My interview with Bill – whose humility and kindness shines through in spite of the huge life and achievements that dot the landscape across his working life. Here’s the Gold as promised:
Hospitality in the Blood: Family Roots and Early Influences
“Tell me about your family,” I begin, and Bill’s eyes light up. “I’m from Belfast, Northern Ireland,” he says, leaning forward. “My grandmother came from Monaghan in Southern Ireland and, in 1958, she bought an old building and turned it into a landmark hotel. For a woman back then—that was revolutionary. She set the tone for our family.”
Hospitality, he explains, was woven into family life. “My aunty and my dad co‑owned hotels – so I grew up in dining rooms, front desks, and kitchens. It was a world where everyone had a story.”
Yet, living in Belfast during times of unrest meant safety was always top of mind.
“Security checks at the hotel were routine. We balanced making guests feel welcome with keeping them – and us – safe. And my family were robust. They’re very people orientated. And my dad in particular, was very people orientated. And he certainly knew how to enjoy people and loved listening to their stories. And also he had plenty to tell himself. So he was a bit of a hero of mine. But my grandmother was really the entrepreneur, to be honest.”
Trainee to Teacher: Learning on the Front Lines and Beyond
Heading to university in England, Bill applied for a highly competitive graduate trainee program at Lord Delfont’s leisure company. “There were 220 applicants for eight spots. We trained across everything: sports centres, nightclubs, bars, theatres—360 degrees of hospitality.” He pauses to smile. “They taught you to treat a nightclub bouncer with the same respect as a theatre patron.”
By his mid‑20s, Bill was managing a sports centre. But he felt a pull towards education. “I took a teaching qualification in London and, suddenly, I was in front of students again—only this time, I was the one explaining marketing concepts.” Under the mentorship of Nick Moon, he earned an MA in Marketing and lectured for the Chartered Institute of Marketing. “Teaching reignited my curiosity. It was the best thing I ever did.”
Breaking Records: The Youngest GM in Irish Golf
A phone call changed everything. “A friend rang to tell me about a GM position at Clandeboye Golf Club through Price Waterhouse,” Bill recalls, “I was 28 or 29, the youngest in the room—some said the youngest GM in Irish golf. But I’d spent years preparing for that moment & was in truth relatively experienced in hospitality management’
Taking the reins at Clandeboye propelled him into the golf world. “I went from trainee to trailblazer pretty quickly,” he says. “That’s where I found my niche—combining hospitality skillsets with the unique demands of golf and sports management’
Building Peace and Prestige: Hilton and the Good Friday Agreement
Bill’s next chapter unfolded with Hilton’s expansion in Northern Ireland, tied to the peace process and the Good Friday Agreement’s optimism. “I wanted to be part of rebuilding—I saw hospitality as a healing force.” His parents, he admits, were more conventional—teaching was a ‘respectable’ profession, and they knew better than most the commitment required in Hospitality—but he embraced the long hours and complex operations.
“It was a privilege to open those hotels,” Bill reflects. “You’re not just offering rooms; you’re contributing to a region’s renewal.”
A move into consultancy with Lough Erne Golf Club and Hotel Development in Co. Fermanagh followed for three years, made famous for signing Rory McIlroy for 5 years (Bill is credited by ex-owner Jim Treacy for making that happen) in that time Rory won two majors, ‘it was an incredibly proud association for me’ both Rory and his family are such lovely people’
A call came to join The K Club, Ireland’s first International Golf Resort of repute. Host of the Ryder Cup and numerous European Tour events, this propelled Bill into the International arena. The next challenge was the big one, though.
Member‑Led Turnaround: Loch Lomond’s Renaissance
Back in the UK, Bill confronted one of his greatest challenges: Loch Lomond Golf Club, reeling after the 2008 financial crisis and rescued by a member buy‑out. “Payroll was 54% of revenues. Unheard of,” he says. But he found allies in the members who took over governance.
“We restructured carefully: tightened budgets, invested in staff via a discretionary gratuity pot—5% on rooms, 7.5% on food and beverage—distributed at Christmas. Watching that pot grow lives changed—it built loyalty and pride.” His 13‑year tenure here culminated in Castle the Clubhouse, a book on that story of the Loch Lomond Golf Club and its buy out by members – a transformational journey.
