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Operators of Golf, Leisure and Hospitality Venues for the good of the game and their communities

What is Get Golfing CIO?

Set up in 2018, Get Golfing CIO is a charity, whose aim is to encourage greater participation in the game of golf to deliver a positive impact on the physical and mental health of those who play as well as to help reverse the recent trend of golf course closures.

To achieve this, the management of Get Golfing CIO understands that they have to deliver the best possible course conditions to attract players to its clubs.

This is neither an easy nor an inexpensive task but, as a charity, Get Golfing CIO does not have shareholders to pay and can benefit from a number of tax advantages unavailable to other commercial course owners.

This means Get Golfing can invest in a club in a way that was not previously possible while at the same time providing a more affordable golf environment.

To date, Get Golfing has grown to eight sites and does not have any loans or debts. Growth comes through reinvestment from existing trading activities.

While it is a specialist golf operator, Get Golfing recognises the importance of a club’s bar, catering and functions operations. The management of Get Golfing, therefore, is focused on two disciplines: golf and food and beverages.


Ian Timberlake
Ian Timberlake

Ian has over 25 years’ experience working in the golf industry and has an unrivalled knowledge of UK golf courses and key industry figures.

He has earned a reputation for maintaining the highest levels of integrity, confidentiality and discretion and is widely regarded as having the largest network in the business.

Julian Covey
Julian Covey

Formerly our Head Course Manager until his retirement, Julian has worked on projects for golf clubs such as Liphook, Hindhead, Old Thorns, The Roehampton Club, and Sunningdale during a 40-year career in golf course maintenance and construction.

Shaun Pilbeam
Shaun Pilbeam

Shaun grew up in a small mining village in Kent and only took up golf after an injury ended a promising professional football career. He is passionate about the game and has played and caddied all over the world.

When asked if he would consider a role as a Trustee, he leapt at the chance to be part of a charity that is passionate about creating opportunities for people to play.

Management Team

Edward Richardson
Edward Richardson

Our CEO, Ed is a former England international amateur golfer, who has been involved in the golf industry for 30 years.

He has a degree in Turfgrass Management from Michigan State University and has worked for both the PGA Tour and the European Tour on course presentation and maintenance.

Jon Gammon
Jon Gammon

Our Head of Finance, Jon is a Chartered Accountant who trained with one of the ‘big four’ accounting practices before joining a regional practice, where he became a partner in 1989. In 1992 he became a founding partner of Magee Gammon, which is now recognised as one of the top accountancy practices in the south east. He retired from Magee Gammon in March 2020.

A single-figure golfer of 50 years experience and a past Treasurer at two golf clubs, Jon is passionate about golf and nothing (his wife can verify) gets between him and the great game.

Chris Knight
Chris Knight

Our Sales and Marketing Officer, PGA Professional Chris has worked in golf for more than 20 years and is also the owner of The Revenue Club (a golf-focused marketing business).

Chris has oversight of Get Golfing’s sales and marketing strategy and also keeps a keen eye on our systems and processes.

Jack Coleman
Jack Coleman

Our Head of Clubhouse Operations, Jack has worked in the food and beverage, hotel, hospitality and golf industry for almost 20 years.

Prior to Get Golfing, he ran the food, beverage and events operation for European Tour Properties at The London Club. He has held similar roles at Nikanti Golf and Country Club, Thailand, and Quinta da Marinha Resort, Portugal.

Stuart Williams
Stuart Williams

Our Community Development Officer Stuart Williams has worked in education and community programs for 25 years. Having worked across a broad range of sports he specialises in primary, secondary, disability and inclusive activities.

Stuart aims to transform Get Golfing venues into community hubs that improve the member experience and welcomes all of the local community to our great facilities.

Ross Jones
Ross Jones

Our Head Course Manager, Ross is a fully qualified, turf management professional. Ross has oversight of all Get Golfing’s golf courses and will provide strategic leadership as it continues to invest in the green-keeping teams and their ability to produce high quality, course conditioning.

Ross joined Get Golfing after three years at Camberley Heath Golf Club where, as Course Manager, he was responsible for maintaining all aspects of the England Top 100’s on-course conditions.

