Matt Kendrick has a simple target. "We want to be the biggest golf company in the world," Kendrick said. "We are building the next-generation golf company." That is not idle ambition — Kendrick is backing it with television deals, retail partnerships, a Callaway equipment line and the company's first title sponsorship of a PGA Tour event.
Good Good started in 2020 when YouTuber Garrett Clark, who ran a trick shot channel called GM Golf, formally launched the brand alongside Kendrick and a group of other amateurs focused on trick shot content. Golf's post-pandemic surge in popularity — both on and off the course — pulled millions of new viewers toward the format. The channel crossed one million subscribers within a couple of years of launching.
Five years on, the numbers tell the story. Good Good runs seven official YouTube channels and had accumulated nearly 820 million total views as of July. Its main channel alone carries 2.1 million subscribers. Kendrick, now 40, said content creation stays the foundation but the company's aim is sustained growth beyond the screen.
One of the clearest moves in that direction is the return of "Big Break x Good Good presented by Golf Galaxy" on Golf Channel. The show premieres at 9 p.m. ET on Aug. 25 after an 11-year absence from the airwaves and runs through November. Contestants compete for a spot in the Good Good Championship in Austin — Good Good's first title sponsorship of a PGA Tour event.
Glenn Grimshaw, Golf Channel's vice president of franchise development, said the partnership came together because both sides saw something the other needed. "From our perspective, this was a new, up-and-coming young audience in the YouTube space that was full of fun golf content without opinions," Grimshaw said. "That's what attracted us to their brand. And then once you get to know them, they're good people. We've been able to try things together without having any egos on either side."
Kendrick framed the television push the same way. "It gives us an opportunity to put our brand in a more traditional golf space," he said. "That's something that's important to us because we know not everyone watches YouTube golf. And so how do you continue to grow the brand in the golf space? And that's putting it where other people watch golf as well."
The company structures its business around three pillars: content, product and live events and experiences. The product side has moved well beyond branded hats. Good Good apparel sits in Target stores, and the brand's customer base skews heavily toward the 18-to-45 age range. It has a deal with Callaway Golf that puts the Good Good logo on shoes, balls and gloves.
In July, Good Good struck a licensing agreement with Dude Perfect, the trick shot and entertainment group that built a massive YouTube following of its own. Later this year, Good Good and Callaway will release a co-branded driver line — the most direct move yet into equipment, a segment traditionally controlled by established manufacturers.
The Callaway partnership is worth watching. Golf equipment is a high-margin, brand-loyal category. Callaway — which also owns Odyssey, TravisMathew and Topgolf — is one of the largest companies in the sport. Getting Good Good's name on drivers is a different proposition from putting a logo on a glove. If that product sells, it validates the argument that a YouTube-native brand can compete in the same shelf space as TaylorMade or Titleist.
The live events pillar gives the brand a third revenue stream independent of ad revenue and apparel. The Good Good Championship in Austin, anchored by the PGA Tour title sponsorship, is the clearest example. A title sponsorship puts the company's name on a tour-level event in front of an audience that extends well beyond YouTube — broadcast viewers, on-site ticket buyers and the sponsor categories that come with PGA Tour association.
Good Good's core audience — 18-to-45, digitally native, new to or growing within golf — is exactly what both Golf Channel and the PGA Tour want more of. The tour has spent years trying to pull younger viewers away from other sports and entertainment options. A brand that already owns that demographic's attention on YouTube is a useful partner, not a threat.
The company's expansion path is clear: use YouTube credibility to unlock retail shelf space, use retail scale to justify television partnerships, use television reach to land sponsorship dollars large enough to title-sponsor a PGA Tour event. Whether that chain holds depends on whether the apparel moves in Target, whether the Callaway drivers sell and whether the Golf Channel audience actually overlaps with the one Good Good already has.
