Our primary focus for 2026 is straightforward: Introduce 10,000 new people to golf
Not “engage”.
Not “raise awareness”.
Not vanity metrics.
Real people, experiencing golf for the first time or returning after drifting away.
That number isn’t accidental. It’s big enough to matter but grounded in what we’ve already seen across our venues.
We believe the future growth of golf won’t come from squeezing more out of the same shrinking group. It will come from:
- beginners
- juniors
- families
- casual players
- people who don’t see themselves reflected in traditional golf culture
And crucially, it will come from public, accessible facilities that feel welcoming rather than intimidating.
Juniors aren’t a side project they’re the foundation
One of the biggest mistakes golf has made historically is treating junior golf as a “nice to have”.
For us, it’s core infrastructure.
In 2026 we will continue to develop:
- the Link Golf UK Junior Academy
- the Link Golf UK Junior Tour
Not as isolated programmes, but as connected pathways.
That means:
- easy entry points
- affordable pricing
- visible progression
- competitive opportunities that don’t feel exclusive or elitist
Juniors shouldn’t feel like guests borrowing space from adults. They should feel like the future owners of the game.
If we get this right, retention takes care of itself.
Investing in people, not just facilities
Courses don’t improve by accident.
They improve because of people.
A major focus for us in 2026 is continued investment in:
- General Managers
- Head Greenkeepers
- leadership teams at venue level
We’ve already made strong progress across our sites, but momentum only continues if you bring the right people in and give them the tools, autonomy and standards to succeed.
Our ambition is simple:
- clear leadership
- strong local accountability
- pride in presentation
- consistency across venues
Facilities matter but culture is what sustains them.
Private course standards. Municipal prices.
This is probably the clearest way to describe what we’re trying to do.
We want our courses to stand comparison with any private members’ club in terms of:
- conditioning
- presentation
- customer experience
- professionalism
But at a fraction of the price.
And this is important:
Our courses are not affordable because they’re “cheap”.
They’re affordable because that’s the mission.
Public golf has suffered from a damaging perception for too long:
“Yes, it’s cheaper but that’s because it’s worse.”
We reject that completely.
Affordable does not mean low standards.
Accessible does not mean compromised.
We believe public golf can be:
- welcoming
- well maintained
- professionally run
- financially sustainable
And still cost less than traditional private membership.
Not because it’s “less than” but because it’s designed differently.
Smashing the perception of public golf
Doing this properly means doing things differently.
It means:
- challenging outdated assumptions
- refusing to accept “that’s just how municipal golf is”
- setting standards that surprise people
We want someone to walk off one of our courses and think:
“If this is public golf, why would I pay more?”
That’s not about undercutting private clubs. They serve a purpose and always will.
It’s about proving that quality and accessibility do not have to be opposites.
The Link Golf UK Annual Pass
One of the most tangible examples of this thinking is our upcoming Link Golf UK Annual Pass.
Shortly launching, it will allow:
- full access
- across all 7 Link Golf UK venues
- for one low, simple price
No complexity.
No hidden barriers.
No traditional membership constraints.
It’s designed for modern golfers:
- people who move around
- people who play casually
- people who want flexibility
- people who don’t want to feel locked into one place
We believe this kind of model is essential if golf wants to fit into modern life rather than compete with it.
Why this matters
None of this is about being different for the sake of it.
It’s about recognising that golf is changing whether the industry likes it or not.
People want:
- flexibility
- value
- quality
- and to feel like they belong
Our job in 2026 is to meet that reality head on.
To keep improving our courses.
To keep investing in people.
To keep lowering barriers.
To keep proving that public golf can be brilliant.
Looking ahead
Introducing 10,000 new golfers isn’t the end goal.
It’s a signal.
A signal that golf can grow without becoming exclusive.
That public golf isn’t a problem to be managed it’s the opportunity.
This year is about doing the work to make that visible.
And documenting it honestly as we go.