Author: Linda Dillenbeck

GGA Expands Strategy Consulting & Transaction Advisory Services Team

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Neil Brown joins the firm as Executive Director, Governance & Strategy.

Toronto, ON – GGA Partners, an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities, announced today the appointment of Neil Brown, Executive Director, Governance & Strategy.

“We are pleased to welcome Neil Brown to GGA Partners” stated Partner and Managing Director, Derek Johnston. “In addition to his extensive experience in governance, strategic planning, financial and risk management, Neil has served as the board chair and a board member for several member-based organizations and has extensive acquisition transactions experience. Our clients and partners will benefit tremendously from Neil’s unique expertise.”

A CPA by background, Neil has spent the majority of his career in professional services, serving as a partner with both Arthur Andersen and Deloitte. His experience in the club, sport, and entertainment sectors includes facility development, capital planning, operational excellence, and member development programs. He has worked with both local and global sport organizations and events helping them establish and continuously improve their governance activities in support of achieving their respective strategic priorities.

“The GGA team is passionate and committed to grow, innovate, and develop to better serve their clients. They offer a powerful combination of industry-leading strategic planning, governance, and transaction advisory capabilities,” noted Brown. “I am thrilled to support the continued growth of the firm.”

Media Contact:
Linda Dillenbeck
linda.dillenbeck@ggapartners.com

 

 

 

 

 

Effective Board Orientation

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Good beginnings create a sound future. A challenge in many private clubs is that every year is a “new beginning” as new board members are seated and outward-bound servant leaders are replaced. Four important considerations will make leadership transition more effective and favorably impactful at your club.

Plan and implement board orientation earnestly
Most new board members consider themselves well-versed in governance, strategy, finance and leadership, which is good as these are the cornerstones of effective club governance.

The catch is that most board members—especially in these skeptical and conflicted times—bring certain baggage with them into the boardroom. One of the most important first steps when new board members are empaneled, is to confirm shared and basic understandings, such as:

Boardroom confidentiality is essential to trust within the board and beyond. Most private club boards follow established corporate board practices requiring all board members to execute confidentiality and nondisclosure commitments. A growing audience of club boards now imposes dismissal from the board when confidential information is leaked from the boardroom.

Conflicts of interest—as is common in corporate America—are carefully monitored and not permitted in top-performing boards. Annual renewals of non-conflict statements are common practice.

Review and understand the club’s governing documents—bylaws, rules, and board policies manual—to ensure that all board members understand the club and the gravity of their duties.

Confirm the club’s strategic priorities
Most clubs have developed a strategic plan, which is an overarching plan of action for the business of the club, in addition to such important strategic components as the (a) master facility plan, (b) capital maintenance budget (replacing existing assets), and (c) capital improvement budget (adding new amenities). The fact is that one of the primary duties of a board is to attend to the financial well-being of the club by focusing on the balance sheet.

An advanced understanding of the club’s goals and objectives requires focused one-on-one discussions with the board chair and new board members—if not all board members. This step should be a priority before the first board meeting.

Charter committees with great intention
Committee charters are the job description that guides the work of club committees by providing structure and an understanding of what the committee is—and is not—to do. Excellent examples of committee charters are readily available.

Among the most frequent mistakes made by most board committees are (a) much ado about nothing while accomplishing very little of the strategic priorities, (b) executing personal agenda items rather than strategic goals and objectives, and (c) inadequate reporting vertically to the club board and horizontally to other board committees.

The current best practice standard includes committees for finance, nominations, and audit. Committees for golf, greens, tennis and house are now identified as operating committees and are guided by the club’s manager/CEO.

Communicate. Communicate. Communicate
The most frequent complaint among ordinary private club members is, “Communication around here stinks.” In these skeptical times, club members doubt their boards’ dedication, capabilities, and successful performance in the absence of a steady flow of relevant board communications.

Members are eager to know what the club is doing. And, in the absence of effective board communications, tend to fill in the blanks of unexplained and inadequate results.

