Opportunities to Reinvent Club Service Standards

The club industry is facing one of the most challenging labour markets in years. In addition to labour issues, most clubs have had to adjust their service levels to protect the health of their employees, members, and guests, as well as adhere to constantly changing public health guidelines within their regions. Added to this is the reduction in revenue associated with a decline in event business. The net result presents a challenging environment for clubs, but with challenge also comes opportunity. Clubs are provided with the opportunity to refine their service standards to meet the expectations of todays’ world and avoid allocating resources based on standards that are no longer relevant.

Changing Service Expectations

Over the last two years, service expectations have shifted. Some clubs have taken advantage of this transitionary period to redefine their future service models , with the goal of increasing operational efficiency while delivering a level of service expected by their members and guests. Utilizing member/guest focus groups and listening sessions, as well as well-constructed surveys, clubs have learned that service expectations have changed over the past two years. Some services that were once considered standard are no longer priorities for members. Valet parking, staffing a bag drop and driving range attendants are just a few examples of services that some clubs are moving away from. These clubs have also learned that the use of technology is far more accepted than it was two years ago and represents an opportunity to reduce labour costs. Moving all tee time booking online or to the club app rather than having a staff member answer phone calls is a common example.

Defining Service Standards

“Service Standards are clearly defined descriptions of the service experience that customers can expect to receive consistently with every interaction they have with your club”

On the surface, the above description is straight forward, but when it is applied to defining these standards, it can become a bit challenging. In particular, the four words, “…consistently with every interaction…” is what sets well-defined service standards apart from aspirational service delivery. For something to become a standard, it must be something that your team has the talent, training, and resources necessary to achieve the standard every time. If one of those factors is missing, it cannot be a standard. For example, it might be a service goal to answer the phone within two rings with a live individual. If you do not have the resources to achieve this every time, even during busy periods, it cannot be viewed as a service standard.

Written from the Customers Perspective

Our organization has assisted both small teams and large organizations in the hospitality industry to develop service standards. One common theme that we encounter with service organizations is a lack of clarity between operating standards and service standards. To put it simply, service standards is the service that a customer can expect to receive every time they have an encounter with your business. Operating standards are the internal processes that are in place to ensure that your organization achieves the service standards. For example, a service standard in a restaurant might be that all customers will be greeted at the host desk immediately upon entering the restaurant. The operating standard that would support this might be that during restaurant hours, the host desk will always be staffed. The difference is minor but important.

Train and Support

Once you have clearly defined your service standards across every touch point with customers, the challenge becomes ensuring that your team is consistently delivering. This requires that all employees clearly understand what is expected of them and that they have the necessary training and resources. Employees also require ongoing support and coaching from their supervisors.

Measure, Coach and Reward

The final step in a successful service standards program is measuring success. A consistent measurement process involves the creation of a scorecard and utilizing mystery shoppers who can objectively measure your team’s delivery of service standards. The scorecards help to identify areas where standards are not being met, and help management understand where additional training and resources might be needed. Scorecards also provide a benchmark score that provides a snapshot of how you are doing overall and a measurement that can be considered in your senior team’s annual goals and objectives.

Clearly defined and measured service standards have become a standard in the hospitality and club industry. If your club does not yet have a service standards program in place, we encourage you to develop one. If you already have a service standards program in place, it may be time to review it and determine if it is right for today’s service environment and evolving customer expectations.

Contact a GGA Partners professional today for more information.

Putting your data to work: 3 strategies to optimize your private club data

In the ever-changing private club industry, organizations must continually ask themselves, “Are we managing operations to the best of our ability?” Peter Drucker, widely recognized as the founder of modern management said, “You can’t manage what you don’t measure.” Drucker’s words hold true today as the field of data science evolves at an increasingly fast pace. While the club industry has generally adopted data-driven approaches, our experience at GGA Partners highlights three common metrics that, when utilized effectively, are powerful contributors to success:

Revisiting member resignations

Clubs should aim to take an integrated view of their membership and while many have made great efforts to better track active membership profiles, there are significant opportunities in evaluating thorough data on resigned members. Clubs interested in reducing membership attrition are well-served to obtain a clear picture of resigned members. Collecting information on resigned members actually begins with appropriately tracking the members’ joining date and demographic information. With this, clubs are not only able to analyze what the typical lifecycle of membership is, but also how this lifecycle may differ across a variety of demographics. With this method, a club will obtain more insightful findings than a general resignation metric. For example, a club could determine when female members resign and whether this differs to male members, the conversion rates of intermediate category members to full, or whether members within certain geographic areas showcase distinct resignation patterns. Utilizing this lifecycle analysis, clubs can subsequently evaluate current active memberships and analyze who may be nearing the historical “end of membership” timeline. Digging deeper, if a club tracks the historical spend and usage habits of members leading up to their resignation, there comes an opportunity to utilize analytics to observe active members who display similar spend and usage patterns exhibited by resigned members (i.e., reductions in spend and usage).

Diving into usage details

Another area of opportunity is increased tracking of detailed amenity utilization statistics, such as rounds played, fitness check-ins, tennis court bookings, and food and beverage covers. As an effect of the COVID-19 pandemic, many clubs adapted their booking technology to meet both safety regulations (where necessary) and membership demand.

