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About

We have worked with some legendary people in our time and learned quite a lot from them. What we found is that it isn't the technology that produces great results but the marketing which can be done on most any website and email system. The sizzle at Golf Marketing and Management Solutions is informing, entertaining, impacting, and engaging the viewer in a systematic way. When one does so successfully, often the results is a viral effect of passing along the marketing message to others thus giving the club more exposure.

Leslie’s expertise in golf course marketing comes from decades of course management experience so she knows and understands the challenges that we all face on a daily basis. This gives her insight and ideas that very few people involved in golf course marketing possess. She has given me suggestions and ideas whenever I ask for help to solve a problem or fill up space on our tee sheets. Having her as a resource for ideas when my business needs help is a resource that is truly priceless. Her help organizing and creating a quarterly marketing plan that fits your golf course is the key.  
-Andy Spaulding, Owner, Broadlands

No two clubs are the same so a cookie cutter marketing plan won’t do. Just like people, clubs and courses have their own personality and nuances. We work collaboratively with you and your staff on a custom plan for your club that fits your goals, your market, your strengths and your weaknesses.

Golf Marketing and Management Solutions believes that you will be so happy with our services that a long-term contract isn’t necessary. You will stay with us because you want to be with us, not because you are bound by some legal document. In fact, we don’t have a contract – we just have an agreement that you will find satisfactory.

Golf Marketing and Management Solutions is the brainchild of Bob and Leslie Devitz. Yep, it’s a family affair with a little help from friends. To quote a line from our favorite band, “If you are tired of the same old story, turns some pages. I’ll be here when you are ready to roll with the changes.” (REO Speedwagon’s Roll with the Changes) Beware though – Golf Marketing and Management Solutions is not a scalable operation. We can only handle a select number of clients. So act quickly if you want the practical, proven, pro-active and personal results that you desire.


Our Bios

  • Leslie Devitz

    Leslie Devitz

    Principal, Golf Marketing and Management Solutions
    January 2017 - Present

    National Golf Event Director, Women on Course
    October 2008 – Present

    Responsible for booking and running signature events annually or this national organization whose purpose is to introduce professional businesswomen to the golfing lifestyle.

    Marketing / Account Manager, Legendary Golf Management / Legendary Marketing
    January 2008 – December 2016

    Responsible for assisting both companies in revenue and marketing strategies along with supporting website and social media services. Directly produce, implement, and track marketing plans for 21 clubs.

    Divisional Golf Revenue and Sales Manager, ClubCorp, USA
    January 2003 - November 2007

    Responsible for the achievement of annual golf revenues of approximately $150 million for ClubCorp. Produced consistent year over year improvement in golf revenues and rounds with the largest growth coming from tournaments and outings. Worked with approximately 90+ clubs’ managers, golf professionals, and private event sales staffs along with other regional and corporate staff.

    Regional Membership and Marketing Director, ClubCorp, USA
    June 2000 – December 2003

    Golf and Membership Responsibility for 14 to 32 Private and Semi Private Country Clubs in the Eastern United States including one year as the only region with positive net dues. Each year showed prior improvement in golf and membership over prior.

    Golf Tournament and Sales Director, Inverrary Country Club, (ClubCorp, USA)
    April 1995 – June 2000

    Responsible for growing the non-member rounds at the club. Grew outside tournament rounds from under 3,000 to over 14,000. Additionally, responsible for other non-member play while the club transitioned from private to semi-private. This was a new position without any corporate support since a new position. It required being a self-starter and being able to create the position to meet the club’s goals.

    Membership Director, Inverrary Country Club, (ClubCorp, USA)
    April 1990 - 1995

    One of two membership directors at a club with over 1500 members. Because of the diverse membership roster and the club transitioning from private to semi-private, this position required diplomacy and strong sales and communication skills. Recognized for Club100, an exclusive group of Membership Directors who exceeded aggressive annual sales goals.

    This bird won’t run from a challenge – she’s basically fearless. Defied gravity with 842 sky dives, toured with the rock band, REO Speedwagon, has a love / hate relationship with the game of golf, adores anything horses, loves snow skiing and thrives on new adventures which is why she married Bob!

