From stabilizing demand to rising costs and smarter use of technology, industry leaders share what owners and operators should expect in the year ahead.
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After five consecutive years of record-setting demand, the golf industry is entering a more measured phase. Participation remains elevated, private club interest is strong, and capital continues to flow into the sector, but the pace of growth is beginning to level off. Heading into 2026, owners and operators are shifting from riding momentum to refining strategy, with sharper focus on loyalty, labor pressures, technology adoption and the long-term value of the golfer experience.
To understand what comes next, Golf Inc. spoke with leaders across management, ownership and technology about the signals they are watching and the decisions shaping the year ahead.
Demand: Still high, finally stabilizing
Executives across the industry say demand remains historically strong, even as growth moderates.
“As we all know, demand has grown to record levels each of the past five years,” said Steve Skinner, CEO of KemperSports. “I see the year-over-year growth rate slowing as we have reached historically high levels but believe we will still see growth with many new players, such as women and youth participants entering the game.”
Jim Oliver, chief operating officer of Heritage Golf Group, pointed to data supporting that outlook.
“The big picture: demand is stabilizing at a high level,” Oliver said. “NGF data shows rounds are still running well above pre-COVID norms, even with a slight dip early in 2025. Participation remains elevated and private membership interest continues to perform.”
At the same time, Oliver said golfer behavior is changing.
“At Heritage, we’re seeing strong underlying demand but more selective behavior,” he said. “Some markets softened with weather or economic pressure, but broadly, we’re settling into a sustainable, post-COVID surge baseline.”
From momentum to strategy
Several operators emphasized that 2026 will reward discipline more than scale.
“The rising tide has peaked,” said Jim Hinckley, CEO of Century Golf Partners. “The golf industry has enjoyed a strong five-year surge in demand and spending. That rising tide appears to have peaked, and we should expect a steady-state environment going forward.”
Growth, Hinckley said, will come from execution rather than market tailwinds.
“Facilities can no longer rely on momentum,” he said. “Going forward, it is critical that owners and operators have clear strategies and action plans to improve the golf course, enhance service delivery and strengthen financial performance.”
Where owners are spending
Capital projects remain active, though priorities are shifting toward flexibility and engagement.
Blake Walker, founder, chairman and CEO of Arcis Golf, said some areas of focus for 2026 projects are short courses, longevity and wellness amenities and member social spaces.
“While labor and wage pressures have steadied, overall costs and water restrictions are constant pressures on the industry that we look to proactively manage,” he said. “Technology remains a significant opportunity, both internally and customer-facing.”
Jay Karen, CEO of the National Golf Course Owners Association, said practice facilities continue to offer strong returns.
“In my humble opinion, the smartest use of limited capital has been in the upgrading of the driving ranges at both public and private courses into practice and play spaces,” Karen said. “These new spaces are scratching an itch for golfers and golf newbies who want to have fun and those who want to get feedback on their capabilities.”
Costs that keep rising
While demand has steadied, cost pressures persist.
“Like all years, operators have to carefully manage their payroll and expenses,” Skinner said. “We continue to see wage pressure and inflationary pressures throughout all areas of the business.”
Hinckley said golf-specific inflation remains particularly challenging.
“Operating costs for labor, insurance, agronomy, utilities and equipment continue to rise above the national average,” he said.
Karen added that labor pressures extend beyond wages.
“The questions your employees will be asking themselves — can they make a living wage, can they save for retirement, can they afford a home — those pressures will find their way back to employers,” he said.
Technology moves to core infrastructure
Technology adoption continues to accelerate, particularly around pricing and operations.
“More and more operators are relying on their golf management software systems to help with pricing decisions,” Karen said. “Dynamic pricing capabilities have given an enormous opening for much-needed incremental revenue.”
Karen cautioned that operators must remain mindful of regulatory and consumer scrutiny.
“We must be aware and responsive to proper algorithmic formulas when deploying predictive or dynamic pricing,” he said.
AI’s real impact is operational
Ross Liggett, founder of Metolius Golf, said AI’s biggest impact will be behind the scenes.
“Most still think of AI as content generation,” Liggett said. “But the real impact is operational: reconciling transactions, generating commission reports, building staffing models, tagging customer behavior and connecting isolated systems.”
Liggett said automation could free up 10 to 20 hours per week of management time in 2026, but only if implemented intentionally.
Designing for loyalty, not just rounds
Operators increasingly see loyalty as a design problem, not a marketing one.
“NGF research shows golfers are visiting courses with more intention and treating them as all-day destinations,” Oliver said. “Operators often talk about loyalty but rarely design for it.”
Oliver said the opportunity lies in systems that reward engagement across golf, F&B, events and ancillary spending.
“Many operators are still optimizing for rounds instead of relationships,” he said.
What golfers are willing to pay for
Spending remains healthy, though more deliberate.
“We’re not seeing golfers spend less, but we are seeing them spend more selectively,” Oliver said.
He noted that golfers are increasingly willing to pay for elevated experiences while cutting back on what feels ordinary.
“They’re watching routine costs more closely, but they’ll absolutely spend on something memorable or elevated,” Oliver said.
The experience gap is widening
Hinckley described a growing divide in the market.
“A clear K-shaped economy is emerging in golf,” he said. “Affluent consumers are spending, traveling and investing in premium experiences, driving strong results for higher-end private clubs and destination golf resorts.”
Lower-income consumers, he said, are feeling financial pressure that affects entry-level and value-oriented facilities.
Risk, liability and professionalism
Operators are also taking a more structured approach to risk management.
“Yes — operators are taking liability more seriously and insurance carriers are pushing for it,” Oliver said. “We’re seeing more structured safety programs, better staff training and increased use of digital incident logs and compliance tools.”
Oliver said safety is increasingly viewed as part of the overall guest experience.
“It’s no longer just a box to check,” he said.
What operators are underestimating
Karen said cultural shifts in golf remain underappreciated.
“The looser, more casual posture towards the game is still being underestimated by course owners and operators,” he said. “If we don’t lean into this, I’m concerned the millions who are bringing this to the game will start leaning away.”
What will look different a year from now
Liggett expects personalization to reshape member engagement.
“Clubs will move away from one-size-fits-all communication toward hyper-personalized, AI-driven member journeys,” he said. “Even small teams will be able to deliver what previously required a full-scale concierge staff.”
The bottom line for 2026
Leaders agree that success will hinge on intention.
“Growth will rely on strategy and execution rather than market momentum,” Hinckley said.
Demand may no longer be accelerating, but for operators willing to adapt, opportunity remains firmly in play.
This article originally appeared in the January/February 2026 issue.
