066 | Leadership Lessons & Legacy in Turf with Mark Jordan

Colin Burns on Authentic Leadership, Member Experience & Industry Trends In this conversation, Colin Burns opens up about his remarkable 30+ year career in the private club industry, charting an unexpected path from his family’s restaurant business in New Jersey to becoming the youngest General Manager in the history of Winged Foot Golf Club at just 32 years old. Over more than three decades at the helm, Colin oversaw multiple major championships, spearheaded $100M+ in capital improvements, and helped shape one of the most storied clubs in the world. Beyond his personal journey, Colin shares hard-earned leadership lessons—why authenticity matters more than polish, how building real relationships can open doors, and why a culture of fun is essential in an industry that exists to create memorable experiences. He also dives into the realities of member culture, from aligning boards with management to the importance of every touchpoint in shaping satisfaction. Looking ahead, Colin offers a candid take on the future of the club workforce, including opportunities for women and Latinas in leadership roles, concerns about losing long-standing multi-generational staff traditions, and the challenges of recruiting and retaining quality talent in today’s labor market. What You’ll Learn in this Episode: How Colin’s unconventional journey led him to one of the most prestigious GM roles in the world of private clubs Why authenticity and relationships are more important than résumés in career advancement The hidden gaps in board-management communication—and how to fix them Exciting opportunities for women, especially Latinas, in club management Why long-term staff relationships are fading—and what that means for the future of clubs Practical advice on aligning culture, member experience, and staff engagement   Links mentioned in this episode: Colin Burns Consulting - https://colinburnsconsulting.com/ Colin Burns LinkedIn - https://www.linkedin.com/in/burns-colin/  

Chris Fletcher joins the podcast to share his path through nearly three decades in the golf industry, the mentors who guided him, and the exciting challenges of constructing Old Sawmill, a new course in the Charleston/Hilton Head area. He discusses everything from grass selection and soil challenges to team building and member engagement, offering valuable insights for both golf professionals and enthusiasts. What You’ll Learn in This Episode How Chris’s 27 years of experience and mentorship prepared him for the Old Sawmill project The philosophy behind Old Sawmill’s unique membership model and member experience Agronomic strategies for managing diverse soils, drainage, and overseeding in a shoulder-season club The importance of superintendent–architect–contractor relationships in course construction Lessons in leadership, team building, and mentoring when starting from scratch How technology like turf scan is shaping modern course design and maintenance Links mentioned in this episode: Chris Fletcher - https://www.linkedin.com/in/chris-fletcher-004a442a/ Old Sawmill Golf Club - https://oldsawmillgc.com/  

In this episode, executive coach Scott Ramey shares lessons from his 32-year corporate career and introduces his Resonance Edge framework for leadership communication. Scott discusses best practices for executive performance and team communication. Scott spent decades in the corporate trenches, steering Fortune 500 companies like Transamerica, Nationwide, and AIG/Corebridge Financial toward billions in new business—while silently wrestling with crippling public speaking anxiety. But that wasn't the end of his story—he made it the beginning of something new. Through relentless determination, he rewired his fear into authenticity and impact, and now helps others do the same. He’s the creator of The Ramey Method, built around the S.P.E.A.K. Framework, a transformative system designed to shift speakers not just into presenters, but into voices of authority What You’ll Learn in this Episode:  You’ll learn how clarity, tone, and resonance can transform the way leaders connect with their teams.  Scott and Tyler explore common pitfalls, the role of authenticity and self-regulation, and practical strategies to cut through today’s noise.  Key lesson: Be yourself uncompromisingly as a leader; teams can sense inauthenticity Scott developed his leadership approach by observing both effective and poor leaders throughout his career.   Links mentioned in this episode:   Scott Ramey - https://thescottramey.com/

