Leadership Lessons from Tobacco Road
with Scooter Buhrman, General Manager

In the world of destination golf, few courses command attention quite like Tobacco Road Golf Club in Sanford, North Carolina. Designed by Mike Strantz and opened in 1998, this bold and unconventional layout has earned a reputation as one of America's most distinctive golf experiences.

At the helm of this unique operation is General Manager Scooter Buhrman, whose collegiate and professional playing career and 15 years in the golf business have shaped his approach to delivering exceptional experiences while honoring the course's rebellious spirit. His philosophy blends the precision of elite competition with the warmth of Southern hospitality, creating an environment where Tobacco Road's distinctive character thrives alongside operational excellence.

I sat down with Scooter to explore his leadership philosophy, operational strategies, and how his background as both player and manager informs his approach to running one of golf's most memorable destinations.

For anyone that is looking to become a GM in the future, Scooter's insights are for you.

A lot ot learn here, so let's get to it. Let's Grow Golf

-Rich

Lesson 1.
Assessment Before Action

When taking the job, explain the importance of studying the club and asking questions—what specific metrics, reports, or conversations should a new GM prioritize in their first 30 days?

I think it is important to assess, listen, and then prioritize before making any big decisions or changes. I would first focus on the financial performance of the club to understand where we currently are and better help to provide a picture of where we need to go. The next step would be to look at the operational performance to determine if the systems, policies, and procedures in place are working or need to be adjusted. The last and probably the most important task would be to assess the staff and culture. These will be vital in creating the experience for the club.

GG POV: Scooter's three-tiered assessment approach—financial, operational, then cultural—reflects sophisticated management thinking. By placing culture last but calling it "most important," he demonstrates understanding that sustainable change requires financial clarity and operational foundation before cultural transformation can take root.

Lesson 2.
Building Trust Through Presence

Building relationships with staff is clearly a priority for you. What are some things you've done to build trust and camaraderie with your team beyond the typical day-to-day?

The main thing is to be present, visible, and show you care. When you can create relationships and a shared sense of purpose, I believe you can get more people to buy into the culture you want to create. Make daily rounds to speak with all staff members and jump in when help is needed!

GG POV: The phrase "jump in when help is needed" reveals authentic leadership. This isn't management by walking around—it's leadership by working alongside. Staff quickly distinguish between managers who observe and those who participate, and the latter builds the trust necessary for cultural transformation.

Lesson 3.
Drawing from a Player's Perspective

With your background as a collegiate and professional golfer, how has your playing experience shaped your approach to delivering a great golfer experience at Tobacco Road?

Having played golf for over 30 years and working in the golf business for 15 years, I have been fortunate enough to play many great golf courses and really see many different operations. They are not all the same, but I believe you can take things from different places to help create the experience you want to provide.

Lesson 4.
Defining Excellence

What does a "great golfer experience" look like to you, and how do you align your operations and staff around that vision?

Here at Tobacco Road, we want to create a memorable experience for all guests by cultivating a welcoming atmosphere, delivering exceptional customer service, and offering elite course conditions. I believe it starts when they first book their tee time and goes all the way through to the post round experience. Our vision is to lead as one of the top destination courses in the US and we look for the staff to deliver a consistent outstanding product to achieve this goal.

GG POV: Notice how Scooter frames the guest journey from booking to post-round—this holistic thinking separates destination courses from daily fee operations. Every touchpoint becomes an opportunity to reinforce the experience, not just the four hours on the course.

Lesson 5.
Balancing Brand and Innovation

Tobacco Road has a distinct personality—how do you balance staying true to the brand and culture of the course while still pushing for innovation or improvement?

Tobacco Road is very unique and we try to lean into that as much as we can. The bold design and natural beauty create a golf experience unlike anything in the area. We want to keep the rustic and laid back feel, but also want to provide a professional atmosphere that you see at top destinations. We continue to look at improvement and innovation through cutting edge technology and best practices. We just purchased a robotic range picker and some robotic mowers!

GG POV: Scooter's approach to innovation (maintaining the "rustic and laid back feel" while implementing robotic technology) demonstrates how smart operators separate brand experience from operational efficiency. Guests feel the rustic charm; they don't need to see the behind-the-scenes complexity that delivers it.

Lesson 6.
A Philosophy in Practice

If you had to boil down your GM philosophy into a single sentence, what would it be—and how does that show up at Tobacco Road every day?

I believe it is important to create an environment where guests feel cared for, staff feels valued and appreciated, and the operation excels through consistent standards and communication. We strive everyday to make this a reality here at Tobacco Road.

GG POV: This philosophy reveals the interconnected nature of successful golf operations. Valued staff create better guest experiences, which drive operational success, which allows for continued staff investment. It's a virtuous cycle that starts with leadership commitment to people.

Conclusion

Scooter's approach at Tobacco Road demonstrates how effective golf course management balances multiple stakeholder needs while maintaining a clear brand identity. His emphasis on assessment before action, presence-based leadership, and the integration of innovation with tradition offers a roadmap for operators managing distinctive properties.

Perhaps most importantly, his recognition that great golf experiences extend far beyond the golf course itself—from booking to post-round—reflects the sophistication required to compete in today's destination golf market. At Tobacco Road, where the course design itself makes a bold statement, Scooter ensures that every other element of the operation lives up to that same standard of memorable distinction.

After speaking with Scooter, a trip to North Carolina is definitely in my future - and it should be in yours too.

That's it for this week. Let's Grow Golf.

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