Numerous clubs currently track this information on an aggregate basis (which is a great start) but incredible value comes from tracking the data on a per-member and time-associated basis. For example, for a private golf club, knowing how many rounds of golf your club saw in a year is valuable, but being able to assess which groups of membership played more than others during certain time frames offers a much more focused and actionable scope (particularly if utilization concerns continue to impact membership dissatisfaction across private clubs globally). The same impact could be had for a private multi-sport facility with tennis or fitness bookings. To generate this level of insight, clubs must track any sort of booking to the given member and attach a time with said booking. For example, if a specific member is playing a tennis match at 9:30am on a Saturday, this would be tracked within the club’s internal systems. At the end of the month, the club could export all match data and run various analyses, such as which members played the most, what are the busiest days and times, were there days of the week that would benefit from having additional programming to reduce higher-capacity times, and so on.

Managing membership movements

At a basic level, clubs should be confident in their knowledge of year-end membership category counts. With this information, assessments can be made on how certain categories have changed within a year, and then further investigated. Delving beyond the basics are those who have accurately tracked new sales, resignations and transfers within each category. Clubs should consider collecting and reporting data according to membership categories. Looking at the table below, including the previous year-end count to act as the baseline moving forward and the most recent year-end count provides context on increases and decreases. New sales, resignations, and transfers in and out for each membership category are also included, and updated throughout the year for easy input.

This comprehensive analysis allows clubs a detailed look at how membership is truly moving throughout any given year. For example, a category may appear steady from a year-over-year perspective, but upon further analysis, the reality showcases an incredible amount of pressure on new membership sales due to increased member transfers or resignations. With this level of insight, the club can then investigate why there are so many members moving out of this category and take actionable steps to stabilize its membership.

Improving and sustaining business performance is always top of mind for club leaders. A deeper approach to data and analytics plays a critical role in maximizing performance across club operations. Increased awareness into trends emerging from resigned members, the usage patterns of specific membership groups, and how members are migrating will lead to better understanding of the membership, and more effective actions taken by the club.

How our research & analytics professionals can help

Research and analytics are fundamental to GGA Partners’ proven approach to analyzing club performance and to continually improving the tools and solutions we offer our clients. With a team of professionals that carry over 28 years of experience in the golf, private club, and leisure industries, we can show your club how to leverage data and analytics to drive success.

Contact a GGA Partners professional today for more information.

 

Whitepaper: Unlocking the Strategic Power of Member Feedback

This GGA Partners whitepaper discusses new approaches to understanding private club members. By re-imagining the potential of member feedback and charting a path towards maximizing feedback in strategic planning, private clubs can increase their attractiveness and competitiveness further.

This whitepaper reviews how Medinah Country Club strengthened its position in an increasingly competitive environment and uncertain economic time. By supplementing its understanding of member satisfaction to identify how to allocate limited resources, the Club was able to significantly impact member satisfaction and identify the greatest areas of opportunity.

Key topics and actions that are highlighted in this whitepaper include:

  • Advanced data analytics, including the Member Feedback Loop
  • Approaching data differently to pivot towards feedback opportunities
  • Unlocking the true potential of member surveys
  • Leveraging Satisfaction Impact Assessments to support club strategy
  • Delivering on the promise of data-informed decision-making

Download the whitepaper

For more information, please contact us.

Building the Membership Models of the Future

Pandemic-driven changes to member usage has thrown off the balance of membership numbers and access privileges at private clubs around the world. What trends are being observed, and more importantly, what does the new normal look like for re-balancing membership capacities and usage patterns?

The impact that the pandemic era has had on private club member usage has not been subtle. Usage rates across private clubs for golf and racquet sports observed double digit usage growth. Among GGA clients, a 25-30% increase in total rounds played from 2019 to 2020 was not uncommon. On a per member basis, the average private club member increased their annual number of rounds played by 5-9 rounds. And while we predict there will likely be a slow regression in the years to come as other leisure alternatives become available, we still expect that the new ‘norm’ for private club member usage levels will be elevated from pre-pandemic experiences.

Why is that?

The flexible work-from-home trend brought on by public health measures brings with it two key benefits. Firstly, the saved time from commuting can now be dedicated to leisure pursuits and more time spent at the Club. The second is the flexibility of leisure usage. Traditional tee-sheet compaction on weekends is partly a function of this being the only time that many members can play, for those with rigid weekly work schedules and/or long commutes from the office. Flexible work hours offer members the option to use the Club at unconventional times, especially on weekday afternoons/evenings. If we think of the end result in terms of ‘occupancy rates’ for amenities at the Club, we expect higher levels as a function of more balanced demand.

As you plan for the upcoming season and work to identify the optimal structure for balancing members and access, consider the following practices that we have observed to be successful for managing a changing membership model:

Ensure member capacities are based on current usage patterns – This may seem obvious at first glance, but we continue to observe clubs focusing on their existing by-law capacity for members, a capacity that may have been calculated decades ago. Usage patterns may not always change as drastically as they have in the past two years, but there will never be a time where they are not evolving in one way or another. Member capacities should be calculated based on an ongoing monitoring of utilization levels, even if that means adjusting internal capacities annually.

Waitlists with Flexible Usage – As more and more clubs approach waitlists as a result of the demand increase over the past two seasons, consider a ‘soft’ waitlist category that still provides limited usage of the Club, at the discretion of the Board of Directors. This typically involves a deposit that can be applied to the entrance fee, and dues/access that likely resembles a sports/social category. The goal would be to steer all access towards non-peak times while still allowing new members to experience the Club and keep them ‘hooked’ until room opens up for a full membership.

Avoid the temptation to restrict the young member pipeline – Five years ago, many clubs were clamoring for members under the age of 40 and rolling out incentive programs to capture the new millennial generation of private club members. Naturally, when a club approaches capacity, it makes sense, in the short-term view, to cap the number of young members joining the club because they often receive discounted dues and/or joining fees. However, it is important to remember that the demand surge from this audience is likely to dry up again in the future, and the long-term value of a strong pipeline of millennial members (with the potential to pay dues at the Club for the next 40+ years) should be a higher strategic priority than the small incremental gain in dues revenue in the short-term. Due to the flexible nature of working from home, under 40’s have been playing considerably more golf, on average, and as a result, there may be an opportunity to reduce the intermediate discount (rather than turn them away) to match usage and their improved perception of value received.

