Author: Linda Dillenbeck

Club Board Perspectives

Date:

Club Board Perspectives

Boardroom Insights:
Capital, Dining, Governance, and Membership Strategies Are Shaping the Future of Private Clubs

Board members in private clubs influence decisions that shape the member experience and establish the strategic direction for long-term success. From funding the next generation of facilities to managing food and beverage expectations, controlling access, and ensuring effective governance, today’s boards face a complex and interconnected set of priorities.

The 2025 Club Board Perspectives Study, conducted in partnership with the National Club Association, captures the insights of board members from private clubs across the United States and North America. The research highlights how boards are approaching four key areas: capital planning and funding, food and beverage philosophy and performance, governance best practices, and membership access strategies.

Results show that while board members share a clear vision for flexibility, strategic alignment, and long-term sustainability, gaps remain in planning integration, philosophy alignment, and data-driven decision-making. These perspectives offer a unique look at what boards consider most important today—and where they see the biggest opportunities to strengthen their clubs for the future.

CAPITAL CONFIDENCE

Capital planning is how clubs write the next chapter in their story—preserving their legacy while preparing for what’s ahead. This article examines how club leaders are handling long-term planning, funding strategies, and member engagement to maintain their clubs’ relevance, resilience, and preparedness for the future.

Read More

 

FOOD & BEVERAGE IN PRIVATE CLUBS

Private club boards are reevaluating their food and beverage (F&B) strategies to address rising costs and evolving member expectations. Results reveal key differences in philosophy and preferences, highlighting opportunities to transition from assumptions to alignment through data-driven strategy.

Read More

 

WHERE EFFECTIVE GOVERNANCE BEGINS

Decisions made about the Nominating Committee may be among the most important governance decisions your board makes. Our latest research reveals how structure, independence, and strategy can shape everything from board alignment to long-term club performance.

Read More

 

 

RETHINKING MEMBER ACCESS

As demand for club access continues to grow, boards are rethinking traditional membership limits in favor of more flexible, data-driven models. They are adopting a more sophisticated approach to re-evaluate their membership structures to better align with evolving demand and usage.

Read More

 

 

Learn More About This Research
Download the Research Report

The Authors

Michael Gregory
Managing Director & Partner

Neil Brown
Executive Director

Dr. Eric Brey
Director

Ben Hopkinson
Director

Matt Clarfield
Director

 

Evan Van Eerd
Director

 

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Executive Search: Controller, Bigwin Island Golf Club

Date:

 

Controller
Bigwin Island Golf Club
Baysville, Ontario

 

CLUB OVERVIEW
Bigwin Island, first known as Bigwin Inn, opened in 1920 as a 9-hole Stanley Thompson course and become an 18-hole golf course by 1930. Bigwin Island was once billed as North America’s largest and most luxurious summer destinations, hosting numerous extravagant galas and events. More than 100 years after Bigwin Inn first opened, Bigwin Island’s glory days are back again.

Nestled within a private island paradise on Lake of Bays, Bigwin Island Golf Club (“Bigwin Island” or the “Club”) is an exceptional golf experience in a spectacular setting that provides a top private club atmosphere for its members. Members and guests to the island can play a round on a sensational golf course… savor a fine meal in the restaurant-clubhouse housed in Bigwin Inn’s historic original dining room or enjoy a meal lakeside at the newly renovated Dockside… and take advantage of an opportunity to make Bigwin Island their summer home.

Today, Bigwin Island is an exclusive equity membership club, with a limited number of 260 equity members (490 total members) and an estimated 6-to-8-year waitlist for membership. On the 520-acre island paradise, members enjoy glorious lake vistas and utmost privacy, complemented by world-class golf and top tier amenities.

Bigwin Island is currently seeking a Controller to join its elite team and support the Club in driving forward its vision and ensuring the long-term sustainability of the Club.

ABOUT THE CLUB

  • Member-Owned Private Club
  • Member Count: 260 Equity Members; 490 Total Members
  • Gross Revenue: $7.6 million
  • Annual Dues Revenue: $3.9 million
  • Employee Count: 130 Total Employees (in-season)

AMENITIES
Golf
Tennis
Outdoor Dining
Indoor Dining
Basketball

POSITION SUMMARY
The Controller serves as a key member of the Club’s management team, responsible for overseeing all financial activities, including accounting, budgeting, financial reporting, and internal controls. This position ensures the integrity of financial information and provides leadership in strategic financial planning. The Controller works closely with the general manager, board of directors, and finance committee to support the Club’s financial goals and long-term stability. Additional responsibilities may include overseeing information technology and insurance programs and assisting with membership coordination.

