Portrait of a Woman: Aurélie Maloubier, Committed to Golf

You manage Golf de Montereau-La Forteresse while also being involved in several French golf governing bodies. How has your career path led you to take on these different responsibilities?

​Golf de Montereau-La Forteresse is прежде of all a family story. My parents, Michèle and François Crapard, founded it in 1987 on their farming estate before opening it to the public in September 1988—an ambitious conversion and a bold bet at the time.
In 2009, my father invited me to join him and take over the management of the golf club. I was then working in luxury marketing and expecting my second child, but I was immediately drawn to the challenge. Managing the club day to day gave me a very concrete understanding of operational issues, business development, and customer experience.
Our membership in the Golfy Network since 1993 has also given me the opportunity, every year at the annual congress, to exchange with other directors about our shared challenges. And as my father was already involved in the ADGF (French Golf Directors Association), it was natural for me to join as well: I became a board member of the ADGF in 2019.
Then, in 2020, Pascal Grizot invited me to join his list for the French Golf Federation (FFGolf) board, built around three pillars: sport, development, and ecological transition. It was the first time that representatives of commercial golf clubs (GEGF) joined the board, a significant step forward that I felt was essential to contribute to the development of our sport and to work collectively for clubs and territories.
It is this hands-on experience that gradually led me to become involved in golf governance bodies, with the desire to contribute to collective thinking and to the evolution of our sector. I see these responsibilities as complementary: they allow me to bridge the gap between operational realities on the ground and the strategic direction of the industry.

What motivates you to get involved in golf industry governing bodies alongside the day-to-day management of a golf facility?

What motivates me above all is being able to act as a bridge between the field and the broader strategic direction of our industry. When you manage a golf club on a daily basis, you are very concretely confronted with operational challenges, attendance, and player retention. Serving on these governing bodies allows me to bring this on-the-ground perspective into collective discussions and, in particular, to defend the voice of commercial and independent golf clubs, which face specific challenges.
It is also a way of stepping out of the sometimes isolating nature of daily operations. Exchanging with other directors, comparing experiences, and sharing solutions that work elsewhere is extremely enriching, and it directly informs how I manage my own facility.
In practical terms, I am currently involved in the Strategic Development Committee of the French Golf Federation (FFGolf), with a goal that is particularly close to my heart: growing golf participation and attracting new licensed players. This is a key issue for the future of our sport. We need to broaden our player base and make golf more accessible and attractive, especially to audiences who would not naturally consider it. It is this long-term work on participation development that gives full meaning to my commitment beyond the day-to-day management of my golf club.

In your view, what are the main challenges golf clubs must address today to continue attracting and retaining players?

I believe the main challenge is to rejuvenate our player base. Today, golf is still strongly associated with an image of a sport for seniors, and we need to succeed in attracting a younger and more diverse audience that can see themselves playing the game in the long term.
To achieve this, we must first and foremost change the image of golf—and of golfers. Too many people still see it as an elitist sport reserved for a certain social group, whereas it is above all a true sport, both physically and mentally demanding, accessible to everyone once certain barriers are removed, particularly financial and cultural ones.
We need to be willing to change the codes: modernise our clubs, offer shorter and more playful formats, break away from certain traditions that can feel intimidating to newcomers, and communicate differently to show that golf can be friendly, dynamic, and accessible, and not only traditional. It is by working on this image and these new usages that we will succeed in attracting the players of tomorrow in a sustainable way.

The role of women in golf professions is gradually evolving. How do you view this development, and what progress would you like to see in the coming years?

This is a topic that is particularly close to my heart, and one that I also experience through my own career path. My appointment as golf club director took place in a family context, which undoubtedly made things easier at the beginning. However, that does not mean everything was straightforward: I remember that in my early days, within the grounds team, there was a perception that I knew nothing about turf. In a still very male-dominated industry, you sometimes have to assert yourself more strongly to be heard and taken seriously.
The figures speak for themselves: women currently represent only 26% of licensed players within the French Golf Federation. That is low, and it clearly shows how far we still have to go to increase female participation in our sport, at all levels—playing, professional roles, and governance.
And yet, we have proof that women can excel at the very highest level of golf: Céline Boutier is a perfect example. She has long competed among the world’s best, won a Major championship, and has for years carried French women’s golf at the highest level. She is an ambassador—champions like her can inspire many young girls to take up the game.
I do see things gradually evolving. More women are reaching management positions, and more are also entering roles where they have historically been underrepresented, such as greenkeeping or coaching. It is an encouraging development, but progress remains slow.
For the years ahead, I would like to see progress on several fronts at once: more women in decision-making roles, of course, but also more female players on the course, and more women in technical golf professions. These levels are interconnected: the more visible and recognised women are across all areas of golf, including at the highest level, the more it will encourage others to get involved—whether as players, professionals, or leaders. This overall dynamic is what I believe is essential to foster.

If you had to give Golfy members just one reason to discover Golf de Montereau-La Forteresse, what would it be?

If I had to choose only one, it would be the setting: Golf de Montereau-La Forteresse is a preserved natural estate, with its listed buildings and ancient stones that tell a story spanning several centuries. You are not simply playing on a golf course—you are moving through a living heritage, which makes every round unique.
The course, varied and full of character, blends perfectly into this exceptional environment. And the experience naturally continues at the table, with refined cuisine enjoyed on our terrace overlooking this remarkable landscape.
All of this is experienced in a spirit of conviviality that makes all the difference: a golf club where you feel welcome, where people take the time to share a moment, not just play a round. This is exactly what I would like Golfy members to come and discover.

Golf de Montereau-La Forteresse​
Domaine de La Forteresse
77940 Thoury-Ferrottes
01 60 96 95 10
contact@golf-forteresse.com
hwww.golf-forteresse.com