IAGA Insider Digest Series
Streamlining Communication and Collaboration: How Mass Golf is Leveraging HubSpot Across AGAs
As more Allied Golf Associations look to streamline communications, manage campaigns more efficiently, and create a more personalized member experience, platforms like HubSpot are becoming increasingly valuable tools. For Mass Golf, the platform has evolved from a single-organization CRM to a shared digital ecosystem that supports and collaborates with other AGAs through separate, customized business units.
While Mass Golf was an early adopter of HubSpot, their recent work with Connecticut and Vermont Golf Association marks a shift toward broader collaboration. By supporting other AGAs through customized business units, they’ve created a model for shared digital infrastructure that maintains each association’s unique identity while enabling greater efficiency and resource-sharing.
The idea to support other Allied Golf Associations through HubSpot began organically, shaped by both internal discussions and external interest. Mass Golf began exploring a shared CRM model after receiving interest from smaller AGAs seeking a more accessible way to experiment with HubSpot’s features. These early conversations centered around limited initial use, with flexibility to scale up over time. “Some smaller associations, maybe ones without the staff capabilities, were looking for an entry point into using HubSpot… so we started thinking about how we could best serve the golf community in New England,” said Mike Wice, Mass Golf’s Senior Manager of GHIN Services.
Riley Blue, Mass Golf’s Manager of Technology, noted that the groundwork was already in motion before she joined the team, allowing her to jump into action. As Mass Golf began formal conversations with the Connecticut State Golf Association and Vermont Golf Association, each seeking to modernize and streamline their communications, she played a key role in customizing the process to each organization’s individual goals and timelines.
Mass Golf maintains weekly check-ins with both Vermont and Connecticut to assess progress, troubleshoot issues, and offer strategic support. These pulse checks are key to keeping each group aligned without overwhelming them. In addition to monitoring custom dashboards to keep tabs on contact lists, Mass Golf uses a living training document that outlines take-home tasks, notes, and next steps, creating a shared reference point as things progress.
Challenges inevitably arose with two associations onboarded simultaneously. Recognizing that each organization has its own structure, staff capacity, and timelines, Mass Golf emphasized flexibility, avoiding rigid deadlines. “You have to be flexible—and empathetic,” said Riley. “Things come up, life happens, but if everyone’s aligned on the end goal—serving the golfer and their community—that’s what matters. It’s not about hitting every benchmark perfectly. It’s about moving forward together.”
As user confidence increased, Mass Golf gradually expanded access and permissions, shifting from a tightly controlled onboarding to more autonomous use. While Riley brings structure and consistency, Mike jumps in as needed to address issues in real time. The balance allows Mass Golf to offer support that’s both responsive and strategic.”
Technical hurdles also surfaced, particularly around how each association connected to the GHIN database. “We use an outside developer for our integration, while Vermont and Connecticut are on GHIN Connect,” explained Mike. This introduced complexities in partitioning data, managing multi-member profiles, and ensuring golfers only received communications from their home association. There were also the expected growing pains of adopting a new platform. While some users were eager to dive in, it was critical to lay a solid foundation and set clear expectations to ensure everyone was headed down the right path from the start.
Looking ahead, their focus will be on tightening data management and gradually expanding user permissions. “The goal is always to protect everyone’s data and keep things clean,” said Riley.
Future onboarding efforts will benefit from lessons learned in this initial phase. “There are things we’d do differently next time,” said Mike. “What’s exciting is that these associations will start discovering new ways to use the system and we’ll learn from them too. It’s a two-way street.”
For smaller associations considering joining a business unit, the benefits can be significant. With access to an established system like HubSpot and the support of a more experienced organization, new users can build on proven tools and processes instead of starting from scratch. The structure allows them to learn by example, gain confidence using the platform, and eventually tailor it to meet their own needs. It’s a model that empowers smaller AGAs to elevate their operations and better serve their golfers without the burden of building everything independently.
On the flip side, larger associations looking to onboard a new business unit should approach the process with a clear understanding of mutual goals. It’s not about doing everything at once, it’s about setting achievable priorities and growing from there. Just as important is the willingness to collaborate beyond traditional state or regional lines. In a connected golf community, supporting neighboring associations isn’t just good strategy, it strengthens the ecosystem as a whole.
This shared HubSpot approach reflects a larger trend in the AGA community toward greater alignment, cooperation, and digital innovation. As more AGAs express interest in CRM and marketing automation tools, Mass Golf’s experience offers helpful insights. The key takeaway: collaboration doesn’t require sacrificing identity. With the right structure, associations can maintain their own branding, audience segments, and communication strategies, while still benefiting from a collective knowledge base.
By: Santana Shipley