Position Description/Requirements

SEARCH EXECUTIVES

 

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

 

 

Glen Dowbiggin
Director
glen.dowbiggin@ggapartners.com

 

 

Apply Here

 

Executive Search: Golf Superintendent, Richmond Country Club

Date:

Golf Superintendent
Richmond Country Club
Richmond, British Columbia

Richmond Country Club, located in the heart of Richmond, BC, offers a unique blend of natural beauty, a meticulously maintained parkland-style golf course, and full-service country club amenities. Known for its scenic views and challenging layout, the course provides a fair test for golfers of all skill levels. With multiple tee options, the course is designed to accommodate both seasoned players and newcomers alike.

The natural surroundings of the club are home to local wildlife, and the tranquil environment enhances the golfing experience. The course maintenance team, led by the Golf Course Superintendent, ensures top-tier playing conditions and a welcoming atmosphere for members and guests.

MISSION STATEMENT
To provide our members with a family-friendly experience that exceeds expectations while building life-long memories and relationships.

VISION STATEMENT
To be one of Western Canada’s most dynamic, engaging family country clubs while respecting and maintaining our core values and Jewish heritage.

ABOUT THE CLUB
Member-Owned Private Club with a Parkland Course
Total Members: 700 golf members
Gross Revenue: $10M
Employees: 150 (in-season)
Course Overview: 6,800-yard, par 72 A.V. Macan designed course.
Rounds Played: 54,000 (year round play)
Greens Maintenance Budget: $2.1.M (including labour)
Amenities: Golf, Tennis (8 courts), Fitness and Pool, Dining & Event Spaces

POSITION SUMMARY
The Golf Course Superintendent is responsible for the overall maintenance and management of the entire 110-acre property at Richmond Country Club. This includes the golf course, practice facility, clubhouse landscape areas, vegetable patch and all other outdoor spaces. The role involves oversight of turfgrass management, irrigation systems, landscaping, equipment and facility maintenance, and personnel. The Superintendent will work closely with the GM/COO and the leadership team to deliver an exceptional golf and outdoor experience to members and guests.

The Superintendent will also play a key role in preparing the course for signature events such as the Annual RCC Member Guest Tournament, ensuring tournament-level conditions. Additionally, the Superintendent supports inclusive and social programs helping foster a welcoming and community-oriented atmosphere through thoughtful course presentation and accessibility.

Direct reports include the Assistant Superintendent, 1st, and 2nd assistant.

COMPENSATION

Richmond Country Club will offer an attractive year-round compensation package, commensurate with experience. The salary range is $150,000+ which includes a competitive base salary, extended healthcare and RRSP benefits, and a performance bonus.

Position Description/Requirements

SEARCH EXECUTIVES

 

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

 

 

 

Peter Holt
Director
peter.holt@ggapartners.com

 

 

 

Apply Here

 

 

Executive Search: Chief Executive, Walton Heath Golf Club

Date:

Chief Executive
Walton Health Golf Club
Walton-on-the-Hill, England

 

Introduction and Club Overview

Walton Heath Golf Club, nestled in the scenic heathland of Surrey, is one of England’s most prestigious golf clubs. Established in 1903, the club features two 18-hole courses—the Old and the New—both designed by the renowned architect Herbert Fowler. The Old Course is particularly celebrated for its championship pedigree and has consistently ranked among the top 100 courses globally.

The Club has hosted numerous prestigious tournaments, including the 1981 Ryder Cup, and has been the venue for the European Open, the Senior Open Championship, and the AIG Women’s Open. Since 2005, it has served as the site for the U.S. Open European qualifying rounds.

Position Summary

The Chief Executive serves as Walton Heath’s most senior executive, responsible for the day-to-day management of the Club, its facilities, staff and assets.

GGA consulted with the leadership at Walton Heath (board and staff) to identify the priorities they believe will demand the attention of the Chief Executive over the short to medium term. Their collective insights on these priorities are as follows (not in order);

Communication and Member Engagement
Enhance both internal and external communication to ensure members and staff feel informed, appreciated, heard and actively involved in club affairs.

Team Building and Staff Motivation
Build a high-performing, member-orientated but commercially minded team by restructuring roles, aligning responsibilities and planning for succession.

Financial Management and Commercial Strategy
Balance financial sustainability with member satisfaction, including cost control and revenue growth from non-member sources.

