As part of a new winter series called 'Let's Hear From', the EGA will give the floor to individuals in impactful roles from across the world of amateur golf.

Earlier this month, the EGA sat down with Gonzaga Escauriaza to hear from his experiences as a President of a national federation. 

Best known for his 16-year tenure as President of the Royal Spanish Golf Federation (RFEG), Mr. Escauriaza is also an Honorary President of the European Golf Association. In addition to captaining his national teams, the former Spanish amateur champion also led The Continent of Europe team in the St Andrews Trophy twice (1998, 2000) and the European team in the Bonallack Trophy three times (2000, 2006, 2008).

After recently stepping down from the position of President with the RFEG, Mr. Escauriaza sat down for an interview with the EGA covering a range of topics from the development of golf in Spain, key learnings from his career, and the future of amateur golf in Europe.

Gonzaga, thank you very much for taking the time to sit down with us. First off, you wore many hats as head of the RFEG, but how would you describe the main role of “President” at the federation?

I would describe the role as hands-on, particularly in Spain, where it may differ from similar positions in other countries. It is an executive presidency of a medium-sized company with approximately 100 employees. The company operates in the golf industry and, while privately owned in Spain, it also fulfils certain public mandates issued by the government.

You were President of the federation for 16 years, what's your proudest achievement in that time?

There are numerous people and institutions involved in the game of golf. I believe that one of the key achievements we accomplished—and one I take pride in—was fostering strong and collaborative relationships with regional federations and various institutions, such as golf clubs, management organizations, the PGA of Spain, and the greenkeepers' association. Together, we worked toward creating a unified voice for the game of golf in Spain, and I believe we succeeded in that effort.

I would also note that the COVID-19 pandemic unexpectedly helped solidify this unity. Prior to the pandemic, we were already working on creating a cohesive approach, but during the crisis, I emphasized the importance of avoiding mixed messages in the media. I instructed all parties to refrain from releasing individual statements and instead submit their input or feedback to a centralized message. This allowed us to issue a single, unified communication.

This approach proved incredibly effective and was well-received by the Spanish Government, including the Ministry of Health and the Ministry of Tourism. Having a unified voice reduced confusion and enabled us to advocate successfully for essential actions, such as allowing greenkeepers to maintain golf courses during the lockdown. Ultimately, this collective effort strengthened the relationship between the golf industry and government institutions.

And on the flip side, what was your biggest challenge?

There are numerous challenges within the game of golf, as it encompasses a wide range of aspects beyond just the sport itself. These include sustainability, societal impact, and the construction of golf courses, among others. However, focusing on the core aspect of the sport, I believe one of our primary objectives is to create a clear path for golfers from a young age to the professional level.

One of the most unique initiatives we have is our junior competition, which hosts 400 young golfers simultaneously. This requires the use of four golf courses, but the experience is invaluable. The children, along with their parents and grandparents, create a vibrant atmosphere, and the event provides significant exposure. The involvement of families is crucial because when they witness the high standards of organization and the exceptional experience we provide, it motivates them to support and encourage their children to continue training and participate in golf.

Our goal is to nurture these young golfers and, perhaps one day, see them reach the level of someone like Jon Rahm. To support this journey, we have established a comprehensive structure, including a calendar of events and four dedicated committees that work to organize competitions and create enjoyable experiences for our juniors. Enjoyment is the first and most important step in developing talent, as it fosters a love for the game and a willingness to put in the necessary effort.

Additionally, we have an enhanced high-performance institute that brings together young golfers at various stages of their development. We offer a scholarship program which allows students to balance their studies with their athletic pursuits. This program provides residency support from the government, offering a comprehensive pathway from the ages of 15 to 18 before they enter college. During this period, they receive coaching and guidance, and we assist them in pursuing opportunities at universities, particularly in the United States, where the balance of quality academics and athletic support is essential.

For those who decide to turn professional, we provide continued support through our Pro Team, which includes approximately 20 male and female athletes. This team benefits from technical coaching, fitness programs, and managerial support. We also provide financial assistance and opportunities for them to compete, as access to tournaments is crucial for their progression. We organize challenges and trophies to ensure these athletes have a platform to showcase their talent and gain the experience necessary for their careers.

