Known to his friends as “Rain Man” because of his amazing recall of any course he has played, any person he has met, or any place he has traveled, James J. Keegan has a zest for golf and for life itself.
With a great heart and a quick mind, he has established a wide-ranging network within the golf industry, an industry in which there may be only one degree of separation from the management leaders who make a positive difference. He leverages his educational background with his extensive experience in the golf industry to frame a vision that can be understood by all. He quickly “cuts to the chase.”
With nine principals averaging 20 years of experience in the golf business, JJKeegan+ provides common sense solutions founded on sound principals. With clients from Europe to Asia, and across America, JJKeegan+ has developed a unique process that is enhancing the golfer’s experience and the investment return of today’s golf courses.
As Managing Principal, Keegan has travelled in excess of 2,980,000 miles on United Airlines visiting over 250 courses annually and meeting with owners and key management personnel at more than 4,000 courses in 58 countries. Having successfully combined his passion for golf with his business acumen, this experience makes him uniquely qualified to offer expert opinions on trends and issues facing golf courses today because of his direct knowledge and interaction with the golfing community.
An accomplished writer, his most recent book, published in June 2020, is “The Winning Playbook for Golf Courses – Shortcuts to Long-Term Financial Success.” Previously he published – in June 2010, January 2012, January 2014 and August 2016, the award-winning book, “The Business of Golf – What Are You Thinking? How to Maximize the Financial Return of a Golf Course” (basic primer). In December 2013, Keegan published “The Business of Golf – Why? How? What?”, a field book for seasoned professionals. Over 7,000 copies of these books have been purchased in 16 countries and are being utilized at 15 universities.
From 2002 through 2019, he served as a panelist for Golf Magazine’s Top 100 Golf Courses. He is a former member of the Club Manager’s Association of America, the National Golf Course Owners Association and the International Network of Golf and and is currently a member of the National Golf Foundation. Keegan is a former volunteer of the Colorado Golf Association and the USGA Sectional Affairs Committee. Jim has served as a course rater and rules official for numerous tournaments including the local and sectional qualifying for the U.S. Open and the World Club Championship.
A certified public accountant with a B.B.A. Degree from Texas Christian University, Keegan earned an M.B.A. in corporate finance from the University of Michigan. He has also served as a captain in the United States Air Force and worked at KPMG as a computer audit specialist.
Can we improve the profitability of every golf course? Truth be told: the answer is no.
Change is a formidable foe. Just as a trainer cannot make someone lose weight or a counsellor cannot force a client to quit the excessive use of alcohol or cigarettes, it is foolhardy to think we alone can bring about change at your facility. Change only can occur from your commitment to improve.
The average golf course owner will continue to bemoan the economy, the weather, the oversupply of golf courses, and third-party tee time companies as the uncontrollable forces beyond their grasp that are causing their financial troubles. We believe the heart of the golf industry’s woes lies within the average golf course owner’s inability to consistently manage, providing a customer experience that equals or exceeds the price thus ensuring value.
A wide range of intellectual prowess, knowledge bases, and skill sets exists within the golf industry. Often assembled at a golf course are a few full-time and some seasonal workers who rarely have an understanding of the course owner’s vision, receive scant training, and are seduced to serve by thinking the fringe benefit of free or discounted golf offsets the low wages and long hours. This is not a formula for success.
After twenty-five years of mentoring clients, we have seen a clear pattern emerge as to who will be successful in the golf business. If you are an innovator who is willing to brainstorm what is possible, if you are an early adopter who likes to lead by testing new paradigms, or if you are good and seeking to be great, our insights, perspectives, and operational tools will definitely increase the profitability of your golf course.