Author: bennett

Executive Search: Director of Golf Course at Cherokee Country Club

Date:

DIRECTOR OF GOLF COURSE
CHEROKEE COUNTRY CLUB
Knoxville, TN

 

The Club

Founded in 1907, Cherokee Country Club is a private, member-owned country club which has a long tradition dedicated to enriching the lives of its members and their families by providing the finest in dining, social, and recreational interests in a private club environment.

Cherokee Country Club is recognized as one of Knoxville’s greatest assets, featuring a classic, elegant Clubhouse, top-quality athletic and social activities, and a golf course designed by the legendary Donald Ross.

The Club’s goal is to promote and elevate golf so that the pursuit of the game is an important part of members’ lifestyle and recreational pleasure. Cherokee offers golf at its finest and is truly an exceptional golf experience for all levels of players. A classic 18-hole Donald Ross links-style course opened in 1907 and is supported by golf facilities that include an extensive golf shop, practice range, practice putting and chipping green.

Members are afforded access to the most prestigious tennis facilities in East Tennessee. The Club is home to nine outdoor and four indoor courts in addition to an outstanding pro-shop and each court is accentuated by a beautiful east Tennessee Valley view.

Recognizing the growing emphasis of a healthy lifestyle, Cherokee strives to provide the ultimate fitness and wellness experience through its fitness center and health program, which is operated by Performance Training, Inc. (PTI). Members enjoy a comprehensive health and fitness experience through a variety of services which include personalized training, group exercise classes, nutrition coaching, physical therapy and rehabilitation, as well as fitness assessments and consultations.

The Cherokee Aquatic Center and Overlook Bar and Grill offer a fun and safe gathering place for children and adults alike. Featuring both a family and a competition pool, the resort-style facilities were recently renovated to include kids’ entertainment zones and a pool bar. The Family Pool includes zero-entry access, Baja shelves, shade sails, slash fountains, and an adult lounge area. The competition length pool is wonderful for swimming, lap and severs the competitive Cherokee Swim Team.

Cherokee provides a wide selection of dining venues to accommodate members’ dining needs and the experienced culinary team is one of the finest in the Southeast. Whether it’s a quick bite to eat in the Pub, or dinner with the family in the Sequoyah Room, the Club’s talented staff are there to make sure all of members’ dining needs are met.

Since its inception, Cherokee has been the recreational home for generations of families and the Club’s story is about more than brick and mortar; about more that golf, swimming, bowling, and tennis; and about more than bridge, music, and social events. Cherokee Country Club’s story is about the hard work and hearts of generations of people, people who stand together, play together and work together.

Cherokee Country Club Overview

 

  • 914 Members
  • Initiation Fee (Resident Member Golf: $40,000)
  • $15M Gross Volume
  • $5.0M Annual Dues
  • $4.70M Gross Payroll
  • Average age of members is 58
  • Greens: Bent Grass
  • Fairways: Bermuda
  • Tee Boxes: Bermuda/Zoysia

The Director of Golf Course Position

The Director of Golf Course reports to the General Manager/COO and coordinates with the Greens Committee Chair on a regular basis. The Director of Golf Course implements the policies established by the Board of Directors and the Club’s bylaws. He/she develops operational policies and is responsible for the creation and implementation of standard operating procedures for all areas.

The Director of Golf Course is the lead catalyst for driving excellence in the golf experience and establishing standards for agronomic practices are critical part of the position. The Director of Golf must facilitate an environment where staff is involved and enthusiastic, with open communication and respect for themselves, members, guests and the property.

The Director of Golf Course should have a strong presence and seek to be highly visible to the membership and staff. They set the tone of pride in setting the course conditions for a first-class golf experience.

Primary Duties

 

  • Responsible for all phases of Golf Course Maintenance and Agronomic operations and related personnel.
  • Works closely with, advises, and coordinates with the Head Golf Professional on any issues related to golf course maintenance.
  • Plans and assists in the direction, construction, and maintenance of the grounds.
  • Plans and assists in the design of landscape plans for facility grounds and implements the plan.
  • Administers and enforces all Club rules, regulations, and policies for staff.
  • Supports and assists with membership seminars and orientations as applicable.
  • Works closely with the General Manager/COO and Board to operate the Golf Course in a fiscally responsible and professional manner.
  • Must be able to work independently and be a self-starting problem solver.
  • Provides technical, operational, and safety training for employees to ensure that staff is working within OSHA, club safety, state and federal guidelines for safe working conditions.
  • Oversees subordinates in proper and safe operation and maintenance of mechanical and power equipment. Plans and budgets for additional or replacement capital equipment.
  • Supervises and participates in the application and recording of chemical applications (fertilizers and pesticides) on the Club’s grounds in compliance with all local, state, and federal regulations.
  • Supervises and controls all maintenance expenses associated with Golf Course Operations, including payroll, supplies, chemicals, and fertilizers.
  • Develops an annual operating budget and plans for maintenance and capital improvement projects.
  • Maintains, records, and completes required reporting which includes ordering parts, supplies, and equipment as needed.
  • Schedules maintenance practices around member play and outings to maximize efficiency and minimize disruption to members.
  • Coordinates snow removal and winter maintenance activities when necessary.

Knowledge & Skills Required

 

  • Knowledge of management and maintenance of greens, fairways, and roughs.
  • Knowledge of use and operating standards of equipment and tools used in golf course construction and maintenance work.
  • Skill in recruiting, supervising, training, monitoring, evaluating, and motivating personnel.
  • Interpersonal skills to resolve conflict resolution professionally.
  • Knowledge of safe use, mixing, and application of chemicals and commercial products.
  • Knowledge of the game of golf, golf rules, and methods of play.
  • Ability to anticipate personnel, equipment, and material requirements related to golf course maintenance and repair assignments.
  • Ability and knowledge to lay out irrigation patterns, drainage patterns, construct tees and/or greens.

Candidate Qualifications

  • 5-7 years’ experience as a Golf Superintendent or 1st Assistant
  • 2-year Degree or Certificate in Turf Management (or related field, like agronomy, horticulture, plant science, soil science).
  • Advanced computer skills required for financial reporting and control of operations, including use of Microsoft Office Suite.
  • Valid Driver’s License.
  • Certification by the Golf Course Superintendents Association of America is preferred.

Note: A pre-employment drug screen and background check will be required. The position is available February 3, 2021.

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 résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Wednesday, February 3, 2021.

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

For more information about Cherokee Country Club, please visit cherokeecountryclub.com.

