Lesson #10
of GGA Director Colin Burns’
31 years | 31 Lessons
features sage advice about dynamic communications
Lesson #10
of GGA Director Colin Burns’
31 years | 31 Lessons
features sage advice about dynamic communications
The Boulevard Club – An unrivaled social and sporting oasis on the waterfront.
The Boulevard Club is a vibrant, lakeside community carved out of the peaceful shores of Lake Ontario. As the only lakefront, multi-sport recreation and social club in Downtown/West Toronto, The Boulevard Club delivers an unmatched member experience that’s rich in history and tradition yet focused on the future. From spectacular views and year-round recreational activities to family-friendly services, an easy-access marina, and top-notch sports facilities, it simply does not get more relaxed or vibrant.
For over a century, The Boulevard Club has built a reputation around time-honored traditions, exemplary service, and unrivaled athletics programs for all ages and abilities, including tennis, badminton, water sports, fitness, swimming, pickleball, recreational gym, and more.
The Club takes pride in creating an exceptional Member experience thanks to an equally diverse and inclusive team. Team members are vital to the success of the Club and the Club continues to value and develop their exceptional staff. If you would like to lead a team of professionals and build your career at one of Toronto’s top private clubs, The Boulevard Club may be a great fit.
CORE VALUES
– Welcome and include everyone with warm hospitality.
– Listen to and recognize diverse points of view.
– Treat others with the utmost respect.
– Support continuous improvement and long-term financial viability.
– Commit to being an environmentally sustainable Club.
ABOUT THE CLUB
Member-Owned Private Club
Total Members: ~4,000
Gross Revenue: $18M
Annual Dues Revenue: $6.6M
Annual F&B Revenue: $4.5M
Full-Time Equivalent Employees: 267
AMENITIES
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 all-around sporting and hospitality experience possible. This position oversees all operational functions of the Club. Direct reports include the Director of Marketing, Communications, & Membership; Director of Finance; Human Resources Director; Clubhouse Manager; Racquets Director; Yachting Director; Athletics & Wellness Director; and the Club’s Executive Administrator.
KEY COMPETENCIES
To be successful in this role, the General Manager will need to demonstrate the following competencies. These same areas will be a focus for your performance evaluation, ensuring clear expectations and ongoing support.
Models Hospitality and Service Excellence: Creating a welcoming and exceptional experience for members and guests in all areas of the Club. Setting high standards for service and ensuring staff are well-trained and empowered to deliver.
Leadership – Interpersonal: Building strong relationships with members, staff, and board members. Demonstrating empathy, active listening, and effective communication skills to foster collaboration and address concerns.
Leads Change & Supports Innovation: Championing new ideas and initiatives that improve the club’s operations and member experience. Effectively communicating and managing change processes to gain buy-in from the Board, Members and Staff.
Values & Promotes Diversity: Fostering a welcoming and inclusive environment that respects and celebrates the diversity of the membership.
Club Governance: Understanding the legal and ethical frameworks that guide private club operations, including member rights and responsibilities, board structures, and regulatory compliance.
Emotional Intelligence: Being aware of and managing one’s own emotions, while understanding the emotions of others. This allows for navigating complex situations and building trust.
Strategic Management: Developing long-range strategic and capital planning that aligns with the club’s vision, mission, and competitive landscape. Setting goals, allocating resources, and measuring progress.
Financial Acumen: Understanding financial statements, budgeting, cost control, financial analysis, and capital funding strategies that are specific to the private club industry.
KEY RESPONSIBILITIES
The following responsibilities align with the competencies outlined above and are crucial for ensuring the Club’s continued success and member satisfaction. The GM must be able to lead with empathy, innovate strategically, and manage the club’s resources effectively while maintaining a strong focus on service excellence and inclusivity.
Models Hospitality and Service Excellence
Leadership – Interpersonal
Leads Change & Supports Innovation
Values & Promotes Diversity
Club Governance
Emotional Intelligence
Strategic Management
Financial Acumen
CANDIDATE PROFILE
The General Manager is responsible for leading the team to achieve The Boulevard Club’s strategic objectives. The ideal candidate will possess the following qualifications:
Professional Experience: Proven success as a General Manager/Chief Operating Officer at a member-focused hospitality, recreational, or resort facility of similar size and volume. Demonstrated expertise in operational management, enhancing guest experience, and leading high-impact and complex projects.
