Peterborough Milton Golf Club
Testimonial — Clubhouse Manager
How useful did you find the clubhouse strategy day from an operational point of view?
For example, did it help clarify priorities around service, standards, rota planning, training, menus, events, or daily clubhouse management?
I found the clubhouse strategy day very useful from an operational point of view. It gave us the opportunity to look at the clubhouse operation as a whole, rather than just focusing on the immediate day-to-day challenges.
It also highlighted the importance of having clear procedures and consistent standards across the team.
Did the session help you identify practical changes that could improve the clubhouse operation?
This could include staff structure, service consistency, member experience, financial control, communication, or general day-to-day organisation.
Yes, the session helped identify a number of practical changes that could make a real difference to the clubhouse operation. One of the main areas was looking at how we can create greater consistency across the team, particularly around service standards, staff responsibilities and communication. Having clearer expectations and better-defined roles should help the operation run more smoothly, especially during busy periods and events. It also encouraged us to look more closely at rota planning and staffing levels to make sure they are appropriate for the level of business, while maintaining good service and controlling wage costs.
How would you describe the value of having external support from Ingentro in a clubhouse/F&B setting?
For example, did it feel practical, supportive, honest, realistic, challenging, or useful for moving the operation forward?
I think having external support from Ingentro is valuable because it provides a fresh and independent perspective on the operation. When you are managing a clubhouse day to day, a lot of your time is naturally spent dealing with immediate operational requirements. Having someone external come in and look at the bigger picture can help identify opportunities or issues that may otherwise be overlooked.
Testimonial — General Manager
How useful was the strategy day in helping the club step back and review the clubhouse operation properly?
This could include commercial performance, member service, operational structure, standards, staffing, communication, and future direction.
The day encouraged us to step back and really consider the strategic direction of our F&B Operation, identifying what is important to our members and where efforts should be focussed.
Did Ingentro help bring clarity to the key issues and opportunities within the clubhouse?
For example, did the session help separate short-term operational fixes from longer-term strategic decisions?
The session enabled us to successfully separate day to day operational challenges from the longer term strategic aims for our F&B operation. Crucially, it enabled us to build the bridge between the two, and to begin to build the way forward for our staff and members. Without having the clarity of strategy, it is difficult to make operational decisions, and Ingentro were invaluable in supporting us to establish that.
Would you recommend Ingentro to another golf club looking to improve its clubhouse, F&B operation, member experience, or commercial performance?
If so, what would you say was the main value of the support provided?
The team at Ingentro provide a fair, professional and considered view of your operation and identify areas to improve. Their deep understanding of Hospitality within a Golf Club environment, particularly a members club like ours, enables them to offer considered opinions and support. Their experience shines through, and we would not hesitate to recommend other clubs speak to Ingentro to tackle their F&B challenges.
Testimonial — Board Members
Did the clubhouse strategy day help the Board better understand the role the clubhouse should play within the wider club.
The Strategy Day was very helpful it brought together Board members, the General Manager and F&B Manager to reflect on what members want and the financial consequences of those expectations. By continuing to pay close attention to this and, finding the balance point across the broadest cross section of the membership, the number of people using the clubhouse will increase and the energy that creates will help retain and attract new members. Our first priority is to make F&B work for members rather than increasing sales with visitor income.
Did the session help create clearer thinking around the future direction of the clubhouse?
We came away from the Strategy Day committed to redoubling efforts to establish what events, menus, opening hours and service levels attract most members. Our primary measure will initially be the percentage of golfers who come into the clubhouse after playing or using the practice facilities.
How would you describe the value of Ingentro’s input to the Board?
Ingentro really understand hospitality particularly in the golf industry and the role food and beverages play in the overall membership experience. They also understand the commercial realities and work with you to find a financially viable route forward.
