R&A CEO: You would not design golf the way it is set up today

Mark Darbon, chief executive of the R&A, golf’s governing body outside the US and organiser of the Open Championship, took up the role in late 2024 having never previously worked in the sport. A former executive at the London 2012 Olympic Games, adviser to the International Olympic Committee and chief executive of Premiership Rugby club Northampton Saints, he now sits at the helm of a sport that is booming in participation but grappling with questions over fragmentation, investment and the sustainability of prize money.

Those tensions have been sharpened by the emergence of LIV Golf, the Saudi-backed breakaway tour that has disrupted the men’s professional game, driven up prize money and intensified debate over the sport’s structure and long-term economics.

In conversation with Samuel Agini, the FT’s sports business reporter, Darbon discusses the balance between rewarding players and reinvesting in the game, the R&A’s reliance on the Open Championship for the bulk of its revenues, and how new formats and shifting capital flows are reshaping golf’s future.

Samuel Agini: What is it like being an outsider in a sport full of insiders?

Mark Darbon: I’d say I’m in learning mode. When you go into a new sport, you have to recognise you’ve got a lot to learn, and be comfortable asking the silly questions. But there’s benefit in coming in with a fresh perspective. I’ve worked in sport for a good chunk of my career, and I’ve moved sports two or three times. One thing that has struck me is the warm welcome I’ve had within golf, both at the R&A and among a global set of stakeholders. I’ve found the transition really interesting, and I do think that fresh perspective is helpful.

SA: What did you learn from rugby that applies here?

MD: I’ve spent a lot of my time on the commercial side of sport, so there are a number of similarities, albeit in a different context. In my last role, the model was about generating revenue to run a club effectively. Here, we generate revenue through a similar set of sources, and deploy those funds in different ways. You have to build a commercial model that underpins your wider responsibilities.

You probably would not design the sport in the way it is set up today. It is fragmented at all levels

One of the things that has surprised me is how fragmented golf is. You can see that from the outside, but it really comes to light when you start meeting the mix of stakeholders and understanding their perspectives. You probably would not design the sport in the way it is set up today. It is fragmented at all levels, but that creates both challenge and opportunity.

SA: When you say fragmentation, you mean across tours, majors and governing bodies?

MD: Yes, but it goes beyond that. There is fragmentation at the elite professional end, but it applies through the rest of the game too. We have two governing bodies, the R&A and the [United States Golf Association], with slightly different territorial outlooks, but a strong collaborative relationship. We have national federations, PGA organisations and a number of other stakeholders invested in growing the game.

For an organisation like the R&A, with a broad global remit across governance, championships and golf development, we interact with a huge number of stakeholders. Part of the role is about navigating those relationships effectively.

SA: Fragmentation is often discussed in the context of LIV Golf. But you are suggesting it is more structural?

MD: It is the nature of our sport. There is a very significant professional tier, and then a huge recreational component. The sport is booming. In the markets we work with, there are 112mn people playing and engaging with golf. The trends behind that are very positive. It is a large, growing sport, and there are many organisations shaping its future.

SA: How do you balance the governance role with the need to generate commercial income?

MD: I’m really enjoying that balance. Part of the appeal of this role is the breadth of our remit. We exist to open golf to the world. We believe in the impact sport has on individuals and communities, and we want more people playing and engaging with golf, in more places, more often.

To deliver that, we have three core priorities. The first is uniting the game through governance. The rules of golf are its foundation, and as custodians we are uniquely placed to bring the sport together across formats and levels.

The second is inspiration. We believe in the power of our world-class championships to inspire and excite millions of people. Continuing to elevate the Open Championship, the AIG Women’s Open and our wider portfolio of events is critical.

The third pillar is leadership. We want to ensure a positive future for the sport. That means driving participation and ensuring sustainability. Because of the nature of the golf landscape, we cannot do that alone. We work with nearly 170 national federations and other bodies to invest in initiatives that grow and future-proof the sport.

SA: Prize money has surged in recent years. Do the economics support that?

MD: It is a really interesting debate, and one I’m sensitive to given my background. First, I believe in rewarding athletes. They are the heroes and icons of sport, and they should be well rewarded. They have a disproportionate impact on the health of the game.

Sustainability is critical. There has been huge inflation in prize money in golf, and we have to be thoughtful about how that evolves

But I come from a sport where you could argue it was paying players more than it could afford. In rugby, particularly pre-pandemic, player wages were growing much faster than commercial income. Then there was a shock to the system, and three elite clubs disappeared.

So sustainability is critical. There has been huge inflation in prize money in golf, and we have to be thoughtful about how that evolves. We want a strong global portfolio of sustainable events.

SA: Is that conversation starting to happen?

MD: There is some pressure, for sure. We can only control our own prize purse, and we constantly evaluate that in the context of our wider responsibilities.

Our model is somewhat unique. The R&A generates roughly 80 per cent of its revenue from the Open Championship, and the vast majority of its profit. We reinvest that profit back into the game. So every additional dollar in prize money is a dollar that is not reinvested into the sport. We want to reward players, but we need to do so in a sensible and sustainable way.

SA: How do you communicate that to players?

MD: I think we can do a better job of telling our story. I’m not sure enough people fully understand the model.

At the Open Championship, we get very strong feedback from players and their teams that the experience is the best they have across the year. But beyond that, there is an opportunity to explain more clearly how our model works and the impact it has on the wider game. That is something we are focused on improving.

SA: The Open accounts for the bulk of your revenue. Is that a risk?

MD: It is both a strength and something we need to manage carefully. We are very proud of the Open and its progression. Demand is extremely strong. We are seeing more than 1mn applications for tickets, with around 280,000 people attending.

