Conversation with… Simon Owers, Chief Financial Officer of American Golf

In the latest instalment of our Conversations interview series, we chat with Simon Owers, Chief Financial Officer at American Golf.

With over 20 years’ experience in steering financial strategy and driving shareholder value in both owner-managed and private equity-backed businesses, Owers has played a pivotal role in American Golf’s transformation.

He is also a qualified coach who is passionate about helping professionals find direction, build resilience, overcome limiting beliefs and navigate life’s transitions.

American Golf has been through a big transformation in recent years. Can you tell us about the key changes you’ve overseen in your role? And what the impact of these changes has been on performance, the customer experience, etc.

When I joined in January 2019, our main focus was on refining the business strategy which started with improving margin while enhancing the customer experience. Historically, American Golf had a strong focus on discounting, with a product range split between cheaper lesser-known brands and the major golf brands, but little in between.

Our first major step was to build our own brand portfolio which was achieved by acquiring several brands, including  Benross Golf, Stromberg, and Rife. This allowed us to introduce an exclusive mid-tier product range, which then provided customers with a better selection across different price points and from a business perspective, owning these brands also significantly improved our margins.

How has technology played a role in transformation at American Golf?

Technology has been crucial. One major initiative has been our “endless aisle” approach, which allows customers to purchase products online that are shipped directly from stores. This has been a game-changer, as it not only improves working capital and reduces the need for excessive stock but also gives customers access to a much wider range of products.

We’ve also undertaken an IT transformation project, enhancing services like click-and-collect and other omnichannel options. This has greatly improved the customer experience, making shopping more convenient and seamless.

In terms of the in-store experience, what improvements have you made?

Retail is evolving beyond just price – customers are looking for an experience. We have a rolling investment programme to upgrade our stores to create a more engaging and premium shopping environment. This is particularly important for younger generations who prioritise retailers offering experiences and personalisation.

In addition, we’ve expanded our product range within stores. If a particular brand isn’t available, customers can still access it through our warehouse network. It’s about ensuring that customers always find what they need, whether in person or online.

We hear that you’re a CFO who puts the customer first, rather than focusing purely on numbers. How does that mindset influence your approach?

At the end of the day, business is about people – both customers, suppliers and employees. The numbers must make sense, of course, but everything we’ve implemented has been with the goal of improving the customer journey. If we get that right, the financials will follow. That philosophy has been a key driver of our success.

Looking ahead, what are the key trends shaping the future of the retail golf industry, and how will American Golf stay ahead?

AI and data analytics will be major game-changers. Understanding customer behaviour and personalising their shopping experience is crucial. Retail is moving towards a more personalised approach, and community-building will be key.

As for golf itself, I believe the biggest innovation will be the time it takes to play. The traditional four-hour game may not fit into modern lifestyles, so finding ways to shorten the experience while keeping its essence intact will be vital.

Sustainability and ethics are also important, particularly for younger generations. However, there’s a challenge – consumers say they want sustainability, but many still opt for cheaper options over eco-friendly alternatives. This mindset may shift over time, but it’s something retailers, not just in golf, need to navigate.

We’re continuously looking for ways to enhance the customer journey, whether through product innovation, store improvements, or digital transformation. At the same time, we’ll keep fostering a strong internal culture that prioritises both employee engagement and customer satisfaction. The retail landscape is evolving, and we want to stay ahead by providing value, experience, and quality service.

Beyond finance and strategy, you’re also known for your commitment to employee engagement. Can you tell us more about that?

My journey into coaching and professional development started in 2022 when I started to reflect on what I wanted to achieve in the next 5-10 years and what my second half might look like. As the first step, even though I didn’t drink excessively, I didn’t want to keep trudging through the weekend hangovers so I decided to take a break from alcohol. That change brought a new energy and consistency to my life and this personal transformation led me to explore coaching and self-development.

I pursued a diploma in coaching and positive psychology, which I completed in 2024. Since then, I’ve been coaching internally within American Golf and externally bringing these insights into the workplace. My long-term goal is to transition into a mix of non-executive work and coaching, helping people reach their full potential in both business and personal growth.

How does your leadership style impact American Golf’s culture?

Investing in people is just as important as investing in strategy and technology. By integrating coaching techniques into the workplace, we’re fostering a more engaged and motivated team. Employees who feel supported and empowered contribute more effectively to the business, which, in turn, enhances the customer experience.

Your approach to coaching seems to be deeply rooted in motivation and discipline. Can you tell us more about your philosophy?

Coaching is a set of skills and techniques, and while it can apply to anything, I focus on four key areas to help professionals in their next chapter. First is direction – knowing where you want to go in business or life. I recently wrote about sailing; if you’re travelling from point A to B, you need a chart and you set a course. Along the way, the wind and tide will push you off course, and you need to constantly correct and review to stay on track. That applies to life and careers as well.

Second, resilience. Everyone faces setbacks, but it’s about how quickly you can recover.

The third is overcoming limiting beliefs, the deep-seated notions that hold us back, often formed in childhood. Changing the narrative in our minds can be transformative.

Lastly, it’s about transition. Whether it’s a footballer retiring or a professional making a career move, it’s about preparing for the next phase with intention and strategy.

Conversations at the right time can be incredibly influential. Have you seen this play out in your team?

A great example is an employee who used to work with us. They wanted to grow beyond their role but realised that wasn’t possible where they were. I encouraged them to take the steps needed to reach their goal, and they eventually left the business to advance their career. Recently, they have reached out again for guidance on their next move. That’s the kind of growth we want to foster – where people leave not because they’re unhappy, but because they’ve outgrown the role, and they know we support their journey.

For too long, there was a culture of blind adherence to rules in many businesses. We need to move past that and empower people to make decisions, learn from mistakes, and build on their strengths rather than just correcting weaknesses.

Looking back, have there been any pivotal moments in your career that shaped your leadership style?

Covid-19, without a doubt. I had only been with American Golf for about 15 months when it hit. There was massive uncertainty with people worried about their jobs and the future of the business.

A good leader is defined not just by what they do but by how they make people feel. We made sure to check in with everyone, even those on furlough, and maintain a sense of connection. That family feel was crucial. We also had to completely rethink our strategy. Instead of long-term plans, we focused on the immediate situation. We knew that China wasn’t producing enough golf products for a sport that had seen a boom in people playing, and that most of what was available was going to the US. We took a bold risk, securing as much stock as possible, and that decision led to our most profitable year ever in 2021.

What role does mentoring and coaching play in your company’s staff development?

We strongly encourage development, whether it’s pursuing external courses in leadership or communication or expanding their knowledge within the company. We listen to what people want to do and what they enjoy because when they are passionate, they perform better. We have a structured learning and development programme, but it’s also about creating a culture where people feel supported in their growth.