Month: April 2024

Executive Search: Chief Operating Officer for Burlington Golf & Country Club

Date:

 

Chief Operating Officer
Burlington Golf & Country Club

Apply Now

Burlington Golf and Country Club (BGCC) is a premier private, shareholder-owned golf, curling, social, and member dining facility founded in 1922 and located on the shores of Lake Ontario. In 2023, the City of Burlington was ranked first as the most livable city in Ontario and fifth in Canada – BGCC exemplifies why. Our mission is to enrich the lives of our members by providing an exceptional golf, curling and social experience that fosters friendship and fellowship within a safe and secure private setting in a fiscally responsible manner. Our vision is to be the Club of choice by creating a friendly environment, embracing feedback from our members, keeping our facilities and offerings relevant and fresh, caring for our staff and being a good neighbour in our community.

BGCC is a year-round club with a very full and active membership. It is a place where golfers, curlers and social Members can relax among their peers and enjoy the many sport and social activities offered throughout the year. It was recently ranked the 61st best course in Canada by ScoreGolf and currently enjoys a golf waitlist of approximately 115 future Members.

ABOUT THE CLUB

  • BGCC’s Facilities Include:
  • 18-hole Stanley Thompson golf course – currently ranked 61st in Canada
  • 6 curling sheets
  • Newly renovated premium clubhouse including:
    • Formal dining area
    • Expansive casual dining lounge and waterfront patio
    • Two Golf simulators
    • Banquet Facilities

Club Overview:

  • Total members: 1,597
  • Total Shareholders: 662
  • Initiation fee + shareholder price: $45K
  • Annual Shareholder dues: $6,042
  • Annual facility improvement fee: $960
  • Annual dues revenue: $4.3M
  • Gross revenue: $9.6M
  • F&B revenue: $4.5M
  • Average member age: 60.2 y/o
  • Rounds of golf annually: 33K

CHIEF OPERATING OFFICER RESPONSIBILITIES

The COO is the leader of BGCC’s Management Team and will:

  • Report to the President and be accountable to the Board of Directors for providing leadership and vision in all aspects of the operation including facility management and development, food & beverage, member services, golf and curling, retail, finance, and human resources.
  • Lead and manage a culture that provides exceptional, personalized member and guest experiences, promoting membership growth, and advancing the long-term viability of the Club.
  • Working with the Board, be responsible for developing and achieving the strategic, financial, and operating objectives and report to the Board on progress and attainment of both short and long-term goals.
  • Prepare the annual budget, and after Board approval, manage and control the operations of the Club to attain the desired results.
  • Protection and security of the Club’s assets and facilities.
  • Negotiate and ensure the terms and conditions of the collective agreement between the Club and Union are maintained by all parties thereto.
  • Ensure all regulatory requirements of a not-for-profit organization are met in a timely and accurate manner.
  • Perform all duties and responsibilities of a Corporate Secretary including provide proper notice and attend the Board of Directors meetings. special meetings and annual meetings and take the minutes of all such meetings.
  • Plan and oversee execution of capital projects.
  • Develop and implement best-in-class and industry leading operating policies, programs procedures and methods.
  • Ensure the development and implementation of policies and practices necessary for the Board to meet its fiduciary and operating obligations and objectives. Recommend to the President any changes to policies deemed necessary.
  • Proactively monitor member, guest, and stakeholder feedback regarding the Club’s services. Maintain or improve the quality of the Club’s services accordingly. Ensure timely and effective communication is provided to the members regarding any significant projects and changes and/or improvements to Club services.