There is strong broadcaster support, a fantastic roster of commercial partners, and we are continuing to invest in the event. That strength allows us to do things such as offering free tickets to under-16s, which is an important part of keeping the sport accessible.

At the same time, we are focused on diversifying. The AIG Women’s Open is growing strongly, with increasing attendance and a slightly different, more family-focused audience. At the moment, it is an investment into the game, costing between £4mn and £7mn a year, but one we think is entirely appropriate given its role in growing the sport.

SA: What surprised you most about the R&A when you joined?

MD: The breadth of what it does. I had always known the R&A for its role in governance and for staging the Open Championship. But through the interview process, I learned much more about the scale of its activity.

For example, I had not realised the extent of its work in driving participation globally, or some of the more innovative initiatives. We have invested in platforms such as Roblox — an online gaming platform popular with younger audiences — to engage new players, and we are seeing that translate into real-world participation.

I also had not appreciated the scale of investment in facilities such as Golf It! in Glasgow, which has generated significant social value and is helping to bring the sport to new audiences.

SA: There was a write-down on Golf It! — the R&A’s participation-focused golf and leisure facility in Glasgow — how do you assess that investment?

MD: We made a significant capital investment, and it has been an interesting experience as an organisation that has not traditionally operated facilities. Financial performance is improving, with ebitda up by more than £0.5mn over the past year.

But the more important point is the social impact. Utilisation is increasing, and we are seeing strong engagement through programmes that bring people into the sport, particularly younger audiences. That gives us confidence in the long-term value of that investment.

We are also on track to exceed our £200mn commitment to invest back into the game. Looking ahead, we are setting new targets, including increasing participation and delivering broader economic and social impact.

SA: Will investment increase under the new strategy?

MD: Yes, I would expect annual investment to increase. The focus will be on areas where the R&A is uniquely placed to add value, working in close partnership with others across the game. There is also an opportunity to reduce duplication and ensure investment is more effectively targeted.

SA: New formats and technology seem central to that strategy. Why?

MD: Participation is growing, particularly through new and emerging formats. In the markets we work with, around 80 per cent of under-18s engaging with golf are doing so through formats such as driving ranges, simulators and other off-course experiences.

Traditional formats are still growing, but these new formats are an important entry point, especially for younger audiences. Our view is that all golf is golf. If we want the sport to continue growing, we need to support those formats and consider how they fit into the wider ecosystem.

SA: Does that extend to new types of competition?

MD: Potentially. We are exploring whether there is a role for us in creating or supporting competitions linked to those formats. That could range from elite-level events to more participation-focused initiatives. We are not fixed on a particular model, but it is an area of focus.

SA: How do you avoid overreach?

MD: By staying true to our strategy. We will only invest where we are uniquely placed to add value, and where we have the support of our partners. Collaboration is critical in a sport like golf.

SA: Is your role about preserving tradition or driving change?

MD: It is about both. The R&A has a long history of evolution. The Open Championship is a highly differentiated event, with a unique heritage and identity. We are very proud of that.

But you cannot stand still. If you want to remain one of the world’s leading sporting events, you have to continue to innovate and invest. It is about finding the right balance between tradition and progression.

SA: What have you learned about the politics of the role?

MD: That golf matters. It is a high-profile sport with a wide range of stakeholders, and that brings scrutiny and debate. That is part of the role, and something we engage with constructively.

SA: On Turnberry — which has again missed out on hosting the Open, despite lobbying from Donald Trump, its owner — where do things stand?

MD: Dialogue continues, as it does with all of our venues. Turnberry is a fantastic golf course, but there are logistical challenges, particularly around transport infrastructure. Addressing those — especially road and rail access — would likely require public investment, which is part of the ongoing discussion. That is not unique to Turnberry; it is a conversation we have with a number of venues when staging a modern Open Championship

SA: What does the uncertainty around LIV Golf tell you about the state of the game?

MD: I believe the game is thriving overall. Participation is strong, and growing. At the same time, the professional landscape has seen disruption, and that matters because the elite game is an important shop window.

We would like to see a strong portfolio of sustainable global events, with clear, meritocratic pathways into the major championships. That is something we will continue to advocate for.

SA: Do you want LIV to succeed?

MD: We want to see strong, sustainable events across the global game. We have adapted our own model, including offering qualification pathways into the Open from LIV-related events. We maintain good relationships across the sport.

SA: How do you think about the influx of capital into sport?

MD: It reflects the attractiveness of sport as an investment. A key driver is audience growth. Sports with strong and growing audiences have greater opportunities to commercialise over time.

For golf, the priority is ensuring the product at the top of the game remains strong and compelling. That is what underpins the long-term health of the sport.

SA: What is the biggest risk to the Open?

MD: Standing still. In a competitive sports landscape, if you do not continue to innovate and invest, you risk falling behind. We are focused on evolving the event while staying true to its heritage.

SA: Are you expanding the event format?

MD: We are looking at ways to enhance the week. For example, we are introducing new early-week elements, such as a last-chance qualifier and a short-format exhibition event. These are designed to build momentum into the championship while respecting its core identity.

SA: What can we expect from the next year’s Open at St Andrews?

MD: An Open Championship at the Home of Golf is always special. You can expect strong demand, great sport on one of the world’s best courses, and continued refinement of the event experience.

SA: Will ticket prices remain accessible?

MD: That is very important to us. Costs are rising and demand is strong, but we will continue to balance commercial considerations with accessibility. That includes free entry for under-16s and discounted tickets for young adults.

This transcript has been edited for brevity and clarity