Turf, Tech, and Taking Risks: Leadership Lessons with Jason VanBuskirk On this episode of Leadership on the Links, we sit down with Jason VanBuskirk—a golf course superintendent turned tech entrepreneur—whose journey from turfgrass to tech has reshaped how modern superintendents think about efficiency, data, and innovation. Jason shares how his frustrations managing day-to-day operations at Stowe Acres Country Club led him to build a digital solution—TurfCloud—which ultimately evolved into a foundational piece of GreenSight’s cutting-edge platform. Today, GreenSight combines drone imagery, soil sensors, autonomous mowing, and job tracking into one integrated system that’s redefining the superintendent's toolbox. From navigating early startup chaos to forming key partnerships with companies like Husqvarna and Harold’s, Jason offers sharp insights for superintendents, innovators, and anyone looking to challenge the status quo. Whether you're curious about robotics, seeking smarter labor solutions, or just wondering what it takes to turn an idea into an industry-shaping company—this conversation delivers real lessons from someone who’s walked the fairway and paved a new path.     What you’ll learn in this episode From Superintendent to Innovator: Jason’s journey from Stowe Acres to launching TurfCloud and ultimately joining GreenSight as VP of Business Development. GreenSight’s Tech Stack: Drones, job boards, soil sensors, autonomous mowers—an all-in-one dashboard for superintendents. Autonomous Mowing is Here: Early adopters are seeing labor savings, consistent course conditions, and growing interest among members. Align with the Right People: Success in both turf and tech hinges on relationships—with your team, your mentors, and your family. Entrepreneurship Mindset: Don’t live in the “what ifs.” If you’ve got a good idea, go for it. Links mentioned in this episode GreenSight: https://www.greensightag.com/ Jason VanBuskirk (LinkedIn): https://www.linkedin.com/in/jason-vanbuskirk/  

 Innovative Drainage Solutions: A Conversation with Mark Luckhardt of Turf Rehab Episode Summary: In this episode, we sit down with Mark Luckhardt, co-founder of Turf Rehab, to explore his 30+ year career in golf course construction and drainage innovation. From his early days as an assistant superintendent to building one of the most respected drainage-focused renovation companies in the industry, Mark shares insights into the evolution of subsurface drainage, project management, and how to future-proof your business in a shifting market. What You’ll Learn in This Episode: How Mark’s experience with industry leaders led to co-founding Turf Rehab The growing demand for subsurface drainage in approaches, tees, and fairways—not just greens How Turf Rehab is managing staffing and cash flow by expanding into the sports field market The importance of industry relationships and team building in long-term career success Lessons in navigating industry skepticism and driving innovation adoption   Mark Luckhardt (LinkedIn): https://www.linkedin.com/in/markluckhardt/

Leadership Lessons & Legacy in Turf with Mark Jordan In this candid and insightful conversation, Mark Jordan—former GCSAA President and long-time leader at Westfield Country Club—joins Tyler Bloom to reflect on a 45+ year career in golf course management and his next chapter post-retirement. This episode is packed with career wisdom, practical strategies, and fresh perspectives on the evolving golf industry. You’ll learn: What separates managers from leaders in modern golf operations Reflections on serving as GCSAA President in 2021 during the pandemic Why maintenance and safety standards are critical (and often ignored) How GCSAA certification can open doors in your career Where the industry is headed—and how to position yourself ahead of the curve What Mark is building next in collegiate golf and golf advisory services Mark Jordan (LinkedIn) - https://www.linkedin.com/in/mark-jordan-make-an-impact/  

