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

 

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

 

 

Apply Here

 

 

Club Leaders’ Perspectives

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

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

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

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.

 

Executive Search: Golf Course Superintendent, Oklahoma

 

Golf Course Superintendent
Oklahoma

ABOUT THE PROJECT
A confidential new 18-hole golf course development, located 40 minutes south of Oklahoma City, seeks a visionary Golf Course Superintendent to join at the pivotal construction phase and lead the grow-in and long-term agronomic excellence of the premier new golf course to National recognition.

Designed by a renowned architect, this exclusive course aspires to be recognized among the Top 100 golf courses in the country. The Superintendent will be an essential partner in bringing this vision to life, establishing exceptional agronomic standards from the ground up, building a team, shaping the culture, and creating a playing experience that is second to none.

This is a rare opportunity to shape a world-class playing experience from the ground up, starting with irrigation installation and construction oversight, grow-in planning, equipment selection, turf establishment, and progressing into full-scale golf course operations.

POSITION SUMMARY
This Golf Course Superintendent is responsible for the overall maintenance and turf grass agronomy of the golf course. This position involves oversight of all aspects of turfgrass management, irrigation, landscaping, equipment maintenance, and personnel. The person in this role will work closely with the ownership team, construction team, and the rest of the leadership team to create and deliver an exceptional golf and outdoor experience to players and their guests. The individual will lead, educate, and foster an environment for continuous learning and improvement.

Position Description/Requirements

SEARCH EXECUTIVES

 

Kelly Simons
Director
kelly.simons@ggapartners.com
435.655.1509

 

 

Apply Here

 

 

Club Employees Perspective

Club Employees' Perspectives

CEP_Webphoto

Exceeding Member Expectations by Becoming an Employer of Choice

Employee retention and recruitment continue to be the primary concerns of global club leaders. With increased competition for talent across all levels, creating a positive employee work experience is more important than ever.

The first comprehensive study of its kind, the Club Employees’ Perspectives examines perceptions about how clubs can support their employees in reaching their full potential and what is needed to create a positive people and culture environment that attracts employees.

In this report, the GGA Institute provides a comprehensive view of employee experiences, identifies opportunities to enhance overall engagement, and compares the workplace environment to other industries. Our experts, with diverse knowledge and firsthand experience of these trends in action, offer insights into the implications of the data for the industry and how leaders can leverage this information.

As we move ahead, delivering an enhanced member experience will be more critical than ever, and we will need to rely on our greatest asset, our people, to deliver on this promise.

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KEY DRIVERS TO ATTRACTING & RETAINING THE BEST TALENT

Attracting and retaining talent has never been more important. Clubs can become employers of choice by focusing on what matters most to employees – key experience drivers.

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KEY MEASURES OF EMPLOYEE SATISFACTION & LOYALTY

Overall, employees are satisfied with their experience and are willing to recommend their club as a great place to work. However, some differences across employee groups exists.

Read More

HOW CLUBS OUTPERFORM OTHER CAREER OPPORTUNITIES

Clubs offer a preferred working environment for employees. Leaders can use these insights to recruit, retain, and build a talent pipeline by focusing on our industry strengths.

Read More

The Authors

Michael Gregory
Managing Director & Partner

Dr. Eric Brey
Director

Liz McDowell
Director

John Hanrahan
Manager

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GGA Partners Renews Commitment to National Club Association

GGA Partners Renews Commitment to National Club Association and Private Club Community

Corporate premier partnership demonstrates GGA’s commitment to supporting the advancement of clubs nationwide.

Alexandria Va., March 24, 2025 – The National Club Association (NCA) is pleased to announce that GGA Partners (GGA) has renewed its commitment to the mission of NCA as a Premier Partner. Through this partnership, GGA will provide and contribute to industry-leading resources for NCA members.

GGA is an international consulting firm and trusted advisor to many of the world’s most successful private clubs. Its global reach and wide-ranging experience allow its professionals to deliver proven best practices and innovative concepts to all types of clubs. The firm and the partnership will offer expertise through articles and printed resources, NCA webcasts, live sessions, surveys and studies, and other platforms.

“It’s a pleasure to welcome GGA as a Premier Partner,” said NCA President & CEO Joe Trauger. “Their expertise in topics that are vital to private clubs and the private club community is invaluable. We look forward to continuing our work with GGA and providing insights for our members to advance their clubs and the community as a whole.”

“We are thrilled to strengthen our partnership with NCA and its members,” said Michael Gregory, managing director and partner of GGA Partners. “Through this collaboration, we will conduct in-depth research to uncover the critical challenges facing private clubs—directly from the perspective of board members. Their insights will help drive meaningful solutions that support the industry’s continued success.”

About the National Club Association
The National Club Association (NCA) has been the advocate for the private club industry in Washington, D.C., for more than 60 years. As the voice of private clubs on Capitol Hill, NCA ensures that club concerns are forefront when legislative and regulatory issues affecting the industry are being decided. In addition, NCA provides club leaders an outstanding array of resources on club industry trends, governance best practices, legal and operational matters and ways to strengthen club leadership. Learn more at  nationalclub.org.