Strategic Planning and Governance
Craft a forward-looking strategy and governance model to guide the club’s evolution, including succession planning and modernisation.

Capital Projects and Infrastructure
Deliver key facility upgrades—such as professional shop expansion, practice facility and course enhancements, and clubhouse improvements—on time and within budget.

Managing Member Relations
Foster unity and constructive progress within the Club by managing disruptive influences, balancing tradition with commercial needs, and building trust through clear communication.

Technology and Operational Efficiency
Use technology to improve club operations, drive efficiency, and support strategic initiatives through automation and digital platforms.

Understanding Golf Industry and Course Standards
Ensure the club maintains excellent course conditions and aligns with professional golf standards to preserve and further enhance its reputation.

 

Candidate Briefing Document

LEAD ADVISOR

 

Rob Hill
Managing Director & Partner EMEA
rob.hill@ggapartners.com

 

 

 

ADVISORY SUPPORT
Kit Taylor
Managing Director, Hospitality, Leisure & Sport
Psd Group
kit.taylor@psdgroup.com

 

 

 

Executive Search: HR Director, Grove XXIII

Date:

Human Resources Director
Grove XXIII
Hobe Sound, Florida

ABOUT THE CLUB

Grove XXIII, a private 18-hole golf club (Club) located in Hobe Sound, FL, seeks an experienced Human Resources Director (HR Director) to join a team of 100+ staff. The Club is world-renowned and has quickly established itself as one of the premier golf experiences globally.

Situated in the heart of Southeast Florida’s golf mecca, the Club prides itself on its member-centric experience, which is made possible by a dedicated team committed to prestige, respect, service excellence, integrity, sustainability, and continuous improvement. The HR Director will be an essential partner in cultivating a safe, welcoming, and productive work environment, enhancing employee development, and advancing operational innovation.

POSITION SUMMARY

The Human Resources Director will be a key member of the Club’s leadership team, responsible for overseeing and executing all human resource functions. As a one-person department, this position is both strategic and hands-on. It manages day-to-day HR operations while shaping long-term HR policies and practices that support the Club’s values, member experience, and employee culture. The position will ensure compliance with all employee-related legal requirements.

The Director of Human Resources is a highly visible, strategic partner responsible for championing the Club’s people and unique culture across ~150 employees. The ideal candidate is an approachable, bilingual (English/Spanish) leader experienced in tailoring human capital strategies to fit multi-entity elite-level hospitality environments. Leveraging expertise in compliance, communication, and HR technology, this individual actively builds trust and relationships across all levels, fosters cross-departmental collaboration, and supports an exceptional employee and member experience. The Director will work closely with the Club’s General Manager, Director of Golf, Chief Financial Officer, department heads, and outside General Counsel to develop and implement operational strategies, while ensuring compliance with all employee-related legal standards and club policies.

 

Position Description/Requirements

Apply Here

 

SEARCH EXECUTIVES

 

Kelly Simons
Director
kelly.simons@ggapartners.com

 

 

 

Dr. Eric Hutchison
Director
eric.hutchison@ggapartners.com

 

 

 

Executive Search: General Manager/COO, Brentwood Country Club

Date:

General Manager/Chief Operating Officer
Brentwood Country Club
Brentwood, Tennessee

Brentwood Country Club, located in Brentwood, Tennessee, is a private, member-centric club renowned for its rich history, Southern hospitality, and vibrant community. The Club features an 18-hole championship golf course, a historic clubhouse (the Midway Mansion, built in 1847), a junior Olympic-size swimming pool, a fitness center, and multiple dining venues. BCC is dedicated to providing a welcoming, family-friendly environment and an exceptional experience for its 705 members.

The Club is currently seeking a General Manager/Chief Operating Officer to uphold and advance its tradition of excellence.

POSITION SUMMARY

The General Manager (GM) is the Chief Operating Officer of Brentwood Country Club, responsible for all day-to-day operations and the realization of the Club’s strategic objectives. Reporting directly to the Board of Directors, the GM leads a diverse team to deliver an outstanding golf, social, and hospitality experience for members and their guests. The GM is expected to be a highly visible, approachable, and engaged leader who is present throughout the Club, fostering open communication, and building strong relationships with members, staff, and the Board. Direct reports include the Director of Finance, Chef, Food & Beverage Director, Club House Manager, Facilities Director, Director of Golf, Golf Superintendent, and the Events Director.