What sets good superintendents apart from great ones is their business ability. The most successful superintendents bring a higher-level thought process to their leaders, club members, and team. Patrick Michener shares how you can become that irreplaceable leader. Patrick has been the Superintendent at Bidermann Golf Course and Vicmead Hunt Club since January 2019. Prior to that, he was the Golf Course Superintendent at the Country Club of York in York, PA for six years. A graduate of Penn State University with over 20 years of experience in the turfgrass industry, Patrick has crafted his leadership skills at Aronimink Golf Club and Bidermann Golf Course. He currently serves on the PAGCS board and as a GCSAA Grass Roots Ambassador.  Executive-Level Leadership As a superintendent nowadays, turf management skills are a given. What sets you apart from others are your leadership and business abilities.  If you want to demonstrate your executive style thinking, stay ahead of club operations. If you know your GM is going to ask for a budget spreadsheet, make sure you’ve finished it before they even ask, and always know where you’re at in terms of capital.  Lastly, work on your communication skills. Learn to enjoy presentations so you can showcase what you’re doing to improve yourself, your operations, and your team. Take continuing education seriously and go beyond the expected turf management classes. Look for ways to expand your thinking, and invite other experts or mentors to provide a different perspective. Building a Great Team from Within Like many superintendents, Patrick had a hard time filling entry-level positions. Job postings were fruitless. But instead of being a victim of the circumstances, he decided to take responsibility for the hiring process.  Patrick shifted his focus from constantly rotating and training new staff to internal talent development. He knew if he could find a way to consistently bring in good people and keep them over time, the club would be much better off.  These days, everyone at Bidermann is on a track somewhere, whether it’s working toward a degree or certification or just their next job up the ladder. The result is a more consistent, skilled workforce. Enjoy this episode with Patrick Michener… Soundbytes 9:42-10:05 “Our department is much more than just keepers of the green or caretakers. The science that’s involved with turfgrass, the financial aspect, the business aspect, and most importantly, the leadership aspect. We’re a significant portion or maybe even the most significant portion of a club that helps with the operation.” 16:33-16:56 “We always talk about nowadays with the superintendent that turf management skills are all table stakes. You either have them or you don’t, and if you’re at that superintendent level, it’s likely that you have them. So then what’s the difference or what’s going to separate you from others?” Quotes “I've always felt you get out what you put into the industry.” “I love this job, I love what I do, I love the artistic aspect of it, the turf management aspect…but most of all, I really love developing the people that work with me and are on the leadership team day in and day out.” “I think every superintendent has it within them to bring that executive-level presence.” “Be as communicative as possible. Through good communication, all things are possible.” “Everybody is really just a flower waiting to bloom, is one thing I was told many years ago. Does everybody bloom? No, but many do if they’re put in the right circumstances. I just try to put people in the right positions to be successful.” Links mentioned in this episode: Connect with Patrick on LinkedIn: https://www.linkedin.com/in/patrick-michener-77623591/ 

Many professionals find themselves at a career crossroads, contemplating a career change or transition. Whether it's moving from a superintendent role to a sales/marketing position, or exploring opportunities beyond the golf course, these transitions can be both exciting and daunting. Eric Snelsire, a seasoned veteran of the golf industry, has experienced his fair share of career pivots. From his early days as an assistant superintendent at prestigious clubs like Oakmont Country Club, to becoming a superintendent at facilities like The Links at Lighthouse Sound, and eventually transitioning into sales and marketing roles, Eric has navigated the challenges and opportunities that come with changing paths. For those considering a career transition in the golf industry, Eric's story serves as a testament to the importance of self-reflection, skill development, and a willingness to embrace new challenges. By approaching these transitions with a positive mindset and a commitment to continuous learning, golf professionals can unlock new opportunities and find fulfillment in their evolving careers. Transitioning to Sales One of the primary challenges Eric faced during his transition was the perceived stigma associated with moving from the superintendent role to a sales position. "I would say that there's a little bit of an ego first for me having the background that I had of working at US Open Golf courses that there was almost a negative connotation of transitioning into sales like I had given up in my career, so to speak," he shared. This perception, unfortunately, is not uncommon in the industry, as some may view a move away from the golf course as a step back or a lack of dedication. However, Eric was quick to dispel this notion, emphasizing the valuable skills and experiences he gained as a superintendent that ultimately prepared him for success in his new role. Developing New Skills Another significant challenge Eric encountered was the need to develop new skill sets beyond agronomy. As a superintendent, the focus is often on maintaining the golf course to the highest standards, but as Eric noted, "Superintendents need to kind of take that leap of faith and say, I'm really a leader in this organization or club that I need to be at the table. And if you fear confrontation or those situations, just understand that there are going to be decisions made that are going to impact you that you're not going to have a say." This shift in mindset, from solely focusing on the golf course to becoming a strategic business partner, can be a difficult transition for some. However, Eric emphasizes the importance of self-evaluation, continuous education, and developing leadership skills to ensure a successful career transition. Despite the challenges, Eric's career journey also highlights the strengths and opportunities that can come with a career change. His diverse experience, from working at elite clubs to public facilities, has given him a unique perspective that he now leverages in his sales and marketing role. Soundbytes: “There's a place for everybody. If being at the elite clubs, like, early part of my career was something that you desire, you know, there's sacrifice to be made like that." (8:35-8:45) "Superintendents need to kind of take that leap of faith and say, I'm really a leader in this organization or club that I need to be at the table. And if you fear confrontation or those situations, just understand that there are going to be decisions made that are going to impact you that you're not going to have a say." (25:40) Quotes: "When your crew knows their work isn’t just about maintaining grass, but about creating a memorable experience, that’s when you see real pride and commitment." "It's not just about a well-groomed course; it's about understanding how every maintenance decision impacts the playability. If you want a course that meets the needs of every golfer, you have to plan every detail with that in mind." "Being part of our local GCSAA chapter isn’t just networking; it’s about sharing challenges and solutions with people who are in the same trenches. It’s invaluable for growth and camaraderie." "Every course has its own challenges, but when you work your way up, you learn to adapt to different budgets, expectations, and standards. The fundamentals don’t change; it’s just a matter of raising the bar." "If you’re starting out, focus on mastering the basics of agronomy, build your network, and remember that your reputation is everything in this industry."  

