Golf has long carried a reputation as an exclusive pursuit, often associated with country clubs, expensive equipment, and a significant time commitment. This perception stands in stark contrast to sports like soccer, globally celebrated for its accessibility, requiring little more than a ball and open space. Yet, David McKillips, CEO of Topgolf, is actively working to dismantle these traditional barriers, envisioning a future where the sport’s next major star might emerge not from hallowed greens, but from the more democratic setting of a Topgolf driving range.
McKillips, who took the helm at Topgolf in February, believes the company’s expansive reach and innovative approach can significantly broaden golf’s appeal. He points to an ambitious pledge to introduce 10 million new golfers to the sport by 2030, a goal underpinned by concrete programs designed to lower entry hurdles. One such initiative involves a partnership with Youth on Course, a non-profit organization that provides subsidized access to golf for individuals 18 and under. This collaboration offers its members and alumni network $5 bay access at Topgolf locations on Monday through Thursday mornings, from July 1 through September 3. This program eliminates concerns about equipment costs and the intimidating atmosphere of traditional courses, providing a welcoming environment for newcomers.
The CEO’s background offers insight into his strategic approach. Before joining Topgolf, McKillips served as president and CEO of CEC Entertainment, parent company to Chuck E. Cheese and Peter Piper Pizza. His tenure there included navigating a Chapter 11 bankruptcy filing in 2020, followed by a successful emergence that saw significant debt reduction and reinvestment into modernizing venues. This experience in revitalizing a legacy family-entertainment brand through updated technology and experiences now informs his vision for Topgolf, a company that itself faced ownership shifts and declining same-venue sales before his arrival. He sees Topgolf as a “non-intimidating way to really learn the sport of golf,” addressing issues of cost, equipment, and the often-perceived elitism of traditional golf culture.
Topgolf’s data already suggests a significant impact on golf participation. McKillips indicates that the company is generating between 2.5 and 3 million new golfers through its various programs. Only about 35% of existing golfers currently visit Topgolf venues, suggesting ample room for continued growth. Notably, the fastest-growing demographics in golf overall are young women and children. Topgolf has observed a 40% increase in youth participation over the last five years, aligning with broader industry trends. The National Golf Foundation reports that women now constitute 28% of participants, with 8.2 million women playing off-course golf in 2024. McKillips argues that someone who experiences golf at an off-course venue like Topgolf is five times more likely to pursue playing on a traditional course.
Beyond direct instruction and accessible pricing, the social aspect and integrated technology play a crucial role in Topgolf’s strategy. The company’s scale, boasting over 100 domestic venues alongside international sites and simulator partners, positions it as a legitimate entry point into the sport. McKillips highlights the Toptracer ball-tracking technology, a fixture in every Topgolf bay, which allows even first-time players to see professional-grade shot-tracing data. He notes how this technology can captivate casual guests, drawing them deeper into the sport. The social format, where four to six people can share a bay, significantly reduces the per-person cost, making it an attractive option for groups.
Topgolf’s ambition extends beyond just golf, aiming to become a comprehensive sports and entertainment destination. Guests can visit for the sports bar, arcade games, or even activities like darts and pickleball, with golf remaining an optional activity rather than the sole focus. This approach, McKillips explains, widens the funnel, drawing more people through the doors who might then discover an interest in golf. This strategy aligns with a broader societal trend of seeking “third spaces” for socializing and entertainment, offering a modern alternative to traditional venues like bars or bowling alleys. By continually expanding its offerings, Topgolf is transforming from a driving range concept into a multifaceted entertainment hub, dedicated to making golf more approachable and fostering its next generation of players.