 

Position Description/Requirements

SEARCH EXECUTIVES

 

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

 

 

Dr. Eric Hutchison
Director
eric.hutchison@ggapartners.com
614.271.9355

 

 

Apply Here

 

 

Executive Search: General Manager, Vancouver Lawn Tennis and Badminton Club

Date:

 

General Manager
Vancouver Lawn Tennis and Badminton Club
Vancouver, British Columbia

 

Welcome to a Private Oasis of Calm on the West Side of Vancouver, B.C.

Founded in 1897, the Vancouver Lawn Tennis & Badminton Club is home to Vancouver’s most passionate racquet sports enthusiasts and is renowned for delivering exceptional service and a superior club experience to members, their families, and guests.

Nestled in the prestigious Shaughnessy neighbourhood just minutes from downtown Vancouver, the Club is recognized as the city’s first and finest racquets and athletics club, serving over 4,000 members in an exclusive, private setting within the city. Being a part of the Club means being part of a prestigious and welcoming community in one of the world’s top ten most livable cities in 2025.

With 16 tennis courts, 6 badminton courts, 5 squash courts, a 20-metre swimming pool, whirlpool, fitness rooms, and more, the Vancouver Lawn Tennis & Badminton Club offers an exceptional range of recreational facilities and programming for all ages and skill levels. Members are passionate about racquet sports—enjoying competition in a social and welcoming environment.

The Club also features vibrant dining venues—including the Players’ Lounge, Players’ Bistro, Pub, and Poolside Dining—and a lively calendar of social events, making it a true hub of community. Looking ahead, the Club is investing $15–$20 million over the next decade to enhance and modernize its facilities, making this an exciting time to be part of the team.

The Club is currently seeking a General Manager to lead its tradition of excellence.

POSITION SUMMARY

The General Manager (GM) is the Chief Operating Officer of Vancouver Lawn Tennis & Badminton Club, responsible for all day-to-day operations and the realization of the Club’s strategic objectives. Reporting directly to the Board of Directors, the GM leads a diverse team to deliver an outstanding sporting, social, and hospitality experience for over 4,000 members and their guests. The GM is expected to be a highly visible, approachable, and engaged leader who is present throughout the Club, fostering open communication, and building strong relationships with members, staff, and the Board. Direct reports include: Controller, Membership & Marketing Director, Facilities Director, Member Services Manager, HR Manager, Food & Beverage Director and Athletics Director.

Position Description/Requirements

SEARCH EXECUTIVES

 

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

 

 

Liz McDowell
Director
liz.mcdowell@ggapartners.com
647.285.5549

 

Apply Here

 

 

Club Leaders’ Perspectives

Date:

Club Leaders' Perspectives

Insights from Club Leaders:
Navigating Member Value, Effective Governance, and Generational Differences Successfully

Leaders in the private club industry face various complex challenges while also needing to embrace opportunities to enhance member experience, strengthen governance, and bridge generational divides.

Drawing on insights from the 2025 Club Leaders’ Perspectives research, conducted in collaboration with the Club Management Association of America (CMAA), this report explores how forward-thinking clubs are addressing these strategic priorities to meet current and future challenges.

Key Themes & Insights
  1. Why leaders today are confident in the value they deliver, and how many struggle to measure and effectively communicate that value.
  2. While governance practices are evolving, gaps remain in strategic oversight and risk management.
  3. Although generational differences continue to shape expectations, clubs can continue to foster connections through inclusive communication and social programming.

Together, these themes illustrate a broader narrative: that clubs which invest in clarity, cohesion, and adaptability will be best positioned to thrive. The articles that follow offer data-informed perspectives and practical strategies to help club leaders act with intention and lead with impact.

BUILDING BRIDGES TO CONNECT GENERATIONS

Private clubs face growing generational divides due to differing priorities. Older members often focus more on value for dues, while younger members seek modern amenities and new experiences. Clubs can create connections through social events and effective communication to bridge these gaps.

Read More

KEY INSIGHTS TO STRENGTHEN CLUB GOVERNANCE

Private clubs are making progress in adopting governance best practices, but significant opportunities for improvement remain. Club leaders can focus on strategic oversight, risk management, and improving member communication to increase governance effectiveness.

Read More

MAXIMIZE VALUE: MEASURE. COMMUNICATE. ALIGN.

Club leaders and their teams create value for their members but often face challenges in measuring and effectively communicating it. Clubs can help members recognize the benefits they receive by prioritizing effective communication and aligning outcomes to strategic priorities.

