Month: July 2024

Hustling to Restore Hogan’s Alley

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Imagine how the architects who were commissioned to restore the Notre-Dame Cathedral to its original magnificence felt in 2021 when awarded the project and given an ambitious timeline for its completion. Or how a surgeon feels with Tiger Woods on his operating table.

Welcome to the emotion-charged worlds of Colonial Country Club CEO Frank Cordeiro, director of agronomy Rich McIntosh and renowned golf course architect Gil Hanse when the decision was made to fully renovate one of the most historic courses in America.

Their job was to bring Colonial back to the way it played in its early days — say, in 1941 when Craig Wood won the U.S. Open over the track that came to be known as Hogan’s Alley, so named for Ben Hogan’s five wins there.

They were tasked with reintroducing a ruggedness to the landscape — a more natural look and feel — and bringing the added influence of the Trinity River into play. While the patient was on the table, why not also revamp the course’s irrigation systems?

Oh, almost forgot: They would have less than a year’s time to complete the project before PGA Tour players struck their first shots at Colonial in the long-running Charles Schwab Challenge. Under more normal circumstances, such an undertaking would require 18 months.

Hanse, whose résumé includes restorations at Los Angeles Country Club, the Olympic Club, Oakland Hills and Baltusrol, had faced aggressive deadlines before in his celebrated career. But those challenges didn’t come packaged with Texas’s unpredictable weather. The renovation’s success hinged on the course’s recently planted turf making it through the winter without significant setbacks. On that score, they surely found no comfort in the state’s recent history of record-breaking ice and snowstorms.

Nor would there be any mulligans. The timeline allowed for no adjustments — the pros would be the first to play the course, even before any members.

Intimidating? Daunting? Risky for men with their estimable reputations?

As Hanse said — and many others no doubt believed — failure was not an option. “When you have a deadline like this, you really can’t fail. There’s so much riding on it.”

Those who took on the challenge — a group that also included Caveman Construction, LaBar Golf Renovations, Heritage Links, Michael Kuhn & Associates and Colonial’s own agronomy staff — followed in the bold footsteps of Colonial founder Marvin Leonard. Some eight decades ago, Leonard envisioned a golf course and club unlike others in the Lone Star State. He wanted bentgrass greens when others warned against it. He conceived of an invitational event for the world’s best players. He persuaded the USGA to bring its national championship to Colonial only five years after it opened.

The team swung into action almost as soon as the last putt dropped in the 2023 Charles Schwab Challenge. In all, they moved upwards of 30,000 cubic yards of dirt as part of a $25 million budget.

A supportive membership surely relieved some anxiety. “The project received well over 80 percent support at the time of the project approval vote,” Cordeiro says. “Throughout the project, the members were patient and supportive. No complaints, just encouragement, support and excitement.”

By now, we know the project was successful. Reviews were unabashedly positive in the days leading up to May’s tour stop and during the tournament.

“The project was executed without a single change order. Amazing on a project of this scope, complexity, and schedule. Not possible without great partners,” Cordiero marvels.

Even some of golf’s notoriously harsh critics were impressed.

“I imagine it’s tough for a course designer to bring a course back in time, but accommodating the modern game, making it maybe more playable for an average member 51 weeks of the year, but still a championship golf course making it as or more difficult for us,” Jordan Spieth said on the eve of this year’s Charles Schwab event. “I guess time will tell over the next four days, but it really seems like he’s somehow done that, and that’s really cool.”

GGA Partner Henry DeLozier penned this article for golfcourseindustry.com. It appeared in July 2024.

Executive Search: General Manager/Chief Operating Officer for Delray Dunes Golf & Country Club

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General Manager/Chief Operating Officer
Delray Dunes Golf & Country Club

“Delray Dunes Golf & Country Club’s Vision is to Perpetuate a Social Culture Where Members Can Entertain Guests, Nurture Families, and Enjoy Leisure Time Pursuits Among Enduring Friendships.”