CANDIDATE REQUIREMENTS

Given the leading role this individual will play in achieving the strategic and business objectives of BGCC, it is essential that the successful candidate possess the following core competencies, experience, and attributes:

LEADERSHIP

A dynamic leader with the ability to build strong teams by motivating staff and leading by example.  Possesses the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes to enhance Member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

EMPLOYEE RELATIONS, RECRUITMENT, DEVELOPMENT AND TRAINING EXPERTISE

A strategic thinker with strong business acumen who will:

  • Directly supervise all department heads including the Food and Beverage Manager, the Executive Chef, the Controller, the Golf Course Superintendent, the Golf Professional and the Curling Manager. The COO will be responsible for the performance of the entire management team and for all operating results.
  • Provide guidance in the selection and compensation of staff and lead the selection process of all management staff.
  • Encourage and oversee the development of training programs that enhance employee skills and align with strategic objectives.
  • Foster a team environment that builds the desired culture and encourages open communication among staff.
  • Keep employees informed of all matters and lead periodic meetings with management and staff.
  • Develop and maintain an effective organizational structure that reflects operational needs and outlines staff responsibilities as they relate to the accomplishment of the objectives established in the operational and strategic plan.
  • Implements progressive policies and programs that enable the organization to attract and retain expert staff.

MANAGEMENT AND FINANCIAL EXCELLENCE

The candidate must have the knowledge and experience to:

  • Work with the management team to continually evaluate opportunities to enhance the services and programs offered or organized for members.
  • Ensure the ongoing financial management of the Club and its operations.
  • Identify and manage principal risks and ensure the Club has put in place the policies and processes to mitigate the same.
  • Ensure the Board has the timely and accurate financial information needed to meet their fiduciary obligations.
  • Work closely with the Club’s Controller, to implement financial programs that seek to achieve the Club’s strategic goals.
  • With the operations team, develop the Club’s annual operational and capital budgets for approval by the Board.
  • Through the Executive Chef, ensure the food & beverage program is designed and delivered in a way that meets member needs, exhibits a culture of innovation and variety, and is managed in accordance with approved budgets.
  • Manage and update the long-range capital maintenance plan.
  • Ensure the budgets are adhered to and seek ways to optimize revenues and expenses.
  • Ensure the club has adequate systems and controls.
  • Ensure an effective healthy and safe environment exists and is supported by policies and procedures in accordance with relevant government regulations and are followed by all staff and members.
  • Ensure that regular inspections are taking place and follow-up actions are implemented.
  • Oversee the marketing communications, and social media plans for the Club.

A VISION FOR EXCELLENCE

  • Ensure the Club keeps abreast of new thinking and program innovations which enhance member experience and the member’s sense of value.
  • Maintain a high profile and visibility with the members and continually seek ways of improving member communications.
  • Demonstrates integrity and ethical conduct in words and deeds; embodies the characteristics of a successful COO through honesty, straightforwardness, accountability, leadership, and dedication.
  • A self-starter with a results-oriented work style combined with excellent verbal and written communication and interpersonal skills demonstrated with all the Club’s stakeholders.
  • Demonstrates energy and a desire to interact with the membership.
  • A confident, diplomatic, and competent professional who is a “doer” and a take charge person who recognizes the importance of accountability.
  • Strong professional with a clear commitment to member service through an open and transparent member approach.

COMMUNITY/PUBLIC RELATIONS AWAREMENT

  • Develop and maintain effective external stakeholder relationships including homeowners surrounding the golf course, nearby community associations, and local municipal officials.
  • Maintains effective relationships and the transfer of applicable best practices from industry associations and peers, and ensure the Club participation in relevant industry, trade and community events.
  • Promote the reputation of the Club internally and externally, including the golfing, curling and dining club industries.
  • Working with member and supplier partners in development, marketing and sales to promote the Club.

 DIRECT REPORTS

  • Food & Beverage Manager
  • Golf Course Superintendent,
  • Head Golf Professional,
  • Controller,
  • Executive Chef, and
  • Curling Manager

COMPENSATION

Burlington will offer a very attractive compensation package, commensurate with experience, which will include a competitive base salary, bonus opportunity and benefits.

NOTE

The Incumbent Chief Operating Officer will retire on October 31st, 2024, after a 17-year tenure at the club.

APPLICATION

IMPORTANT: Interested candidates should complete an application, including a resume along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by May 21st, 2024.