GGA Partners Expands Research & Survey Capabilities with the Addition of Experienced Hospitality Research Professor

Date:
Dr. Eric Brey, PhD, joins GGA Partners as a Director to bolster consumer research capabilities

TORONTO, Ontario – GGA Partners has expanded its portfolio of services for private clubs, public golf courses, residential communities, resorts, municipalities and hospitality clients with the addition of an experienced research mind and acting hospitality educator.

Dr. Eric Brey, PhD, a researcher and professor at the University of Wisconsin-Stout, School of Hospitality Leadership, has joined GGA Partners as its newest director to expand the firm’s research efforts.

Dr. Brey’s research expertise will strengthen GGA’s capabilities in customer feedback and market research, both of which are core services for GGA. One of the many expanded offerings the addition of Dr. Brey supports is 3-Factor Theory Analysis designed to provide a deeper and more meaningful understanding of the touchpoints that have the greatest potential to impact customer and member satisfaction.

professional headshot of Dr. Eric Brey, PhD
Dr. Eric Brey, PhD

Recently, Medinah Country Club engaged Dr. Brey to conduct 3-Factor Theory Analysis using the raw survey data collected by GGA. “Identifying the touchpoints important to our members provided tremendous insight across our entire operation” stated Medinah Country Club General Manager Robert Sereci. “Clubs will benefit greatly by using this methodology to pinpoint opportunities on which to focus enhancement efforts to achieve the highest level of enjoyment for their members.”

In addition to enhanced customer satisfaction analysis, Dr. Brey’s vast experience in consumer research will provide expanded opportunities for survey interpretation, managed customer feedback, third party performance monitoring and analysis of existing client data to support GGA’s strategic planning and business intelligence services.

“The synergies created by combining GGA’s expertise in research and strategic planning with the knowledge and experience I bring to consumer research are exponential,” commented Dr. Brey. “Together we will be able to assist golf, club, resort and municipal operators with more detailed and comprehensive data analysis that will enhance their ability to make strategic decisions and improve their operational efficiency and customer experience.”

“Research is a cornerstone of our firm and consumer satisfaction is just one component of GGA’s capabilities in this space. Dr. Brey will play a key role in elevating GGA’s industry leading research, and will apply research best practices and new methods to develop even stronger insights for our clients,” commented GGA Partner Michel Gregory. “As a firm we are working to develop an all-encompassing approach to measuring real time, periodic, and long-term consumer feedback that will benefit a wide range of clients in the private club, resort and hospitality industries as well as municipalities who own golf and leisure assets”.

 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

About Dr. Eric Brey, PhD

Dr. Brey earned his B.S. and M.S. from the University of Wisconsin-Stout School of Hospitality Leadership. In 2006, he earned his PhD from Purdue University School of Hospitality and Tourism Management. Dr. Brey spent six years at the University of Memphis, Fogelman College of Business and Economics, Kemmons Wilson School of Hospitality Management before joining the University of Wisconsin-Stout, School of Hospitality Leadership in 2012. In his current role, he serves as professor and chair of the school, teaching marketing, strategy and customer analytics courses, and conducting research on consumer-centric strategy.

Dr. Brey has published numerous peer and refereed journal papers, written industry white papers and book chapters, received many recognitions and honors and has conducted applied research for the United States Golf Association. Recently, Dr. Brey completed a research study for the USGA identifying more than 1,000 touchpoints golfers can have throughout their experience that impact satisfaction and dissatisfaction. The results of the research will provide insights to help operators gain a firm understanding of what customers need and how to meet and exceed those expectations.

 

Media Contacts:

Michael Gregory, Partner
GGA Partners
416-524-0083
michael.gregory@ggapartners.com

 

2021 Predictions on the Shape of the Next Normal

Date:

When we were introduced to COVID-19 in March 2020, no one had any indication that ten months later the number of cases and its toll on society would continue to rise. The introduction of a vaccine is promising, but the road ahead remains filled with uncertainty as to when the next normal will arrive – and what shape that normal will adopt.

Since its inception, GGA Partners has traveled the globe working with private clubs, golf courses, investors, real estate developers, resorts, municipalities, and financial institutions. This has provided unique insight into the state of golf, private club, and leisure businesses from many different perspectives.

We have observed that even before the coronavirus pandemic, significant change was underway across the private club landscape. As we prepare for the “new normal” the thought leaders at GGA sat down to predict what they believe is coming in 2021 and beyond.

1. COVID-19 accelerates change already afoot in governance

According to Senior Partner Henry DeLozier, the change brought on by the pandemic is going to necessitate even more rapid change in governance, which GGA has seen clubs struggle with this past year.

“In corporate America, the concept of stakeholder capitalism was at the forefront in 2020 and that has transcended to the private club space,” commented DeLozier. “We’re hearing members across the private club spectrum questioning why they do not have a larger voice in their club and how board selections, as well as decisions, are being made.”

Private clubs that do not have current and effective governance will suffer from decreased member satisfaction and a constant churn of its membership base.

2. The capability to communicate effectively and efficiently will be key

Linda Dillenbeck, GGA’s director for the firm’s communications practice, stated that there continues to be a need to assist clubs in their efforts to communicate effectively and efficiently.

“It is basic human nature that people do not like change,” said Dillenbeck. “To minimize the disruption of pending changes, it is incumbent upon the management team and board of directors to clearly communicate the what, how, and why of their decisions then allow members to voice their opinions. This provides the level of two-way communication members are demanding.”

In addition to communications about club finances and capital improvements, clubs need to improve the use of the data they have collected to provide tailored communications to members. For example, notices about evolving restrictions on golf events should only be sent to those who play and those about activities for families with children don’t need to be sent to empty nesters.

Beyond member communications, clubs that will be successful in 2021 will be those which can retool and refine their external communications to ensure the message of what truly makes the club unique is presented clearly.

3. Greater work flexibility will impact club utilization in new and challenging ways

Report after report has trumpeted the tremendous increase in rounds played during the pandemic. According to GGA Director John Strawn, that is in large part due to work-from-home adaptations which are providing greater flexibility in how and when employees complete their daily tasks.

“People have more control over their work lives,” said Strawn. “Golf experienced fewer restrictions during the pandemic and that has brought out many new and fringe players leading to full tee sheets at both private and public golf courses.”

Full tee sheets are causing negative feedback from those who play more frequently as there is a belief that those not paying full dues are taking coveted tee times. To solve the problem, Strawn predicts clubs will need to revisit their strategies and ultimately their business models more frequently to ensure they are meeting this new and different demand effectively. Flexibility will be critical until the long-term impact on golf demand is better understood.