  • Bob Devitz

    Bob Devitz

    Principal, Golf Marketing and Management Solutions
    January 2017 - Present

    President and COO, Legendary Golf Management
    January 2008-February 2017

    Principal in Legendary Golf Management, a subsidiary of Legendary Marketing, providing operations, management, and marketing services to over 50 private clubs and golf courses nationwide. Responsible for all aspects of the business including acquisitions of new courses for management, marketing, and consulting as well as ensuring the fulfillment of all contracted services. Consistent record of driving all relevant revenue sources through quarterly game planning and improving internal efficiencies through business planning, financial forecasting and other business practices.

    Consultant, Feather Sound Country Club
    April 2005 –March 2007

    Assisted the Board of Directors of this formerly member owned Club in the sale of the Club to TRiSTAR Recreational Properties. Duties included developing a comprehensive package for due diligence for buyers, contract review and revision, cash management of a Club with over $900,000 annual negative cash flow, as well as responsibility for overall Club operations. The sale occurred in late December and I worked with the new owner on the development and implementation of a turnaround strategy. Achieved a $600,000 improvement in 2006.

    Senior Vice President, ClubCorp, USA J
    January 2002 – June 2003

    Operational responsibility for 33 Private and Semi-Private Country Clubs in the Eastern United States with total operating revenues of $134 million, $10 million in Initiation Fees, and planned 2003 EBITDA of $25.5 million. Achieved planned EBITDA for the Region in 2002 in spite of a soft golf industry. Region is on plan through mid-year for 2003.

    Specific responsibilities included:

    • Direct supervision of a staff including a Regional Vice President, Director of Financial Management, 7 Regional Managers and 7 Regional Specialists in the fields of Membership, Golf, Food and Beverage, and Technology.
    • Oversight and participation in Membership, Golf, and Food and Beverage Sales and revenue growth strategies.
    • Oversight and participation in Quarterly game planning for Membership, Golf, and Food and Beverage
    • Assistance in the development of Company-wide systems and tools for quarterly game planning, revenue growth strategies and operational efficiencies.
    • Review and Implementation of an Annual Business Plan for all entities including the Region’s overall plan.
    • Due Diligence and presentation to the Company’s Investment Committee for approval on Acquisitions, Divestitures, and Expansions.
    • Allocation and monitoring of approximately $8 million in capital replacement spending annually.
    • Assistance in the development of Company-wide systems and tools for revenue generation and operational efficiencies.
    • Selection, placement, and development of all Club Manager and Regional support positions.
    • Review and approval of ongoing quarterly forecasts for all entities.
    • Oversight and participation in Quarterly game planning for Membership, Golf, and Food and Beverage.
    • Review and oversight for implementation of Standards of Operation

    Regional Vice President, ClubCorp, USA
    1998-2001

    Operational responsibility for 21 Private and Semi Private Country Clubs in the Eastern United States with revenues of approximately $100 million and EBITDA of $17.5 million. Proven record of financial performance with year over year growth at EBITDA of approximately 10% during this time period.

    Specific responsibilities included:

    • Direct supervision of a staff including 4 Regional Managers and 6 Regional Specialists in the fields of Membership, Golf, and Food and Beverage.
    • Implementation and Review of Annual Business Plan for all entities.
    • Due Diligence and Presentation to the Company’s Investment Committee for approval on Acquisitions and Expansions.
    • Allocation and monitoring of approximately $7 million in capital spending annually.
    • Assistance in the development of Region wide systems and tools for revenue generation and operating efficiencies.
    • Responsible for the selection, placement, and development of all Club managers and Regional support positions under my supervision.
    • Review and approval of ongoing quarterly forecasts for all entities.

    Regional Manager, ClubCorp, USA
    1990-1994

    Operational responsibility for 5 to 11 City Clubs and Country Clubs in the Southeastern United States.

    General Manager, Inverrary Country Club, Ft. Lauderdale, FL
    1986-1990

    Operational responsibility for a flagship ClubCorp property with Revenues of $7 million and EBITDA of $1.6 million and host to PGA and LPGA Tour events.

    PGA professional, heart of an assassin when it comes to playing golf, big hearted friend to all animals, expert snow skier, savvy horse handicapper, loves good wine, travel and fun!

Let us help you work ON your business, not IN your business

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