Leadership: A dynamic, results-oriented leader with a proven ability to build and motivate high-performing teams, effectively engage with a board of directors, drive a strong governance structure, and uphold the mission and vision of the Club.
Business Acumen: Strong financial acumen, including negotiating, budgeting, forecasting, and profit and loss management. Knowledge of investment and financial structuring is preferred.
Member Focus: An understanding of the culture in a membership-driven organization and a commitment to fostering exceptional member experiences.
Strategic Thinking: Ability to develop and implement strategies to drive revenue, enhance member satisfaction, and ensure the club’s long-term success.
Operational Excellence: Experience in overseeing all aspects of Club operations and events.
Communication and Collaboration: Excellent communication and presentation skills and the ability to build strong partnerships within the club and with members.
Professional Development: A passion for continuous learning and staying current with industry trends.
COMPENSATION
The Club will offer an attractive year-round compensation package, commensurate with experience, which will include a competitive base salary, benefits, and performance bonus.
INQUIRIES
IMPORTANT: Interested candidates should submit their resume along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by September 22, 2024. Those documents must be saved and submitted in Word or PDF format (save as “Last Name, First Name, Boulevard Club Resume” and ‘Last Name, First Name, Boulevard Cover Letter”) respectively to: https://bit.ly/4dz1QSb
LEAD SEARCH EXECUTIVE
Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030
Where friends and family connect—for nearly a century.
Oakdale Golf & Country Club (Oakdale) is a family-focused golf and country club providing high quality services and amenities to its members. Centrally located in the GTA, Oakdale has been a treasured part of members’ lives for nearly 100 years. Oakdale members enjoy a world-class 27-hole golf course complimented by a beautiful swimming pool, 6 Har-Tru tennis courts, a fitness facility and a full-service dining and lounge facility. Oakdale is Toronto’s club of choice for families. For decades, friends and family have played on its wonderful course, and generations have connected over incredible family dinners in Oakdale’s welcoming clubhouse.
The Golf Facilities
Oakdale is divided into three nines—the Thompson and Homenuik, which make up the original 18 created by Stanley Thompson, and the Knudson, which was created in 1957 by Robbie Robinson. Golfers enjoy a stunning course that is equally challenging for both the recreational and scratch golfer. 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, including the 2023 RBC Canadian Open.
For more information on Oakdale Golf & Country Club, please visit www.oakdalegolf.com
THE POSITION
The Director of Golf reports directly to the General Manager and is part of the Senior Leadership Team. The person in this position will oversee all aspects of golf operations, including instruction, pro shop management, and member relations. This role requires a strong focus on enhancing the overall member experience while driving the golf department’s success. The Director is responsible for developing and executing a retail marketing plan to boost pro shop revenue and member satisfaction. This includes identifying and recommending amenities to enhance member retention. A key performance indicator will be the management of the retail operation’s profitability while simultaneously growing the golf business through increased usage, tournaments, and exceptional member engagement.
KEY COMPETENCIES
To be successful in this role, the Director of Golf will need to demonstrate the following competencies. These same areas will be a focus for your performance evaluation, ensuring clear expectations and ongoing support.
Leadership: Strong leadership skills to motivate and inspire staff and players to achieve their best. Create a positive and inclusive environment, delegate tasks effectively, and lead by example through professionalism and a strong work ethic.
Business Management: An understanding of basic business principles and applies them to the golf operation. This involves setting and managing budgets, monitoring labor, controlling inventory, analyzing sales data, and developing strategies to balance the importance of revenue growth with member experience.
Professional Development: Continuously improve their own skills and coaching techniques. Stay up to date on industry trends, technologies, and best practices, actively seeking opportunities to learn through workshops, conferences, and certifications. They may also share knowledge through mentorship or coaching colleagues.
