Who is Troon?
Troon is the world’s largest golf management company, overseeing nearly 900 locations across 35 countries. The company specializes in operating high-end golf courses, luxury resorts, and private clubs, offering top-tier service and management expertise. Their name carries weight in the industry, often associated with prestige and quality.
Why Was Troon Brought Into Granite Pointe?
Granite Pointe has struggled financially for decades. Hallō convinced the Golf Society that partnering with Troon was the only way to save the course. By bringing in Troon, Hallō hoped to lend credibility to its broader development plans, using the golf giant’s reputation to assure investors that the project was on solid footing.
But Does This Deal Make Sense for Troon?
- Granite Pointe is a small, local golf course in a tiny, remote BC town.
- Troon has referred to Nelson as the "Kootenay Rockies." If they don’t know where Nelson is, how well do they know the market?
- Troon doesn't operate anywhere else in Canada—why this course?
- If Hallō’s development collapses, would Troon even stay?
Does this arrangement truly benefit Troon, or is the company simply taking a gamble on an unproven developer?
And Does Troon Make Sense for Granite Pointe?
Some also feel that Troon's corporate approach strips clubs of their local charm, pushing a standardized, profit-driven model that doesn't always prioritize the player experience.
Troon’s “First Foray” Into Canada—But Is It?
Hallō and Troon both describe this as Troon’s entry into Canada. But this isn’t their first attempt.
In 2016, Troon was hired to manage Sagebrush Golf Club in British Columbia. The project didn’t last. Sagebrush shut down in 2014 due to financial trouble, reopened under new ownership in 2016, and closed again until it was revived in 2021—without Troon.
Troon's involvement with Sagebrush is notably absent from their messaging. Why has this history been left out? Investors should look into what happened there.
Early Warning Signs of Trouble
Even before renovations have begun, Hallō and Troon have already shown signs of being out of sync.
- On January 25, 2025, Troon published an article incorrectly stating that renovations would begin in 2025. In reality, Granite Pointe had already confirmed they would remain open for the season.
- Troon referred to Nelson as being in the "Kootenay Rockies." Nelson is not in that region—it’s at least a four-hour drive west of the Rockies. Why didn’t Hallō correct them?
These aren’t minor mistakes—they could suggest a deeper misalignment between the two companies. If Troon is misinformed about critical project details, what else might be uncertain?
Is Now the Time for a U.S. Mega-Corporation to Take Over?
The economic climate between Canada and the U.S. is increasingly tense:
- There’s talk of 25% tariffs on Canadian goods.
- President Trump has repeatedly joked about annexing Canada.
- Many Canadians are currently reconsidering their economic ties with the U.S.
Is this the best time for a struggling BC golf course to hand over control to an American mega-corporation? If Hallō collapses, will Troon even stick around? Or is their involvement tied solely to Hallō’s success?
Risk vs. Reward—Does Troon Need This Deal?
Troon’s reputation is built on prestigious, stable developments—but Hallō is neither. If Hallō’s project falters—or collapses entirely—Troon could be left in a difficult position, linked to a failed venture in a highly vocal community.
There’s also a strong PR risk: if Hallō fails, Troon risks being associated with a contentious, community-opposed project. Hallō’s inexperience, financial instability, and internal conflicts make Troon’s role high-risk. Investors and members should ask: What makes this time different?
Final Thoughts
Troon has a strong global reputation, but this deal raises serious questions. Their past attempt to enter Canada didn’t work out. Their relationship with Hallō is already showing cracks. And the long-term viability of the Granite Pointe project remains uncertain.
So the real question is: does Troon need this deal?
At what point does the reputational risk outweigh the potential benefit?