From Irrigation to Innovation: Martin Piché’s Guide to Modern Club Management at Scarboro G&CC
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Innovation in Golf Club Management: Inside Scarboro G&CC with General Manager Martin Piché
Running a private golf club in 2025 means balancing legacy and innovation every single day.
Few leaders embody that balance better than Martin Piché, General Manager & COO of Scarboro Golf & Country Club—Canada’s only 18-hole A.W. Tillinghast design and one of the country’s most storied private clubs.
With over 25 years in the golf industry and a rare journey from superintendent to COO, Martin has a front-row seat to both the operational and cultural evolution of private clubs.
In this episode of The AceCall.ai Podcast, he shares how Scarboro is navigating multimillion-dollar capital projects, building trust through communication, and exploring the right ways to bring AI and data into the club environment—without losing the human touch that makes private clubs special.
From Turf to Team Leadership
Martin’s career began with a summer job on a grounds crew in Quebec.
What started as a temporary gig evolved into a lifelong passion for agronomy, eventually leading him to the University of Guelph to study turf management.
That technical foundation, he says, shaped the way he sees the entire operation of a club.
“When you’re a superintendent, you’re managing 18 holes. But when you move into general management, you start managing an ecosystem.”
Making that leap, from managing grass to managing people, required more than a new title.
It required a shift in mindset. Martin learned early that organization, communication, and empathy were the essential skills that would carry him forward.
Today, those same principles guide his leadership across all departments, from turf and F&B to finance and governance.
Managing the Unexpected, Managing Expectations
If there’s one theme that defines Martin’s management philosophy, it’s this:
Expect the unexpected and communicate the predictable.
Every club manager knows that no two days are the same. Equipment breaks. Weather changes. Members have needs—often competing ones. The only constant is that expectations remain high.
“You never know what’s going to happen on a daily basis,” Martin said. “But members still expect a great experience every single time.”
For Martin, the solution lies in two types of management: proactive and responsive.
Proactive management means forecasting challenges before they happen. Whether that’s staffing shortages or upcoming course conditions.
Responsive management means addressing those challenges quickly and clearly when they do arise.
In both cases, communication is the bridge. It’s what keeps members informed, staff aligned, and expectations realistic.
Building Trust with Boards, Committees, and Staff
Transitioning from a technical background to an operational leadership role came with its own challenges.
Earning credibility with board members, department heads, and committees meant leading through transparency and preparation.
“Transparency builds a lot of trust,” Martin shared. “Be clear, be accountable, and be prepared.”
Whether it’s a board presentation, a capital plan review, or a daily department huddle, Martin shows up ready—with facts, context, and solutions. Over time, that consistency builds confidence.
His advice for new GMs or department heads is simple but powerful:
Show you understand the club’s full picture, not just your department.
Lead by example: do what you ask others to do.
Coach, don’t micromanage. Empower people to do their best work.
As Martin puts it, “You’re one person. A club is a big wheel. It only turns when everyone around you is strong.”
The Superintendent’s Advantage: Seeing Systems, Not Silos
One of Martin’s superpowers as a GM is his systems-level view.
Superintendents, by nature, think in interconnected processes—weather, soil, irrigation, staffing, equipment—all working in harmony. That mindset now serves him across the entire operation.
He encourages other leaders to break down silos and promote cross-departmental empathy.
During COVID, for example, when staff shortages hit, employees from every department helped wherever they could—serving coffee, moving furniture, even assisting in maintenance.
That spirit of teamwork, Martin says, became part of Scarboro’s DNA.
“We’re only as good as our team if we’re all moving in the same direction and have the same goals.”
Leading Major Capital Projects Without Losing Focus
Scarboro is currently in the midst of one of its largest capital undertakings in decades—a two-phase irrigation system replacement and master plan renovation that includes tees, bunkers, and infrastructure upgrades.
It’s a massive project that touches nearly every part of the course.
The kind of project that can divide a membership if not managed well. But under Martin’s guidance, the process has been remarkably smooth—and that’s not by accident.
His keys to success:
Clarity of vision: Members must understand why the project matters and how it supports the long-term plan.
Frequent updates: Drone photos, videos, and progress reports keep members excited instead of anxious.
Collaborative planning: Superintendents, contractors, committees, and boards all have input.
Contingency planning: Every large project needs flexibility for cost overruns or unforeseen conditions.
