eEvery year, Golf Inc. ranks Jim Hinckley among the most powerful people in the golf industry. A former president of ClubCorp, today he’s the chief executive o;cer and majority owner of Century Golf Partners, a company that generated $500 million in revenue last year. ;e management ;rms he oversees — Arnold Palmer
Golf Management and American Golf Corp. —
are two of the world’s largest. Over the years, he’s
worked with more than 500 golf courses — as
many as anyone who’s ever lived.
And yet, to some, Hinckley remains an
“I’ve never understood exactly how he oper-
ates,” says the chief executive of a well-known
management ;rm. “He runs two management
companies. Are they separate companies? And
if they are, how does he keep them separate?”
Without question, Hinckley’s business is
atypical, and yes, somewhat complicated.
Dallas-based Century Golf owns, leases and
manages U.S. golf properties. Today it has an
ownership interest in roughly a dozen venues,
including PGA National Resort & Spa in Palm
Beach Gardens, Fla., and Legends Golf Resort
in Myrtle Beach, S.C.
;e Palmer-branded management ;rm, a
wholly owned subsidiary, operates 42 properties.
American Golf, on the other hand, is an inde-
pendent company managed by an a;liate of a
publicly traded private-equity ;rm that’s new to
the golf industry. Hinckley is an employee. He
serves as American Golf’s chief executive o;-
cer, overseeing its 84 properties, and Century
Golf provides the company with consulting
Hinckley has no trouble keeping the ;rms
separate because he’s comfortable running
large, diversi;ed corporations. At ClubCorp,
where he cut his teeth, he managed golf clubs,
country clubs, city clubs and daily-fee courses.
In fact, he likens himself to the CEO of General
Motors, a conglomerate that manufactures
Cadillacs, Buicks and Chevrolets.
Jim Hinckley has the experience and know-how to lead not one, but two
large golf course management companies, helping investors maximize their
value in a challenging time.
BY ROBERT J. VASILAK
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