The most effective club communications are characterized by (a) redundant messaging to ensure that most members receive primary messaging from the board; (b) multiple media usage to address the broad generational spectrum present in most clubs today, and (c) personalized communications which address topics that are most interesting to each member and reducing the flow-through of communications about club activities that are not of interest to particular members.

The best-performing club boards take club governance seriously, and the transfer of leadership within the club is mission-critical to the club’s future.

This article was written by GGA Partner Henry DeLozier and appeared in the October 19, 2024 edition of BoardRoom Briefs.

 

Executive Search: General Manager, The Surf Club

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General Manager
The Surf Club
Wrightsville Beach, North Carolina

 

The Surf Club: A Timeless Gathering Place

The Surf Club, founded in 1941, was originally inspired by the residents of Wrightsville Beach to have a place to dine and entertain during the summer months when many of the inhabitants of the inland communities would come to escape the summer heat. It quickly became the hub of many of the social activities of the area and became a prominent location to hold upscale dining events during the bustling summer season.

Throughout its history, The Surf Club (the Club) has always had a very distinguished membership roster representing all factions of the business and social community. Today, the Club continues to offer a warm and inviting atmosphere for members and their guests.

Whether members are seeking casual beachside dining or elegant clubhouse events, the commitment to excellence remains unwavering. As the perfect setting to celebrate life’s special moments, the Club is also very popular for beachfront weddings, receptions, and other intimate gatherings.

Steeped in history, the Club maintains a traditional environment where members and their families gather to engage in meaningful social interactions and build lasting relationships.


POSITION SUMMARY

The General Manager reports directly to the Board President and is responsible for leading and inspiring the entire team to consistently provide Members with the best hospitality experience possible. This position oversees all operational functions of the Club. Direct reports include the Controller, Two Assistant Managers, the Culinary Director, and the Pavilion Manager.

Position Description/Requirements

 

SEARCH EXECUTIVES

 

Eric Hutchison
Director
eric.hutchison@ggapartners.com
614.271.9355

 

 

Kelly Simons
Director
kelly.simons@ggapartners.com
435-655-1509

 

Apply Now

 

Executive Search: Golf Course Superintendent, Credit Valley Golf & Country Club

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Golf Course Superintendent
Credit Valley Golf & Country Club

 

“Building relationships that last a lifetime.”

Golf Course Architect Robbie Robinson once stated that when he first viewed the “raw” property, he thought that he had never seen a more perfect natural setting for a golf course. This is a high praise indeed from a man who has built golf courses all over the world.

Credit Valley Golf and Country Club combines breathtaking scenery with a consistently challenging parkland design that combines tight fairways with large and fast, undulating greens. Incorporated with 5 sets of tees, golfers of all skill levels agree that Credit Valley is a true, fair test of golf.

The course is one with nature as the river winds throughout the valley lands. Red-tail hawks and deer are seen on the course early morning and late evening as golfers begin and end their adventures. The finest course conditions are enjoyed by members and guests as the course superintendent and his staff deliver an exceptional daily golf experience.

POSITION SUMMARY
This Golf Course Superintendent is responsible for the overall maintenance and management of the entire (180 acre) property. This includes the golf course, practice facility, clubhouse landscape areas, and all other outdoor spaces. This position involves oversight of all aspects of turfgrass management, irrigation, landscaping, equipment and facility maintenance, and personnel. The person in this role will work closely with the COO and the rest of the leadership team to deliver an exceptional golf and outdoor experience to Credit Valley members and their guests. The individual will lead, educate, and foster an environment for continuous learning and improvement. Direct reports include the Assistant Superintendent and the Equipment Manager.

Position Description/Requirements

 

SEARCH EXECUTIVES

 

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

 

 

George Pinches
Director
george.pinches@ggapartners.com

 

 

Apply Now

 

Innovation…the Key to Success in Private Clubs

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No stranger to innovation, Bob Dylan recorded “Like a Rolling Stone” in early summer of 1965 causing Bruce Springsteen to say of the first time he heard it, “[it] sounded like somebody’d kicked open the door to your mind.” The song was innovative and wildly admired in numerous ways and changed popular music for years to come. Innovation seldom comes in such a lightning bolt.

