The dining experience defines the club experience. It shapes culture, reinforces value, and often plays a larger role in retention than golf, racquets, or amenities ever could. Troon understands this deeply. As its portfolio has expanded to more than 800 clubs and resorts, the company has responded with a bold new culinary strategy designed to bring sharper focus, stronger leadership, and more tailored support to every property it serves.
This reorganization reshapes the structure of Troon’s food and beverage division, moving away from a centralized model toward one that is regionally led and locally grounded. The United States is now divided into three culinary territories, each overseen by a Senior Director. These leaders manage teams of Regional Vice Presidents and Managers, who are more connected to the clubs they support and better equipped to respond in real time.
Ed Doyle, Troon Executive Vice President, Food & Beverage
“This is the most significant structural change we’ve made in food and beverage,” says Troon Executive Vice President, Food & Beverage, Ed Doyle. “It gives us better visibility, improves quality of life for our team, and allows us to deepen the relationships that matter most—those between our culinary leaders and our clubs.”
The change opens new pathways for growth across Troon’s internal teams. Previously, advancement required significant experience before stepping into a corporate role. Now, there is space to bring emerging talent into the organization, provide mentorship, and create long-term careers that stretch across properties and markets.
The structure also strengthens Troon’s task force system, a team of seasoned professionals who are deployed to assist with club openings, special events, and periods of high demand. These teams provide consistency, offer stability, and give clubs the support they need without compromising day-to-day operations.
Roughly 30 percent of clubs were realigned during the transition. To ensure continuity, outgoing directors were responsible for handing off knowledge and relationships. Clubs received detailed communications, personal introductions, and opportunities to provide feedback throughout the process.
“We made it a priority to communicate every step of the way,” says Doyle. “Change is easier to navigate when people understand the reason behind it and know that support is increasing, not decreasing.”
At the core of this strategy is a belief that no two clubs should be the same. Troon does not push a set of standard menus or corporate dishes. Instead, each food and beverage program is built with intention, guided by the personality of the club, the expectations of its members, and the opportunities within the market.
“There is no Troon hamburger,” says Doyle. “Our job is to help each club define what the right offering is for them. That requires strategy, not templates.”
Through RealFood, clubs receive support not only in menu development but also in outlet design, service planning, branding, and guest experience mapping. The goal is to help clubs create concepts that feel as unique and compelling as any standalone restaurant.
“People always ask what should be on the menu,” Doyle adds. “That’s the wrong question to start with. The menu should come after we understand the purpose of the outlet and the kind of experience we want guests to have.”
This mindset also influences how Troon supports and promotes its culinary professionals. The company is actively encouraging more public engagement, sending chefs to high-profile food events and creating visibility for club-level talent.
“Clubs are doing exceptional work,” says Doyle. “We want the industry to see that. We want the world to know that club kitchens are places of innovation, leadership, and purpose.”
Troon’s food and beverage strategy has always been rooted in service. With this new structure in place, the company is better positioned to serve each club’s specific needs, while also preparing for continued growth.
“Great food is expected,” Doyle says. “What sets a club apart is when the food becomes part of its identity. When the dining experience is so strong, so thoughtfully executed, that members see the club as their favorite place to eat. That’s the outcome we’re working toward.”
This is not a departure from what Troon has done well. It is an evolution—measured, thoughtful, and designed to support a future where culinary leadership is central to club success.