Looking ahead, clubs must get comfortable with ‘change’, and the ability to monitor and react on a continuous basis. Do not assume that members will revert to the same patterns and preferences as they exhibited pre-Covid. Those who can react and adapt to the ever-evolving member trends will be positioned for success

How our Membership Strategy and Planning professionals can help

GGA Partners specializes in developing the most appropriate membership, lifestyle and amenity solutions that will position a club or project for long-term success in the context of its financial circumstances and competitive landscape. We invest heavily in tracking and understanding global trends and best practices specific to club membership.

Contact a GGA Partners professional today for more information.

 

Executive Search: Director of Golf for The Credit Valley Golf & Country Club

Director of Golf
The Credit Valley Golf & Country Club
Mississauga, Ontario

The Club

Located in Mississauga, Ontario, The Credit Valley Golf and Country Club is known today as one of Ontario’s finest private golf clubs. Originally the hunting and fishing grounds of the Ojibway people, Credit Valley traces its golfing beginning back to 1930. The golf experience at Credit Valley combines breathtaking scenery with a challenging parkland design that pairs tight fairways with large and fast undulating greens.

The Facilities

Although the Club offers numerous amenities to its members, Credit Valley is a golf club at its core. Designed by renown golf course architect, Robbie Robinson, the course is a true, fair test of golf to members of all skill levels. Complementing the course, Credit Valley offers one of the GTA’s finest practice facilities, boasting over 60,000 square feet of teeing space, two practice bunkers, two practice greens, and eight target greens.

In addition to the golf experience, Credit Valley offers a 37,000 square foot clubhouse, an 800 square foot fitness facility, and a beautiful indoor swimming pool.

The Position

Credit Valley is seeking a well-qualified, dynamic individual to oversee and manage golf operations and work cooperatively with other departments to provide an exceptional member and guest experience.  The Director of Golf is also responsible for overseeing the Clubs fitness operation, with the Fitness Director reporting to them.

The Director of Golf will be responsible for the following:

Primary Responsibilities

  • Develop and deliver an outstanding member experience and service commensurate with member expectations and in keeping with a premier Tier 1 private golf and country club.
  • Recruitment, training, development, performance management and leadership of golf operations and fitness staff.
  • Working with the COO and Controller, preparation and oversight of all fiscal areas and performance for the golf and fitness operations including the capital and operating budgets, annual business plan, forecasting and monitoring.
  • Work with the golf operations staff, club management team and various member committees, to develop and implement merchandising, programs, club tournaments, leagues, coaching and lesson programs and outside events.
  • Oversight of the golf shop, which includes purchasing, merchandising, sales and marketing, inventory management, and financial performance.
  • Oversight of the golf reservation system, tracking and marshalling play on the golf course. Enforcing all rules and regulations governing golf course usage.
  • The Director of Golf is engaged in new member recruitment and orientation as well as ensuring that the golf experience meets member expectations.
  • Oversee the development of operating procedures and training manuals.
  • Coordinate plans with the Food and Beverage Manager for all on-course food and beverage, banquets, outside events, and catering for all golf functions.
  • Foster and support equity, diversity and inclusion (EDI) within the Club through adoption of best practices for an inclusive and equitable workplace.
  • Develop and oversee an innovative tournament schedule and golf activities program that is appealing to all member demographics and skill levels, including children’s golf programs.
  • Develop and oversee golf instruction, clinics, golf schools, and player development programs for all members. Ensuring that members from all demographics and golf skill levels are accommodated by the golf program.
  • Play golf with members of all skill levels, demographics and genders as time and duties permit.
  • Oversight of the Clubs fitness operation through the Director of Fitness.

Candidate Profile

The Director of Golf reports to the Chief Operating Officer (COO).  Given the leading role this individual will play in achieving the strategic objectives of Credit Valley, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • Class A member of the PGA of Canada with Director of Golf/Head Professional or comparable experience preferred.
  • A dynamic leader with the ability to maintain a strong team by motivation and leading by example.
  • Ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes. Excellent communication skills.
  • Highly visible leader with a friendly, outgoing personality and focus on member service. A leadership style that lends itself to being the ‘face of the golf experience.’
  • Out of the box thinker determined to be innovative in the modern world of golf operations.  Knowledge and experience in fitness and wellness is an asset.
  • Ability to work collaboratively with the active volunteer base at the club to achieve results.
  • Encompasses an understanding of a private member-owned club culture.
  • Demonstrated ability to manage all aspects of the golf retail business.
  • Proficient instructor who is well-versed in the latest club fitting and teaching technologies.
  • Ability to organize and oversee annual golf event fixtures and programs, including participation in the internal marketing and administration of the events and programs.
  • Strong administrator with excellent organizational skills.
  • Ability to implement, enforce and maintain all policies, programs and plans as established and communicated through the COO.
  • Ability to market, schedule and manage any external competitions and events.
  • Provide support for prospective member sales, new member integration and membership retention programs.
  • Maintain and promote a well-respected and professional image within the Club, the industry and community.
  • A keen interest in continuous learning and professional development in the industry.
  • Proficient with Microsoft Office Suite and related software such as Jonas, Golf Genius, etc.
  • A self-starter and results oriented work style combined with excellent communication and interpersonal skills with all the Club’s stakeholders.