The mission of Delray Dunes Golf & Country Club is to enrich the lives of its members, their families, and guests. With many golf and country club options in the area, Delray Dunes stands out due to its small, diverse membership, unique playing protocol, and fair amount of flexibility. The club offers an active, inviting, and enjoyable golf schedule for men, women, mixed groups, and juniors. Women golfers especially appreciate being part of the highly engaged women’s competitions and networking events.

The atmosphere at Delray Dunes is natural, reflecting the surrounding beauty. Carlton Blunt, the Founder of Delray Dunes, envisioned a peaceful, pastoral community—a family club. Delray Dunes has preserved this character and charm, maintaining a standard of excellence for its residents. Financially healthy and privately owned, the club is situated on 337 acres with 323 home sites, including 200 single-family homes and 123 freestanding villas in seven distinct styles. Most homes offer views of the golf course or the lakes. Remarkably, eleven original homeowners from 1969 still reside here, and the community is enriched by multi-generational families. Delray Dunes is a guard-gated community with roving patrols.

What makes something special is when you keep returning time after time. What makes something uniquely special is when your legacy returns as well. Delray Dunes is unique for having many first, second, third, and even fourth-generation residents. Currently, there are over 41 Legacy Members, underscoring the club’s special appeal.

ABOUT THE CLUB

  • Member-owned private club (mandatory membership with home purchase)
  • HOA: separate entity
  • Total members: 425
  • Gross revenue: $10.5M
  • Annual dues revenue: $7M
  • Annual F&B revenue: $2.45M
  • Annual rounds of golf: 30,500
  • Full-time equivalent employees: 95

CORE VALUES

The following values represent the priorities that will drive leadership decisions:

  • Friendship and high-quality social interaction
  • Fun place to be a member or guest
  • Exceptional staff service quality throughout the Club
  • Honesty, integrity and professionalism in governance, management, and communication
  • Leadership and governance with no personal or hidden agendas
  • Financial accountability to the membership
  • Unwavering commitment to excellence and continuous improvement

AMENITIES

  • 26,000 square foot Florida-style clubhouse
  • 18-hole championship golf course designed by Pete Dye
  • Fully stocked Golf Retail Shop (owned by the Golf Professional)
  • Main Dining Room
  • Private Dining/Meeting Room
  • Grille Room
  • Loggia – new outdoor bar and dining area
  • Fitness Center with state-of-the-art True equipment and a studio for fitness classes
  • 2 Har-Tru Clay lighted tennis courts
  • Resort style swimming pool.
  • Children’s playground
  • Men’s & Ladies Card rooms
  • Men’s & Ladies Locker rooms
  • Library

POSITION OVERVIEW
Delray Dunes General Manager/COO 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, Tennis, Wellness, Administration, and Housekeeping.

In each of these realms, meeting expectations means Members’ needs are proactively anticipated and delivered upon before they are ever verbalized. The General Manager/COO should set an expectation of excellence in every regard from the largest of visions to the smallest detail. This individual should exemplify each of Delray Dunes’ core values in every interaction with Members, guests, and Delray Dunes team.

It is essential that the General Manager/COO be able to communicate, build relationships with, and ensure common goals and objectives are met with the staff, Members, and Board of Directors. Although the GM/COO does not oversee the Homeowner’s Association (HOA), ongoing involvement and collaboration between with the Club (GM/COO, Golf Superintendent) and the HOA is essential.

KEY COMPETENCIES
To be successful in this role, you will need to demonstrate the following competencies. These same areas will be a focus for your performance evaluation, ensuring clear expectations and ongoing support.

Leadership – Interpersonal & Values & Promotes Diversity: A charismatic and emotionally intelligent leader with the ability to build strong relationships with members, staff, and board members. This professional demonstrates empathy, active listening, and effective communication to foster a collaborative, inclusive, and respectful environment.

Models Hospitality and Service Excellence: With a passion for exceeding expectations, this individual will set high standards for service across all departments. He/She will ensure staff are well-trained, empowered, and committed to delivering exceptional member experiences.

Club Governance & Strategic Management: Possesses a deep understanding of the legal and regulatory frameworks governing private clubs, member rights/responsibilities, and board structures. This leader will develop and execute long-term plans aligned with the Club’s vision, mission, and competitive landscape. The GM/COO will set clear goals, allocate resources effectively, and measure progress towards strategic objectives.

