Case Studies

Here are some case studies of our work for you to download. They provide more background and detail to the assignments we have undertaken, the scope of services, methodology of our work and of course the results delivered. Please click on the case study to download.

Espiche Golf, Portugal

Turnaround and Advisory Services (2013 - 2015)

Most other owners would have given up and gone home, but not the determined owners of a beautiful piece of land in Espiche.  Espiche Golf is situated about 10 minutes from its more famous and larger neighbour of Lagos, in the Western Algarve.

Paul Langley, Rob Cawthorn and Peter Thornton have weathered many storms over the past 27 years they have been working on this project, but perhaps their biggest challenge came once they had actually opened the golf course in 2012.

The owners have vision, project management skills, creativity in design, building skills and an uncanny ability to deliver in a very efficient manner, but as many owners of golf properties find out, operating a golf facility can be a different ball game altogether.

After a promising start, the golf course ran into some major issues;

  • Golf course in increasingly poor condition.
  • Tight golf course that the conditions were making more difficult to play.
  • Lack of appropriately experienced personnel in agronomy and operations.
  • No real strategy regarding the operation of the club.
  • Limited sales and marketing plan.
  • Declining reputation.

The owners agreed they needed some professional golf advice and appointed Braemar Golf to assist them turnaround the clubs performance.

Muscat Hills Golf & Country Club

Turnaround & Management Support

In May 2010, Braemar Golf was approached by Mrs Susan Al Said, the owner of the Muscat Hills Golf and Country Club. The club had been created as the centrepiece for a real estate development and was experiencing what was described as initial teething troubles.

Although the Paul Thomas designed course, located on a challenging piece of ground, was very impressive, the club appeared to have got off to somewhat of a false start and was already looking slightly rough around the edges despite being open for less than a year. There were fairly serious staff issues and little evidence of workable business, marketing or operating plans.

As is often the case, the owners had been keen to get the course open but the facility was clearly not ready and there was much to be done to normalise the whole operation, prior to the implementation of a broad based
development strategy.