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As golf in the Middle East continues to evolve, few have had a front-row seat to its transformation quite like DJ Flanders
As Executive Vice-President of Troon International, DJ oversees one of the world’s leading golf management companies, Troon. A portfolio that consists of over 900 properties across more than 30 countries— it includes some of the most prestigious courses in the UAE and wider region.
In this exclusive conversation with Golf Digest Middle East, Flanders shares his insights on what makes the Middle East a unique golfing destination, why a new generation of golfers is redefining what it means to be a golf club member today and the untapped potential of golf tourism here in the UAE. This is a deep dive into the business and culture of golf in one of the world’s most exciting markets.
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Madinaty Golf Club (Image supplied)
DJ, let’s start with a bit of background on Troon. Can you briefly explain what Troon does in golf for those that might not know?
Of course, back in 1990, Dana Garmany, our founder, opened a golf course for a Japanese group in Scottsdale, Arizona. They were more focused on real estate development and didn’t have the experience in the golf course side of things. Dana had the idea of creating a management company that would run all the golf operations so the owners could focus on what they were best at.
He took inspiration from the hotel model—where an asset is owned but operated by a third-party expert. So that’s essentially how Troon was born, and we grew from there.
That model struck a chord, and as the industry evolved, so did we. Today, we support ownership groups in a wide range of ways, always focusing on performance, experience, and long-term value. That commitment has been central to our growth over the past three decades.
Montgomerie Golf Club (Image supplied)
When you look at a golf course and think “we can help improve this,” what are the key things you look for?
It always starts with the golf course. We were founded by golf professionals, so we understand the impact of investing in the course and maintaining it to a high standard—it drives revenue and membership engagement.
We’ve also learned how to run courses more efficiently. We’re the largest buyer of golf stuff, so we can buy fertilizers, chemicals, irrigation parts cheaper than a standalone client could.
Often, we walk into facilities that aren’t operating to their full potential. We believe in the power of sharing goals—daily or monthly revenue targets—so staff feel ownership and can drive results. Once that alignment is in place, a facility can really thrive.
Al Hamra Golf Club (Image supplied)
Troon currently manages 11 courses across the Middle East, including in Egypt, Oman, and the UAE. What makes this region such a great destination for golf?
The ability to play all year round is a huge factor. Sure, the summer months are tough, but we still see solid participation. We’ve got very supportive ownership groups and strong partnerships with local governing bodies like the Emirates Golf Federation (EGF), which is helping grow the game locally.
Obviously, I’m a big supporter of Troon, but there’s some other very good operators out there that are consistent in our approach of driving quality and consistency. That then makes this destination reliable for golfers to come to.
I have seen where there’s a lot of competition it can become a race to the bottom if you don’t have good operators that are protecting and providing the right experience, it can confuse the market. But I think we do a good job here, working together to drive the golf market in the UAE and I think it’s going to continue to grow.
In your experience, how popular is golf in the Middle East?
It’s big—and growing—but I’d say it’s been done responsibly. Since Emirates Golf Club opened in the late ‘80s, courses have been added steadily rather than all at once. That allowed each club a fair chance to succeed as tourism and domestic participation grew. New courses are coming online now, and the market is ready for it. There’s a real effort to grow both domestic demand and golf tourism. The key is responsible development, and I think the UAE has nailed that approach.
Al Zorah Golf Club (Image supplied)
Can you give us an idea of the mix between resident golfers and international visitors in the region?
Sure. I’d say around 10% of our rounds come from international guests. I know many of the people that read Golf Digest Middle East think it’s a lot more than that, but during the summer months, there’s not a lot of international play here, it’s more domestic play.
The EGF now has over 21,000 registered golfers—triple what it was 10 years ago. And The R&A estimates around 40,000 domestic golfers in total.
Still, 10% being international guests is a relatively low number. You look at Scotland’s at 55%, and I don’t know if we’ll ever be at that number, but I think it’d be great if we could get up to 15 or 20%. The more inventory of golf courses that come on is great, because we’re then taking pressure off bringing those international golfers in while still having availability for the local golfers.
We have to take care of our members and our domestic golfers as we still grow our golf tourism.
Dubai Hills Golf Club (Image supplied)
Was there a recent spike in participation?
Yes—after COVID, we saw a big surge. We have seen a bit of a softening but it’s been a gentle fall, which we were happy about. We thought it might be a bit more dramatic but I think that’s a compliment to our operators in the region. Golf was one of the few sports you could play safely during COVID, and that created long-term “stickiness.”
We’ve now got four generations playing—Boomers, Gen X, Millennials, and Gen Z—and they all want different things. COVID threw them all together, and now we’re working to cater to everyone.
