London, UK – London is the most competitive financial centre in the world, overtaking New York in 2015 and utterly dominating the rankings compiled by analysts at the Z/Yen Group.

Formerly known as the KPMG Golf Industry Practice, GGA has deep roots in public accounting. Our experience with club and golf-specific asset development, financing, appreciation and investment strategies, means our team is uniquely qualified to assist club boards, owners, major financial institutions, individual investors and lenders with their most complex problems.


Every club, business or project seeks to create sustainable value for its stakeholders. To achieve such value requires highly-informed decision making, clarity of vision and purpose, clinical processes and the talent to implement.

At GGA we believe the most effective way for us to bring value to our clients, is to become their partner. Together we develop clear, practical financial tools proven to deliver meaningful and enduring impacts on performance improvement. We tailor our solutions to the needs of our clients to help them solve problems and pursue opportunities.


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  • Financial Plans

  • Financial Performance Analysis

  • Real Estate Developer Exit Strategies

  • Operational Budgets

  • Financial Feasibility Studies

  • Strategic Tax Planning

  • Equity and Debt Finance Solutions

  • Bridge and Take-out Financing


Winning Financial Practices

While directors carry ultimate responsibility for the financial resources of a club, it’s the relationship between the board of directors and club manager that can often determine just how well managed the finances actually are. Bobby Crifasi, General Manager of New Orleans Country Club, reveals the formula which keeps his club on a sound, sustainable […]

Using Technology to Your Operational Advantage

In what ways are clubs realizing operational gains through new technology solutions? GGA’s Martin Tzankov outlines the solutions helping clubs to reduce costs and enhance the playing experience. Golf and innovation do not always go hand in hand. Attempts to bolt new age technology into a traditional game and well-established club structures have often produced […]

Budgeting 2019

Budgeting for 2019 requires a broader-than-usual alertness to changing times and impacts on golf-oriented businesses. Newfound elasticity on revenue sources, such as dues and fees, will allow many to plan for revenue increases. That’s the good news. More sobering is the fact that most courses and clubs will strain to cover the rapidly accelerating costs […]

Board Priorities: Add Brand Management to Your Fiduciary Responsibilities

There are typically three priorities that command the attention of private club boards: (1) developing and using sound strategy; (2) ensuring the financial security of the club; and (3) governing the club responsibly.  However, in these days of over-supplied markets and the ongoing regeneration of many clubs, brand management has become massively important to clubs. […]

Financial Indicators to Monitor

What are the financial indicators that the club leadership should monitor to stay strong? Canaries in a coal mine were the early-warning system that saved miners’ lives before technologies for detecting noxious gases came along.  Just as careful miners took caged canaries underground with them, club directors are wise to protect the club by implementing […]

Build a better budget painlessly

Don’t put off creating next years budget any longer. Let’s dive into some strategies and tactics that can help break the budgeting process into manageable chunks and reduce the accompanying fear. Standards of Excellence Standards-setting must precede budgeting to ensure that club leaders and management are aligned in communicating expectations. At the highest levels, the […]



  • Real Club Valderrama
    Sotogrande, Spain
  • TMSI Sports
    Kanata, ON
  • USGA
    Far Hills, NJ
  • Gordon & Rees LLP
    San Franciso, CA
  • justONE Golf, LLC
    West Palm Beach, FL
  • City of Saint John
    New Brunswick
  • National Capital Commission
    Ottawa, ON
  • Salt Lake City Corporation
    Salt Lake City, UT
  • Parks Canada – Highland Links Golf Club
    Cape Breton Island, NS
  • City of Red Deer Parks and Recreation for Riverbend Golf Course
    Red Deer, AB
  • Canadian International Capital Incorporated
    Halifax, NS
  • HarbourEdge Capital Corp.
    Collingwood, ON
  • National Asset Management Agency
    Dublin, Ireland
  • Bank of Montreal
    Toronto, ON
  • Great Gulf Paramount Development Corporation
    Toronto, ON
  • Mattamy Homes
    Toronto, ON
  • TACC Group
    Woodbridge, ON
  • Hemisphere Resorts
    Toronto, ON
  • Heritage Pointe Properties Inc.
    De Winton, AB
  • Pinnacle Golf and Country Club – Melrose Investments Inc.
    Rogers, AR
  • San Juan Oaks Golf Club
    Hollister, CA
  • Fox Harb’r Golf Resort & Spa
    Wallace, NS
  • Canadian Golf & Country Club
    Ashton, ON
  • The Bridges at Tillsonburg Golf Course
    Tillsonburg, ON
  • Cape Breton Resorts
    Cape Breton Island, NS
  • Angus Glen / Goodwood Golf Clubs
    Markham, ON
  • Westlake International Golf Club
    Hangzhou, China
  • Radium Springs Golf Course
    Radium Hot Springs, BC
  • Kaneff Golf including Lion Head Golf & Country Club
    Brampton, ON
  • The Falcon Golf Club
    Montreal, QC
  • Domaine du Chateau de Lavagnac
    Languedoc, France
  • Copetown Woods Golf Club
    Copetown, ON
  • Bushmills Dunes Golf Resort & Spa Proposed New Development
    Bushmills, Northern Ireland
  • Angus Glen Golf Club
    Markham, ON
  • Westward Ho Country Club
    Sioux Falls, SD
  • Hillsdale Golf & Country Club
    Mirabel, QC
  • Mill Run Golf Club
    Uxbridge, ON
  • Scarboro Golf & Country Club
    Toronto, ON
  • Wentworth Club
    Surrey, UK
  • Country Club of Purchase
    Purchase, NY
  • Bigwin Island Golf Club
    Baysville, ON



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