Financial Acumen: Proven ability to understand and manage the Club’s financial health. This includes overseeing the annual budgeting process, collaborating with the CFO, and ensuring financial stability.

Leads Change & Supports Innovation: Hands-on approach to champion innovative ideas and initiatives that improve operations and the member experience, effectively communicating and managing change processes. Strategic Planning.

RESPONSIBILITIES

  • Oversee all operational aspects of Delray Dunes, ensuring seamless member and guest experiences while fostering a high-performing and motivated team.
  • Possess an understanding of the game of golf and translate that knowledge into action for exceptional member experiences.
  • Foster open communication with the Board, Committee Chairs, and staff through regular meetings and updates, ensuring alignment with priorities and objectives.
  • Build strong and meaningful relationships with members and staff, addressing their needs and concerns promptly and professionally.
  • Continuously develop and empower the Delray Dunes team, fostering a culture of learning and career growth.
    Ensure the clubhouse and facilities are maintained to the highest standards, reflecting Delray Dunes’ elegance.
  • Leverage industry networks to identify and implement best practices and cutting-edge concepts while demonstrating continuous learning within the private club space.
  • Lead with a service-oriented mindset, demonstrating confidence and composure while addressing challenging situations.
  • Ensure all staff exemplify the Club’s mission and take swift action when expectations are not met.
  • Remain apprised of legal and legislative trends affecting the Club and work with the Board to ensure compliance.
  • Represent Delray Dunes with professionalism and tact on and off-site, upholding the Club’s values in all interactions.

EDUCATION AND EXPERIENCE REQUIREMENTS

  • College degree and CCM or CCE certification required or in progress.
  • 5 years of leadership experience at a premier private club.

REPORTING STRUCTURE
The position reports to the Board of Directors through the Club President.

DIRECT REPORTS
Director of Golf, Tennis Vendor, Executive Chef, Assistant General Manager, Dining Room Manager, Golf Course Superintendent, Membership Director, Controller and Administrative Staff.

COMPENSATION
Delray Dunes Golf Club will offer an extremely attractive compensation package, commensurate with experience, which will include a competitive base salary, bonus opportunity and benefits.

APPLICATION PROCESS HAS CLOSED

Search Team

Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030

 

 

Eric Hutchison, MBA, Ph.D.
Director, GGA Partners, USA, LLC
eric.hutchison@ggapartners.com
614.271.9355

 

 

3 Steps for Successful Member Retention

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In a recent study of the 4,000-plus private clubs in North America, GGA Partners™ found that almost nine in 10 clubs are full and experiencing significant wait-list growth. Certainly, the pandemic introduced by the novel coronavirus has brought unprecedented growth to private clubs. The question now is…how will clubs retain all of these members?

Here are three factors club leaders should monitor:

UNDERSTAND MARKET EVOLUTION
During the past several decades, four factors most consistently influenced demand for club memberships:

 

  1. Favorable location, as most club members drive less than 18 minutes one-way to reach their club from their homes or offices.
  2. Household income within the draw area of the club (the 18-minute reach).
  3. Employment status among the market audience, as to its reliability and growth potential.
  4. Educational attainment within the market area…more highly educated people are usually most capable of the financial requirements of membership.

The pandemic has blurred the historic lines as people have become less mobile and have found private clubs to be a safe haven for their families. Now, the market has evolved to maximize the influence of proximity; thus, proximity/location is of great significance. Current indications suggest that this reliance on clubs will endure as many professionals work remotely and have more time that was previously required for commuting to and from work.

Club leaders and operators must remain current regarding market conditions, requirements, and expectations.

MONITOR MEMBER SATISFACTION & ENGAGEMENT
Member satisfaction is the primary metric followed closely by engagement metrics. Knowing how engaged members are with the club is a simple measure of participation in special events, dining, new concepts, and programs. Survey members regularly using brief and to-the-point member satisfaction measures.

Alarm bells should sound when members are less engaged and enthusiastic about the club’s offerings.