In summary, we are committed to creating a clear developmental path, from junior golfers to professional players. This holistic approach, which encompasses both competitive and developmental stages, is our primary challenge. However, seeing athletes rise to the highest levels of the sport is not only rewarding but also inspiring for the next generation of golfers, much like when a Korean player’s victory at the PGA Championship inspired countless young talents.

Spanish golfers and teams have seen remarkable success on the international stage in recent years. How has the RFEG’s leadership contributed to this?

It is a combination of many factors, and as I mentioned, we have four committees: one each for adult men, adult women, boys, and girls. These committees are composed of 7 to 8 volunteers, most of whom are experienced former players. They play a crucial role in preparing the calendars and maintaining close relationships with the players. This close connection allows us to understand how the players feel, listen to their concerns, and motivate them. It also helps create a sense of unity, bridging the gap between the players and the larger federation, which can sometimes feel impersonal.

These committee members play an essential role in motivating the players and creating strong bonds, transforming the group into a cohesive team. In team competitions, the team as a whole is what wins—not the individuals. We've seen cases where we had excellent individual players but didn't win, and in other instances, a well-bonded team came out victorious. Motivation, therefore, is key, and these committees are vital in fostering that motivation. They accompany the players to championships, strengthening the sense of team spirit.

In addition, we have captains who not only have technical expertise but also understand the players personally. This personal connection is crucial for team bonding. I believe one of my main responsibilities has been to foster that team cohesion. Creating a strong, unified team has been a significant factor in our successes.

We are also fortunate to have had top-tier players such as Jon Rahm, Carlota Ciganda, and others, who provide invaluable advice and motivation to our players, particularly at European Championships. Their guidance and support have greatly contributed to our team's success. Ultimately, creating a team is one of the key factors for winning tournaments in Europe.

What's the role of the RFEG in promoting environmental sustainability in Spain?

We are highly active in this area, and our efforts are significant. To begin with, we established a green section with seven members, which is responsible for overseeing the maintenance of golf course sustainability. This includes managing irrigation systems to reduce water usage and other environmental initiatives. We work closely with The R&A and various research institutions, including Cadiz University. Together, we conducted an extensive study on water usage, which yielded very positive results.

In addition, we introduced a sustainability index for golf clubs, allowing them to assess their performance and understand their standing in terms of environmental impact. We also implemented carbon footprint calculations for the clubs to help them measure and reduce their environmental footprint.

One of our main goals has been to reduce the carbon footprint to zero, particularly with regard to major events such as the Spanish Open. We have undertaken significant efforts to recalculate the carbon footprint of the event site, players, and associated activities. As part of these efforts, we have planted 5,000 trees to offset emissions and move closer to achieving a carbon-neutral status.

Our commitment to sustainability is serious, and we remain highly engaged with the EGA. David Gomez, Director of the Green Section, is also actively involved in these initiatives, alongside Jorge Sagardoy. We are dedicated to ensuring that sustainability remains a central focus of our operations.

What's the role of the RFEG in attracting new golfers?

I believe the best way to attract people to golf is by addressing its key challenges: time commitment, technical difficulty, and cost. Historically, the primary barrier was cost, but today, the most significant challenge is the time commitment.

One solution we’ve found is the creation of facilities such as pitch and putt courses, which can be located near or even within cities. These courses help to reduce the time commitment, as they are more accessible. Additionally, they offer a less intimidating environment for beginners, as they don't feature long holes or difficult obstacles like bunkers, and they are more affordable, with rounds costing as little as €8 or €10. This approach has been extremely successful in creating thousands of new players. In fact, we estimate that tens of thousands of players have started their journey through pitch and putt courses.

However, creating these facilities isn't without its challenges. Securing land close to cities can be difficult, but if they are developed by public institutions such as town halls, we provide funding to support the project. For private initiatives, we offer advice and guidance.

We have also created a program called the ‘Friends Cup’ to attract new players. Our research revealed that 90% of people who start playing golf do so because someone invited them. Often, newcomers are hesitant to enter a golf course due to concerns about dress codes or making mistakes. To overcome this, we organize competitions where existing players bring a friend who is new to the game. During the competition, the experienced player plays the full game while the beginner only participates once the ball reaches the green. Afterward, we host a small gathering with drinks and offer special promotions for lessons. This approach works very well because it eases the newcomers into the game with the support of someone they know, removing the initial intimidation factor.