In this episode, Tyler talks with Matthew Shaffer, a renowned former golf course superintendent, about his career path and the lessons he's learned from various roles, including at high-profile clubs like Merion Golf Club and Augusta National, and humble beginnings. He credits his time at Hershey Food Corporation for shifting his perspective. At Hershey, he learned to see a golf course as a business asset rather than merely a space to protect. This exposure, combined with the mentorship of legendary superintendent Paul Latshaw Sr., gave him a "recipe for success."  Passionate about the profession, he describes his dedication and innovation to growing grass, mentoring, and equipment as essential to his role.  Developing a team in today’s environment Given the shortage of turf graduates, clubs must consider candidates from diverse educational backgrounds, such as sciences or teaching, for positions traditionally held by turf specialists. He emphasizes that creativity and adaptability can make non-traditional candidates strong assets.  During his time at Merion, Shaffer described the value of strong mentorship in creating a positive reputation and providing a supportive environment that allows team members to lead, make mistakes, and learn through correction. Shaffer advises clubs to focus on cultivating their own talent, acknowledging that good team members may eventually leave but can contribute significantly in the meantime. He shares examples of successful mentors, such as Duane Schell, who excelled at developing people despite limited resources.  The importance of communication, work-life balance, and leadership will be critical to retaining and developing today's assistants. Shaffer insisted on communication skills, even sending his team members to Dale Carnegie courses, despite their reluctance. Noting that while each person had a unique style—some stoic, others chatty—all shared qualities of resilience, focus, and a commitment to learning through their mistakes. Understanding club culture and respect for everyone's roles Maintaining an adaptable skills and clear communication with stakeholders given evolving club expectations, like the shift from a "brown and firm" aesthetic to "green and fast." During the hiring process for superintendents, it’s crucial to be transparent, helping the club understand its role in supporting the superintendent, rather than placing all responsibility on them. Shaffer advocates for educating Green Committees and hiring parties on resource limitations, suggesting that clubs often need to reassess their own priorities and funding distribution to achieve desired outcomes. He acknowledges the challenges that General Managers (GMs) face and underscores the value of understanding their roles, noting that success in golf course management relies on a strong relationship between the superintendent, GM, and golf pro—a "three-legged stool" essential for stability.  Strong communicators tend to navigate challenges better and foster trust with members and the General Manager around maintenance practices. Whether you’re a seasoned professional or just starting out, this episode offers actionable takeaways on leadership, innovation, and navigating the challenges of the golf course industry.

