The resort director at St. Mellion Estate in Cornwall talks about leading the venue he grew up playing at after 15 years of senior roles at Crown Golf clubs, and tells us what the resort has been investing in this decade, as it prepares for its 50th anniversary this summer.
You’ve recently taken up the role of resort director at St. Mellion Estate. What attracted you to the opportunity, and what does the role mean to you personally?
Having worked within Crown Golf for almost a decade, I always viewed St. Mellion as the pinnacle within the portfolio – somewhere that, if I consistently delivered results across multiple venues, I might one day have the privilege of leading.
On a personal level, the role carries enormous significance. My grandfather, Arthur Gray, was a member for more than 20 years and his name still appears on several of the honour’s boards around the resort. As a young boy travelling down from Enfield during school holidays, I would play both the Nicklaus Course and the Old Course almost daily. It was an incredible training ground and played a formative role in my development towards becoming a PGA professional.
To now return as custodian of the resort is both humbling and deeply meaningful.
St. Mellion clearly has a special place in your life. How does that personal history shape the way you approach leading the resort today?
I first played the Nicklaus Course in 1989, shortly after it opened, so I’ve witnessed the evolution of St. Mellion first-hand. The era of the Benson & Hedges International Open remains particularly vivid – a time when the resort truly sat at the forefront of European golf. There was a sense of occasion and prestige that left a lasting impression on me.
Today, I’m fortunate to work alongside long-serving team members who experienced that golden era first-hand. My approach is collaborative – harnessing their deep-rooted knowledge and pride in the resort, combined with fresh energy and a clear strategic focus.
Our vision is straightforward: to build on the established success of St. Mellion Estate – proud host of the British Challenge in recent years and recognised as a ‘Top 100 World Resort’ – by setting the benchmark for exceptional customer service while continually elevating our visual standards and operational performance.
You’ve progressed through five venues since joining Crown Golf in 2011. How important has internal progression been to your career?
It speaks volumes about Crown Golf as an employer. I joined in 2011 as director of golf at Orpington Golf Centre, and 15 years later I’m leading one of England’s most recognised golf resorts. That progression reflects a culture that rewards hard work, adaptability and results.
I’ve also been fortunate to work under supportive senior leaders who entrusted me with opportunities that stretched and developed me. In a multi-venue group, talent is visible – and if you are prepared to evolve, opportunities will follow.
You’ve managed a wide variety of facilities – from Orpington to Pine Ridge and now a major resort operation. How has that breadth of experience prepared you for this step?
The diversity of venues has been invaluable preparation. Some operations required structural and cultural overhaul; others were high-performing businesses demanding refinement and strategic growth. Those experiences-built resilience, patience and strong people-management capability.
My seven years at Pine Ridge Golf Club, one of the group’s largest revenue-generating venues, were particularly formative. Delivering sustained performance there provided exposure to complex commercial decision-making at scale. That experience has equipped me with the tools required for a multifaceted resort environment like St. Mellion.
Crown Golf has been vocal about investment across its portfolio. What key developments are shaping the future?
Crown Golf’s partnership with Fairway Capital has enabled significant strategic investment across the estate.
At St. Mellion, a £400,000 investment into a brand-new gym has strengthened our health and fitness proposition, broadening our demographic appeal. Across the portfolio, venues such as Wickham Park Golf Club have introduced Toptracer technology to enhance the driving range experience.
Post-pandemic, customer expectations have evolved. Golf alone is no longer enough; guests are seeking immersive, lifestyle-led experiences. These investments ensure our venues remain relevant, competitive and future-focused.
Facilities such as gyms and padel courts are becoming more common. How important are they to long-term sustainability?
Golf clubs must continually assess how effectively their space is working commercially. If an area is underutilised, the question should be: can it generate revenue while aligning with our long-term vision?
Non-traditional facilities such as gyms, padel courts and technology-enhanced ranges can significantly diversify income streams – but they must integrate with the club’s identity and business model. Driving ranges are perhaps the clearest example: venues without some form of technology risk stagnation, whereas those that innovate are seeing strong growth.
Diversification, when strategically aligned, is critical for sustainability.
St. Mellion celebrates its 50th anniversary this year. How significant is this milestone?
Reaching 50 years is a remarkable achievement. The Bond brothers’ vision to transform farmland into a championship golf destination was bold – and to subsequently attract the world’s best players elevated St. Mellion to iconic status.
Hosting the Benson & Hedges International Open, with champions such as Bernhard Langer, José María Olazábal and Seve Ballesteros, places the resort in rare company within English golf.
Our anniversary programme reflects that legacy. A summer celebration will bring together past and present members and colleagues; a distinguished September lunch will honour the resort’s history.
Importantly, the celebrations extend beyond golf – recognising the full resort journey of the past five decades.
As resort director, what are your immediate priorities?
Customer service is paramount. We have an exceptionally dedicated team, and if we elevate consistency in service delivery, the overall guest experience will rise accordingly.
Our engagement with 59club has already yielded recognition in several areas, including our course manager, Mike Bush, being named ‘Global Superintendent of the Year’ in 2025. That culture of excellence must extend across every department.
Operationally, St. Mellion is a complex site – multiple bars, kitchens and over 13 event spaces require disciplined resource management. We are focusing on smarter event planning and operational efficiency to ensure profitability matches ambition.
Our aim is simple: guests should feel that returning to St. Mellion is like coming home – with a distinctly warm Southwest welcome.
How do you see the role of modern golf resorts evolving over the next decade?
The key challenge is seasonality. Golf performs strongly between April and October, but resilience requires year-round revenue streams. Resorts must position themselves as lifestyle destinations, not purely golfing venues.
That means strengthening the standalone hotel, spa and leisure proposition, appealing to broader demographics and adapting to rising payroll and operating costs. Agility and commercial discipline will define successful operators over the next five to ten years.
What advice would you offer aspiring general managers within multi-venue groups?
Joining a multi-venue group such as Crown Golf provides exposure, structure and opportunity that can accelerate development. It allows ambitious managers to prove themselves, move between venues and grow within a clear framework.
Equally important is personal development. Invest in your own learning, remain curious and avoid complacency. The moment you believe you ‘know it all’ is the moment growth stops. Long-term success in this industry belongs to those willing to adapt, evolve and continuously improve.
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