While clubs continue struggling to ensure fair and equitable access to the tee or courts while accommodating increased demand, Senior Associate Andrew Milne added that clubs should expect that best practice solutions may shift regarding reservations and tee sheet management to include lottery systems and Chelsea systems to ensure dissatisfaction among members is minimized. Understanding that new reservation management approaches may change the value proposition for members, a clear plan and message acknowledging this, and for measuring and adapting the approach as the future becomes clearer, will be important.

4. Clubs must better understand what women want from their club

According to the National Golf Foundation, while only one in five golfers are women, females represent a disproportionately higher percentage of beginners (31%).

Women ease into the game for a variety of reasons; to spend time with their family, to compete, to be outdoors, and to enjoy the support, community, and socialization. As these women age and consider joining a club, they will choose the clubs that shape programs, staff, activities, and offerings to blend the female competitive group with the group that is more interested in the social community.

“We’ve known for some time just how important the role of women and the family dynamic is regarding the decision on whether to join a private club,” commented GGA Director Murray Blair. “For clubs to succeed in 2021 and beyond, they will need to understand how women are impacting the decision-making process and implement the necessary adjustments to make them feel welcome, whether they play golf or not.”

5. Operational efficiencies gained during the pandemic will carry forward in 2021, and their challenges will too

Among the most remarkable takeaways from 2020 was the ability for clubs to adapt their operations and service offerings swiftly and effectively in the face of facility closures, variable human resource availability, and rapidly changing restrictions for public health and safety.

Contactless payments, varying tee time intervals, and pace dispersion tactics are pandemic-inspired efficiencies which GGA Associate Andrew Johnson predicts will continue.

Adding to the list, GGA Director Ben Hopkinson expects clubs will become more efficient at managing grab-and-go meals, take-out dining, and mobile ordering, following the best practices of companies like Uber Eats and DoorDash.

New ways of operating have also brought about new challenges, some of which will persist into 2021 and require even more new solutions to be generated at clubs and courses.

GGA Senior Associate Andrew Johnson expects that the increased costs associated with COVID-19 mandated protocols such as labor for sanitation and cleaning, as well as elevated maintenance expenses due to increased rounds, will remain through 2021.

Clubs that effectively determine what increased interest and golf participation means for facility accessibility, program creation, membership categories and associated privileges will find increased membership satisfaction and interest from new prospects.

6. The pandemic’s impact on club finances will remain uncertain, expect to see more measurement, flexibility, and experimentation

Despite successful adaptations in club operations and economic relief opportunities afforded by governments and municipalities, the full extent of the pandemic’s economic impact will remain varied across club types depending on business structures and market areas.

GGA Senior Manager Martin Tzankov, remains concerned about the financial position of many clubs and believes the brunt of the economic impact has yet to be seen.

“The reliance of clubs on dues increases and capital assessments has been particularly apparent this year and may have stretched the value proposition too far for some,” stated Tzankov.  “2021 will show the clubs where a clear and present value proposition is being presented to members, who in turn, will continue to pay the cost of belonging.”

GGA Partner Derek Johnston believes there are clubs that will be able to increase pricing and sustain the increases in the long-term and there are clubs that will overshoot the mark. Johnston expressed concern that some clubs may move joining fees too high, too fast; golf businesses may move their green fees too high, too fast; and some may move away from tee sheet management practices too quickly.

“Nobody knows what’s coming.  If clubs have experienced less attrition than in the past, it may be due to members being unwilling to give up their safe sanctuary, but when things begin to stabilize post-vaccine that may not persist,” he explained.  “I believe that a portion of the historical attrition hasn’t been abated, just held back.  There will be increased attrition over the next 12-24 months and there may not be the same demand there to replace those who leave, especially as other social and lifestyle pursuits become more widely available again.”

2021 will be a time for clubs to experiment.  A measured, flexible approach to joining fees and dues will be a prudent approach this year.

7. A club’s success will in part be driven by its sum of parts in 2021

Craig Johnston, a partner and head of GGA’s transaction advisory practice, emphasized that the success of clubs during and following the pandemic will in part be driven by its sum of parts. Johnston explained “A private club may include a fitness center, retail store, several restaurants, a golf course, and a marina. The pandemic has impacted the utilization and thus success of all those ‘parts’ differently, and therefore the overall success of the club will largely be dependent on the club’s product or shall we say parts mix.”

“Every club is going to be different depending on its type of business and the operations which comprise it, the extent and variability of pandemic-related changes means that comparatives are going to need to be refined,” continued Johnston.  “Clubs that understand and appreciate the challenges and successes of the various parts of their business will be in a better position to realign and optimize heading into the ‘new normal’.”

8. The movement of people and relocation of companies will reshape markets

Our news feeds have been full of stories about high-profile people and companies moving out of California into Texas, as well as the movement of bankers to Florida from New York. If looking at this as a trend, you might imagine seeing increased need and greater attrition among clubs in the California and New York markets and, conversely, excess demand for clubs in markets like Texas and Florida.

According to GGA Manager Alison Corner, it will be important for clubs to understand the movement of people – not just the movement away from major urban centers and into the suburbs, but also the movement of companies and the actual physical locations of corporations – because they may have drastic impacts to how certain club and leisure businesses perform over the next 5 – 10 years.

Clubs that are mindful of these relocation trends will help themselves to recognize and either seize new opportunities, or mitigate future risks.

What Are You Doing to Develop Future Leaders?

Date:

One of the most important responsibilities for managers is developing the next generation of leaders and preparing them for the professional challenges they will face. The most obvious way to develop leadership qualities is simply to pay your knowledge forward by identifying the most important lessons you’ve learned — often the hard way — and passing them on to your team.

That responsibility starts with acknowledging that agronomic knowledge is simply table stakes. Knowing how to grow turf and keep it healthy is expected of anyone in the superintendent role, and most up-and-coming turf managers come to the job well prepared. GCSAA educational programs and the generous teaching of consulting specialists and suppliers go a long way in helping to lay this foundation. Certainly, the college of hard knocks provides its lessons as well.

But what lessons will you teach your assistants and crew members? And how can you help prepare them for their next opportunity to move into more responsible positions? In addition to making yourself available as a mentor, you can also broaden your own knowledge by paying attention to what your most respected peers consider their priorities. Here are suggestions from two of the best in the business.

Bill Cygan is the exceptional young superintendent at Silver Spring Country Club in Ridgefield, Connecticut. After graduating from the University of Massachusetts-Amherst, Bill spent six years as an assistant at Innis Arden Golf Club in Greenwich and another six years caring for the West Course at Winged Foot.