If “course management” were a hole on a golf course, it’d be the longest and most hazard-plagued, trap-filled hole you’d ever play — and you’d need two course junkies to advise you along the way. Luckily, we have the just the right ones in lifelong course executives David Delsandro and Jeff Corcoran. Delsandro’s career in the turf industry has spanned 25 years, most recently as the superintendent at Oakmont Country Club in Pennsylvania. His experiences include all types of conventional golf course construction projects, as well as large-scale site development, earth moving, utility relocation/installation, and building construction. He has worked with several leading golf architectural firms, including Fazio Design, Coore & Crenshaw, and Hanse Golf Design. Delsandro has successfully prepared for, hosted, and restored venues for four national championships, including two U.S. Opens. Corcoran has been a golf course superintendent for more than 20 years. He landed his first head superintendent job at The Weston Golf Club, outside of Boston, and he has been the director of agronomy at Oak Hill Country Club in Rochester, New York, since 2003. During his tenure at Oak Hill, he hosted two PGA Championships and two Senior PGA Championships. In 2019, Corcoran worked in conjunction with architect Andrew Green to renovate Oak Hill’s East Course. Corcoran has been responsible for placing 10 assistant superintendents into superintendent roles. They partnered last year to form Agronomic Advisors, a consulting company focused on providing a diverse, comprehensive suite of solutions to the golf course industry. In this episode, Delsandro and Corcoran look back fondly on the golf course as their babysitter, share the lessons they learned as leaders at premier venues, and advise today’s superintendents on leadership approaches in a changing industry. Your Club Selection Changes with Age, so Should Your Leadership Approach Most of us need to adjust our club selection as we age in order to hit the ball as far as we once did. The clubs we grabbed as teens, such as the self-described junkies Delsandro and Corcoran once were, won’t make the cut after we make the turn in the game of life. Neither will the same approach to managing a department in a golf club nor leading a large capital project. Know when and how to adapt. “When you’re younger, and you’re trying to prove yourself at this particular level, as a superintendent, your bandwidth for people that fall outside of those realms that you that you live in is pretty narrow,” Corcoran said. “I remember telling guys, ‘You don’t want to work till 7 o’clock tonight on Friday? You’re not dedicated enough. You’ve only worked 21 days in a row and you want a day off? You’re not dedicated enough.’ “That sounds awful now.” Recognize that it takes all kinds of individuals to build a team and have a culture of success. Labor Market Management The labor market in the industry has changed significantly in recent years, and that’s not just a problem for superintendents at local community golf venues. Leaders at the premier clubs face the same challenges, particularly when weighed against the facts that member expectations are not changing, nor are members willing to pay more for a stagnant experience. Talk about shifting winds on the dogleg. “The light-bulb moment for me was… I can either expect the labor market to change to meet the needs of one corporation or the upper echelon of one industry, or duh, realistically, we have to change to meet the labor market,” Delsandro said. Get as many outside perspectives, including those from outside the golf industry, as possible, and see what makes sense to apply as you manage a team at your course. Enjoy this episode of Leadership on the Links with David Delsandro and Jeff Corcoran! Quotes “The golf course was like my babysitter for the most part. My parents had to work. They just dropped me off, went to work, and they’d pick me up when it got dark out.” —Jeff Corcoran “I started working at the local public golf course when I was 15 just to get free golf. I thought I was going to work in the pro shop. I showed up on my first day with pressed khakis and a Sears, three-button Polo shirt, but at 9 a.m. I had some 60-year-old guy holding my ankles hanging over an irrigation ditch, covered in mud.” —David Delsandro “The labor market is such that there aren’t as many individuals that are as motivated as there [used to be], if I’m being very open and honest about that.” —Jeff Corcoran “You soon learn that you don’t know everything, and you need some help. You need people to see some stuff outside of the box and bring in consultants or industry professionals.” —Jeff Corcoran “There comes a point — and we’ve all been there, whether it’s your first intendent’s job or a new superintendent job at a different venue — that there’s the realization that happens when you’re like, ‘OK, I’m the guy now. Every decision that I make has consequences.’ And it’s more that you’re not trying to succeed, you’re just trying not to fail.” —David Delsandro “We’ve found that helping a new superintendent or a superintendent at a new venue has been some of the most rewarding work that we’ve done, because we’re able to serve the person who we used to be; to help them succeed by avoiding mistakes that we made.” —David Delsandro Links mentioned in this episode: Bloom Golf Partners: https://bloomgolfpartners.com/ Agronomic Advisors: https://agro-advisors.com/ Connect with David on LinkedIn:  https://www.linkedin.com/in/david-delsandro-5071692a6/ Connect with Jeff on LinkedIn:  https://www.linkedin.com/in/jeff-corcoran-5681092a6/ Follow Agronomic Advisors on X: https://x.com/agro_advisors23