Since its opening in 2003, few venues within the UK golf landscape have managed to continuously challenge convention in a similar manner to The Grove. Over the last two decades, the Hertfordshire-based resort has carved out a distinctive position within the market, not least due to its championship quality course, but through a progressive operating model that places accessibility, and experience at its core.
At a time when traditional membership structures continue to dominate much of the industry, The Grove has remained steadfast in its identity as a premium public facility while constantly evolving its offering to meet the ever-changing expectations of modern golfers while ensuring the highest standards of presentation and service.
In this interview, GBN discuss with Joel Westwell, Director of Golf at The Grove, how he plans to sustain the resort’s position at the forefront of UK golf, delving into the long-term impact of operating without a traditional membership model, as well as the importance of maintaining a strong internal culture to deliver exceptional guest experiences.
GBN: The Grove has operated as a public facility without a traditional membership model since opening in 2003. How has that model stood the test of time, and has it ultimately been a competitive advantage?
Joel: Whilst many clubs benefit from a traditional membership model, without one, The Grove has been able to push the boundaries on what Golf can look and feel like. Golf at The Grove is all about removing barriers to the sport, being inclusive to all and making people feel genuinely comfortable throughout their time with us which we feel has been easier to achieve whilst not having a traditional membership model. It allows us to pull the levers to make decisions that are best suited for our guests all the while being conscious of our commercial obligations too.
What are the key challenges in maintaining championship standards year-round at The Grove?
The biggest challenge is managing the balance between presentation, playability and long-term course health in a climate that can be unpredictable and often demanding. Periods of sustained rainfall, limited daylight and colder temperatures all place pressure on maintaining consistent conditions throughout the year.
Our approach is increasingly guided by sustainability. Our greenkeeping team make informed decisions around water usage, chemical inputs and maintenance practices to ensure the course remains resilient for the long term. Those decisions are always made with a long-term view, ensuring the course continues to perform at the highest level. It’s about taking a long-term view, ensuring the course performs not just today, but for years to come.
How challenging is it to attract and retain high-quality staff in today’s golf and hospitality market, and how much does internal culture influence the standard of experience guests ultimately receive?
It is undoubtedly a challenge across the industry, but I feel incredibly fortunate to work with a fantastic team at The Grove. We place a strong emphasis on recruiting for cultural fit and a genuine willingness to learn, which has been key to building a cohesive and motivated team.
Over the past few years, we’ve invested heavily in our internship programme, attracting some of the very best emerging talent, which has played a significant role in our success. Just as importantly, our full-time team continue to develop and progress internally, creating clear pathways for growth.
Ultimately, culture underpins everything. Engaged, motivated teams deliver better experiences, and that is directly reflected in the quality of service our guests receive.
How does the ambition to host future major events influence everything from infrastructure investment to how the course is set up on a daily basis?
That level of ambition effectively sets the standard across the entire operation. It influences how we think about infrastructure, long-term investment and the resilience of the golf course, ensuring everything is built to perform under the highest level of scrutiny.
From an agronomic perspective, it drives consistency in conditioning and attention to detail on a daily basis. Operationally, it encourages us to think ahead, refine processes and maintain a level of readiness that elevates the experience for every guest, not just at peak moments.
How do you assess the current state of the UK golf ecosystem in terms of participation and demographics, and what do you believe will define the most successful golf resorts in the UK over the next decade?
The UK golf market remains strong following the recent surge in participation, but the focus now is on sustaining that momentum and broadening its appeal. While demographics are evolving positively, there is still more to do to make the game more inclusive and flexible.
At The Grove, supporting women in golf is huge for us, we have become a signatory for The R&A Women in Golf Charter, hold regular women’s clinics and events, and work with England Golf to deliver initiatives targeting junior female golfers to inspire them to get into the game.
Looking ahead, the most successful resorts will be those that move beyond traditional golf, creating destinations that blend high-quality golf with hospitality, wellness and wider experiences for both golfers and non-golfers.
Resorts that embrace flexibility, invest in their people, and use data and technology intelligently, without losing the human touch, will be best placed to thrive in what is an increasingly experience-driven market.