Build strong relationships and communicate often.

“This is not easy and doesn’t happen overnight, but the stronger your relationships are at the club, the smoother the ride will be, especially during times of adversity,” Bill says. “Relationship building should include department managers — especially the golf pro, controller and general manager — as well as certain key members of the club, including the green chairman and treasurer, who can be important allies.”

Trust your teammates.

In addition to the administrative leaders with whom a successful superintendent works, Bill adds, “Be sure to build a strong team responsible for the daily golf course maintenance operations.” The strength of the team is your strength.

Carlos Arraya, the assistant general manager at Bellerive Country Club in St. Louis, began his career as a golf course superintendent and over two decades has grown into a key leadership position at one of America’s finest clubs, having hosted the 100th PGA Championship in 2019. Carlos teaches several key points of focus:

Lead the way.

“Understand your leadership style and voice,” he says, adding that managers who favorably influence the next generation of leaders practice mindfulness, leaving their ego at the shop door, putting the interests and needs of their crew ahead of their own and recognizing a job well done. Further, he recommends continue evolving as a leader to best handle the needs of a changing workforce.

Be present.

Some managers are overly focused on the next job, but Carlos counsels: “Focus on being great in your current role.” One can never know too much; by the same token, one can never know everything, so don’t pretend that you do.

Hone your own character.

Superintendents and managers of all descriptions work in the proverbial glass house. The key to being effective at each level is understanding that one is setting an example for others up and down the organizational chart. “Know the difference between an excuse and a reason,” he says. “And don’t fall into the trap of professional jealousy.”

Rely on science.

“(Superintendents) are trained in the scientific method. But sometimes we overreact and are too quick to make a decision,” he says. Club and course managers can pressure superintendents, especially when times are tough, to have immediate answers. “Be deliberate, rely on the science.”

Developing young people into experienced and highly effective crew members, ones who will one day lead their own operations, is one of the most important jobs of any superintendent. And only when you lose some of your best people, when they move on to the top job at another club or course, you will know that you’ve been successful.

This article was authored by Henry DeLozier for Golf Course Industry magazine. 

Executive Search: Assistant General Manager at Hampton Hall Club

Date:

ASSISTANT GENERAL MANAGER
HAMPTON HALL CLUB
Bluffton, SC

 

The Club:

Located in the heart of Bluffton, SC, the Club at Hampton Hall Club and Community is much more than a collection of amenities. The Club experience is focused on bringing people together – friends, family, members and guests – and it’s designed to evolve and adapt to the membership’s wants and needs. No one element exists on its own: the golf blends seamlessly with dining and the same is true for the tennis and pickleball program and the fitness center. Each piece relies on the other, and they all come together to form what the community calls the Total Experience. One that can be shared with the whole family and is the source of cherished memories again and again.

Hampton Hall Club and Community is a lifestyle community with 944 private residences. The stunningly unspoiled natural beauty of Hampton Hall’s private links-style golf course from legendary architect, Pete Dye, is a thrill to behold – in the early morning or late afternoon, from the tee box, the fairway, or simply walking through the neighborhood. A comprehensive golf practice facility allows members to work on their game before they play and the full menu and bar at Pete’s Grill gives them a place to celebrate after.

Members hit the courts to enjoy a variety of racket sports including tennis and pickleball. The tennis program is designed to appeal to newcomers and seasoned players alike, the friendly head professional focuses on not only improving members’ game but helps them learn to enjoy it more as well. A full calendar of clinics, mixers, and socials provides ample opportunities to meet new players and make new friends. The bocce and basketball courts are accompanied by a children’s playground to accommodate the large family demographic in the community.

Every amenity is designed for the entire family to enjoy, especially the Club’s lakeside zero-entry pool – a year-round resort-style poolside vacation where families, children, and grandchildren swim, play, and dine at the Splash Café in the summer. Plans are in place to expand all of these amenities for the future.

Conveniently located next to the swim and tennis complex, Hampton Hall’s state-of-the-art, full-service fitness center offers everything members need to live well. Whether they prefer swimming laps or lifting weights, they enjoy a quality workout in a clean, friendly facility staffed by experienced sports trainers and fitness instructors. Spa and massage rooms offer a full array of facials and massages by appointment. The 14,000 square foot fitness center offers a full-line of exercise equipment, personal training, fitness instruction, and a variety of daily group fitness classes. Within the facility is featured a 25-meter indoor pool for laps, swim lessons, water aerobics, and free swim.

At the heart of the community is the beloved Clubhouse, a 24,000 square foot gathering place where members meet up with friends, play cards and mah-jong, host a community club meeting, plan an event, or simply pass the time together.  The Club offers multiple dining rooms for every family or friend-filled gathering, from the formal Brasserie dining room, with vaulted ceilings and intricate wood detail, to a cozy spot in the Tavern Bar or Library room for a more casual atmosphere. The Club also boasts one of the largest ballrooms in the area for significant life or member events. Indoors, outdoors, big or small, whatever in the need, all are welcome at the Community Clubhouse.

Once you exit the gates of the Community, there is adventure that stretches out in every direction of Bluffton: shops and festivals, a stroll down Old Town Bluffton for eclectic shops and galleries, or excursions on the river and historic tours to see where yesterday meets tomorrow. Hilton Head beaches are a bridge away.

Hampton Hall Club Overview

 

  • 944 Members (Golf: 300)
  • Initiation Fee (Resident Member $6,000, Golf $5,000)
  • Annual Dues (Resident Member $4,383, Golf $5,440)
  • $7.50M Gross Volume
  • $3.90M Annual Dues
  • $1.27M Annual Golf Dues
  • $1.0M F&B Volume
  • $2.44M Gross Payroll
  • 78 Employees
  • 7 Board Members
  • Average age of members is 65

The Assistant General Manager Position:

The Assistant General Manager is ultimately responsible for all clubhouse, food and beverage, fitness, aquatics, tennis, and facilities operations daily, including the general housekeeping over these areas. The Assistant General Manager is responsible for all aspects of the operation in the absence of the General Manager and performs specific tasks as requested.

This managerial position works closely with, and reports directly to, the General Manager/COO, and provides quality leadership and contributes to the positive atmosphere of the Club and associated operations. He/she will also prepare annual department budgets in concert with the GM/COO.