The documents must be saved as a PDF (save as “Last Name, First Name, Burlington).

Apply Now

Lead Search Consultants: 

Michael Gregory
Managing Partner
GGA Partners™
michael.gregory@ggapartners.com

Jeff Germond
Director
GGA Partners™
jeff.germond@ggapartners.com

 

 

 

 

Addressing Board Transparency

Date:

ADDRESSING TRANSPARENCY
THREE FACTORS CRITICAL TO HIGHLY EFFECTIVE PRIVATE CLUB BOARDS

As society becomes more open and increasingly skeptical, club members demand greater transparency from their boards. Whether in member focus groups, general meetings of members or the club dining room, members seek greater transparency.

Three factors are proving critical to highly effective private club boards: (a) communication methods, (b) communication cadence, and (c) nondisclosure rules.
Boards are encouraged to heed three primary factors:

Establish and normalize the board’s communication methods. Develop a comprehensive communication plan for the club and make board communications an important and consistent part of the club’s communications. In so doing consider:

1. Topics of interest – Most club members seek a sense of “belonging.” See that they are invited to suggest topics of interest to them. In most clubs, that roster of needs includes activities and events, human interest stories about fellow members and staff, and the latest programs for each member segment. To ensure a sense of inclusion, see that members are aware of important activities well in advance of the sign-up or registration periods.

2. Multiple media options – Rely upon a wide array of media tools ranging from social media, email, postcards, and posters within club buildings. Most clubs serve multiple generations with preferred and most commonly used media options. Recognize that different subsets of the club’s members – separated by gender interests and generational media usage – require recognition and programming.

Maintain a reliable cadence of communications. Establish, announce and honor a realistic cadence of communications by topic and by membership category to help your members know what to expect and when. There are several keys to an effective communications cadence:

1. Communications profile – Develop an understanding of communications preferences for each member. Understand when – by day of the week and time of day – each member wants communications from the club. Understand what media options each member prefers. Use it.

2. Communications calendar – Publish the communications calendar to enable all members to watch for the topics of greatest interest to them. Keep it. Ensure that members and staff are well aware of the schedule and have ready access to each communication.

3. “Big events” communications – For the most popular club-wide events, such as the member-guest, holidays with Santa, parent-child dance, interrupt the normal cadence to draw attention to these special occasions.

Be transparent about the topics which will not be disclosed. Some topics – such as matters of club member discipline, employee compensation and benefits, and contract negotiations while in process – are confidential and should not be disclosed. Make it clear to members that topics require confidentiality of board members … and honor that confidentiality requirement. Be understanding and consistent to demonstrate that the board seeks the openness many members desire except on these important points.

Be transparent about what topics the board will not divulge for reasons of confidentiality and employee/member privacy. Some members want to see board meeting minutes and the club’s financial information, such as the balance sheet and income statement. The board should develop and broadly communicate what information it will share with members and in what format. The board is well advised to remember that these reports should be considered confidential and, therefore, not readily distributed outside of the club membership.

Beyond members’ demands for greater transparency, effective boards want club members to be well-informed and engaged with their clubs. Private club boards must maintain highly effective, truthful and consistent communications with club members. The rewards are greater member satisfaction, member engagement and a restful night’s sleep for board members.

This article was written by GGA’s Henry DeLozier for The Boardroom Magazine. It appeared in the March/April 2024 issue.

Executive Search: General Manager for The Glencoe Golf & Country Club

Date:

General Manager
The Glencoe Golf & Country Club

Apply Now

The Glencoe Golf & Country Club is one of the most prestigious private golf & country clubs in North America. It is located along the scenic Elbow River just outside of Calgary, Alberta. The golf course, with four unique layouts encompassing 45 holes designed by architect Robert Trent Jones Jr., is the largest club of its kind in Canada. The Meadows and Bridges layout has 27 holes and The Forest course, has 18 holes. The Club boasts a world-class practice facility, a newly renovated Professional Shop and Member Dining areas.   