In the wake of a once-in-a-century event like the coronavirus pandemic, what innovations has your club introduced? Some of the most interesting innovations tie to the growing capabilities of artificial intelligence (AI) where performance diagnostics for golf and tennis; where applications of technology are enabling more seamless facial recognition which enable club personnel to eliminate the confounding “what is your number” question; and where advanced cybersecurity can protect private club members’ identities and confidential information. The possibilities are like a rolling stone.Three innovations worthy of consideration for your club:

1. Performance Enhancement Capabilities – One golf swing analysis chamber is not enough, as most clubs have found. Then, two are found to be lacking in most clubs and only when clubs commit to making athletic performance facilities a central feature in their approach to innovation do they prosper.

The reasons most often found in clubs taking this big step are three-fold:

Enthusiastic users are seen by other members as “hogging” the new amenity and, thus reducing others’ enjoyment or experimentation.

The social enjoyment, where groups of golf or tennis enthusiasts gather for informal “leagues” during off-season and inclement weather conditions. The blend of athletic, competitive, social seems to be popular with club members.

The pressure on club boards to find new and interesting activities escalates with each advancement.

Golf training and swing analysis capabilities are exceedingly popular. Bear in mind that a tennis stroke can be analyzed if a golf swing can be. And then, there will be pickleball.

2. Personnel Development Methods –Many club leaders are answering questions about the quality of member services and innovative managers are turning to new-found programs and resources for teaching service capabilities to a higher and more consistent levels.

“To effectively shape training and development initiatives, it’s crucial to incorporate the employee experience,” says Eric Hutchison, PhD, Director at GGA Partners. “Leveraging new technologies alongside established knowledge has unlocked a vast array of training possibilities for enhancing upscale member services.”

How does it feel to be on your own when capabilities are building all around?

3. Emotion-Based Member Activities – Members join clubs for many reasons. Eric Brey, PhD, another Director at GGA Partners, reports, “Club members indicate they are most satisfied with the emotional value they receive from their membership. This value is created from the feelings they have toward their membership.”

Socialization – The desire to interact with friends and family dominates this point of emphasis. Part of the human condition, socialization is one of the basic needs clubs serve.

One of the most impactful innovations in clubs has been the growth of open-air or al fresco dining experiences that emerged responding to Covid-period social distancing guidelines. From this concept, some clubs are capitalizing on open-air member events like a Sunday afternoon picnic which underscores all members desire for a safe setting for activities which bring friends and families together.

Personalized Service – Many members want to be recognized and treated as “special” as part of feeling comfortable at their club. Clubs that provide personal recognition – like being called by name without prompting – fulfill this need of many members.

Wine programs where members’ names are attached to their own bin filled with wines chosen for them. Next-generation ideas emerging bring forward bespoke menus for small member gatherings…think of a catered event on a smaller scale of 10 to 20 members per event.

Who wants to be a complete unknown with no direction home?

Innovation in private clubs is emerging as a platform for market differentiation and competitive advantage. Club leaders who recognize these opportunities provide valuable opportunities for their clubs’ service to members’ needs.

GGA Partner Henry DeLozier penned this article.

31 Years | 31 Lessons – Balancing Expectations

Date:

Lesson #12
of GGA Director Colin Burns’
31 years | 31 Lessons

We’re all been taught to exceed member expectations, but sometimes that simply isn’t possible.
Colin shares the importance of communications to balance expectations.

Watch Lesson 12

 

Where Governance & Strategy Converge

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Peter Drucker famously advised, “Culture eats strategy for breakfast.”

And he was correct. In a private club “culture” is governance. Club leaders do well to place themselves and their clubs at the intersection of governance and strategy. Five keys for clubs that master blending governance and strategy are shown below:

1. Be intentional. Making your club’s governance better – more trusted…more transparent…more business-like – is one of the primary goals.

Sound and trustworthy governance follows business planning that is organized, deliberate, and time oriented. In day-today parlance it is a matter of telling people what you will do and doing it to the best of your ability. Sound strategic planning for a private club involves: (a) informing members as to what the club’s leaders will do, (b) providing timely updates to inform all members, (c) adjusting to changing or emerging circumstances, and (d) executing a thorough plan that has been shared with all members.