Innovation and Technology: Being aware of current industry trends, best practices, and competitive landscape. Embracing new technologies that enhance the golfer’s experience. This includes launch monitors, swing analysis tools, course management systems, and online platforms.
Golf Operations & Member Experience: Understanding golf course maintenance principles, work collaboratively with the Director of Property (Superintendent) to ensure course playability and aesthetics. Maintain practice facilities and identify any maintenance concerns promptly. Enforce golf course regulations and Rules of Golf. Includes a proactive approach to identifying and mitigating risks to member and employee safety.
KEY RESPONSIBILITIES
Leadership and Team Building
Member Experience and Satisfaction
Golf Operations and Course Management
Instruction and Player Development
Pro Shop Management
Financial Management
Membership Marketing and Communication
Security and Safety
CANDIDATE PROFILE
The Director of Golf plays a pivotal role in achieving Oakdale’s strategic objectives. The ideal candidate will possess the following qualifications:
COMPENSATION
The Club will offer an attractive year-round compensation package, commensurate with experience, which will include a competitive base salary, benefits, and potential for bonus.
INQUIRIES – APPLICATION PERIOD HAS CLOSED.
LEAD SEARCH EXECUTIVES
Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030
Jeff Germond
Director, GGA Partners
jeff.germond@ggapartners.com
Lesson #10
of GGA Director Colin Burns’
31 years | 31 Lessons
features the lessons Colin learned about
owning your mistakes
Lesson #9
of GGA Director Colin Burns’
31 years | 31 Lessons
features the lessons Colin learned about
interacting with members
Imagine how the architects who were commissioned to restore the Notre-Dame Cathedral to its original magnificence felt in 2021 when awarded the project and given an ambitious timeline for its completion. Or how a surgeon feels with Tiger Woods on his operating table.
Welcome to the emotion-charged worlds of Colonial Country Club CEO Frank Cordeiro, director of agronomy Rich McIntosh and renowned golf course architect Gil Hanse when the decision was made to fully renovate one of the most historic courses in America.
Their job was to bring Colonial back to the way it played in its early days — say, in 1941 when Craig Wood won the U.S. Open over the track that came to be known as Hogan’s Alley, so named for Ben Hogan’s five wins there.
They were tasked with reintroducing a ruggedness to the landscape — a more natural look and feel — and bringing the added influence of the Trinity River into play. While the patient was on the table, why not also revamp the course’s irrigation systems?
Oh, almost forgot: They would have less than a year’s time to complete the project before PGA Tour players struck their first shots at Colonial in the long-running Charles Schwab Challenge. Under more normal circumstances, such an undertaking would require 18 months.
Hanse, whose résumé includes restorations at Los Angeles Country Club, the Olympic Club, Oakland Hills and Baltusrol, had faced aggressive deadlines before in his celebrated career. But those challenges didn’t come packaged with Texas’s unpredictable weather. The renovation’s success hinged on the course’s recently planted turf making it through the winter without significant setbacks. On that score, they surely found no comfort in the state’s recent history of record-breaking ice and snowstorms.
Nor would there be any mulligans. The timeline allowed for no adjustments — the pros would be the first to play the course, even before any members.
Intimidating? Daunting? Risky for men with their estimable reputations?
As Hanse said — and many others no doubt believed — failure was not an option. “When you have a deadline like this, you really can’t fail. There’s so much riding on it.”
Those who took on the challenge — a group that also included Caveman Construction, LaBar Golf Renovations, Heritage Links, Michael Kuhn & Associates and Colonial’s own agronomy staff — followed in the bold footsteps of Colonial founder Marvin Leonard. Some eight decades ago, Leonard envisioned a golf course and club unlike others in the Lone Star State. He wanted bentgrass greens when others warned against it. He conceived of an invitational event for the world’s best players. He persuaded the USGA to bring its national championship to Colonial only five years after it opened.
The team swung into action almost as soon as the last putt dropped in the 2023 Charles Schwab Challenge. In all, they moved upwards of 30,000 cubic yards of dirt as part of a $25 million budget.
A supportive membership surely relieved some anxiety. “The project received well over 80 percent support at the time of the project approval vote,” Cordeiro says. “Throughout the project, the members were patient and supportive. No complaints, just encouragement, support and excitement.”