WATCH FOR THE “CANARY IN THE COAL MINE”
Traditionally, a live canary was used to monitor air quality in the mine and would die if the air were not safe to breathe. The idiom suggests the importance of an early warning system for the club. Three dependable “canaries” for your club are:

Member Attrition – Most clubs have historic reference points for how many members are lost each year to mortality, relocation…life. In lean times, clubs struggled to sustain a balance between new members joining and those lost. Currently, more members want to join than wish to leave. Monitor the trendline as an early indicator.

New Member Leads Traffic – Current demand for new memberships is very strong. It will cool as society evolves past the pandemic. Club leaders should consider the flow of new inquiries – people who wish to join the club – as an early indication of market change. Each club should know its own successful conversion rate and understand that it must maintain leads in excess of attrition since some leads do not convert into full membership equivalents.

Consumer Confidence – Your club should make consumer confidence a part of each member survey using such simple questions as “are you confident for the club’s future” or net promoter metrics to track. The Conference Board is the source of the Consumer Confidence Index, which you can use as a broad indicator, and it does not replace the valuable guidance available from your own members.

Members are the lifeblood of private clubs. Recruiting and retaining them is the difference between success and failure.

GGA Partner Henry DeLozier penned this article for BoardRoom Briefs. It appeared in the June 22, 2024 edition.

Executive Search: General Manager/Chief Operating Officer for Bayview Golf & Country Club

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General Manager/Chief Operating Officer
Bayview Golf & Country Club

Bayview is an outstanding, all-season Toronto Country Club that has been a treasured part of members’ lives for nearly 60 years. Centrally located in the GTA, Bayview offers a world-class golf course complemented by exceptional sports, recreation, dining, and social experiences, centered in a modern, full-service family private club setting with tennis, aquatics, and fitness facilities.

In addition to its Top 100 ranked golf course, Bayview features a state-of-the-art indoor practice facility with four TrackMan® units, along with a short game chipping area and putting green, providing a year-round golf experience. Members play tennis and pickleball outdoors in the summer and indoors in the winter on Bayview’s six high-quality Har-Tru courts. The Club offers a range of tennis programs, from friendly daily play to competitive tournaments and inter-club competitions. Bayview is a cottage in the city. Its 13,000 sq. ft. complex features a sparkling, heated swimming pool, sunning deck, swimming lanes, splash pad and wading pool for kids, along with delicious poolside dining. The fitness offering includes a professionally staffed and well-equipped 4,000 sq. ft. gym, studio space, and Wellness services in the two treatment rooms.

Bayview has a rich history and is well-positioned for future success due to its strong and diverse membership roster, industry-leading management team, significant clubhouse and golf course improvements.

THE POSITION

Bayview Golf and Country Club seeks a dynamic and experienced leader to serve as General Manager/Chief Operating Officer (GM/COO). The GM/COO will be responsible for all facets of Club operations, ensuring a premier member experience and the continued success of Bayview as a Tier 1 private club.

This position is an exciting opportunity for a results-oriented individual passionate about the private club industry. The ideal candidate will demonstrate a strong blend of leadership, financial acumen, and interpersonal skills. They will also champion diversity and inclusion, fostering an environment of belonging for all members and staff.

Key Competencies
To succeed in this role, you must demonstrate the following competencies. These same areas will be a focus for performance evaluation, ensuring clear expectations and ongoing support.

Club Governance: Demonstrated understanding of the legal and ethical frameworks that govern private clubs, including member rights/responsibilities, board structures, and regulatory compliance. Experience navigating complex governance issues and ensuring the Club operates with the highest integrity.

Values & Promotes Diversity: A proven record of creating a welcoming and inclusive environment that celebrates our membership’s diverse perspectives and experiences. Building trust and rapport with members and employees from all backgrounds is essential.

Leadership – Interpersonal: A charismatic leader with exceptional people skills, fostering strong relationships with members, staff, and board members. Leverage empathy, active listening, and effective communication to build a collaborative environment, address concerns, and navigate complex situations. Provide clear direction, expectations, and ongoing performance feedback to motivate and empower employees to deliver exceptional service, enhancing the member experience.