Compensation

The Club will offer an attractive year-round compensation package, commensurate with experience, which will include a competitive base salary and benefits.

Inquiries

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by February 4, 2022. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Credit Valley Resume” and ‘Last Name, First Name, Credit Valley Cover Letter”) respectively to:

Michael Gregory, Partner and George Pinches, Director, GGA Partners, Inc. execsearch@ggapartners.com.

For more information on The Credit Valley Golf & Country Club, please visit www.creditvalleygolf.com.

Lead Search Executives

Michael Gregory
Partner
GGA Partners

George Pinches
Director
GGA Partners

 

 

 

 

 

 

 

Executive Search: Director of Amenity Services at Savannah Lakes Village

Director of Amenity Services
Savannah Lakes Village
McCormick, South Carolina 

The Community & Club

The community is located approximately 35 minutes north of the Augusta, GA metro area, and includes 25 miles of shoreline along the 71,000 acre Lake Thurmond. The organization presently employs 125 team members and is one of the largest employers/economic development drivers in the semi-rural region of McCormick County in western South Carolina. Infrastructure, homesites and amenity development began in late 1980’s as a large-scale master planned community by Cooper Communities.  4,956 homesites were developed with all horizontal infrastructure and sold between 1989 and 2000.  In 2000, the community and all amenities were transferred to the Savannah Lakes Village Property Owners Association.

The community has successfully transitioned over the last two decades from developer-owned to a member-owned common equity community with a strong emphasis on continuously improving/elevating club amenities and services, real estate development and adding to the value proposition of the local destination that is Savannah Lakes Village/Freshwater Coast Region.  All property owners are full members of all the clubs and the amenities that are owned and managed by Savannah Lakes Village. These amenities include a 23,000 sq. ft. recreation center (indoor and outdoor pools, Har Tru tennis courts, pickleball courts, bowling alley, fitness room, and more), two 18 hole golf courses, two clubhouses and an extensive private and community dock program (all docks are owned and maintained by SLV).  The community presently has 1.400 completed homes and a resident population of approximately 2,900.

To learn more about Savannah Lakes Village, visit: www.savannahlakes.com.

Savannah Lakes Village Overview:

  • 1,400 households and growing
  • Annual assessment ($1,715) for all property owners – one class of membership,
  • $7.3 in Total Revenues
  • Revenue and capital generation model in place, allowing community to reinvest with residential growth.
  • $820K F&B Volume with significant readily available opportunities to expand
  • $3M Gross Payroll
  • 125 Employees
  • Healthy balance sheet
  • Average age of members is 63

The Director of Amenity Services Position

Responsible for the overall leadership and management of the food service/social, golf service and recreation programs of the SLV POA, ensuring the overall objectives, policies, programs and fiscal practices of the SLV POA are implemented, administered and maintained.  Responsible for the promotion of the food service, golf and recreation-social programs with a strong focus on  hospitality, friendliness and goodwill among all Members and guests.

The Director of Amenity Services reports directly to, and receives general support from, the Chief Operating Officer but should maintain a close cooperative relationship with other officials of the SLV POA, including:

Committees

Serves as an ex-officio non-voting member of those committees assigned helping to coordinate the efforts of the committees toward achieving the responsibilities outlined in Committee Guidelines established by the Board.  Rendering advice, opinions, assistance and services as required.  Reporting to and keeping informed the Chief Operating Officer on the activities, concerns and other matters of interest relating to the committees.  If requested by the Chief Operating Officer, attend meetings of other committees.

The Director of Amenity Services serves as an ex-officio non-voting member of the following committees:

  • Events, Social and Recreation Committee
  • Golf Committee
  • Tennis/Pickleball Committee

Management Team

Work closely with all members of the Management Team in developing and meeting overall goals and objectives of the SLV POA.  Attend all Management Team meetings and keep other team members informed in a timely manner on matters of interest through regularly scheduled meetings of all team members under direct leadership.  Responsible for  assisting in developing and leading guidelines established for all members of the Management Team concerning facilities/equipment inspection, support and reporting, administration, human resources, safety and health, etc.

Primary Responsibilities

Food Service:

  • Supervise and direct the effective operation of the food service programs, assuring a high standard of appearance, graciousness and service with the highest focus on member satisfaction.
  • Responsible for providing leadership for the overall initiating, planning, development, execution and evaluation of various activities and programs that will enhance the food service program and increase Member participation.  These programs should build enthusiasm within the membership for food service participation.
  • Manage and coordinate food production for all food service outlets.  Responsible for food quality and customer satisfaction while operating under budget and regulatory controls. Also responsible for menu development, inventory control, ordering/purchasing, food and labor cost controls, and staff training.
  • Assist as needed with the various food service activities for the Members, clubs and organizations of the SLV POA, seeking opportunities to build community life and spirit.
  • Develop promotional activities and work with the Food Service Manager and Director of Marketing to implement an effective marketing program for the total food service program, facilities and services, including the use by Members and their guests and to outside groups and individuals within guidelines established by the Board.