Read More

Learn More About This Research
Download the Research Report

The Authors

Michael Gregory
Managing Director & Partner

Neil Brown
Executive Director

Dr. Eric Brey
Director

Ben Hopkinson
Director

Liz McDowell
Director

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5 Reasons To Survey Employees During Peak Season

Date:

If you are a private club leader who is hesitant to run an employee survey during your peak season…you are not alone.

Many businesses, especially those with strong seasonal cycles like private clubs, worry about survey fatigue or skewing results during their busiest periods.

However, postponing employee feedback until the “quiet season” might mean missing out on crucial insights.

Here are the 5 Reasons capturing real-time employee insights, even during peak periods, can be incredibly valuable:

Capturing Reality in the Moment: Your busy season is when your operations are truly tested, and your employees are experiencing the most intense demands. Surveying during this time captures real-time perceptions of workload, resource availability, communication effectiveness, and overall employee experience under actual operating conditions.

Identifying Stress Points & Strengths: You can uncover critical stress points and potential areas for burnout or inefficiency as they happen, not months later when the memory has faded. Conversely, you can also identify what strategies and support systems are working well during high-pressure times.

Actionable Insights for Immediate Impact: Feedback gathered during peak times can lead to adjustments that directly improve the current employee experience, rather than waiting for next season. This immediate responsiveness boosts morale and trust.

Informing Future Planning: Understanding how your team feels and performs under pressure provides invaluable data for future staffing, training, resource allocation, and operational improvements for subsequent busy seasons. It’s a key piece of the puzzle for sustainable success.

Benchmarking Against Real Conditions: For organizations like private clubs, the “busy period” is often the standard operating condition. A survey during this time reflects the true employee journey for a significant portion of the year, offering a realistic baseline.

While we always recommend thoughtful planning, don’t let seasonality be the sole reason to delay vital employee insights. A well-designed, focused survey can be a powerful tool for understanding and supporting your team, even when every table in the restaurant is full!

Let’s connect to talk about the test time to survey your employees.

Eric Hutchison
Director, GGA Partners
eric.hutchison@ggapartners.com
614.271.9355

 

What Club Members Want

Date:

Knowing what members want and need is a primary focus in most private club boardrooms. Club leaders are inundated with special requests and sometimes selfish recommendations from internal sources at their clubs. The advice often comes with the assurance, “Everyone agrees with me.”

The challenge for club leaders is to discern how many members equal “everyone?” Are you and your three golf buddies “everyone?” Or is it you and the other three at your bridge table? How many people equals “everyone”?

Seven items round out the list of what members want, according to GGA Partners™ 2024 Club Members’ Perspective report. While traditionally important areas of club life were noted, such as dining, golf and club facilities, nuanced recommendations surrounding the overall experience emerged. From increased communication effectiveness to the use of systems to increase ease of access, members want more, but they also want increased efficiency and a focus on initiatives that simultaneously enhance the world around them.

Dining Experiences
Improve the quality, consistency, and variety of food, create more casual dining options, enhance outdoor dining spaces, consider themed dinners and special events and address inconsistent service.

Golf Course and Practice Facilities
Continual emphasis on maintaining and improving the golf course, enhance the practice facilities, including driving range, short game areas and golf simulators.

Clubhouse and Facilities
Renovate and upgrade locker rooms, bathrooms, and lounge areas, consider indoor amenities like a fitness center or spa, focus on maintaining a high standard of cleanliness and décor and consider a more sustainable approach.

Member Experience
Increase communication with members, offer more member events and activities, cater to a broader range of age groups.

Social and Recreational Facilities
Add recreational amenities that provide more opportunities for social interaction. Consider family-friendly amenities like playgrounds, kid’s areas, or other activities to create greater interaction.

Service and Staff
Members want improved booking systems and better communication with members, maintain a high level of professionalism among staff, provide ongoing training in customer service and improve transparency in club management.

Environmental Sustainability and Initiatives
Calls for environmental initiatives, such as adopting electric vehicles and reducing plastic waste.

The Club Members’ Perspective report is part of GGA Partners’ research initiative intended to understand what key stakeholders currently see and what the future holds for an increasingly complex and exciting area of the hospitality business. This research series explores unique views from within the private club, golf, resort, and residential community segments.

What drives members’ priorities? Eric Brey, Ph.D., and GGA Director guiding the firm’s research initiative advises, “It is important for club leaders and operators to remember that members have an emotional relationship with their clubs less so than a transactional relationship.”

This article was written by GGA Partner Henry DeLozier for BoardRoom Briefs, appearing in the May 8, 2025 edition.

 

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