From silos to an ecosystem: How we're helping PGA of Sweden take control of its business

Sound familiar?

The member register in one system. Bookings in another. Finance in a third. Mailings in a fourth. And so on. Every time someone needs a complete picture of a member or customer, the manual work begins. Export from one system, import into the next, double-check that nothing has fallen through the cracks.

This is everyday life for most sports organizations in Sweden. And it was the reality for PGA of Sweden when we began working together in autumn 2025.

Fragmented data: the reality on the ground

When we first met PGA of Sweden (the association for Sweden's golf professionals and coaches) at their new home at Barsebäck Resort, the picture quickly became clear:

A membership system, a golf data system, a finance system, a booking system, an email platform, an LMS, a content platform and so on.

7+ systems. All living their own lives. Data entered manually between them. No single view. That's where we came in. After a handshake at Barsebäck Resort on October 27, 2025, Stratigo was given the assignment: "Help us procure a CRM system".

"Before Stratigo came into the picture, we were about to make an investment decision on our own, but we now realize there was a real risk we'd have painted ourselves into a corner that would have been difficult and expensive to back out of." - Johan Hampf, CEO, PGA of Sweden

Letting the analysis decide

Our first question was: Is it really a CRM you need?

So we started with an analysis phase in which we mapped every data flow, every integration and every day-to-day work process. Not what system vendors say they should be doing, but what PGA actually does.

The result was clear. PGA's biggest challenge wasn't "managing customer relationships" (classic CRM). It was to:

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  Aggregate data from 7+ sources into a single view (CDP functionality)
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  Automate communication based on behavior and triggers (marketing automation)
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  Activate partners with segmented, measurable exposure (CDP + MA)

The architecture we're now designing therefore leans towards marketing automation as the engine and a CDP as the hub, rather than a pure CRM system. The analysis phase saved PGA from a costly mis-investment. We're building an architecture that genuinely solves their real needs and lays the foundation for future commercial growth.

Stratigo's role: architects, not just procurers

Vendors sell features. But PGA of Sweden didn't need more features. They needed a strategy for their data. Stratigo's role in this process is about future-proofing the organization from a technical standpoint.

What we're doing in the current engagement:

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  Mapping current systems and needs
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  Developing a requirements specification focused on integrations
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  Producing the RFP document and running the process
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  Evaluating vendors systematically
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  Preparing decision material

PGA makes the decisions. We make sure they have the right basis to do so. We have no licenses to sell. Our only incentive is for PGA to get a platform that delivers ROI and enables growth.

Naturally, we look under the hood of every vendor and ask the uncomfortable questions. We make sure PGA won't find itself locked in to a single vendor five years from now. They should own their architecture.

"I've personally spent countless hours, weeks and probably months trying to form a picture of what we want to build going forward. Since Stratigo came on board, we've very quickly received concrete decision material packaged in a way that's easy to take in. I should have brought in this help much earlier." - Johan Hampf, CEO, PGA of Sweden

From siloed administration to business development through an ecosystem

With Stratigo leading the procurement of a new data platform, we're shifting the focus from administration to business development.

The goal of the new ecosystem is measurable value:

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  Targeted offers: By understanding member behavior, we can offer the right course or product at exactly the right time.
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  New revenue streams: With better data, PGA can identify untapped business opportunities in its ecosystem.
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  A stronger partner proposition: Instead of guesswork, PGA can offer partners data-backed segments.
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  More efficient use of resources: As manual work disappears, staff have more time to make the organization stronger.

This isn't a distant vision. It's what the right architecture makes possible.

The organization's ecosystem could come to include 10–15+ data sources within the next few years.

The goal of the digital strategy we're now developing together is clear: a cohesive digital strategy in which PGA builds its own ecosystem and secures control over its own data, creating a 360-degree view of every contact.

The outcome: an analysis and a recommendation for the road ahead

We're currently evaluating vendors with different roles in the ecosystem that can deliver at the high level needed to meet PGA's needs in both the short and the long term. It's a tough selection process. Many systems that look good on the surface fall short when we examine the technical documentation. Ultimately, the entire RFP process culminates in an analysis and a recommendation on PGA's strategic options.

A decision is expected in Q1 2026. But the biggest win is already secured: the realization that data is a strategic asset that needs attention at leadership level. That insight will change more than just their IT landscape. It will change how they run their organization.

"We've gone from a fairly unclear and uncertain position to a much more secure foundation to stand on. I can only imagine how much money we're saving by getting this right from the start, and above all the opportunities it gives us to fulfill our overall vision." - Johan Hampf, CEO, PGA of Sweden

What other organizations can learn

PGA of Sweden is not alone. Most sports organizations:

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  Buy systems based on sales pitches, not actual needs
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  End up with a patchwork of systems that don't talk to each other
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  Spend too much time on manual work and export/import
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  Lock data into platforms that are hard to leave
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  Never fully activate their systems

Not because they made bad choices, but because they lack the time and expertise to get it right from the start.

PGA dared to question its own capabilities and invested in analysis before choosing a solution. They recognized that external expertise is an investment that both saves time and prevents costly mistakes.

That's the difference between solving today's problems and building tomorrow's architecture.

"With Stratigo, we've had help analyzing our current situation, but also a sounding board for our challenges. It has been incredibly valuable for me as CEO and for the rest of the organization." - Johan Hampf, CEO, PGA of Sweden

Hear Johan Hampf, CEO of PGA of Sweden, talk more about the partnership in the interview above (in Swedish).

Next steps

The RFP process is under way. Demo presentations with shortlisted vendors are taking place in January 2026, with the aim of reaching a decision in Q1 2026. That's when the next phase of PGA's transformation begins.

About the partnership

Stratigo Sports Business is leading PGA of Sweden's procurement process for new data infrastructure. The analysis phase showed that the organization needs marketing automation and a customer data platform rather than a traditional CRM system. The partnership began in autumn 2025 and currently covers needs analysis, requirements specification, the RFP process and vendor evaluation.

About Stratigo Sports Business

Stratigo Sports Business helps sports organizations with Digital strategy & development, Commercial growth, Data-driven marketing and Analytics, data & AI. Curious what's possible for your organization? Get in touch with Kaveh Sarvari at kaveh.sarvari@stratigosportsbusiness.com