Golf Shops and Golf Related Activities: 

  • Responsible for providing leadership for the overall planning, development, execution and evaluation of the various golf events, activities and programs that will enhance the golf program and increase Member participation.  These programs should build enthusiasm within the membership for golf participation.
  • Supervise play on the golf courses and the use of related facilities.  Be responsible for overall scheduling of the courses to assure Members, guests, tournament functions and other activities to build a strong golf program so that maximum enjoyment of the golf program is achieved, providing equal and fair play by all Members and guests.
  • Supervise the operation of the golf shops, practice ranges and other related functions assuring they are open at reasonable hours and scheduling adequate staff as reasonably required to provide effective and efficient service within budget limitations.
  • Supervise the rental, use and maintenance of all golf carts operated by the SLV POA, assuring that the carts are cleaned, maintained and adequately serviced to assure the maximum enjoyment by the Members and guests and that the interest of the SLV POA is protected.
  • Supervise and assist as needed with the various golf and related social activities for Members, clubs and organizations of the SLV POA, seeking opportunities to build community life and spirit.
  • Provide support and leadership of the golf merchandise program to include purchasing, displaying and selling golf merchandise with the obligation of maintaining an inventory quality comparable to that of other golf shops serving private golf courses.

Recreation Center:

  • Responsible for providing leadership for the initiating, planning, development, execution and evaluation of the various recreation and social events, activities and programs at the Recreation Center that will enhance the recreation-social program and increase Member participation.  These programs should build enthusiasm within the membership for recreation-social participation.
  • Supervise the operation of the Recreation Center and related facilities assuring they are open at reasonable hours as determined by the Chief Operating Officer and scheduling adequate staff as reasonably required to provide effective and efficient service within budget limitations.
  • Supervise and assist as needed with the various recreation-social activities held at the Recreation Center for the Members, clubs and organizations of the SLV POA, seeking opportunities to build community life and spirit.
  • Supervise as needed the various recreation-social activities held at the Recreation Center for outside individuals and groups desiring to use the recreation-social facilities of the SLV POA.
  • Develop promotional activities and work with the Recreation Center Manager to implement an effective marketing program for the total recreation-social program, facilities and services, including the use by Members and their guests and to outside groups and individuals within guidelines established by the Board.

Direct Reports:

  • Food and Beverage Service Manager
  • Head Golf Professional
  • Recreation Center Manager
  • Recreation Center Maintenance Manager

Candidate Qualifications

  • A minimum of 5 years of progressive leadership and management experience in a private club, hospitality, and leisure environment.
  • Must have the ability, skills and sufficient educational background, normally a Bachelor’s in a related field, and/or actual experience to administer the entire food services program, golf services program and recreation program.
  • Requires advanced knowledge in food preparation, bar operations, service, planning and F&B business management.
  • Requires knowledge in merchandising and golf shop operations.
  • Requires knowledge of recreation facility and outdoor recreation operations, including fitness center, indoor and outdoor swimming pools, tennis/pickleball courts, bowling alleys, multipurpose room operations and numerous outdoor recreation activities.

Note: A pre-employment background check will be required.

Salary & Benefits

Salary is open and commensurate with qualifications and experience. The Club offers a competitive bonus and benefit package.

Inquiries

IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, February 4, 2022.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Savannah Lakes DOA Cover Letter” and “Last Name, First Name, Savannah Lakes DOA Resume”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.

Lead Search Executive

Patrick DeLozier
Managing Director
GGA Partners™
(843) 707-5210
patrick.delozier@ggapartners.com

 

Executive Search: General Manager/Chief Operating Officer for Uplands Golf Club

General Manager/Chief Operating Officer
Uplands Golf Club
Victoria, British Columbia

Uplands Golf Club

The Uplands Golf Club is described as “the course you can walk for life” as the parkland style course opens itself up to golfers with our varying vistas but very limited change in elevation.  According to the Guinness Book of Records, Arthur Thompson, (1869-1975) carded 103 on January 1, 1973 at Uplands, making him the oldest golfer ever to shoot his age. This is a tribute to an extraordinary man but also to a very walkable and playable course at any time of the year.

The Club is situated on 120 scenic acres adjacent to the University of Victoria.  Uplands Golf Club is most recognized for its exceptional well-groomed fairways and greens which are playable on a year-round basis.  Just 10 minutes from downtown Victoria, it is accessible from all Greater Victoria districts.

As the Club enters its 100th Birthday year, it has embarked on a multi-year plan of course improvements guided by a plan from golf architect Jeff Mingay. The Club has hosted 19 PGA of Canada events and is a favourite with players at all levels.

The Clubhouse has rooms that accommodate gatherings both large and small, and spacious sundecks with views of the incredible wooded course.  As a certified member of the Audubon Sanctuary Programme, Uplands continues its commitment to ensuring that the underlying principles and guidelines of nature conservation are fully adhered to.

To learn more about the Club, visit www.uplandsgolfclub.com.

The Position: General Manager and Chief Operating Officer

Uplands Golf Club is seeking a General Manager and Chief Operating Officer (GM/COO) who is dedicated to the Club’s Mission Statement and Guiding Principles. Reporting to the Board of Directors through the President, the GM/COO is responsible for the management of all aspects of the Club’s activities in leading the Club towards the development and achievement of the strategic and business planning goals.  The GM/COO shall develop operating procedures and guidelines as necessary to respond to the overall policy directives passed by the Board of Directors.

Responsibilities

  • Develop and deliver a consistently excellent member experience commensurate with specified member expectations and in keeping with a premier private club.
  • Effectively manage all aspects of the Club’s activities and services to ensure a high level of member satisfaction and referrals to their family, friends, and colleagues.
  • Develop and implement innovative, industry-leading operating policies, programs, procedures, and methods. Direct the work of and support the development of all department managers.
  • In consultation with the Board, deliver long and short-term financial objectives. Ensure that the financial integrity of the Club is maintained at all times.
  • Prepare forecasts and execute the financial plan for the Club including development of annual operating, cash, and capital budgets. Prepare financial reports to the Board.
  • Develop an organizational structure that is in keeping with the values and the strategic direction of the Club. Act as a mentor to Direct Reports.
  • Coordinate and implement the strategies within the Club’s short and long-range strategic plan as approved by the Board.
  • Welcome new Club members, “meet and greet” all Club members as practical during their visits to the Club.
  • Maintain a visible and outgoing presence and lines of communications in the Club with members and staff. Responsible for ensuring communications initiatives and appropriate marketing tools are developed to increase the visibility of the Club to current and potential members.
  • Develop ongoing dialogue and rapport with members by being present at all major Club functions.
  • Ensure compliance with all legal and regulatory requirements affecting the Club.