For more information contact:
Michael Gregory
GGA Partners
michael.gregory@ggapartners.com

Kim Fernandez
National Club Association
fernandez@nationalclub.org

 

It’s Survey Season

“Clubs that do not objectively survey their members and rely on ‘perception’ are more likely to perceive higher overall satisfaction than clubs who actually measure.”

GGA Club Leader’s Perspective 2024 Research Survey

Perception vs Reality
If you are a winter season club and nearing the end of your peak season usage, it is important to reflect on the year that was and begin planning for the year ahead to continuously improve the member experience.

By conducting an annual member survey, you avoid the risk of blind spots when it comes to understanding the real member experience at your Club.

Now is a Good Time for a Member Survey
The benefits of working with GGA to conduct your member survey now include:

Optimal Timing
Members can evaluate their experience this season while it is on their minds.

Support for Planning Season
Updated, accurate and reliable data and insights will support goal setting and strategic initiatives.

Performance Review Insights
Results will provide objective metrics to support departmental goal setting and evaluation of managers.

Year-Over-Year Feedback Blueprint
Set the stage for year-over-year consistency and valuable trending feedback in the years to come.

Demographic Insights
What did your new class of members think of their first season? A GGA survey will help you cross-section the attitudes of a multitude of demographic profiles.

Updated Benchmarking and Trends
Updated benchmark comparisons and broader industry satisfaction trends will help you prioritize areas of focus and anticipate future member needs.

Now is the time to gain valuable insights from your members to replace perceptions with reality. A GGA member survey will provide you with an understanding of your members’ experiences and expectations that will allow you to continuously improve for the year ahead.


For more information, contact:

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

Planning for the Next Business Cycle

The sun does not shine on the same dog’s back every day.

This folksy reminder should be a point of focus in private club boardrooms because most clubs have full memberships with wait lists, giving club leaders the sense that happy days are here to stay. It was not that long ago that the majority of private clubs were scrambling to find new members while some of that majority—roughly one in five—faced economic failure.

During these good times, what should you be doing now to prepare for an economic downturn or a slowdown in membership demand?

Become the Employer of Choice
Private clubs throughout North America have steadily rebuilt their staffing levels to “full.” At the worst of the pandemic, many clubs were operating with less than 75 percent of their workforce while laboring to recruit more team members. While this objective is not an easy one, personal and personalized services, which are the backbones of the private club value proposition, require reliable and well-trained staff.

Many club leaders have been of the mind that their club simply needed to “throw money at prospective employers,” and they have been surprised to learn that those attracted to private club services seek fulfillment that comes from several important benefits:

• Being a part of a good team. Those who would be in personal services at private clubs want what club members want…belonging. The best employees know that they are capable, well-trained, and of valuable service. They want to belong to a team where their attributes have value and recognition.

• Being recognized as a reliable teammate. Recognition is important to everyone and, especially, to those who are team players.

• Being proud of their employer. Staff members know the best clubs – and employers – in town and want to join the winners. Club leaders must be alert to doing the right things right in the eyes of their staff.

Focus on Capital Reserves & Capital Planning
Many clubs aggressively spend new-found capital—from government programs and new members joining the club—on long-deferred capital maintenance projects and improvements. In many clubs, generations of club leaders dismissed the notion of making capital investments when they did not see ready access to capital through debt or capital calls on members.

Club boards should focus now on the capital maintenance projects that will update, repair, or replace existing assets on their clubs’ balance sheets. Capital reserves should begin to be built for the next round of capital needs.

Extend Your Club’s Brand Reach
In good times, club leaders think their clubs are great. In bad times, such as before the pandemic, many club leaders were afraid of their clubs’ brand because either they did not know what to do with it or because the brand pillars had been ignored for decades. There are three easy steps to improve your club’s brand reach are:

1. Improve board communications with members. Members expect the club and its board to be transparent. Improving board communications can be as simple as the board committing to a regular schedule of updates on topics of interest to members or as advanced as adopting a style guide that brings forward an editorial agenda that tells what topics the board will be communicating and when.

2. Embrace rising generations of members. Clubs are regenerating as the most tenured members age out of active use of the club while newer and younger members are settling in. The oldest members want to be remembered, respected and included. Newer members want advanced capabilities, apps, and immediate access. Check your club’s bandwidth to ensure that the club’s capabilities are up to current standards for access and content.

3. Act on the club’s core values. Ensure that your communications content is timely, inclusive, and easy to understand. If, for example, your club claims to be a “family club,” ensure that programs and programming include everyone in the family and go beyond the easiest choices.

It is called a “business cycle” because events change with high predictability. It is advisable to plan now for economic changes, slow-down, or global events.

31 Years | 31 Lessons – If You Don’t Know, Say So

Lesson #19
of GGA Director Colin Burns’
31 years | 31 Lessons

In Lesson 19, Colin share how private club board meetings are an opportunity to demonstrate your leadership skills and industry knowledge to your club leaders. However, as he explains, it is critical that when you don’t know something, say so. 

Watch Lesson 19

 
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