Executive Search: Golf Course Superintendent for Carrying Place Golf & Country Club


Golf Course Superintendent
Carrying Place Golf & Country Club
King, Ontario

The Club

Located just 20 minutes from Highway 401 and just minutes from Highway 400 in the wonderfully beautiful rural setting of King Township, Carrying Place Golf & Country Club is a home away from home for its members. The lush property brings a definite sense of belonging, which is a characteristic trademark of Carrying Place. The Club has a beautiful golf course, stunning views, a diverse membership and engaging staff.

Members enjoy the Club’s meticulously maintained course with exceptional pace of play, and the ability to get a tee time with no lotteries. The Club also offers social and competitive events throughout the season for those interested. The course traverses more than 125-acres of beautifully manicured rolling parkland terrain.

Carrying Place members can work on their game year-round with two indoor simulators (HD Golf and Trackman) to provide the most accurate technical data. Instruction is also available both indoors and outdoors.

The Club’s new practice area is located adjacent to the modern clubhouse, and just a few yards from the 1st and 10th tees. Carrying Place is currently in the process of building a new short game practice area.

Club Overview

  • 25,000 rounds (estimated 2023)
  • 500 Equity Members
  • $20,000 equity value
  • 125-acre property

Club Facilities


  • Golf course
  • Indoor simulators
  • New practice area


  • Multiple options in the modern clubhouse
  • Ability to host events

Position Summary

This position is responsible for all phases of the golf maintenance and agronomic operations including cost control and personnel in the Greens Department. The Golf Course Superintendent will work to provide exceptional playing conditions within the confines of the approved annual operating budget. They will design landscape plans for the facility grounds while working closely with the General Manager and Director of Operations to reduce the impact on members where possible. They will manage all grounds maintenance to include: the entrance to the club, driveway, gardens, The Manor and the Golf Course, which includes snow removal in the winter. They must be a self-starter and problem solver with the ability to lead a team towards a common goal. They will be a hands on visible leader willing to work as part of the overall management team to meet all club objectives. The position requires a creative, flexible leader willing to be part of a dynamic team focused on excellence.

The Club has a long history of supporting its Superintendent with maintenance practices required to elevate playing conditions. The Club is looking for an expert comfortable making decisions to continually improve the quality of conditions with a significant amount of autonomy. A willingness to interact with the membership, management team and key stakeholders will be important to the candidate’s long-term success. This role reports directly to the General Manager.

Duties and Responsibilities


  • Develop the Agronomic Annual Operating Budget
  • Meet or exceed the Approved Business Plan
  • Manage Fixed Assets Effectively
  • Plan and forecast current and long-term capital needs
  • Develop a capital maintenance and replacement plan
  • Execute projects and upgrades on time and on budget

Departmental Development:

  • Maintain Positive Staff & Member Relations
  • Develop and execute annual agronomic practices
  • Visible and accessible to members and staff
  • Enhance departments image/brand/reputation


  • Golf Course and all grounds
  • Assure Effective Safety Programs
  • Department consistency (playing conditions)
  • Manage the condition of all assets
  • Maintain a clean, organized and safe work environment for all
  • Ensure application of all club policies

Human Resources/Relations:

  • Oversee Wage & Salary Administration
  • Develop & Administer Annual Performance Appraisals
  • Assure Positive Employee Relations
  • Lead the Employee Development Process
  • Assure Personal Development & Growth


  • Oversee the maintenance of the turf, ornamental plants, shrubs, tress and wetlands and snow on the facility grounds
  • Develop a water usage tracking plan of the irrigation system
  • Ensure proper records are kept for chemical applications. as required by government regulation
  • Social media marketing of the department

Strategic Issues:

  • Seek & Execute Growth Opportunities
  • Maximize efficiency and minimize disruption where possible
  • Develop Differentiation Ideas


  • Post-secondary education from an accredited college or university, preferably in the field.
  • This position requires an individual with a minimum 5 years’ experience as an Assistant Superintendent or previous experience as a Golf Course Superintendent.
  • They must have a proven track record meeting and exceeding financial targets while delivering the highest quality in golf course conditioning and overall facility aesthetics.
  • They must be able to think on their feet and react appropriately to changing conditions.
  • They will be willing to work as part of the management team while being a hands-on visible leader.
  • They must have the ability to anticipate personnel, equipment and material requirements related to the golf course maintenance and repair assignments.
  • Experience hiring and managing a team to meet and exceed organizational goals within the confines of the budget in place will be seen as a significant asset.