The AGM will enhance the “club culture” and is responsible for the dissemination of hospitality, friendliness, and goodwill among members, guests and staff. His/her goal is always to help members and guests enjoy the facilities, recreation amenities, and events of the Club. In addition to building relationships with Club members, guests, and employees, he or she provides support to the respective committees and advisory groups as well. Being the “public face” of these operations with a hands-on approach and an understanding that full member and staff engagement is critical to success in this position.

The AGM consistently provides anticipatory 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 to this position to ensure collaborative, innovative, harmonious relationships between front and back of house operations.

Primary Responsibilities

Member Services:

  • Consistent sincere and significant engagement of members, highly visible to members and staff in the dining areas of the club is of premium importance. The AGM is ultimately responsible to ensure that all member dining and club events are well-conceived and executed along with all amenities.
  • 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 property and its amenities.
  • Address and resolve all member and guest complaints and suggestions, general service, employee attitude, maintenance, and presentation of the clubhouse operations.

Employee Relations:

  • Oversee the recruiting, hiring and development of clubhouse and recreational amenity personnel.
  • Oversee ongoing training programs complete with up-to-date training manuals to ensure exceptional service in all parts of the club’s operation.
  • Provides for training and future development of all subordinate managers and supervisors subject to budget approval by the General Manager/COO. Instill the concept of being “team players” in all employees. Continue to coach, counsel, and evaluate departmental staff.
  • Ensures that a positive spirit and healthy work environment exists throughout the club operations, one that is free of safety risks and all forms of employee harassment.
  • Maintain an effective communication program where employees 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 morale, high ethical standards and efficient use of resources to position Hampton Hall Club to be a preferred employer of choice in the community.

Financial Management:

  • Works jointly with the Controller and General Manager/COO to prepare the annual operating and capital budgets for all clubhouse and recreational operations, assists in managing and controlling the operations to attain the desired results.
  • Monitors the budget each week/month and directs the taking of corrective action as necessary to assure that the budgeted goals are attained.
  • Provides input to all clubhouse and recreation personnel regarding annual budgets, capital spending plans, fiscal controls and operational guidelines.
  • Responsible for all labor cost payouts and maintains them within the constraints of the budget and through close coordination and with approval from the General Manager/COO and Controller.
  • Monitors payroll records to control overtime and maintain labor costs within budgetary guidelines.
  • Supervises the purchasing, receiving, safekeeping and disbursement of operating supplies and equipment to maximize quality and profitability.

Personnel Management:

  • Displays very hands-on approach and leads the staff by example. Must be approachable to staff, members and guests.
  • Assists the General Manager/COO in developing and implementing long-range (strategic) and annual (business) plans, operating reports, forecasts and budgets.
  • Works with Human Resources to develop long term staffing needs for area of responsibility.
  • Responsible for the hiring, discipline, termination and documentation of all clubhouse and recreation staff.
  • Reviews all accidents, works with HR and Safety Committees in completing accidents reports and implementing improved procedures.
  • Attends meetings of senior management and carries out directives because of these meetings and any other requests of the General Manager in a timely manner.
  • Serves as an ad-hoc member of appropriate club committees and advisory groups.
  • A warm personality, a sense of humor and the ability to work effectively with all levels of the internal staff and members.
  • Works with Executive Chef and Food and Beverage Team to develop P&L statements prior to each event, makes appropriate notes following events and files information for future use.
  • Works with Executive Chef on menu development.
  • Works with the F&B Team to organize and market special club events with guidance of the Social Advisory Group.
  • Furthers his/her own continued development as a club management professional as a member of CMAA. With the assistance and approval of the General Manager/COO participates in appropriate seminars/training programs, thereby enhancing his/her value and quality of services to Hampton Hall Club.

Operational Responsibilities:

  • Understands and abides by Hampton Hall Club policies and departmental procedures. Suggests changes and may direct the implementation of change.
  • Provides content for and manages communications and marketing materials for department.
  • Assures that the Clubhouse operations and Recreational amenities are run in accordance with all applicable local, state and federal laws.
  • Ensures that the club’s preventive maintenance and energy management programs are on schedule and in use.
  • Disseminates information effectively and coordinates activities between departments on a timely basis.
  • Keeps the General Manager/COO informed of all potential problems and activities related to the smooth operation of the clubhouse and recreation amenities.
  • Oversees inventory management throughout departments and completes a periodic china, glass and silver inventory to maintain par levels.
  • Coordinates and approves all entertainment in consultation with the Food and Beverage Team and others.
  • A sharp eye for detail in the overall management of the operation.
  • Responsible for regularly reporting of performance and financial data, i.e. weekly report to General Manager/COO.

Direct Reports

Executive Chef, Food and Beverage Team, Dining Services Manager, Social and Events Director, Director of Facilities and Common Grounds, Sports and Recreation Director, Tennis Professional, Housekeeping.

Candidate Qualifications:

  • A minimum of 5 years of progressive leadership and management experience in a private club environment.
  • A 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 January 18, 2021.

Salary & Benefits:

Salary is open and commensurate with qualifications and experience. The Club offers an excellent bonus and benefit package including CMAA membership and continuing education.

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 5, 2021.

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

For more information about Hampton Hall Club, please visit hamptonhallclubsc.com.

GGA Partners & the CSCM Renew Platinum Level Corporate Partnership

Date:
GGA Partners and the Canadian Society of Club Managers Renew Platinum Level Corporate Partnership

TORONTO, Ontario (December 21, 2020) – GGA Partners (GGA) and the Canadian Society of Club Managers (CSCM) are pleased to announce the renewal of their strategic partnership to produce research and insights for the benefit of the CSCM members and the club industry at large. The CSCM Corporate Partner program recognizes industry partners that share the values of the CSCM and offer members support as leaders in the club management profession in Canada.

The CSCM and GGA have enjoyed a history of collaborative research and investigative solutions. GGA and the CSCM have worked to establish baseline data on clubs perceptions/views since their formal partnership began in 2018.

“CSCM’s new strategic framework will be introduced to the membership by the end of 2020. Research and insights will continue to be an integral part of our approach to the Canadian club industry,” explained “Kimberley Iwamoto CCM, CCE, CSCM president. “We are thrilled that GGA Partners will continue on this journey with the CSCM.”

The CSCM’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 CSCM 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) designation, career opportunities, and a networking forum for executives and managers involved in club management.

GGA is committed to club management and helping facilitate key elements of the CSCM’s provision to provide research, resources, and education to its members. “The role of club managers is diverse, they need to be resilient as 2020 has shown.” said GGA partner Derek Johnston. “Working with the CSCM to create valuable research and insights is rewarding and the addition of the COVID-19-specific research seemed to really help this year.”