The Glencoe Golf & Country Club is seeking a proven, highly motivated individual with a hospitality DNA and love for the game of golf to act as the primary leader for the operation of our outstanding club. The General Manager will report directly to the CEO, who strategically oversees both The Glencoe Club and The Glencoe Golf & Country Club.

Mission

Creating Exceptional Experiences.

It is the experience that counts! We create memories for all ages in their athletic, recreation, education and social pursuits. We complement our excellent facilities by providing exceptional experiences to our members, guests, employees and the community.

Vision

To be our members’ second home, providing excellence in all that we do.

The Glencoe Club is the next best place to be, other than home, for our members, guests and employees. We care for them and treat them as our family. While providing many of the comforts of home, our Clubs strive to be all-inclusive facilities for our families. We excel in all that we provide.

Values

RESPECT – We recognize and respect all individual’s unique contributions in a culture of inclusion.

WELLNESS – We have a commitment to the health, fitness, well-being and safety of our members, guests, and employees.

INTEGRITY – We always do the right thing; we say what we mean and do what we say.

RELATIONSHIPS – Relationships are the cornerstone of the Club’s success.

CARING – Members and staff care about the Club, each other, and the community.

INNOVATION – We always look for better ways to do things.

The Position

The Glencoe Golf & Country Club General Manager is responsible for leading and inspiring the entire team of professionals to consistently provide Members with the best all-around golf club and hospitality experience possible. This position is highly engaged in all operational functions of the Club including but not limited to: Accounting, Communications, Guest Services, Events, Golf Course Management, Food and Beverage, the Golf Shop, Administration, and Housekeeping.

In each of these realms, meeting expectations means Member’s needs are proactively anticipated and delivered upon before they are ever verbalized. The General Manager will demonstrate and set an expectation of excellence in every regard from the largest of visions to the smallest detail. This individual should exemplify each of The Glencoe Golf & Country Club core values in every interaction with Members, guests, and The Glencoe Golf & Country Club team.

It is essential that the General Manager communicate effectively, build quality relationships and teams while ensuring common goals and objectives are met with employees, Members, and Board of Directors.

The General Manager will oversee the daily operations of The Glencoe Golf & Country Club and be responsible for the development and implementation of all operational plans, ensuring key performance indicators are met. The successful candidate will coach, develop, and monitor a management team and staff focused on delivering a high level of programming and services that meet or exceed member expectations in all areas including golf course, pro shop, outdoor services, building operations, food and beverage outlets, social events and practice facilities. The General Manager will also lead the development of annual operating and capital budgets, playing a key part of the strategic planning process.

Requirements

  • Proven and progressive track record in a senior management capacity at a private club.
  • Completed post-secondary education in hospitality, business, or a related field.
  • Working towards or having achieved a Certified Club Manager (CCM) designation and/or a PGA designation is preferred.
  • Excellent communication, writing and public speaking skills.
  • A diplomatic, outgoing personality able to foster collaborative relationships with members, employees and the executive team.
  • An inspirational, charismatic leader with a history of building strong, motivated, and effective teams.
  • Demonstrated ability to provide direction, performance feedback, and recognition that leads to positive outcomes.
  • A team player who acts as an ambassador while managing, organizing, motivating and training employees effectively.
  • Previous experience in golf operations, turf care, golf retail, and food & beverage.
  • Knowledgeable and proficient at the game of golf, with the ability to understand members’ needs and desires for a high-level golf experience for them, their families and guests.
  • Strong organizational, interpersonal, and management skills with the ability to effectively delegate and manage the performance of others.
  • A strategic thinker with strong business acumen and financial knowledge complimented by entrepreneurial skills.