Additionally, we organize sponsor-supported lessons at clubs and run golf programs at schools. However, golf at school can only be effective under two conditions: first, the school must have a supportive structure and enthusiastic staff to motivate students, and second, there must be a nearby facility, like the pitch and putt courses we’ve developed. Without these key elements, it’s difficult to make school golf programs successful.

To continue attracting new players, pitch and putt courses remain a crucial component. We organize a variety of competitions, and the participation has been incredible. What started as a few competitions on the weekend has now expanded to include events throughout the week. The success of this approach highlights the effectiveness of making golf more accessible, affordable, and less time-consuming

How do you initiate the creation of pitch and putt courses?

We work closely with the regional presidents to advocate for pitch and putt courses as a way to attract more people to golf. We encourage them to approach local mayors and municipalities to explore potential sites. Given Spain’s tourism focus, there is growing recognition of how such facilities can bring visitors and revenue to smaller towns, making the idea appealing. The main challenge is finding suitable land, as the investment in construction is straightforward. However, the key to success is ensuring the long-term viability of the facility, with a focus on its operational sustainability. It's important to consider the running costs from the outset to avoid closing the facility in a few years.

Moving on to how the federation and golf has developed during your career, how did the RFEG evolve during your time as a president? 

My predecessor was responsible for constructing an 18-hole golf course near Madrid, which has become an important facility. When I took over two years after its completion, my main task was to consolidate the project, professionalize its operations, and establish a high-performance institute. We’ve already enrolled 2,600 individuals in our school.

Additionally, I focused on professionalizing the federation across several areas, including sports, finance, marketing, communications, and the green section. Recognizing the importance of media, we have hired professionals in these areas to strengthen our outreach. Our team has grown to nearly 100 people, including professionals from diverse fields—not just former players but experts in marketing, finance, and communications.

How has amateur golf changed in Europe during your time as a President?

During my time as a captain, we had much greater influence over the players, as they relied on us for guidance. However, over the years, that influence has diminished. Players, both men and women, are increasingly focused on professional events, especially in the U.S., where they look to professional tournaments and college opportunities rather than amateur competitions. Today, the role of the Federation is less prominent, and it’s harder to secure the best players for teams. Many players are lured by outside influences, such as invitations to professional events, which further diminishes our ability to guide them as amateurs.

This shift has been challenging. In the past, the Federation helped create players and supported them in their development, only for them to transition into professional ranks with minimal involvement from us. Unfortunately, the influence of federations has waned, and it’s become much harder to attract volunteers for amateur roles. The increasing professionalism of the sport means that captains and key figures are often professionals themselves, and it’s difficult to find volunteers willing to take on the role for little to no compensation. This change has been significant, and while it’s how things are now, we must continue adapting to this evolving landscape.

Looking forward, how do you see amateur golf, and golf generally, evolving in the next 10 years?

The way things are evolving, the situation will likely worsen. Today, if you attend events like the European Young Masters, you’ll notice numerous coaches, agents, and former players who are already targeting young talent. They begin to attract players as early as 16 or 17, bypassing the traditional amateur route. These agents and former players, who have become heroes to the youngsters, promise them futures and offer guidance that can seem much more appealing than the Federation’s support.

The influence of the Federation is already waning, and it will become even more difficult in the future. These new influencers often step in long before players turn professional, shaping their careers as early as 15. Companies and other agencies are focused on identifying the next big stars, and they do so with much more aggressive methods. It’s overwhelming, and sometimes it can feel invasive, but it’s a reality we have to accept. We’ll lose more influence over time, and as these figures become increasingly involved in shaping careers, even managing contracts, we’ll find ourselves on the periphery, unable to provide the same level of guidance and support we once did.

Finally, if you could give one piece of advice to all sitting EGA member federation presidents, what would it be?

Firstly, my response would be that I'm not in a position to offer advice to anyone, especially presidents. However, if I had to give an answer, it would be that a president or executive should not be someone who seeks to please others. Saying no is much harder than saying yes, but it’s crucial to be honest and make the right decisions. If you need to say no, then do it. Trying to please everyone is a poor influence and ultimately counterproductive for someone in an executive role.