 

About The Canadian Society of Club Managers

Established in 1957, CSCM is the national professional society representing the club management profession in Canada. Of our approximately 600 members, over 70% are from golf clubs, and the remainder from a variety of city, recreation, fitness, curling and other types of clubs.

The Society’s members hold position titles that include General Manager, Chief Executive Officer, Chief Operating Officer as well as Assistant Manager, Clubhouse Manager, Controller and Food and Beverage Manager. For more information please visit cscm.org.

About GGA Partners™

GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

 

Media Contacts:

Derek Johnston
GGA Partners
905-726-0701
derek.johnston@ggapartners.com

Suzanne Godbehere
The Canadian Society of Club Managers
416-979-0640 x242
sgodbehere@cscm.org

Executive Search: Head Golf Professional at Bayview Golf & Country Club

Date:

HEAD GOLF PROFESSIONAL
BAYVIEW GOLF & COUNTRY CLUB
Toronto, ON

 

The Club:

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

The Golf Facilities:

Designed in 1960 by Canadian Golf Hall of Fame architect Robbie Robinson, and renovated by renowned course designer Doug Carrick, the Bayview Golf and Country Club course consistently ranks among Score Magazine’s Top 100 courses in Canada. Golfers enjoy a stunning course that is equally challenging for both the recreational and scratch golfer. Bayview’s renowned golf course is world-class and can truly be appreciated by the whole family. A comprehensive practice facility, golf simulators and well-stocked, full-service Pro Shop round out the Club’s facilities. The Club has hosted several professional and amateur championships.

The Position:

Bayview is seeking a well-qualified, dynamic individual to oversee and manage Bayview’s golf operations and work cooperatively with other departments to provide an exceptional member and guest experience.

The Head Golf Professional will be responsible for the following:

 

  • Develop and deliver a consistently outstanding member experience commensurate with specified member expectations and in keeping with a premier Tier 1 private golf and country club. Although the Head Professional will rely on the Staff to operate the daily activities, the Head Professional will be responsible for overall performance metrics and service.
  • Recruitment, training, development, performance management and leadership of Golf Operations staff.
  • Preparation of the Golf Operations operating and capital budgets.
  • Work with the Golf Operations staff, management team and various member committees, to develop and implement merchandising programs, club tournaments, leagues, coaching and lesson programs and outside events.
  • Purchasing, merchandising, sales and marketing, inventory management, and financial performance of all aspects of the Pro Shop.
  • Oversight of the golf reservation system, starting procedures, tracking and monitoring play on the golf course.
  • Representation of the Club to members, staff and external agencies. The Head Professional is engaged in new member recruitment.

Candidate Profile:

The Head Professional reports to the General Manager. Given the leading role this individual will play in achieving the strategic objectives of Bayview, it is essential that the successful candidate possess the following core competencies, experience and attributes:

 

  • Class A member of the PGA of Canada with Head Professional experience preferred.
  • A dynamic leader with the ability to maintain a strong team by motivation and leading by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes. Excellent communication skills.
  • Highly visible leader with friendly and outgoing personality and focus on member service. A leadership style that lends itself to being the ‘face of the golf experience’.
  • An out of the box thinker determined to be innovative in the modern world of golf operations.
  • An ability to work collaboratively with the active volunteer base at the club to achieve results.
  • An understanding of a private member-owned club culture.
  • A demonstrated ability to manage all aspects of the Professional Shop retail business.
  • Proficient instructor well versed in the latest club fitting and teaching technologies.
  • Proven leadership, management and organizational skills.
  • Ability to organize and oversee annual golf event fixtures and programs including participation in the internal marketing and administration of the events and programs.
  • Ability to implement, enforce and maintain all policies, programs and plans as established and communicated through the General Manager.
  • 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.
  • A self-starter and results oriented work style combined with excellent communication and interpersonal skills with all the Club’s stakeholders.

Note: The current Head Golf Professional will leave the Club on January 29, 2021.

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 Sunday, January 10, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Bayview HP Resume” and “Last Name, First Name, Bayview HP Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

For more information on Bayview Golf & Country Club please visit www.bayviewclub.com.

Executive Search: GM at Vancouver Lawn Tennis & Badminton Club

Date:

GENERAL MANAGER
VANCOUVER LAWN TENNIS & BADMINTON CLUB
Vancouver, BC

 

The Club:

The Vancouver Lawn Tennis and Badminton Club, founded in 1897, has a celebrated history as the city’s premier racquets and social club. Members enjoy superior tennis, badminton and squash programs, fitness and aquatics facilities, superb dining and outstanding service. Conveniently located just 10 minutes from downtown Vancouver and adjacent to the fine Vancouver neighbourhoods of Shaughnessy, Kerrisdale, Kitsilano and False Creek, the Club’s facilities, programs and staff of 100 cater to approximately 4000 members of all ages.

The Club completed a $15 million dollar renovation of its top floor banquet rooms, pub and main kitchen to enhance members’ experience and boost Food and Beverage operations in December 2016. Phase 2 of this renovation plan is set to start in 2022. The Club is currently completing the schematic design and costing for presentation to the membership in early 2021.

Vancouver Lawn provides an exciting opportunity to be part of the ultimate hospitality, leisure and sports environment with an active and engaged membership. The General Manager is expected to make a direct and significant contribution to the ongoing success of the Club, its members and employees.

The Position:

Reporting directly to the Board of Directors, the General Manager (“GM”) will bring a strategic direction to Vancouver Lawn and act as the primary catalyst to ensure the reputation of the Club is maintained and enhanced. The GM shall serve as Chief Operating Officer of the Club, managing all aspects of the Club including activities and relationships between the Club and its Board of Directors, members, guests, employees, community, government and industry. The GM is the leader of the Club’s management team and is responsible for managing all facets of the Club’s operations.

Vancouver Lawn is seeking a GM who is dedicated to being the best and is willing to embrace the Club’s core values of community, tradition, exceptional service, fiscal responsibility, and continuous improvement.

The GM will be responsible for the following:

Membership Experience:

  • Develop and deliver a consistently outstanding member experience commensurate with specified member expectations and in keeping with a premier private club.
  • Manage all aspects of the Club’s activities to ensure and maintain the highest standards and quality of activities and service provided by the Club to ensure a high level of member satisfaction.
  • Oversee the development and successful implementation of all marketing and member relations programs to both attract new members and foster positive relations with existing members and their guests. Ensure all new club members are “met” and properly oriented to the Club. It is important to be visible and accessible to our members.

