance standards, costs, and culture.
“That background made me very data-driven but also people-focused, as you can’t run a golf club from an office; you’ve got to be on the floor, visible, and connected. The hospitality world also ingrains efficiency — every pint, plate, and process matters — and that mindset translated perfectly into improving a golf club’s operations.”
At Coventry Hearsall, Ian applied those lessons to create a structure that was both professional and people-centred.
“It’s about improving the club from the inside out, improving the structure, raising the standards, and building a culture that genuinely delivers,” he said. “We rebuilt the trust between members, staff, and directors, and created an operation that runs with real accountability. I can’t emphasise how important rebuilding the trust has been, and the only way to do this is through actions and results.”
His approach combined governance reform and modernisation with targeted investment across every area of the business.
“Governance was strengthened, systems modernised, facility upgrades such as the pro shop redevelopment and modernisation, and project managing the new build of a Golf Studio incorporating the state-of-the-art Trackman IO system,” he explained. “We increased budget spend, increased member numbers, increased all revenue lines available, upgraded machinery and equipment on and off the course, and communication improved at every level. On reflection we have really invested well to futureproof the club.”
That investment also extended to the people behind the operation — something Ian regards as the single biggest factor in the club’s success.
“Recruiting the right people and being brave enough to pay them a salary that reflects both our ambitions was key,” he said. “Too many golf clubs look for the cheapest option rather than investing in real quality. For me, the biggest factor in our success has been recognising that good people make everything work better from governance to service and to profitability. When you recruit visionaries rather than placeholders, the standards rise automatically.”
Empowering those people to lead was equally central to his philosophy.
“It starts with trust and respect,” he said. “I’ve always believed that if you hire good people, you should let them do what they’re good at. My key staff don’t just want responsibility — they want accountability. They care deeply about how their departments perform, and they take genuine pride in the club’s success. My job is to support them, not to micromanage them.”
That culture of trust and collaboration, combined with clear strategic direction, helped transform both the performance and the atmosphere of the club.
“It’s gone from being reactive to proactive, from firefighting to futureproofing,” he said. “You can feel the difference walking through the clubhouse: the energy’s better, the facilities are smarter, the staff care, and the members are engaged. I’m proud that it’s now a proper business with a heart that’s commercially strong but remains part of the community.”
“Our Ladies’ Section has grown massively through the Apprentice Scheme, and it’s genuinely changed the feel of the club. The Junior Section has been another huge success story. We went from just eight juniors to 78 in four years, and 18 of them have already progressed into adult membership. That’s what growth looks like — not just numbers, but a proper pathway where young players become long-term members of the club.”
Inclusivity and social connection have become defining features of Coventry Hearsall’s modern identity.
“We’ve also modernised our competitions,” he said. “Medals, Stablefords, and team events that used to be separate for men and women are now, in most cases, mixed. It’s made the golf more enjoyable, more sociable, and far more reflective of what the club stands for — people coming together to play the game they love.”
For Ian, that sense of pride and belonging is the legacy that matters most.
“When you walk around the club now, you can feel the difference,” he said. “It’s friendly, busy, and full of life. That, for me, is one of the biggest achievements we’ve had at our club and one that I hope continues to develop and thrive.”
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.