“Communication is everything,” Martin emphasized. “Show the milestones, share the wins, and celebrate the progress.”
When members see where their dollars are going—and when—they’re more forgiving of temporary inconveniences. It also builds long-term trust in leadership.
Balancing Budget, Timeline, and Member Experience
Every club leader knows the pressure of keeping projects on time and on budget.
Martin’s approach is a model of disciplined flexibility.
He begins each project with a well-defined scope, realistic timelines, and open communication with contractors. Then he tracks progress daily with his finance team to monitor spend and anticipate challenges before they escalate.
He also believes in building a contingency buffer for every major initiative—so small surprises don’t derail large outcomes.
“You can’t control everything,” he said. “But if you communicate clearly and keep good records, you can explain the why behind every decision.”
This transparency with boards and committees doesn’t just protect the budget—it strengthens governance confidence.
Renovating Culture Alongside the Course
The physical upgrades at Scarboro—new irrigation, tees, bunkers, and a renovated sports lounge with simulators and a putting green—are impressive.
But perhaps the deeper transformation has been cultural.
As Martin puts it, “Every big project is a team project.”
He’s used the renovation period to reinforce collaboration, shared vision, and collective pride.
During the planning and construction phases, staff from different departments contributed ideas.
The result wasn’t just a better golf course, but a stronger organization.
“Everyone pitched in. Everyone had a voice. That’s what makes it rewarding.”
Where AI Fits Into Modern Club Management
Martin is candid about being in the early stages of his AI journey. Like many in the industry, he’s experimenting with ChatGPT and exploring where AI can support—rather than replace—human expertise.
At Scarboro, technology already plays a role in operations through:
GPS-guided spraying and irrigation controls
Data-informed turf management
Scheduling and staffing analysis tools
Interest in chatbots and reception automation
These innovations are not about cutting jobs but about freeing staff to do more meaningful work.
“AI should help us spend more time with members—not less,” Martin said.
“It’s a people business. The human touch has to stay at the center.”
That mindset is key. In an age where efficiency often competes with experience, Scarboro’s approach shows that AI can be additive, not extractive.
Governance in the Age of Data
One of the most intriguing parts of the conversation came when Martin spoke about data-informed governance.
Boards are increasingly looking for benchmarking, financial comparisons, and trend analysis to support their decisions.
AI tools, when used thoughtfully, can make that information faster and more comprehensive.
But Martin warns against over-reliance.
“AI can help collect and organize information,” he said. “But it can’t understand your culture, your members, or your history.”
He believes technology should inform decisions, not make them—and that every major decision must still align with a club’s mission, values, and member experience.
Lessons from the Superintendent’s Chair to the GM’s Office
Looking back, Martin’s journey from turf to the boardroom carries timeless lessons for any aspiring leader in the private club industry:
Master your craft—but stay curious. His curiosity about operations beyond agronomy led him naturally into leadership.
Build trust through transparency. Every stakeholder—member, board, or staff—wants clarity and honesty.
Treat projects as cultural opportunities. Use construction and change as chances to strengthen team unity.
Lead with empathy. People remember how you make them feel, not just what you deliver.
Embrace technology, but never forget the human side. AI can help manage information; it can’t manage relationships.
A Vision Rooted in Legacy and Looking Ahead
Scarboro Golf & Country Club has come a long way from its early 1900s origins as a curling and golf facility to a modern, multi-season club that’s redefining member experience.
Under Martin Piché’s leadership, the club has not only upgraded its infrastructure—it has upgraded its mindset.
His calm, data-informed, and people-centered approach proves that modernization doesn’t have to mean disruption.
It can mean refinement. It can mean renewal. And it can mean creating the kind of environment where technology quietly supports the timeless values of hospitality, community, and pride in place.
Final Thoughts
Martin’s message for fellow club leaders is simple:
Focus on communication, empower your people, and modernize with purpose.
Whether you’re managing a renovation, planning an AI initiative, or simply trying to make operations smoother for your members, his playbook is one worth studying.
“At the end of the day,” he said, “members come to their club because it feels like home. Our job is to protect that feeling while helping it evolve.”
🎯 Want to Win With AI at Your Club?
If you’re curious where AI could make your club more efficient, without losing its human touch, consider booking an Ace AI Audit.
We’ll help you uncover opportunities to streamline operations, improve communication, and enhance member experience using the best AI tools available today.
📞 Call us at 1-866-838-8581 or visit AceCall.ai to learn more.
