In 2021, The Golf & Leisure Group acquired Bristol Golf Centre – and the value of the site has almost tripled since. It has just purchased the 3 Hammers Golf Complex in Wolverhampton. We speak to the company’s managing director about the plans for this venue and the company – which relies on income streams beyond just the golf course.
In just four years, The Golf & Leisure Group has proven that combining operational efficiency with a sharp focus on customer experience can significantly enhance both profitability and asset value. Since acquiring the Bristol Golf Centre, the value of the site has almost tripled — a remarkable feat given the timing and economic backdrop.
As a family-owned and operated business that now benefits from professionalised operations, The Golf & Leisure Group is demonstrating how a clear strategic vision, paired with ambitious execution, can drive measurable success.
The company’s recent acquisition of the 3 Hammers Golf Complex has accelerated its growth trajectory. Originally targeting five sites by 2030, the group now finds itself ahead of schedule — thanks in large part to the high-calibre team it inherited at 3 Hammers. This shared expertise has not only smoothed operations at the new site but also created a ripple effect, enhancing performance and efficiency at Bristol as well.
“We now have the team, infrastructure, and experience to scale,” explains Golf & Leisure’s managing director Carl Tomlin. “The search is underway for a third multi-offering complex, ideally within a 2.5-hour radius of the current sites and anchored by a high-quality driving range. We know this is where we can make the biggest impact. We have the right delivery, technology partners and experience to enhance customer satisfaction and increase usage dramatically.”
The vision? Elevating the driving range experience, which remains a cornerstone of the Golf & Leisure Group model, with ample space for fun, food and social golf — while also catering to serious golfers by providing technology with uncompromising ball flight accuracy. This dual approach ensures no conflict between customer groups and maximises usage across demographics.
While golf remains central, the company is also keenly aware of the industry’s seasonality. Jurassic Creek, the adventure golf experience at the 3 Hammers Golf Complex, has significantly improved the customer offering — especially when the British weather is accommodating!
The group has also built resilient, non-golf-related income streams to mitigate the seasonal fluctuations of golf operations. Some elements of the business model rely on third-party partners. Food and beverage operations, for example, are preferably leased — a strategic choice that ensures a strong offering without distracting from core operations.
“Entertainment golfers are social by nature. They care just as much about what they can eat and drink as where they play,” Carl notes. “We’re not just competing with other golf products — we’re competing with Flight Club, Bounce Ping Pong, Bowling Alleys — anywhere that offers competitive socialising with food and drink, so the standard has to be really high.”
The same philosophy applies to coaching. Having an offer that suits every customer is paramount. Much of the industry is moving online, which is a trend that The Golf & Leisure Group caters for, but the enduring value of in-person instruction is equally respected. At the 3 Hammers, the golf academy welcomes players from as young as two years old and the progression from adventure golf to traditional golf lessons can be managed seamlessly. Both activities grow side by side.
Working with a small number of trusted partners to deliver consistency, economies of scale and a strong brand across all venues remains the target. And, with a solid foundation, a growing leadership team and a clear roadmap for expansion, The Golf & Leisure Group is not just thinking big — it’s acting on it, and actively seeking its next site.
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