  • Salary is open and commensurate with qualifications and experience.
  • The Club offers an excellent bonus and benefit package


IMPORTANT: Interested candidates should submit a resume along with a detailed cover letter which addresses the position qualifications and describes your alignment/experience with the prescribed position by October 13th at 5:00pm EDT.

Documents are required to be submitted in Word or PDF format (save as “Last Name, First Name, Carrying Place Superintendent Cover Letter” and “Last Name, First Name, Carrying Place Superintendent Resume”) respectively to: execsearch@ggapartners.com.

We thank all applicants for their interest but will only contact those selected for an interview.

Lead Search Consultant: 

Michael Gregory
Managing Director & Partner
GGA Partners™

For more information on Carrying Place Golf & Country Club, visit carryingplace.com


GGA Partners and USGA to Collaborate on Golf Course Superintendent Executive Search and Placement Services

New offering combines organizations’ expertise to improve golf facilities’ ability to deliver better playing conditions and enhanced golfer experience

BLUFFTON, S.C., and LIBERTY CORNER, N.J. (April 14, 2021) – The United States Golf Association (USGA) will join with GGA Partners (GGA), an international consulting firm, to launch a new service to place top-notch golf course superintendent candidates at facilities across North America.

As part of its suite of advisory services, GGA has long provided executive search services for facility clients. The collaboration will expand the company’s offerings, with the USGA Green Section’s agronomic and maintenance expertise serving as key factors in targeting the unique needs of each golf course and identifying superintendents with matching skills who can help facilities elevate playing conditions, improve course presentation and foster sustainable practices.

“For any golf facility, the ability to hire the right talent is crucial for long-term success, and we believe in creating and maintaining partnerships with facilities,” said Patrick DeLozier, GGA’s managing director of executive search. “The stakes are higher than ever for facilities looking to hire superintendents, and they are looking for candidates with a wide variety of skills.”

Added Craig Johnston, a GGA partner: “The ability to complement our services in strategy, facility governance, finance and operations with the USGA’s agronomic strength will ensure that we can continue to support our clients with the gold standard in best practices, education, innovative products and research.”

The collaboration will allow the USGA to expand its reach and enhance its ability to inform best management practices for golf course maintenance, including resource prioritization. As part of its mission to champion and advance the game, the USGA is helping to ensure a sustainable game in which course managers are empowered to create a positive experience for their golfers.

“GGA’s values and business areas are strategically aligned with our mission,” said Matt Pringle, managing director of the USGA Green Section. “With this new joint service, we can find the best match between the needs of the golf course and the skill set of their next superintendent, while providing ongoing support to deliver outstanding playing conditions and improved golfer satisfaction.”

The joint service will utilize the USGA’s nationwide network of agronomists, whose extensive knowledge of the facilities and superintendents in their regions will be pivotal to the program’s success. They will work closely with DeLozier, who heads up the firm’s executive search practice.

To learn more, contact Patrick DeLozier at patrick.delozier@ggapartners.com or Elliott Dowling at edowling@usga.org.


About the USGA

The USGA is a nonprofit organization that celebrates, serves and advances the game of golf. Founded in 1894, we conduct many of golf’s premier professional and amateur championships, including the U.S. Open and U.S. Women’s Open. With The R&A, we govern the sport via global set of playing, equipment, handicapping and amateur status rules. The USGA campus in Liberty Corner, New Jersey, is home to the Associations, Research and Test center, where science and innovation are fueling a healthy and sustainable game for the future. The campus is also home to the USGA Golf Museum, where we honor the game by curating the world’s most comprehensive archive of golf artifacts. To learn more, visit usga.org.