Direct Reports:

Head Golf Professional, Master Superintendent, Food and Beverage Manager, Membership/Office and Website Administrator, Accountant and Member Accounts Secretary.

Candidate Profile

The GM/COO will report to the Board of Directors through the President.  Given the leading role this individual will play in achieving the strategic and business objectives of Uplands Golf Club, it is essential that the successful candidate possess the following core competencies, experience, and attributes:

Leadership Skills:

  • A trustworthy, dependable, and dynamic leader with the ability to build strong teams by motivating staff and leading by example.
  • Has the ability to provide direction and expectations, continuous performance feedback with recognition that leads to positive outcomes. Fully engage and inspire department managers and their teams to enhance member experiences.
  • Exhibit leadership skills in continued team building, employee motivation and service training consistent with the Board’s desire to create a club environment that is inclusive and safe for all members and staff.
  • Forward-thinking, follows industry trends, and strives for continuous improvement to ensure the Club implements improvements as required.
  • Foster and support equality, diversity, and inclusion (EDI) within the Club through adoption of best practices for an inclusive and equitable workplace.
  • Is respectful and professional in all interpersonal dealings.
  • Proudly represent the Club as its spokesperson to internal and external groups through strong communication and presentation skills.
  • Provide support and advice to the Board of Directors and its committees.

Member and Guest Experience:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service as expected at a member-owned club.
  • Ability to set and maintain high standards for all facilities, services, and communications.

Interpersonal/Fit:

  • Demonstrates integrity, ethical conduct in words and deeds; embodies the characteristics of a successful leader through honesty, straightforwardness, accountability, leadership, empathy, and dedication.
  • A self-starter with a results-oriented workstyle combined with excellent verbal and written communication as well as interpersonal skills demonstrated with all the Club’s stakeholders.
  • A confident, diplomatic, competent professional who is a “doer”. A take-charge person who recognizes the importance of accountability and innovation.
  • A track record of strong professional results with a clear commitment to member service.
  • Interacts with an open and transparent approach with members while maintaining a professional balance between empathy and process adherence.

Business/Finance Skills:

  • An entrepreneurial style combined with a strong understanding of all aspects of business management including business development, finance, information technology, human resources, risk management, marketing and performance management.
  • Understands and applies new club industry technologies.
  • An innovative and strategic thinker with strong business acumen and analytical problem-solving skills.
  • Experience managing complex capital projects.
  • Experience successfully leading hospitality operations in a club or similar setting.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

  • A post-secondary degree in business, hospitality or professional golf management credential is preferable.

Experience and Accreditation:

  • Experience as a senior leader in a private club environment or other similar top tier facility.
  • A passion and understanding of what it means to deliver a consistently excellent member experience.
  • Hospitality experience with an excellent understanding of food and beverage operations, including pricing, menu development, inventory management and costing.
  • Proven experience developing and managing budgets and business plans.
  • Experience reporting to a Board that has adopted a club governance structure and processes.
  • Evidence of continued professional development.

Compensation:

The Club will offer a competitive compensation package, commensurate with experience.

Application Process and Deadline:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, January 28, 2022. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Uplands Resume” and “Last Name, First Name, Uplands Cover Letter”) respectively to: execsearch@ggapartners.com.

Lead Search Executives

 

Michael Gregory
Partner
GGA Partners

 

 

 

George Pinches
Director
GGA Partners

 

 

 

 

 

 

 

Executive Search: General Manager Green Boundary Club

Green Boundary Club

General Manager
Green Boundary Club
Aiken, South Carolina

Green Boundary Club

Our Club

The Green Boundary Club resides in an Aiken mansion built in 1928. At the time, Aiken  served as the winter home of many wealthy East Coast equestrians and the Club’s location, very close to Hitchcock Woods, a 2000 acre sanctuary for riders and hikers, proved the ideal location.

In 1956 the home was sold to a group of winter colonists and the Green Boundary Club was formed. For many years it was a small, private dining club only open during the winter, but has since evolved into a year-round dining and social club with an active membership that frequents the club as their “home away from home.”

In addition to our dining options, amenities at the Club include two croquet courts, a tennis/pickleball court and a beautiful new patio area. The Club also has six recently-updated hotel rooms on property for use by our members and their guests. The Club also has reciprocal agreements providing members access to golf and private clubs across the world.

In 2022, Green Boundary Club will embark on a $1.5 million enhancement process to create a spacious club room with a working bar, two new restrooms and improvements to its infrastructure. When complete, the area will link to the ever-popular patio area.

Today the Green Boundary Club is a hub of activities. While fine dining is the primary focus, the Club is replete with activities, social interactions and events that embrace the future with confidence drawn from its rich history.

Overview

Over 400 comprised of resident, junior and non-resident categories

  • Initiation fee (Resident Member – $2,000)
  • Annual Dues (Resident Member – $135 monthly plus $300 for maintenance)
  • $1.2M Gross volume
  • $560K F&B volume
  • $600K Gross payroll
  • 23 Employees
  • 12 Board members

Green Valley Club

The General Manager Position

The General Manager reports to the Board of Governors, with the Executive Committee, and in particular, the President as the point of contact. Direct reports to the General Manager include the Assistant General Manager, Executive Chef, Membership & Marketing Director and the accountant.