The Relationships

  • Reports directly to the CEO of The Glencoe Club
  • Responsible for building deep and meaningful relationships with Members and team members to ensure the wants and needs of all constituencies are heard, understood, and acted upon when needed. The General Manager should have outstanding relationships and consistent communication with his/her direct reports as well as the CEO and Board of Directors. Indirectly oversees all the full and part-time staff.
  • Works closely with the Senior Leadership Team to ensure supportive, collaborative, and consistent programs and practices.
  • Primary management liaison with the Golf Club Committees:
    • Golf Committee
    • Greens Committee
    • Men’s Committee
    • Women’s Committee
    • Junior Committee
    • Invitational Tournament Committee
  • In conjunction with the CEO, attends and contributes to the Board of Director’s Standing Committees and Board Meetings.
  • Leads with a humble heart of service while also knowing when confidence is needed. The General Manager must be able to lean into tough situations, when needed, all while keeping the composure of a confident leader with the broader team.
  • Networks continually within the golf industry to consistently bring in innovative ideas, best practices, and latest trends all while keeping the level of class and elegance expected at The Glencoe Golf & Country Club. This individual should also bring an extensive network based on their previous job experience.

The Responsibilities

Member Services

  • Ensures a family-oriented focus of the club.
  • The Glencoe Golf & Country Club General Manager is responsible for leading and inspiring the entire team to consistently provide Members with the best all-around golf club and hospitality experience possible. This position oversees all operational functions of the Club including but not limited to: Accounting, Communications, Guest Services, Events, Golf Course Management, Food and Beverage, the Golf Shop, Administration, and Housekeeping.
  • Responsible for continually developing The Glencoe Golf & Country Club team to ensure they are learning, growing, and advancing their careers.
  • Demonstrates and delivers the highest quality of service and appearance in all areas of including, but not limited to, Food and Beverage, Housekeeping, Facility and Ground Maintenance, Club Operations, and Club Events.
  • It is essential that the General Manager be able to communicate, build relationships with and ensure common goals and objectives are met with the staff, Members, and Board of Directors. The successful incumbent will remain accessible to the membership on a day-to-day basis.
  • Attends events and functions at the Golf Club and in the community to promote the Club.
  • Participates in golf with members with different skill levels.
  • Development of a comprehensive understanding of the needs of the membership and implement plans accordingly.
  • Creates an employee culture of service excellence, recognition, and innovation in all aspects of operations.
  • Ensures members are aware of and adhere to rules and regulations.
  • Ensure effective communication and ongoing good relationships with the surrounding neighbours.

Human Resources

  • Responsible for all personnel matters including hiring, supervising, performance management, and training staff.
  • Ensuring the adherence to all HR policies, programs, and practices by staff members.
  • Prioritizes employee engagement and experience through programs, supports, development, benefits, recognition, and sound leadership that enhance our culture.
  • Implements people strategies to make the club a top employer in the local, regional and national golf communities in Canada.
  • Responsible for compliance with employment and other laws relating to the club, its members, and staff as well as its operations.

Financial Management

  • In cooperation with the CEO and the CFO, the General Manager is accountable for ensuring the continuing financial viability of the Club.
  • Develops and implements the annual operating and capital budgets.
  • Responsible for setting, monitoring, and achieving financial goals.
  • Ensures financial and inventory controls are in place and adhered to.
  • Completes monthly analysis of financial statements and quarterly forecast to the end of the fiscal year.
  • Authorizes expenditures within budget parameters.
  • Ensures that the entire club adheres and is complying at all times with all legislation whether, not-for-profit, employment, labour standards, human rights or others.

 Strategic Planning

  • Contribute to the ongoing development of the five-year strategic plan.
  • Development and implementation of a business plan to achieve Strategic Priorities and Objectives.
  • Preparation of a biannual Strategic Priority achievement progress report.

Membership Marketing and Sales

  • Ensure the development and implementation of an effective marketing and sales plan.
  • Responsible for the achievement of membership sales goals.
  • Develops, promotes and protects the appropriate high level “brand” in all aspects of the operation.
  • Ensures sound professional, multi-domain two-way communication with the membership, staff, committees, and board of directors.

