Prior to meeting Kevin Thistle, I didn’t realize that he wrote the book on the power of positive thinking.
He didn’t, of course. The famous self-help book was penned by Norman Vincent Peale.
But five minutes into my conversation with the PGA of Canada’s new chief executive officer, it’s obvious that Thistle is a disciple and practitioner of the glass-is-half-full approach. It’s an MO that has long served him well, and which he’ll no doubt rely heavily on as he takes over the oldest professional golf association in North America. As head of the association, he’ll oversee 3,700 members that make up the various provincial zones across Canada.
Long respected in the business for his various leadership roles — and more often than not, successes in those roles — the 54-year-old father of two will have to roll up his sleeves and roll out his “let’s talk” philosophy to deal with the challenges ahead.
It’s no secret that the PGA of Canada has its issues — some, like the state of the golf industry, beyond its control; others, more internal, such as disgruntled members who don’t think the association is doing enough for them, and the situation with the Quebec zone, which split from the parent association.
Still, an organization with issues, even one as venerable and respected as the PGA of Canada, hardly makes it unique. That’s where Thistle comes in, and why he was brought in.
“I’m a PGA guy through and through, have been since I was 16,” Thistle says. “It’s a huge challenge ahead but I’ve been given the freedom from the board to meet them head on.
“There are lots of issues historically, and a perception out there that there are still issues, but I’m not going to live in the past. It’s a work in progress. I’ll be meeting with everyone to hear their issues and meet them head on. This is all about communication.”
The CEO opportunity came up only after some unforeseen events unfolded. Gary Bernard, the previous CEO, was in the early stages of a five-year contract. But then he unexpectedly announced his retirement in April 2017, leaving a hole that was empty until Thistle filled it this past October.
While the time gap between Bernard’s departure and Thistle’s hiring was a source of consternation within the association, the latter justified the delay by choosing Thistle from 120 applications spanning seven countries.
At the time, Thistle was quite content as President of Golf Operations and Vice-President Development for the Windmill Group in Calgary. In only two years there he and his team had grown revenues and increased membership to 500 from 108 in a four-month period. He was also on the PGA’s national board representing Alberta, and from his standpoint, figured he’d be in Alberta for at least five years.
When he caught wind of Bernard’s retirement at the AGM in May, his challenge-detection meter spiked and he decided to apply.
And thus a monumental moment in Kevin Thistle’s career had occurred. It was the first time he had ever applied for a job. That’s correct — EVER!
That in itself is worthy of folklore status, especially in a day and age where it’s rare to hear about employers that come knocking for employees. More than anything it speaks volumes about Thistle’s dedication to his employers and his outstanding reputation in the business.
“I think I’m loyal,” Thistle says. “And I’ve never been about the money. Even when I went to Coppinwood I wasn’t looking to leave Angus Glen. More often than not I’m looking for a new challenge.”
His leadership role in the success of Angus Glen and Coppinwood are but two achievements on an impressive resume that dates back to when a 15-year-old Thistle took a job at Seaton Golf Club in Pickering, Ont. He attended the University of Toronto while continuing to work at the club, where he turned pro and spent 14 years.
His move to Angus Glen in 1993 proved to be a pivotal moment in his career. “It was during my time at Seaton that I realized I wanted to be more than just a pro in the business. And I was lucky to have mentors who helped to open the door.”
Talk about a savvy career move. It was at the Markham, Ont., club that he started to build and establish his reputation as a game changer in the business, a team builder who could get the job done.
While Thistle would certainly be uncomfortable having “legendary” attached to his name, such status comes up when you talk to anyone who knows him, worked for him or has simply heard his name mentioned in a conversation. Yet without fail, he always defers to the contribution of others, citing Angus Glen as the blueprint for what it takes to run a successful golf club.
Obviously it takes a well-oiled machine to host two Canadian Opens. And it’s important to note that with 400 staff and a 65,000 sq. ft. clubhouse, Angus Glen isn’t exactly a mom-and-pop operation.
