Production bureau first worked at The Open in 2017, before being commissioned directly by the organisers, The R&A, in 2019. It started with a five-year contract to deliver the interior fit-out of The Open’s hospitality suites, which at the time sat under the Origins Hospitality brand. From there, the relationship developed. More areas of the event came under Production bureau’s remit, with new opportunities emerging as our team continued to deliver.
That growth has been significant. In the early years, five people were on site for around two weeks. In 2025, the on-site team grew to 94 people, working from early June through to mid-August across The Open and the AIG Women’s Open.
The work has also moved beyond hospitality. In addition to premium suites, we also set up the public catering spaces and, more recently, The Players’ Clubhouse, demonstrating the trust placed in us by The R&A.
More than a fit-out
Each year, our team moves into large shell structures on site and completes full internal fit-outs. That includes walls, bars, buffets, furniture, decoration and branded details, right through to menus, table numbers and guest-facing finishes. The result is a set of environments that are polished, welcoming and shaped around the guests, whether that’s a premium hospitality suite overlooking the golf course or a public-facing space within the wider spectator village. Whatever the space, the guest experience is coherent.
That work brings together a wide range of disciplines. Designers, project managers, carpenters, joiners, electricians, decorators, logistics specialists and operational leads all play a part, alongside a broad network of contractors, stakeholders, partners and agencies. Because our teams work closely together, ideas can be tested early, practical issues can be picked up quickly and delivery can stay aligned with the original vision.
Communication with The R&A is key. We have regular discussions throughout the year and this becomes more frequent as events approach. That contact ranges from formal meetings between design and brand teams to quick calls and day-to-day conversations that help keep momentum going. It is an active relationship, built on openness and continuity rather than a handover from one stage to the next.
No year is ever the same
One of the defining challenges of The Open is that it moves to a different host venue each year. Although some structures and assets are reused, every venue brings a different layout, different access requirements and a different build schedule. The position of a structure on site can affect everything from how it is delivered to how many crew are needed to complete it.
That means there is no copy-and-paste approach. Our team isn’t simply repeating last year’s work. We’re rethinking how that work needs to happen in a new setting, often while managing changes to the event format itself.
The 2026 event is a good example of this. We’ve worked with The R&A to develop a new hospitality concept that moves away from traditional seated dining and towards a more flexible experience-led model. Guests are no longer tied to a single restaurant-style setting. Instead, they can move between different food and drink offerings and spend more of the day exploring the event.
For us, that shift has meant reworking a large amount of existing kit. Many of the core assets were originally built five years ago and have been stored, maintained and reused since then. In 2026, those assets have been adapted more extensively to support a very different style of guest experience, while supporting The R&A’s sustainability goals.
Managing complexity
At The Open, the hospitality programme is delivered in a temporary environment, often on open land with no power and limited access when the first teams arrive. Trackway needs to be in place before some areas can be reached. The golf course itself must be protected throughout the build. Weather conditions can add another layer of difficulty, and every vehicle arriving on site works to a tightly managed schedule.
Alongside the physical build, we manage the logistics of a large travelling crew. That includes transport, accommodation, site access and the movement of equipment. At recent events, around 20 forty-foot trailers have been involved in getting kit to site. When the men’s and women’s events overlap, the pressure increases again, with separate crews, duplicated assets and tight turnarounds between locations.
In 2025, for example, the men’s event took place in Northern Ireland and the women’s event in Wales. Some furniture had to be moved from one to the other within a matter of days. That level of coordination leaves little margin for disruption, so planning, communication and on-site problem solving all need to work together.
This is where experience matters. We have built a team and a process that can respond quickly, adapt to changing circumstances and keep the project on track.
Guiding the guest experience
Although much of our work is logistical and operational, the end goal is always the same: creating environments tailored to the people using them and their expectations.
That means thinking carefully about the guest journey. Some hospitality areas command a higher price point because of their location or food offer. Others are more accessible, but still need to feel polished and well considered. In every case, the fit-out, finishes and layout reflect the purpose of the space.
We’ve also supported the development of digital tools that help bring these environments to life before the event begins. Our team has created renders to help potential guests understand what the spaces will look like. More recently, similar thinking has been used to support navigation and event planning, helping guests get more from the experience once they arrive.
Production bureau has become a trusted part of our delivery team. They understand the standards we need to achieve, work well with the wider contractor base and consistently deliver spaces that support the experience we want guests to have at The Open.
New horizons
What began as a five-year appointment has been extended and the scope of our work has continued to grow. The Players’ Clubhouse, the AIG Women’s Open, the shift towards experience-led hospitality in 2026 and digital content have come as a result of The R&A placing greater trust in what our team can do.
For Production bureau, continuity is the measure that matters most. Delivering a high standard of work year after year, across an event of this scale and visibility, is where the real work lies and why The R&A is one of our long-standing clients.