Health and Safety

  • Ensures compliance with all Glencoe Health and Safety standards and the Alberta Occupational Health and Safety regulations.
  • Responsible for the health, safety and security of all members and staff, as well as guests and contractors visiting the club.

Golf Course

  • Ensures well-appointed golf courses and practice facilities to achieve the best possible playing conditions.
  • Within set parameters ensures maximum availability for member play and effective booking systems.
  • Ensure implementation of flood protection measures.

Club operations.

  • Ensures the building is well appointed, clean, and maintained.
  • Maintains the provision of high-quality food and beverage services.
  • Ensures a well-stocked profitable golf shop.
  • Provide excellent outdoor member services.
  • Oversee the contract operators of the Water Treatment Plan to ensure the provision of clean domestic drinking water for the club and up to ninety households in the Stonepine community.

Remuneration

The Glencoe Golf & Country Club offers a competitive salary, comprehensive health and dental plan, RRSP matching, excellent working environment featuring opportunities for training and development, an employee referral program, and numerous employee recognition programs.

APPLICATION

IMPORTANT: Interested candidates should complete an application, including a resume along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by May 10th, 2024.

The documents must be saved as a PDF (save as “Last Name, First Name, Glencoe).

Apply Now

Lead Search Consultants: 

Michael Gregory
Managing Partner
GGA Partners™
michael.gregory@ggapartners.com

George Pinches
Director
GGA Partners™
george.pinches@ggapartners.com

 

 

 

 

CMAC Partnership Continues

Date:

The Club Management Association of Canada and GGA Partners Renew Partnership Agreement for Three Years

The Club Management Association of Canada (CMAC) and GGA Partners are pleased to announce a partnership renewal agreement for a three-year period. The CMAC Corporate Partner Program recognizes industry partners that share the values of CMAC and offer members support as leaders in the club management profession in Canada.

The renewal as a Platinum Corporate Partner will continue to showcase GGA Partners long-standing commitment to the professional club industry and CMAC in the categories of strategic planning, business intelligence, and people services. GGA will continue to support CMAC members by facilitating an Annual Club Industry Survey focused on trends and relevant club industry insights. Beginning in 2024, GGA will work with CMAC to conduct and deliver the Annual General Manager and Food and Beverage Compensation Reports of CMAC members.

CMAC’s vision is to create great leaders through excellence in professional club management and its mission is to promote and develop the profession of club management. The Association offers a variety of programs and services in response to member needs and expectations including the certification program leading to the Certified Club Manager (CCM) and Certified Chief Executive (CCE) designations. Access to career opportunities, and a forum for networking for COOs, GMs, clubhouse managers, food and beverage supervisors, golf superintendents, chefs, and other professionals involved in club management are also important offerings of CMAC.

“We are excited to extend our relationship with CMAC and its members as a platinum corporate partner,” commented Michael Gregory, a Partner and Managing Director of the firm. “As a trusted advisor to many of the top clubs nationwide, we have the ability to seamlessly integrate our brand with CMAC and provide value to its members through our research and people services contributions.”

“GGA Partners continue to illustrate their dedication to the professional club industry and we’re thrilled to continue working with their group as a platinum corporate partner for the next three years,” indicated Suzanne Godbehere, chief executive officer at CMAC. “As a long-standing corporate partner, the firm has provided guidance and valuable industry insights to our members and we look forward to working closely with Michael and his team.”

 

About the Club Management Association of Canada
The Club Management Association of Canada is the national professional association for individuals involved in the club management profession in Canada. Since 1957, the association has been supporting members with education, certification, networking and member events to facilitate them being the best in the industry. Members include general managers, chief operating officers, assistant general managers, clubhouse managers, golf superintendents, chefs, controllers, food and beverage supervisors, golf professionals, as well as students interested in pursuing a career in club management. CMAC professionals work at private, semi-private and public golf clubs, country clubs, city clubs, faculty clubs and recreation and leisure clubs.

CMAC is headquartered in Toronto, Ontario with over 650 members and 11 branches across Canada.

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