By definition, strategic planning is a process-driven method for identifying key goals and objectives and the methods that will be used to answer the question: what?

2. Build the business case for sound governance. Show how strategy delivers and keeps your club’s members engaged, happy, and supportive. Most club members want to know several simple things: (a) what the Club stands for – as described in its mission, vision, and core values; (b) the primary goals that their board will pursue to deliver on the club’s promises; and (c) accountability by the board to the general membership for the decisions that are made with their resources if time and treasure.

“We need to decide who we want to be when we grow up.” This over-simplified statement is often the one used by club members when describing club’s which lack clearly stated and understood purpose. Club leaders do well when they can clearly state the club’s purpose.

The business case for sound governance involves reliable financial performance on which most members place great importance and the assurance that “the club will continue to be what I want it to be.” Since clubs evolve in real time, club leaders must regularly update and revise the club’s purposes to ensure that the club remains relevant to most members.

3. Set a process map and timetable. Trustworthy, transparent governance requires stating one’s intentions and reporting regularly in a time-oriented manner. Stated simply, “plan your work and work your plan.”

Process maps are everyday corporate tools which provide structure, organization, time references, and accountability. The most useful process maps used in private club settings – such as a GANTT chart – show (a) what is to be done and (b) when it is to be completed. Nothing complicated here.

Timely updates which are redundant messaging using multiple media – such as email, hard copies, and social media links – help interested members to understand how the club is being effectively governed and lead.

4. State the strategic goals clearly and simply. Best practice goal setting relies upon four to six annual strategic goals. Select the goals that will most effectively move the club forward constructively and address the club’s primary needs.

Review the difference between strategy and tactics to ensure that your club’s goals are not tactical. The operating or business plan are the place for the tactical objectives. A key to dependable governance is the board members’ ability to remain focused on the big-picture strategic goals.

5. Measure and report the board’s performance on a strategic scorecard. Demonstrating to ordinary members of the club that they board understands that it is accountable to members is a cornerstone for sound governance.

Keep score on the four to six strategic goals and update the scorecard quarterly. In addition to simple email blasts, conduct quarterly meetings with members to update them regarding strategy…and don’t be dragged into the tactical weeds with concerns of the day.

The intersection of governance and strategy defines the future success of your club.

GGA Partner Henry DeLozier penned this article for Boardroom Briefs. It appeared in the August 3, 2024 edition.

Club Leaders Perspective – 2024

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2024 Club Leaders Perspective Report

GGA Partners and the Club Management Association of America continue the annual Club Leaders Perspective research to understand the industry’s challenges and opportunities.

Launched in 2020 to benchmark operational data and examine trends while exploring timely topics to address new challenges and take advantage of market opportunities, this year’s annual survey shows:

 

  • Club Leaders can take pride in the positive operational performance, continued strength in membership, and ongoing member satisfaction.
  • Even as there is an expected relief from inflationary pressures, there are still existing and emerging challenges that threaten the overall financial health of their clubs.
  • As Club Leaders look to the future, they will focus on engaging members and creating an environment that enhances employee attraction and retention efforts.
  • Clubs continue to increase operating dues and initiation fees to cover the rising operational and capital expenditures, with capital dues rising at the highest rate of all three.
  • Nine out of 10 leaders are concerned about member behavior, and most remedies focus on management-led solutions rather than members self-correcting to address concerns.

Read now

About GGA Partners
GGA Partners™ is an international consulting firm and leading advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities.  We work with 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. GGA Partners has offices in Toronto, Ontario, West Palm Beach, Florida, Phoenix, Arizona and Dublin, Ireland.

GGA Partners is proud to be a long-standing CMAA Business Partner.

For further information, contact:

Dr. Eric Brey, Ph.D.
Director
GGA Partners
t: 715.505.7716
e: eric.brey@ggapartners.com

For additional information the Club Management Association of America, visit: cmaa.org

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