By now, we know the project was successful. Reviews were unabashedly positive in the days leading up to May’s tour stop and during the tournament.
“The project was executed without a single change order. Amazing on a project of this scope, complexity, and schedule. Not possible without great partners,” Cordiero marvels.
Even some of golf’s notoriously harsh critics were impressed.
“I imagine it’s tough for a course designer to bring a course back in time, but accommodating the modern game, making it maybe more playable for an average member 51 weeks of the year, but still a championship golf course making it as or more difficult for us,” Jordan Spieth said on the eve of this year’s Charles Schwab event. “I guess time will tell over the next four days, but it really seems like he’s somehow done that, and that’s really cool.”
GGA Partner Henry DeLozier penned this article for golfcourseindustry.com. It appeared in July 2024.
Lesson #8
of GGA Director Colin Burns’
31 years | 31 Lessons
features the lessons Colin learned about
Financial Stewardship
“Delray Dunes Golf & Country Club’s Vision is to Perpetuate a Social Culture Where Members Can Entertain Guests, Nurture Families, and Enjoy Leisure Time Pursuits Among Enduring Friendships.”
The mission of Delray Dunes Golf & Country Club is to enrich the lives of its members, their families, and guests. With many golf and country club options in the area, Delray Dunes stands out due to its small, diverse membership, unique playing protocol, and fair amount of flexibility. The club offers an active, inviting, and enjoyable golf schedule for men, women, mixed groups, and juniors. Women golfers especially appreciate being part of the highly engaged women’s competitions and networking events.
The atmosphere at Delray Dunes is natural, reflecting the surrounding beauty. Carlton Blunt, the Founder of Delray Dunes, envisioned a peaceful, pastoral community—a family club. Delray Dunes has preserved this character and charm, maintaining a standard of excellence for its residents. Financially healthy and privately owned, the club is situated on 337 acres with 323 home sites, including 200 single-family homes and 123 freestanding villas in seven distinct styles. Most homes offer views of the golf course or the lakes. Remarkably, eleven original homeowners from 1969 still reside here, and the community is enriched by multi-generational families. Delray Dunes is a guard-gated community with roving patrols.
What makes something special is when you keep returning time after time. What makes something uniquely special is when your legacy returns as well. Delray Dunes is unique for having many first, second, third, and even fourth-generation residents. Currently, there are over 41 Legacy Members, underscoring the club’s special appeal.
ABOUT THE CLUB
CORE VALUES
The following values represent the priorities that will drive leadership decisions:
AMENITIES
POSITION OVERVIEW
Delray Dunes General Manager/COO is responsible for leading and inspiring the entire team to consistently provide Members with the best all-around golf club and hospitality experience possible. This position oversees all operational functions of the Club including, but not limited to, Accounting, Communications, Guest Services, Events, Golf Course Management, Food and Beverage, the Golf Shop, Tennis, Wellness, Administration, and Housekeeping.
In each of these realms, meeting expectations means Members’ needs are proactively anticipated and delivered upon before they are ever verbalized. The General Manager/COO should set an expectation of excellence in every regard from the largest of visions to the smallest detail. This individual should exemplify each of Delray Dunes’ core values in every interaction with Members, guests, and Delray Dunes team.
It is essential that the General Manager/COO be able to communicate, build relationships with, and ensure common goals and objectives are met with the staff, Members, and Board of Directors. Although the GM/COO does not oversee the Homeowner’s Association (HOA), ongoing involvement and collaboration between with the Club (GM/COO, Golf Superintendent) and the HOA is essential.
KEY COMPETENCIES
To be successful in this role, you will need to demonstrate the following competencies. These same areas will be a focus for your performance evaluation, ensuring clear expectations and ongoing support.
Leadership – Interpersonal & Values & Promotes Diversity: A charismatic and emotionally intelligent leader with the ability to build strong relationships with members, staff, and board members. This professional demonstrates empathy, active listening, and effective communication to foster a collaborative, inclusive, and respectful environment.