The General Manager is responsible for developing operational policies as well as the  creation and implementation of standard operating procedures for all areas. These includes the preparation of the annual operating and capital budgets and management of operations to attain the desired results.

The General Manager coordinates all management functions and works in concert with committee chairs to assist in the development of proposed policies, programs and events. He/she serves as the lead coordinator of programming and development of synergy among all departments. An additional, yet critical, part of the position entails overseeing the internal and external marketing strategies for membership growth.

The General Manager should have a strong presence and seek to be highly visible to the membership and staff. He/she will set the tone for consistently treating members with first class hospitality and communicate this expectation to the entire staff.

Important Individual Characteristics

  • A naturally enthusiastic personality and passion for the club management profession.
  • A leadership style that creates dedication to the Club’s mission by a team focused on elevating the member experience daily.
  • A thought partner providing quality and timely communication to the board and committee members.
  • An effective verbal and written communicator who can utilize web and social media tools to communicate with the membership and staff.
  • Disciplined follow-through to ensure the vision and goals of the Club come to fruition.
  • The ability to cultivate a high-level of member services and satisfaction.
  • A strong understanding of top-notch food and beverage experiences for Club members and guests.
  • Effective fiscal management through delivery of actual operational and capital results in alignment with approved budgets.
  • The desire to maintain a high level of visibility to members and staff as the face of the Club.
  • A knowledge of the marketing tools required to increase visibility. both internally and externally. to ensure the Club maintains a high profile within the community.
  • Leadership of the development and implementation of all marketing and member relations programs to both attract new members and foster positive relations with existing members and their guests.
  • Responsible for initiating membership research and keeping current on all social, demographic, and corporate trends that impact the Club’s ability to meet its objectives.

Candidate Qualifications

  • A minimum of 5 years of progressive leadership and management experience in a private club or hospitality environment. Current Assistant General Managers or Clubhouse Managers at well-recognized clubs, with verifiable records of achievement will also be considered.
  • A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) designation preferred or in pursuit of one.

Note: A pre-employment drug screen and background check will be required. The position is available immediately.

Salary & Benefits:

Salary is open and commensurate with qualifications and experience. The club offers an excellent bonus and benefit package.

Inquiries:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the described position by Friday, February 4, 2022.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Green Boundary GM Cover Letter” and “Last Name, First Name, Green Boundary GM Resume”) respectively to: execsearchus@ggapartners.com Please e-mail resume with references.

Lead Search Executive

Patrick DeLozier
Managing Director
GGA Partners™
(843) 707-5210
patrick.delozier@ggapartners.com

 

For more information about Green Boundary Club, please visit greenboundaryclub.com

 

 

 

 

 

 

Executive Search: Director of Food and Beverage at Glen Arven Country Club

Director of Food and Beverage
Glen Arven Country Club
Thomasville, Georgia 

Our Club

Founded in 1892, Glen Arven has thrived in a classic American small town for 130 years. Throughout its storied history, the Club was home to three United States Golf Association Women’s Amateur champions and was the host of multiple early PGA Tour events which featured legends Ben Hogan, Gene Sarazen, and Byron Nelson. Throughout the years, Glen Arven has proudly produced current PGA Tour and NCAA players, who carry on the Club’s notable golf history. The championship golf course was renovated in 2014 by famed architect Bob Cupp, to the acclaim and admiration of golfers throughout the region.

Glen Arven, built on a foundation of stability and excellence, is a full service country club offering golf, tennis, pool amenities and multiple dining options. Additionally, the Club is home to a world-class racquet facility featuring nine clay courts, along with a staff of three racquet professionals with accomplished NCAA careers. The facility was awarded the 2019 United States Tennis Association Outstanding Private Facility Award.

Governed by a Board Of Directors, the club benefits from great stability with an average Board member tenure of ten years. Additionally, the Club’s Department Heads reflect cohesion with long standing tenures.

Not satisfied to rest on its laurels, Glen Arven is in the design revision phase of a six million dollar clubhouse renovation, the scope of which includes a complete renovation to the kitchen and dining areas, in addition to updating enhancements to all locker room areas. The kitchen will feature an enlarged footprint with all new all new prep equipment displayed in an enhanced floor plan. The dining areas are being fully updated to reflect a modernized upscale casual design. The golf course maintenance facility is currently being relocated to a new site which will feature an industry leading facility design.

Overview

  • 620 Members – 383 golf; 92 social and 145 non-resident members
  • Initiation Fee – Full membership $20,000; Social membership $10,000
  • Annual Dues – $7,000
  • $6.8M Gross Volume
  • $3M Annual Dues
  • $1.5M F&B Volume
  • $3M Gross Payroll
  • Employees – 52 full time; 38 part time. Fluctuates minimally throughout the year.
  • 7 Board Members
  • Average age of members – 58

Director of Food and Beverage Position

The Director of Food and Beverage is responsible for all of the clubs’ food and beverage operations as well as the dissemination of hospitality, friendliness and goodwill among members, guests and staff. His/her number one priority is to ensure members and guests enjoy the facilities and events of the Club.

In addition to building relationships with Club members, guests, and employees, the Director of Food & Beverage provides support to the respective committees and advisory groups. As the public face of these operations, a hands-on approach, and understanding that full member and staff engagement is critical, is required to succeed in this position.

The Director of Food and Beverage consistently provides anticipated and enhanced hospitality along with superb dining and other food and beverage experiences for the Club’s membership and their guests. Alignment with the Executive Chef is very important in this position to ensure collaborative, innovative, harmonious relationships between front- and back-of-house operations.

