Welcome to Infinity Golf Management

Management and Consulting Services

Extensive Background in Public, Simi-Private,
Private, & Resort Properties

Management and Consulting Services

 

 

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Company Profile

Infinity Golf Management, LLC ("InfinityGolf") is a Dallas, Texas-area based golf club acquisition and management company. The Company is in the business of acquiring and managing private, semi-private and daily-fee golf courses located primarily in the southern and southwestern United States.

  • Timely Acquisitions - The first major element of its business model involves searching for acquisition opportunities that have the potential for extraordinary growth by exploiting changing economic factors, and/or improving management.
  • Superior Management - The second major element, and the core of the Company, is its ability to apply the proven abilities of its principals to properly and efficiently manage golf club properties. The founder possess over 25 years of successful and proven business experience within the golf property acquisition and management arenas in which he is renowned for maximizing assets, originating and executing profitable opportunities, and for managing the operations of some of the nation's top-ranked golf courses.

Infinity Golf Management, LLC

Infinity Golf Management, LLC was founded in 2005 and was incorporated as a Texas Limited Liability Company. Its principal founder is Mr. Shannon Cox. Mr. Cox has had hands on experience in directly managing a number of well-respected golf clubs around the country. He not only understands the business of the game, but also enjoys the game as a PGA Professional. This experience gives him the required perspective to operate profitable enterprises, while providing a superior golf playing experience for members, guests, and clients.

Principals

Shannon D. Cox
Co-Founder and Chief Operations Officer

A PGA member for more than 24 years, Mr. Cox attained Class "A" status in 1986. His experience is exceptional, having spent most of his career personally turning problem properties into profitable and highly successful operations.

John Fitzgerald Leucht
Vice President of Agronomy

With over 25 years of experience in golf course operations, course construction, maintenance, and renovation, Mr. Leucht brings impressive expertise to the Company. He has proven his ability to operate multiple course simultaneously, developed course management plans, prioritized capital improvement spending, and developed and monitored substantial budgets and manpower.

Operational Plan

The Company's goal is two fold: (1) acquire and rehabilitate distressed golf club properties, and (2) acquire management contracts.

Business Discipline

Management believes that there are at least three quality standards they wish to establish and maintain in their operations.

  • Operational Excellence - Simply stated, management wants their operations to be better than any else's. By "better", they simply mean that club members, guests, and employees clearly recognize that their operation is among the best of the best. As with any quality standard, operational excellence starts with a winning attitude focused on service to others. By maintaining a sense of urgency toward delivering quality service, anticipating and exceeding expectations, and being tireless in getting every detail right, management and staff can raise the bar for customer service throughout the organization.
  • Customer Intimacy - Clearly, a golf club is a people-oriented business. In fact, high on most peoples' list of reasons to join a golf club is to gain access to an intimate social circle, both personally and professionally. Successful club managers know the necessity of keeping the membership and their guests happy. In order to do that, they get involved and stay connected. The result is that managers and their staff members do a better job of anticipating needs, and exceeding expectations.
  • Leadership - Just as a good manager daily seeks to set the example for his or her team members by leading them on to higher levels of success, the club as a whole needs to be a leader in the marketplace. A quality operation should stand out in the community as a shining example of excellence; a standard in which every member can take pride.

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