You’ve got Topgolf, which is “nontraditional golf”, and that has seen a tremendous amount of growth. Those golfers are entering the game in a completely different fashion, they’re learning the game with hats on backwards and music playing, then they’re going to “traditional” golf clubs where they have to tuck their shirt, wear their hat forward and have high socks on. Millennials and Gen Zs are actually the biggest spenders, but they prefer a more informal, social atmosphere.
So that creates a little bit of a conflict, but as operators, we need to manage that gap between those generations and make it relevant for all and make them all understand that different generations are using our golf courses differently, but they’re equally as important.
It’s about managing those expectations while respecting traditional golf values.
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The Els Club Dubai (Image supplied)
If the UAE wants to attract more golfers from North America or Asia, who should it target?
The UAE isn’t a budget destination—and that’s okay. Golf tourists tend to be high-net-worth individuals.
We’re starting to see traction from North America, especially with more direct flights with Emirates for example. But I think Asia—particularly Korea—is a huge opportunity. Seoul has around 6 million golfers who can’t play much golf in winter.
To attract them, we need to adapt: more caddie programs, some language support, and food offerings that meet their expectations. We already have a strong Korean community here, so we have a good base to build on.
What would appeal to a high-net-worth American visiting the UAE for golf?
It has to be more than just golf—it’s the full experience. We’ve got great courses, but also incredible hotels, restaurants, and adventures. Boomers might explore the culture, while Gen Zs want skydiving. Dubai offers something for everyone—and that’s the story we need to tell internationally and just get the word out.
What role does golf play in business tourism here?
A big one. It often extends the length of stay. Someone might come for a conference, then stay an extra day or two to play golf. That adds hotel nights, food and beverage spend, and more.
We’re also improving at integrating golf events with conferences. That synergy is growing, and it’s a real opportunity.
Arabian Ranches Golf Club (Image supplied)
Is Troon relying mostly on members and casual guests, or is there a big corporate golf presence as well?
The most successful courses are diversified. Not everyone golfs—but everyone eats.
So yes, we run corporate golf days, but we also focus on events that attract non-golfers. Concerts, putting contests, and social events are great ways to bring people to the club.
Globally, about 80% of people who live on golf courses don’t actually play golf. They live there for the view and the lifestyle. If we make clubs a social hub—an extension of their home—we engage them in a different but equally valuable way.
There’s a strong link between golf and luxury residential communities in the UAE. Is that a focus for Troon?
It is—and that relationship has evolved.
Previously, clubs were more about pure golf. Now, Millennials and Gen Zs want family-friendly, time-efficient experiences.
They want to bring the kids or have family areas while they play.
We’re seeing clubhouses become more like community hubs. The Els Club Dubai is a perfect example. It originally opened as a core golf experience and over time it’s really become a core community experience. It’s been very successful with doing that.
You’ll start to see more clubs come online going down that community hub type to attract just as many non-golfers as golfers to the golf club.
LA Vie Oman (Image supplied)
Have UAE hotels been able to capitalise on golf’s popularity?
Some have, and there’s room for improvement.
Hotels have done well in their own right, but golf tourism hasn’t always been a focus. As more hotels open, I think we’ll see them turn to golf as a way to drive longer stays and higher spend.
It always helps when the hotel GM is a golfer—they “get it” and are more likely to partner with us on great golf packages.
Golf in the UAE is surprisingly accessible. Can you talk about that?
Absolutely—we’re a bit spoiled! Almost everything is within 30 minutes, traffic willing!
We also get a lot of last-minute players. Business travellers with a long layover or late flight often find themselves with extra time—and they head to one of our courses.
We’ll provide rental clubs, and they’ll be playing under the lights at Al Hamra or The Track at Meydan before hopping on a plane. That’s a pretty unique experience!
The Allegria Golf Club (Image supplied)
What does the future of golf in the region look like? And can we expect Troon to expand?
Yes, if I do my job right!
There are some exciting new projects coming, and the region is ready for it. Growth is happening from both ends—domestically and through tourism—and it’s being done responsibly.
As long as we maintain that balance, new clubs will succeed, and the region will continue to thrive as a global golf destination.
Finally, how would you describe the Troon Golf experience?
We want every guest to feel like a member for a day. Dana Garmany’s vision back in 1990 was a private-club-level experience for everyone. We bring that to life by personalising the experience—putting your name on your cart and locker, using your name throughout your visit, and delivering consistent quality from the course to the food and beverage. Our team is fanatical about standards and service. With 940+ properties worldwide, no one wants to be the weak link. That commitment is what defines the Troon experience.
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Main Image: DJ Flanders (Harry Grimshaw)
This article was featured in the June 2025 issue of Golf Digest Middle East. Click here for a digital issue of the full magazine