Operational Excellence:

  • Develop and implement best-in-class and industry leading operating policies, programs, procedures and methods while directing the work and promoting the development of all department managers.
  • Monitor long and short-term financial objectives and reporting. In consultation with the Board, Finance Committee and Controller, prepare and execute the financial plan for the Club.
  • Monitor and stay current with industry trends and ensure Vancouver Lawn implements improvements as required.
  • Act as a catalyst in the development of a Strategic Plan that charts the future course of the Club. The plan will be updated on an annual basis and will act as the framework in which the Club is operated. The achievement of the key objectives in the plan will be the primary responsibility of the GM.
  • Develop and implement an Annual Business Plan in the context of the Strategic Plan. Regularly update the Board on progress relative to both the Strategic and Annual Business Plans.
  • Ensure compliance with all legal and regulatory matters affecting the Club.

People:

  • Maintain and develop a management philosophy that recognizes our people are a key part of the foundation of the Club’s success in delivering a great membership experience and competitive advantage. Actively promote a positive work environment where teamwork is emphasized.
  • Develop and monitor Human Resource policies consistent with the Board’s desire to treat employees fairly at all times and be compliant with all laws/regulations/union contracts.
  • Manage and clearly define direct reports’ goals and objectives. Provide consistent feedback towards continuous improvement, and ensure appropriate personal development occurs, while incorporating succession planning for all key leadership roles.
  • Be visible and approachable to all employees.

Communication:

  • Provide quality and timely communication with the Club’s President, Board, employees and members. Working collaboratively with the Board, this position will take responsibility/ownership of all aspects of Club operations, and share in the Club’s overall success.

Direct Reports:

Controller; Membership & Marketing Director; Athletics Director; Food and Beverage Director; Operations Manager; Member Services Manager and Human Resources Manager.

Candidate Profile:

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

Leadership Skills:

  • A trustworthy, 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 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.

Standard of Care:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service commensurate with a premium private club.
  • Ability to set and maintain high standards for all facilities, services and communications.
  • Leads our Commitment to Health and safety protocols and processes.

Interpersonal/Fit:

  • Demonstrates integrity and ethical conduct in words and deeds; embodies the characteristics of a successful GM 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 deportment with a clear commitment to member service through an open and transparent member approach while maintaining a professional balance between empathy and process adherence.

Business/Finance Skills:

  • An entrepreneurial style combined with a background in all aspects of business management including business development, finance, information technology, human resources, risk management and performance management.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with racquet sports, fitness, aquatics and food and beverage businesses preferred.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

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

Experience and Accreditation:

  • Previous experience as a senior leader at a private multi-sport, family club or other similar top tier multi-sport facility, with a passion and understanding of what it means to have a premium club experience preferred.
  • Experience in the hospitality industry beneficial.
  • Experience reporting to a Board that has adopted a club governance structure and processes to lead the Club and GM to success.
  • A Certified Club Manager designation (CCM) is preferred.

Note: The incumbent will retire upon the selection and onboarding of the new GM.

Compensation:

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

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 Friday, January 15, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Van Lawn Resume” and ‘Last Name, First Name, Van Lawn Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

For more information on Vancouver Lawn Tennis & Badminton Club please visit vanlawn.com.

What’s Next Rests in Your Hands

Date:

Every superintendent’s hands tell a story. Tough as worn boot leather, marked with the scars of the trade, a superintendent’s hands are testament to long days and honest work that never seems to end. Their hands groom and maintain the course and grounds that are an owner’s most valuable asset while holding the employment and income stability for their crews.

By all accounts, a superintendent’s hands shape the future. That’s as true with the things that are visible — tee boxes, fairways and greens — as those that are not, namely the meticulous plans that support every aspect of an agronomic program. How do the best superintendents plan for the future? They start with three basics:

1. An overall plan for their work.

The overall plan for the care and upkeep of your course establishes the standards of excellence by which you should be measured. The agronomic plan describes your cultural practices for the basics and should include detailed descriptions of fertility, irrigation, labor, arboreal and the sub-plans that support each of those major pillars.

Plan so that you can make your agronomic plan an educational and informational guide that uses photographs and narrated video to keep your owner, board and greens committee well-informed. In addition to setting standards, your agronomic plan is a great opportunity for you to teach key stakeholders what they should expect of you and your team.

2. A comprehensive communications plan.

Once your agronomic plan — together with its supporting details and sub-plans — is established and approved, it’s time to implement your communications plan. Target all stakeholders — your team, the rest of the management staff and your golfers — to help everyone understand your plan of action. This is not a time to seek permission. This is the time to demonstrate your knowledge, experience and expertise.

Set a schedule for your messaging and meet it. Use multiple media to deliver the message — video, brief written descriptions and small-group field days, when you take members onto the course to demonstrate how your programs are being executed.

Some superintendents become victim to overpromising details and conditions that cannot be delivered. Be alert and carefully describe what you will accomplish. By the same token, do not understate the value of your efforts. This is no game for sandbaggers. Demonstrate your professionalism and capabilities with clear-cut descriptions of who you are, what your team goals are and how the goals will be successfully achieved. Show what features you will emphasize on the course and explain the benefits of each element of your strategy.

3. A self-improvement plan.

GCSAA provides countless opportunities for superintendents to stay current on science and technology and to learn about new trends. The most respected and rewarded superintendents also seek out opportunities — and a regimen — for self-improvement. Here are a handful of keys for improving your own capabilities:

  • Read more. Leaders in every field are readers who continually gather more information that bolsters insight and wisdom.
  • Get fit. The pressures that come with the job and the common inclination to treat oneself well when one feels overlooked or unappreciated combine to add weight, cholesterol and risk to your well-being. Get in shape and stay there.
  • Identify and address blind spots. What do you overlook or consider to be inconsequential? Which people or circumstances trigger frustrations during your day? The better you identify threats to your overall view of your world, the better you will navigate unexpected events.
  • Live with BHAGS. Set big, hairy, audacious goals for yourself and your crew. The bigger your dreams, the more fun it is when you make them real.
  • Avoid negative people. Their attitudes can be contagious and poison morale. Build your network around positive people who inspire you and bring out innovative thinking and your best work.

Superintendents hold in their hands the franchise value of their course. Describe your plan to make it even better. Communicate your plans clearly and honestly. And never stop making yourself an even more valuable professional.

This article was authored by Henry DeLozier for Golf Course Industry magazine. 

