T&H CX > Our Work > Brand Case Studies > Customer Product Strategy & Roadmap
Golf participation in Australia was growing, but customer relationships, data and commercial value were spread across different platforms, formats and stakeholders. The broader ecosystem lacked a connected product approach that could turn participation momentum into sustained engagement and new revenue opportunities.
Golf Australia and GA Australia needed more than incremental digital initiatives. They wanted a coherent, evidence-led direction for a national customer platform, with clear decisions about product value, partner adoption, investment and delivery sequencing.
To access a more connected and useful golf experience that makes it easier to engage with the sport and the products and services relevant to each golfer.
To align the golf ecosystem behind a commercially viable national product proposition, prioritise platform investment and create a path towards stronger direct customer relationships and diversified revenue.
Golf Australia is the national sporting organisation responsible for the development and governance of golf in Australia. The PGA of Australia is a member-based organisation representing golf professionals and supporting tournaments, education and industry development. Together, the organisations work across a broad ecosystem of clubs, professionals, golfers and commercial partners.
Sport administration and professional development
200+ employees
2025
Quantitative Research
Qualitative Research
Product Strategy
Product Roadmap
Go-to-Market Strategy
Stakeholder Engagement
We worked alongside leadership from Golf Australia and PGA Australia as strategic advisors, helping convert fragmented information and competing stakeholder needs into a common direction for the customer product.
Quantitative research tested customer demand and proposition performance to support product choices. We complemented that evidence with structured engagement across governing bodies and industry partners, exploring priorities, delivery constraints and the conditions needed for adoption.
The work informed a customer-led product strategy for a national digital platform, including its vision, guiding principles and value proposition. We then defined a phased roadmap covering minimum viable product (MVP) scope, sequencing and longer-term development, supported by a go-to-market plan for launch, partner enablement and adoption.
Golf Australia and PGA Australia gained a single, evidence-backed product strategy to guide investment and delivery decisions. Leadership had a clearer basis for what to prioritise, what to defer and how to balance customer value, industry participation and commercial outcomes.
The phased roadmap and go-to-market plan provided the foundations for moving from a fragmented set of digital initiatives to coordinated product-led value creation, with a credible direction for future implementation and sustainable growth.