This Director of Food & Beverage reports directly to the General Manager and will work alongside the Executive Chef. All service staff will be direct reports, including shift leaders and bartenders. He/she will also prepare annual department budgets in concert with the General Manager.

Primary Responsibilities

Member Services

  • Consistent, highly-visible, sincere and significant engagement with members and staff in the dining areas of the club is of the utmost importance. It is the ultimate responsibility of the Director of Food and Beverage to ensure all member dining, amenities and club events are well-conceived and executed.
  • Provide quality leadership in a positive and upbeat manner for the members, guests and staff.
  • Create and maintain a first-class service culture throughout the Club campus.
  • Address and resolve all member and guest complaints, suggestions, general service, employee attitude, maintenance, and presentation of the clubhouse operations.

Employee Relations

  • Oversee the recruitment, hiring and development of all food and beverage personnel.
  • Oversee ongoing training programs complete with up-to-date training manuals to ensure exceptional service in all parts of the Club’s operation.
  • Provide for training and future development of all subordinate managers and supervisors, subject to budget approval by the General Manager. Instill the concept of being team players in all employees. Continue to coach, counsel, and evaluate departmental staff.
  • Ensure a positive spirit and healthy work environment exists throughout all Club operations, one that is free of safety risks and all forms of employee harassment.
  • Maintain an effective two-way communications program with employees to ensure they are treated in a fair, structured and consistent manner.
  • Function as an administrative and communication link between departments in the Club.
  • Guarantee that all clubhouse employees are regularly trained and certified in areas that help guard the safety and well-being of our members, guests and other employees including, but not limited to, responsible alcohol service, safe food handling, etc.
  • Help to facilitate a team environment with positive morale, high ethical standards and efficient use of resources to position Glen Arven Country Club as the preferred employer of choice in the community.

Financial Management

  • Work jointly with the Controller and General Manager to prepare the annual operating and capital budgets for all food and beverage operations; assist in the management and control of operations to attain the desired results.
  • Monitor the budget each week/month and direct any corrective action, as necessary, to assure budgeted goals are attained.
  • Provide input for all clubhouse and service personnel regarding annual budgets, capital spending plans, fiscal controls and operational guidelines.
  • Manage and maintain all labor cost payouts within the constraints of the budget, and through close coordination and approval from the General Manager and Controller.
  • Monitor payroll records to control overtime and maintain labor costs within budgetary guidelines.
  • Supervise the purchase, receipt, safekeeping and disbursement of operating supplies and equipment to maximize quality and profitability.

Personnel Management

  • Display a strong hands-on approach and lead the staff by example.
  • Maintain an environment of approachability by staff, members and guests.
  • Assist the General Manager in developing and implementing long-range (strategic) and annual (business) plans, operating reports, forecasts and budgets.
  • Work with Human Resources to develop long-term staffing needs for each area of responsibility.
  • Own the responsibility for hiring, discipline, termination and documentation of all food, beverage and service staff.
  • Review all accidents and work with HR and Safety Committee to complete accident reports and implement improved procedures to prevent the situation from reoccurring.
  • Attend senior management meetings and carry out directives agreed upon during the meetings along with any other requests of the General Manager. All actions must be carried out in a timely manner.
  • Serve as an ad-hoc member of appropriate Club committees and advisory groups.
  • Possess a warm personality, a sense of humor and the ability to work effectively with all levels of staff and members.
  • Work with the Executive Chef, Food & Beverage Manager and others to develop P&L statements prior to each event. Produce an event recap along with all appropriate documentation/history, keeping it on file for future use.
  • Work with Executive Chef on menu development.
  • Work with the F&B team to organize and market special club events.
  • Further his/her own continued development as a club management professional as a member of CMAA. With the assistance and approval of the General Manager participate in appropriate seminars/training programs, thereby enhancing his/her value and quality of services to Glen Arven Country Club.

Operational Responsibilities 

  • Understand and abide by Glen Arven Country Club policies and departmental procedures. Suggest changes, and when appropriate, direct the implementation of approved changes.
  • Provide content for, and manage communications and marketing information, of department activities and events for all F&B departments.
  • Assure Food and Beverage operations and campus venues are run in accordance with all applicable local, state and federal laws.
  • Disseminate information effectively and coordinate activities between departments in a timely manner.
  • Alert the General Manager of all potential problems and activities related to the smooth operation of the clubhouse and other food service venues.
  • Oversee inventory management throughout departments and complete a periodic china, glass and silver inventory to maintain par levels.
  • Coordinate and approve all entertainment in consultation with General Manager and others.
  • Possess a sharp eye for detail in the overall management of the operation.
  • Report performance and financial data, e.g., weekly report to General Manager in a timely manner.

Candidate Qualifications

  • Minimum 5 years of progressive leadership and management experience in a private club or hospitality environment.
  • Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) or in active pursuit of designation preferred.

Note: A pre-employment drug screen and background check will be required. The position is available immediately.

Salary and Benefits

Salary is open and commensurate with qualifications and experience. The Club offers an excellent bonus and benefit package.

Inquiries

IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, February 4, 2022.

These documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, GACC DF&B Cover Letter” and “Last Name, First Name, GACC DF&B Résumé”) respectively to: execsearchus@ggapartners.com.

All requested information, along with references, should be emailed to the address above.

For more information about Glen Arven Country club, please visit glenarven.com.

Lead Search Executive

Patrick DeLozier
Managing Director
GGA Partners™
(843) 707-5210
patrick.delozier@ggapartners.com

 

 

 

 

 

 

 

 

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