Models Hospitality and Service Excellence: With a passion for exceeding expectations, this individual will set high standards for service across all departments. He/She will ensure staff are well-trained, empowered, and committed to delivering exceptional member experiences.
Club Governance & Strategic Management: Possesses a deep understanding of the legal and regulatory frameworks governing private clubs, member rights/responsibilities, and board structures. This leader will develop and execute long-term plans aligned with the Club’s vision, mission, and competitive landscape. The GM/COO will set clear goals, allocate resources effectively, and measure progress towards strategic objectives.
Financial Acumen: Proven ability to understand and manage the Club’s financial health. This includes overseeing the annual budgeting process, collaborating with the CFO, and ensuring financial stability.
Leads Change & Supports Innovation: Hands-on approach to champion innovative ideas and initiatives that improve operations and the member experience, effectively communicating and managing change processes. Strategic Planning.
RESPONSIBILITIES
EDUCATION AND EXPERIENCE REQUIREMENTS
REPORTING STRUCTURE
The position reports to the Board of Directors through the Club President.
DIRECT REPORTS
Director of Golf, Tennis Vendor, Executive Chef, Assistant General Manager, Dining Room Manager, Golf Course Superintendent, Membership Director, Controller and Administrative Staff.
COMPENSATION
Delray Dunes Golf Club will offer an extremely attractive compensation package, commensurate with experience, which will include a competitive base salary, bonus opportunity and benefits.
APPLICATION PROCESS HAS CLOSED
Search Team
Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030
Eric Hutchison, MBA, Ph.D.
Director, GGA Partners, USA, LLC
eric.hutchison@ggapartners.com
614.271.9355
In a recent study of the 4,000-plus private clubs in North America, GGA Partners™ found that almost nine in 10 clubs are full and experiencing significant wait-list growth. Certainly, the pandemic introduced by the novel coronavirus has brought unprecedented growth to private clubs. The question now is…how will clubs retain all of these members?
Here are three factors club leaders should monitor:
UNDERSTAND MARKET EVOLUTION
During the past several decades, four factors most consistently influenced demand for club memberships:
The pandemic has blurred the historic lines as people have become less mobile and have found private clubs to be a safe haven for their families. Now, the market has evolved to maximize the influence of proximity; thus, proximity/location is of great significance. Current indications suggest that this reliance on clubs will endure as many professionals work remotely and have more time that was previously required for commuting to and from work.
Club leaders and operators must remain current regarding market conditions, requirements, and expectations.
MONITOR MEMBER SATISFACTION & ENGAGEMENT
Member satisfaction is the primary metric followed closely by engagement metrics. Knowing how engaged members are with the club is a simple measure of participation in special events, dining, new concepts, and programs. Survey members regularly using brief and to-the-point member satisfaction measures.
Alarm bells should sound when members are less engaged and enthusiastic about the club’s offerings.
WATCH FOR THE “CANARY IN THE COAL MINE”
Traditionally, a live canary was used to monitor air quality in the mine and would die if the air were not safe to breathe. The idiom suggests the importance of an early warning system for the club. Three dependable “canaries” for your club are:
Member Attrition – Most clubs have historic reference points for how many members are lost each year to mortality, relocation…life. In lean times, clubs struggled to sustain a balance between new members joining and those lost. Currently, more members want to join than wish to leave. Monitor the trendline as an early indicator.
New Member Leads Traffic – Current demand for new memberships is very strong. It will cool as society evolves past the pandemic. Club leaders should consider the flow of new inquiries – people who wish to join the club – as an early indication of market change. Each club should know its own successful conversion rate and understand that it must maintain leads in excess of attrition since some leads do not convert into full membership equivalents.
Consumer Confidence – Your club should make consumer confidence a part of each member survey using such simple questions as “are you confident for the club’s future” or net promoter metrics to track. The Conference Board is the source of the Consumer Confidence Index, which you can use as a broad indicator, and it does not replace the valuable guidance available from your own members.
Members are the lifeblood of private clubs. Recruiting and retaining them is the difference between success and failure.
GGA Partner Henry DeLozier penned this article for BoardRoom Briefs. It appeared in the June 22, 2024 edition.