The Golf Revolution That’s Ditching Country Club Elitism (And Why It Matters More Than You Think)
Imagine paying $1,650 a year to play on some of America’s most exclusive golf courses—without the velvet-rope attitude. That’s not a fantasy; it’s the premise of NewClub, the Chicago-born disruptor now planting roots in Northeast Ohio. But this isn’t just about cheaper greens fees. What Matt Considine and Mark Colwell are building feels like a quiet rebellion against everything golf has symbolized for centuries: exclusivity, tradition, and the absurd economics of "country club culture." And honestly? It’s about time.
Why Traditional Golf Clubs Are Stuck in the 19th Century
Let’s address the elephant on the first tee: Golf has long been the sport of old money and older traditions. Country clubs with $50,000 initiation fees aren’t just about the game—they’re about gatekeeping. I’ve always found it ironic that a sport played outdoors, in public view, has spent decades walling itself off. NewClub’s "no course, all courses" model isn’t just clever; it’s a direct challenge to the idea that you need inherited wealth to enjoy a round of golf. Personally, I think this is golf’s version of Spotify vs. record stores: Why own a single course when you can stream access to dozens?
Matt Considine’s Golf Renaissance: From Burnout to Billion-Dollar Idea
What fascinates me most about Considine’s story isn’t the Scotland pilgrimage that inspired NewClub—it’s the burnout. Here’s a guy who almost quit golf at 20 because it stopped being fun. His journey mirrors something I’ve seen in tech startups: Passion projects die when they become jobs. But his rediscovery of golf’s "everyman" spirit in Scotland? That’s the key. What many people don’t realize is that NewClub’s ethos isn’t just business strategy—it’s therapy for a sport that forgot its roots. The game was invented by regular folks hitting rocks on Scottish moors, after all. When Considine talks about "culture defeating strategy," he’s not just quoting his dad; he’s channeling golf’s original DNA.
The Membership Model: Genius Business Move or Trojan Horse for Overcrowding?
Let’s dissect the numbers: $1,650 annually to play Firestone or Brookside? That’s a steal compared to traditional clubs. But here’s my concern: Is this sustainable? The National Golf Foundation reports 48 million golfers in the U.S.—up 40% since 2019. If NewClub and rivals like Epic or Random GC keep exploding, will public courses become battlegrounds for reservation wars? I’m torn. On one hand, democratizing access is brilliant. On the other, I wonder if we’ll soon see "NewClub vs. Local Hack" tensions at municipal courses. The app-based booking system solves some problems but creates others. Who prioritizes tee times when demand skyrockets? The golf world’s version of FOMO is coming.
Golf’s Identity Crisis: Community vs. Exclusivity
Tom Coyne, author of A Course Called America, called NewClub "a membership you can take anywhere." That line stuck with me. Because isn’t that the paradox of modern golf? We crave community, but traditional clubs enforce exclusivity. NewClub’s mix of "humble, nice people" across ages and skill levels (as one member put it) feels like LinkedIn crossed with a 19th hole. But does this model dilute the very idea of "belonging"? From my perspective, it’s redefining belonging as something transactional yet social—a hybrid that fits our era of digital nomads and experience-driven lifestyles.
The Future of Golf Isn’t a Course—It’s a Network
Mark Colwell hinted at Detroit expansion, and I’m already imagining NewClub’s next pivot. Could this become the SoHo House of sports? Imagine cross-city events, corporate partnerships, or even VR golf simulators to supplement real courses. The real play here isn’t just about golf—it’s about building a lifestyle brand around "access over ownership." If you take a step back, this mirrors trends in everything from co-working spaces to streaming services. The deeper question: Will NewClub’s growth pressure traditional clubs to lower barriers, or will it create a parallel universe where "real" golf snobs sneer at "app users"?
Final Thoughts: Is This the End of Golf’s Gated Communities?
I’ll leave you with this: Considine’s dad called him "not driven by the dollar." That might be true, but make no mistake—this model is lucrative. $3 million in annual revenue and 500+ members proves there’s hunger for change. But NewClub’s real legacy might be cultural. As someone who’s watched tech disrupt everything from music to education, I see golf as the last holdout. Its reckoning is here. The question isn’t whether NewClub will succeed—it’s whether golf’s old guard will adapt or fade into history like payphones and dial-up internet. And honestly? I can’t wait to see which happens first.