About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. GGA Partners has offices in Toronto, Ontario, Phoenix, Arizona, Bluffton, South Carolina, and Dublin, Ireland. For more information, please visit ggapartners.com.

Practice Areas and the Pandemic

If you’re thinking about adding or enhancing a practice area at your course, here are some things to keep in mind. This article was authored by Henry DeLozier for Golf Course Industry magazine.

Searching for a silver lining to a pandemic is mostly a fool’s errand. But many golf courses fortunate enough to stay open during the last five months have found something for which to be thankful: Thousands of golfers and would-be golfers are discovering (and rediscovering) a love for the game.

In many places, their affection is being stoked by short-game practice areas that are introducing new players to golf and giving more experienced players a place to hone their games, all the while boosting incremental revenues.

Bradley Klein, a veteran golf travel, history and architecture journalist and Golf Course Industry columnist, observes that the role of short-game practice areas is evolving. “Time constraints were the initial impetus, but that’s changed of late.” He says the trend is toward “more fun, family-friendly” areas that also provide practice opportunities for serious golfers. “They also constitute efficient use of land.”

What’s more, in this era of social distancing, short game areas are a safe space for youngsters to learn the game while socializing and exercising, according to Jan Bel Jan, president of the American Society of Golf Course Architects. She believes the trend will continue to gain momentum. “Short game improvement areas provide benefits to seasoned golfers, promote a welcoming introduction to golf for adult beginners and help courses remain competitive with other area facilities,” she says.

Pinehurst Resort injected new credibility for areas dedicated to the short game and demonstrated its revenue potential when it opened The Cradle — nine holes, all par threes, measuring 789 yards and covering 10 acres — in September 2017. In the last three years, The Cradle has hosted more than 100,000 rounds while becoming one of Pinehurst’s most popular courses.

If you’re thinking about adding or enhancing a practice area at your course, here are some things to keep in mind.

Know your customer.

New practice, training and game-improvement facilities require planning, which starts with understanding the type of player you want to attract. What skill levels will you prioritize? What will be the hours of operation? How will you price access? Member surveys and information exchange sessions with golfers will help you better understand your target audience’s needs and expectations.

Don’t get sloppy.

“Serious design, with interesting greens contours and variety of tee shots” are keys to effective planning, Klein says. “It has to be run like a real golf course and not like a sloppy afterthought.”

Make it fun.

Jim Wyffels, director of operations at Spirit Hollow Golf Club in Burlington, Iowa, is an innovative thinker when it comes to making golf fun. Spirit Hollow’s Shankopotamus Golf Academy, which features TopTracer technologies, was designed with two goals in mind, Wyffels says. “The first was to create an additional amenity for our stay-and-play guests in the evening and during inclement weather. The second was to create a new revenue stream in the evening and during winter months that would target our local market. Our plan was to create a fun, game-like family atmosphere where all age groups and skill levels, including non-golfers, could be entertained.”

Keep your superintendent in the loop.

How will the golf course superintendent maintain the short-game area? Engage the superintendent to ensure design characteristics that can be efficiently and cost-effectively maintained. Concerns such as adequate turning radii, slopes that can be consistently cut and safely navigated by staff, and shapes that match existing terrain on the adjacent golf course are planning priorities. Bel Jan advises planners to be mindful of optimizing drainage, building putting surfaces to established standards and minimizing shade impacts to enable turf recovery.

COVID-19 really has no upside; it has wreaked havoc in unprecedented ways. But if a crisis of its proportions has encouraged more people to take to the course, and prompted golf managers and leaders to think more innovatively about amenities like short courses and practice areas, then it has left something of value in its wake.