Emotional Intelligence: A high degree of emotional intelligence, with the ability to manage one’s own emotions while understanding and responding effectively to the feelings of others. This skill is crucial for building trust and navigating complex situations.

Strategic Management: Demonstrated ability to develop and execute long-term plans that align with the Club’s vision, mission, and competitive landscape. Experience setting clear goals, allocating resources effectively, and measuring progress toward strategic objectives.

Models Hospitality and Service Excellence: A passion for exceptional service that exceeds member and guest expectations. Ability to set ambitious standards for service and ensure staff are well-trained, empowered, and committed to delivering an extraordinary experience that reflects Bayview’s position as a Tier 1 private club.

Leads Change & Supports Innovation: An initiative-taking leader who champions innovative ideas and initiatives that improve the Club’s operations and enhance the member experience. Possesses strong change management skills to communicate and gain stakeholders’ buy-in effectively.

Financial Acumen: A solid understanding of financial statements, budgeting, cost control, and financial analysis specific to the private club industry. Experience in developing and managing budgets, ensuring fiscal stability, and providing sound financial guidance to the Board.

RESPONSIBILITIES

Membership Experience

  • Develop and deliver an exceptional member experience that surpasses expectations and reflects Bayview’s position as a premier club.
  • Oversee all aspects of the Club’s operations to ensure the highest standards of service and activities.
  • Foster strong member relations and develop programs to attract new members and retain existing ones.
  • Ensure a smooth onboarding process for all new members, personally welcoming them to the Bayview community.
  • Maintain a visible and accessible presence throughout the Club, engaging with members and fostering a sense of community.

Our People

  • Cultivate a positive and inclusive work environment that prioritizes teamwork and mutual respect.
  • Develop and manage human resource policies that are fair and compliant with all laws and support employee well-being.
  • Set clear goals and objectives for direct reports, providing ongoing feedback and coaching for continuous improvement.
  • Implement a robust succession planning process to develop future leaders within the Club.
  • Maintain an open-door policy and be readily available to all employees.

Operational Excellence

  • Develop and implement best-in-class operating procedures, programs, and methods across all departments.
  • Lead and mentor department managers, promoting their professional development and supporting their success.
  • Partner with the Board and Finance Committee to develop and execute the Club’s annual financial plan, including budgeting, monitoring financial performance, and taking corrective action as needed.
  • Stay current with industry trends and implement best practices to improve Bayview’s operations consistently.
  • Lead the development of the Club’s strategic and tactical plans, ensuring alignment with long-term goals.
  • Oversee compliance with all applicable legal and regulatory requirements.

Communication

  • Provide clear and timely communication to the Board, President, employees, and members.
  • Actively solicit and incorporate feedback from members and employees on their experience, engagement, and sense of belonging at the Club.
  • Collaborate effectively with the Board to ensure transparency and shared ownership of the Club’s success.

DIRECT REPORTS

Assistant General Manager, Director of Finance, Director of Golf, Activities and Junior Development, Director of Agronomy and Grounds, Clubhouse Manager, Fitness, Wellness and Aquatics Manager, Director of Tennis, and Director of Human Resources.

CANDIDATE PROFILE

Education:
A post-secondary degree in business or a related discipline is preferred.

Experience and Accreditation:

  • Leadership: Proven track record as a senior leader with experience managing a team of direct reports within a private golf and country club, top-tier golf facility, or resort.
  • Industry Knowledge and Passion: Demonstrated enthusiasm and understanding of the unique qualities that define a premium country club experience.
  • Hospitality Background: Hospitality industry experience is a plus.
  • Board Collaboration: Experience working collaboratively with a Board of Directors that utilizes established club governance structures and processes to achieve success for both the Club and the GM/COO.
  • Preferred Credential: A Certified Club Manager (CCM) designation is a valued qualification.

Note: The position is currently vacant.

COMPENSATION

The Club will offer an attractive compensation package commensurate with experience, including a competitive base salary and benefits. The GM/COO also participates in the Club’s performance bonus award program.

INQUIRIES

APPLICATION PERIOD HAS CLOSED.

Lead Search Consultants: 

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

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

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