Following two years of major financial difficulties, member of Blair Atholl voted in November 2014 to enter into an agreement with Pitlochry Golf Limited – the commercial enterprise that runs the club of the same name – to take over responsibility for the business interests of Blair Atholl. This continued until clubhouse management was returned to Blair Atholl in 2017, followed by all other operational responsibilities last year.
Chairman Hugh Mackintosh explains how he stepped in on an emergency basis but has so far spent six years leading efforts to rebuild the club’s constitution and steer it back to autonomy, with membership and visitor spending now on the up.
(Image: Damian Shields)
How did you end up as chairman of Blair Atholl?
I was born in the area. When I came back, though I was working in Edinburgh, I rejoined the club in 1991, but I did not have anything to do with running it – I just played.
There was a crisis six years ago when the whole committee fell out and resigned. There was nobody left. I stepped in and said, “I will resolve the issues for six months if I can get some help.” Kay [Fleming] was one of those who stepped up, as was Lesley [Gray], who became secretary.
I did not expect that six years later I would still be chair. A lot of it is heart and head because I love the course – I played there as a boy and could not see it fail.
Pitlochry Golf Limited was already running operations at Blair Atholl when you stepped up – why did they get involved?
I was not in club management when Pitlochry took over in 2015, but there were a number of issues. There was the increasing complexity of running a course, there were financial issues, and there was the question of how you advertise and market the course and manage booking systems.
My reading is that it was about saving Blair Atholl Golf Club at the time, and PGL were keen to save the club. Over the years, though, they realised that a lot of money was required and that supporting Blair Atholl was more demanding than they had expected. That is why they handed back the clubhouse in 2017, and eventually everything else last year.
The ‘lion’s share’ of revenues at Blair Atholl is generated from visitors (Image: Supplied)
What did that mean for the club?
It has been a challenge, but in many ways it is a blessing in disguise. We are now masters of our own destiny and can market better than before, when we were always a bit of a poor relation to Pitlochry.
We have focused on marketing, continuing to attract visitors and groups, and maintaining good relationships with the greenkeeper, the members and the landowner.
How important are those visitors?
The visitor aspect is vital, and we have some real advantages. We are a flat nine‑hole course with beautiful scenery just off the A9. Quite often people stop off for a game on their way up north. That is a real benefit.
The lion’s share of revenue comes from visitors. But it is very important to say we have put a lot of effort into securing members as well.
What are those membership numbers?
We now have 133 members and 16 juniors – the highest number of juniors we have had for years. That is down to local advertising, a higher profile in marketing which Kay heads up, and that has encouraged new members to join. We also reduced the subscription for Blair Atholl‑only members, and that has helped.
Though a challenge, the return of management control to Blair Atholl has also been ‘a blessing in disguise’ (Image: Supplied)
What has been good is that a number of Pitlochry members have become dual members. Those who were Pitlochry‑only now pay an additional £150, rather than £60 previously, to also play Blair Atholl. That has worked well financially and we are very grateful they continue to support Blair Atholl.
We also have 31 new members this year, which is unprecedented. We lose some and gain some every year, but 31 new members is exceptional.
Now that we have juniors, we can see the potential to do more with them and involve them more in the club. Golf is a fantastic game – it keeps you fit and brings many benefits – and we want to build on those strengths.
What are the big priorities now?
You will have seen that we are raising money for additional equipment. That has been successful – we have secured the two pieces of equipment we wanted, and that money has come from our members.
We still need to raise a fairly significant sum to redo the whole front of the clubhouse. We have done a temporary job which will do for the next three or four years, but we will need to find around £40,000 to get the work done properly. One of the options going forward is to obtain charitable status, as we have found that not having this makes it more difficult to secure money from various funds.
The present day clubhouse, originally known as the Invertilt Golf Pavilion, opened in June 1905 (Image: Supplied)
Do you worry about who runs the club next?
One of the main challenges we have, in addition to what we’ve already talked about, is around people. I am 78 now. When I stepped in for six months I never expected to still be involved six years later, though I have done it willingly and have gained a lot personally.
We need to find people with the necessary business and management experience, marketing skills and so forth to take over from the present committee and drive things forward.
What does success now look like for Blair Atholl?
Last year was a very good season; this year is even better. We are attracting people to the course, building up the membership, supporting the membership and getting everybody to have both their heart and their head in supporting the club.
The club has a wonderful history and we need to make sure that doesn’t die. When I think back to what golf meant to me as a boy, it gave me so much. Those of us who have gained so much from the golf course, and from people who supported us, need to make sure we can do that for others in the future so they can have the joy of playing and everything it means.
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(Image: Damian Shields)