Clare Prescott
Clare Prescott

Our Chief Financial Officer, Clare worked in London for an Oil Company for 20 years, making her way through the ranks and qualified with ACCA in 2005. Clare then moved onto construction and property before joining Get Golfing in June 2020. She volunteers at the local food bank and has spent the last few Christmas preparing dinner for vulnerable people or delivering food to under privileged families. Clare now cooks regularly at the local soup kitchen to help those in need further. Over the years Clare has mentored and trained many other staff in meeting their career goals within their industries.

Corporate Social Responsibility

“Our corporate social responsibility is about playing a responsible part within the community.”

Get Golfing CIO is committed to carrying out all its activities in a manner that positively impacts on the welfare of the local societies in which it operates. It is also committed to acting with the greatest integrity, such that all its venues become established central hubs within their communities and accessible to all. Get Golfing will comply with all environmental regulations, legislation and approved codes of practice relating to the processes and activities of the organisation.

Our social responsibility shall encompass three core areas of work:

(1) Charitable;

(2) Environmental;

(3) Ethical.

Each area plays a strategic part of our business.

  • Charitable

    Encourage the Game of Golf

    Key to Get Golfing’s culture is the recognition that it has a responsibility to encourage the game of golf. A core tenet is that golf should be accessible to both the young and old, no matter what level of ability, and without prejudice.

    Actively Bettering Society through the Game of Golf

    We truly believe that golf can help with the welfare of individuals in society, including the mental and physical well-being of all participants. We will actively promote this and encourage participation in the game of golf to all standards.

    Supporting the Community

    Get Golfing is committed to offering its facilities and services at a reduced or no-cost basis to not-for-profit community groups and/or other local charities to sell as part of their fundraising activities.

    It also believes that its staff should interact with members of their local community to gain a greater appreciation for the work that is done to benefit their area. This includes allowing staff the time and resources, wherever possible, to volunteer for charitable schemes, both on or off site, and acknowledging how active involvement in charitable work can play a key role in staff development.

  • Environmental

    Pest Management Systems

    We consistently attempt to decrease the amount of fertiliser and pesticides used on our golf courses. These measures help improve sustainability of turf-management methods, while reducing negative impacts on the surrounding ecosystems.

    Getting Smarter about Water

    Each Get Golfing site has established water management plans based on industry standards. Goals are set across our sites to make better use of the water as a commodity. After establishing these guidelines, controls are put in place to try to reduce the use of water by maintaining proper functioning facilities and optimising the use of systems.

    Reduce Food Waste

    Get Golfing will use best practices and technology wherever possible to reduce the amount of food waste in its kitchens. Use of digital inventory management tools, in conjunction with regular stock-takes and date checks, allows staff to control the food inventory effectively.

    Invest in Energy Efficient Equipment

    Get Golfing is committed to maintaining the efficient functioning of all equipment and use of resources within its properties via regular maintenance inspections. It will also reinvest in more efficient, energy-saving equipment or technology to help combat energy loss.

    We are responsible for not wasting energy “Save Energy and Switch Off Now”

    Furthermore, Get Golfing recognises that we all need to take responsibility for our areas of work, making sure we embed a culture of ownership, action and accountability. This includes turning off lights, computers, heating appliances and any appliance/ device that is not in use.

    General Waste Management

    Get Golfing endeavours to use the “3 Rs” — Reduce, Reuse and Recycle — as its mantra for the operation of environmentally friendly clubhouses.

    However, any hazardous waste will be disposed of in a manner that complies within the legal regulations and standards, as stipulated in local and national guidelines.

  • Ethical

    Communication with Members

    Get Golfing believes in being as transparent as possible with Members of its clubs. The management team is committed to holding frequent Q&As to keep Members up-to-date with plans regarding the facilities, events and courses at their club.

    You can download our latest set of accounts here


    Wherever possible Get Golfing will source local suppliers and use local products at its sites. Wherever possible, Get Golfing aims to set up direct relationships with manufacturers, offering a fair price for the products needed for its golf courses and clubhouses.


    Get Golfing believes in working with local companies, including start-ups or single traders, wherever possible to support the local economy as well as building trust and a spirit of collaboration within the local community.


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