Executive Search: Director of Finance at Chattanooga Golf & Country Club

Date:

DIRECTOR OF FINANCE
CHATTANOOGA GOLF & COUNTRY CLUB
Chattanooga, TN

 

The Club:

Chattanooga Golf and Country Club, the oldest course at its original site in Tennessee, was founded in 1896. Located on the banks of the Tennessee River at the end of the old Riverview trolley line, the Club was formed only eight years after the opening of the first golf course in the United States.

The Club honors this heritage by holding itself to the most elite standards and offering one of the finest golfing experiences in the region. The historic riverside golf course was designed by world renowned Scottish architect Donald Ross in the 1920’s, enhanced back to its original design by Bill Bergin in 2005, and the bent grass greens were converted to ultra-dwarf Bermuda just a few years ago.

The golf experience features a yearlong calendar of exciting events, clinics, and tournaments for men and women, private lessons, and a very successful junior program. Consistently ranked Top 5 in the state by Golf Digest, the course has been the site of many prestigious tournaments at the local, state and national level.

CGCC’s 58,000 square foot Tudor-style facility offers members and their families a beautiful retreat and is perfect for all types of gatherings. The Club features three full-service dining rooms, five banquet rooms, superior service, and quality food which have earned Chattanooga Golf and Country Club recognition as the top club in the area and one of the finest in the Southeast.

Members enjoy family dining at the Fairway Grill which is open every evening and is hugely popular for its Wednesday Family Pasta Night, a create-your-own pasta extravaganza. The Overlook Grill is named for its incredible views of the Tennessee River and spectacular mountain vistas with the Overlook Deck serving as a beautiful place to enjoy a special meal.

For adult members. the Tap in Tavern features a great selection of local and craft beers along with an award-winning selection of unique and rare bourbons. Trivia Thursdays, wine tastings, craft beer nights, and bourbon tastings are always popular events scheduled throughout the year.

CGCC’s $9M nationally-recognized pool was featured on the cover of the 2017 Club & Resort Business Magazine. This multi-generational resort style pool has a zero-entry splash pool section for young children, a waterslide, basketball hoop, Pool Bistro, and lane pool for lap swimming and swim meets for the CGCC Wavemakers swim team. The separate adult oasis features a refreshing lounge pool, soft seating, multiple shade areas, and The Oasis Bar which offers frozen cocktails, lunch and dinner with members’ favorite sports on the big screen TVs.

The CGCC fitness center offers a personalized health experience tailored to all types of bodies and goals. It is fully equipped with the latest technology in treadmills, cardio, and stationary bikes along with a large selection of free weights, strength and stretching equipment. A child-minding facility ensures that members in all phases of life are able to stay active in group classes including yoga, Pilates, spin, barre, personalized training, and a certified TPI program for advanced and specialized golf fitness.

Over the last 100 years, Chattanooga Golf and Country Club has witnessed the Great Depression, two world wars, economic upheavals, which have challenged its existence. The Club has always proven to be a place where members return to feel at home, self-evident in the Club’s currently full membership and strong waitlist. With an exceptional staff and a course rivaled by few, Chattanooga Golf and Country Club has been and will continue to be a step above the rest.

Chattanooga Golf & Country Club Overview

 

  • 800 members (Golf: 580, Other: 220)
  • Initiation Fee (Resident Member Golf: $36,500)
  • Annual Dues (Golf: $8,040)
  • $4M Annual Dues Volume
  • $8.3M Gross Volume
  • $3.60M Gross Payroll
  • Average age of members is 56

The Director of Finance Position:

The Club is seeking an accomplished Director of Finance who will report to the Chief Operating Officer/General Manager.

The DOF manages the financial operations of the Club, supervises the accounting functions, and provides analytical support to the COO/GM, Board of Directors, Finance Committee, and others for planning, budgets, and solutions to business problems.

The DOF recommends, implements, and maintains the Club’s financial plans and policies, its accounting practices, fiscal records, and the preparation of financial reports. The Director of Finance makes decisions in accordance with Club policy on administrative or operational matters and ensures the operations’ effective achievement of objectives.

The Director of Finance will be responsible for the following:

> Recommend and implement policies to control and coordinate accounting, auditing, budgets, taxes and related activities and records; develop, establish, and administer procedures and systems pertaining to financial matters. Responsible for the Club’s internal controls and compliance to same.

> Prepare financial statements, forecasts, and analysis for all administrative and managerial functions. Maintain all accounting records; develop, analyze, and interpret statistical and accounting information.

> Manage the annual audit.

> Evaluate operating results for costs, revenues, budgets, policies of operation, trends, and increased profit possibilities. Attends monthly finance committee meetings to provide the committee a report of the monthly and year-to-date Club finances.

> Responsible for the development, implementation, and operation of all accounting and information systems support; for the administration, management, and maintenance of the equipment systems employed in the collection of information and for the training and supervision of staff related, but not limited, to the Administration department.

> Development, analysis, and interpretation of statistical and accounting information in order to appraise operating results in terms of profitability, performance against budget, and other matters bearing on the fiscal soundness and operating effectiveness of the organization.

> Responsible for evaluating the performance of several personnel in the Administration department. This individual recommends training requirements, has the duty to keep the staff at the highest level of skill necessary to meet Club needs and objectives.

> Establishes major economic objectives and policies for the Club and prepares reports that outline the Club’s financial position in the areas of income, expenses, and earnings based on past, present, and future operations.

> Coordinates and directs the preparation of the budget, business plan, and financial forecasts; institutes and maintains other planning and control procedures; and analyzes and reports variances. The Club performs in a fiscal year beginning October 1 of each year.

> Responsible for tax planning and compliance with all federal, state, and local corporate, payroll, and other applicable taxes.

> Furnishes internal reports, revises, and updates reports to be more useful and efficient, and furnishes external reports as necessary.

> Evaluates and recommends insurance coverage for protection against property losses and potential liabilities.

Candidate Profile:

 

  • Bachelor’s degree from a four-year college or university, with a concentration in accounting.
  • Five to seven years of professional accounting experience with at least two years as Controller, not-for-profit experience is an asset.
  • Excellent management, leadership, analytical, and interpersonal skills.
  • Ability to design and implement a control reporting system. Experience in systems integration, flowcharting, documentation, and key control analysis required.
  • Experience overseeing the information technology operation and electronic data transfer between systems. Currently the Club uses Jonas Software.
  • Strong communication skills.
  • Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures or governmental regulations.
  • Knowledge and understanding of retirement plans and benefit programs.

Note: A pre-employment drug screen and background check will be required. The position is available November 30, 2020.

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 résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, December 18, 2020.

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

For more information about Chattanooga Golf & Country Club, please visit chattanoogagcc.org.

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