Thistle remembers those days fondly: “At the time, it seemed like Glen Abbey to me; it was a special place. I could go on for 15 hours about it. I could never duplicate it because I could never find another staff like the one we had.
“When I look back I’m proudest of the fact that although we had a very young staff, mostly 21 to 30 years old, they understood what it took for us to be successful.”
In 2009, he decided to take that formula for success to Coppinwood, then a three-year-old Tom Fazio design in Uxbridge, Ont.
“Coppinwood was challenging,” Thistle recalls. “It was a tough time, what with the recent financial upheaval. But we had instant success.”
Rich Morel had a front row seat to some of Thistle’s rise in the business. The head pro at Deer Ridge Golf Club in Kitchener, Ont. spent four years under Thistle’s tutelage at Angus Glen, and another four at Coppinwood. He gives the experience a five-star review.
“Kevin is the best GM in the country, and likely the world, in my opinion. Beyond what impressed me with him as a boss is who he is as a person. He is the most generous, thoughtful person I’ve ever met. I learned as much about being a better person as I did becoming a better golf professional.
“He’s always positive and fiercely loyal to those who work hard for him. He finds a way to ensure all communication is positive, from email to his voicemail. If you worked hard for him he always had your back and would do anything for you.
“There’s no question that working for him accelerated my career.”
With Coppinwood in order, Thistle moved on in 2014 to the Toronto Hunt Club in Scarborough, Ont., then made the huge decision the following year to join the Windmill Group in Calgary, Alta., a nine-course conglomerate including one designed by Phil Mickelson.
Says Thistle: “I approached the move as always – that I’m always very happy wherever I am. And there were so many things going on, it was very exciting. I looked at it thinking that Windmill might be Angus Glen 2.0, and that it has the opportunity to hold a Canadian Open.”
Fast forward to the fall of 2017. Thistle now sits in the hot seat of an association needing someone of his expertise more than ever. He has no magic solutions up his sleeve other than to call on the leadership, communication and people skills that have brought him this far.
Kevin Thistle’s top-10 list
- Bring together the national association and the provincial zones.
- Involve the zones in everything.
- Market the association to members.
- Rebuild and reinforce the image of why it’s worth being a PGA pro.
- Work closely with provincial executive directors to ensure everyone is on the same page.
- Tighten costs where possible and be more fiscally responsible.
- Implement innovative technology to help members do their job better.
- Provide members with better education tools.
- Work in harmony with the National Golf Course Owners Association Canada and Golf Canada.
- Demonstrate the PGA of Canada’s relevance and the value it adds to growing the game.
After only a few days in the job he’s already working the phones, touching base with executive directors across the country and other golf associations around the world. The classic Thistle formula — communication and service — is in full swing.
“I think it’s quite simple. I work for 3,600 members across the country. Most provincial executives are friends or acquaintances. I will talk and listen to everyone, to members and directors and anyone who wants to reach out to me.
“We don’t have to always agree, but I feel we respect each other enough that we can always at least talk.”
His priorities will include marketing the association to members, working closely with organizations like the National Golf Course Owners Association Canada (NGCOA), Golf Canada, and mending the disconnect between the national association and the zones.
“Some of these relationships are broken,” Thistle says. Again, we need communication. Tell me what’s wrong and let’s fix it.”
Rebuilding the image of the pro and why it’s a career worth choosing will also be at the top of his to-do list.
“The golf professional should be your gateway to the club. We need to help pros be more versed in the many aspects of what it takes to be successful.”
As for any kind of possible restructuring, Thistle says the current structure is necessary. “We still need an executive director and zone president in each province because we’re too big a country.”
Thistle credits many people with helping him reach this milestone point in his career. He gives a nod to mentors such as Sam Young, Bill Walsh, Clayton Cary, Wilson Paterson, Warren Crosbie, Ron Rayner, and John Porter, and a special shout out to Laurie Stollery MacLachlan, who, along with her brother Gordon, inherited Angus Glen from their father.
He’ll no doubt call on the fruits of that distinguished mentorship as he looks ahead with the positive thinking behind everything he does.
“We need to have a renewed optimism and be more relevant. It’s a new day.”