‘I was so proud of what was achieved, the team were incredible and overcame very difficult times, to receive Honorary Membership from Sir Nigel Rudd was an exceptionally proud moment in my life’
Down Under Challenge: Cathedral Lodge, Australia
And then, out of the blue, came an offer. In a bold move, Bill crossed the globe to become GM of Cathedral Lodge in Healesville, two hours north of Melbourne. “I had no network in Australia,” he laughs. “But I prepared a strategic review, flew over, and they hired me on the spot.” The members’ embrace of his plan still resonates. “That chapter taught me adaptability—translating European standards to a very different market. And it was a fantastic experience.”
“The one thing that shone through was I think it could be an absolutely rip-roaring success. The vision was excellent. Greg Norman designed the course. There were super features to it. The membership, family membership had good connections with each other, that added real value’
‘Cathedral Lodge has the feel of a member buyout akin to Loch Lomond Golf Club, the vision created was exceptional, it’s the next stage that Clubs find most difficult’
“In Australia, I admired Ireland still, from afar. The Irish Open was at Royal County Down. It is a fantastic, unbelievably good golf course, often rated number 1 in Europe and top echelons in world golf. And, you know, I remember the proprietor of the Cathedral Lodge, looking at the photo of Royal County Down behind my desk, saying to me, “You know, is that somewhere you’d like to manage?”
Bill added, “And two months later, I’m afraid I had to deliver that news. But everybody understood that I was going to one of the top golf courses and clubs in the world.
So how could you turn that down? I couldn’t turn it down. I’m from this part of the world.”
Australian members later visited him at Royal County Down, cementing friendships that spanned hemispheres. ‘So amazing that I know these people, I managed their Club for 15 months, it was tight knit. To pick up on the chat (mainly Oz Rules Football/Cricket and Horse racing) is just terrific, I love the Aussies a great bunch of people’
Royal County Down: Balancing Commercial Success and Member Identity
Now General Manager at Royal County Down—frequently in the world’s top‑ten golf lists—Bill juggles two worlds. “On one hand, we serve avid international golfers, mainly but not exclusively Americans, professionals who want tee times. On the other, we’re a private members’ club with decades‑old traditions, Royal County Down was establish in 1889.” His goal: “Tweak rather than transform, keeping our essence while innovating behind the scenes.”
Every initiative, he explains, goes through member review and staff workshops. “They know who they are and expect excellence. My job is to bring my team along to deliver 110%, with warm hospitality, rather than clinical service techniques’
Leadership as Facilitation: Culture, Governance, and People
“What is a GM? Most people say operator or manager,” Bill muses. “I see myself as a facilitator.” He outlines three pillars:
- Shoulder‑to‑Shoulder Leadership: “If I ask someone to seed a fairway, I’m in that tractor first, in other words ‘don’t ask someone to do something you would be prepared to do yourself’ although driving a tractor could be dangerous for anyone within a certain radius’, Bill mused.
- Transparent Governance: “Defining who we are—board, member, staff—gives you guardrails. Without them, you drift.”
- People as the Product: “Facilities are nothing without motivated teams. I spend more time on recruitment, training, and culture than spreadsheets.”
This philosophy, he believes, is what elevates clubs from good to great.
Recruitment and Growth: Investing in Internal Talent
Bill is adamant about collaborative hiring. “Department heads help define the spec. If we have talent in‑house, we give them first dibs. But external hires bring fresh ideas.” He looks for attitude over skill – “skills can be taught, but character is innate.”
Hospitality vs Service: Crafting an Emotional Connection
“I hear people say, ‘We deliver five‑star service,’” Bill says. “But service is technical – hospitality is emotional. At RCD, staff don’t just polish bulls’‑eyes; they have a genuine interest of visitors, where they are from and of course long-term relationships with Members, that is so important, that connection’.
Future Focus: Scholarships, Community, and Why
Looking ahead, Bill lights up talking about youth development. “We’re are scoping out the possibility of launching scholarship programs—real pathways for local talent. I want to see apprentices gain diplomas and jobs here.” He also sees potential in deeper community links—tourism boards, local schools, and digital enhancements to personalise member experiences.
“With Royal County Down, they know who they are. You know this is a club that knows who they are and, and believe you me, many organisations don’t and, that’s what I would say to any club. Try and find what your mojo is. Start with why have people joined your club, what was the reason’?
It all starts with ‘Why?’ Poll your members – find their why? And then build from that knowledge, that core identity.”
As our conversation wraps, Bill reflects on a career spanning continents and crises. “I’ve been lucky—grandmother’s hotel, European launches, Australian adventures, turnarounds in Scotland, and now this jewel in Ireland. Through it all, the constant is people. Know who you are, respect where you come from, and lead with authenticity.”
Bill Donald’s journey is a masterclass in resilience, cultural fluency, and the enduring power of hospitality done right.
