Author: Linda Dillenbeck

Executive Search: General Manager/Chief Operating Officer for Bayview Golf & Country Club

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General Manager/Chief Operating Officer
Bayview Golf & Country Club

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

In addition to its Top 100 ranked golf course, Bayview features a state-of-the-art indoor practice facility with four TrackMan® units, along with a short game chipping area and putting green, providing a year-round golf experience. Members play tennis and pickleball outdoors in the summer and indoors in the winter on Bayview’s six high-quality Har-Tru courts. The Club offers a range of tennis programs, from friendly daily play to competitive tournaments and inter-club competitions. Bayview is a cottage in the city. Its 13,000 sq. ft. complex features a sparkling, heated swimming pool, sunning deck, swimming lanes, splash pad and wading pool for kids, along with delicious poolside dining. The fitness offering includes a professionally staffed and well-equipped 4,000 sq. ft. gym, studio space, and Wellness services in the two treatment rooms.

Bayview has a rich history and is well-positioned for future success due to its strong and diverse membership roster, industry-leading management team, significant clubhouse and golf course improvements.

THE POSITION

Bayview Golf and Country Club seeks a dynamic and experienced leader to serve as General Manager/Chief Operating Officer (GM/COO). The GM/COO will be responsible for all facets of Club operations, ensuring a premier member experience and the continued success of Bayview as a Tier 1 private club.

This position is an exciting opportunity for a results-oriented individual passionate about the private club industry. The ideal candidate will demonstrate a strong blend of leadership, financial acumen, and interpersonal skills. They will also champion diversity and inclusion, fostering an environment of belonging for all members and staff.

Key Competencies
To succeed in this role, you must demonstrate the following competencies. These same areas will be a focus for performance evaluation, ensuring clear expectations and ongoing support.

Club Governance: Demonstrated understanding of the legal and ethical frameworks that govern private clubs, including member rights/responsibilities, board structures, and regulatory compliance. Experience navigating complex governance issues and ensuring the Club operates with the highest integrity.

Values & Promotes Diversity: A proven record of creating a welcoming and inclusive environment that celebrates our membership’s diverse perspectives and experiences. Building trust and rapport with members and employees from all backgrounds is essential.

Leadership – Interpersonal: A charismatic leader with exceptional people skills, fostering strong relationships with members, staff, and board members. Leverage empathy, active listening, and effective communication to build a collaborative environment, address concerns, and navigate complex situations. Provide clear direction, expectations, and ongoing performance feedback to motivate and empower employees to deliver exceptional service, enhancing the member experience.

Emotional Intelligence: A high degree of emotional intelligence, with the ability to manage one’s own emotions while understanding and responding effectively to the feelings of others. This skill is crucial for building trust and navigating complex situations.

Strategic Management: Demonstrated ability to develop and execute long-term plans that align with the Club’s vision, mission, and competitive landscape. Experience setting clear goals, allocating resources effectively, and measuring progress toward strategic objectives.

Models Hospitality and Service Excellence: A passion for exceptional service that exceeds member and guest expectations. Ability to set ambitious standards for service and ensure staff are well-trained, empowered, and committed to delivering an extraordinary experience that reflects Bayview’s position as a Tier 1 private club.

Leads Change & Supports Innovation: An initiative-taking leader who champions innovative ideas and initiatives that improve the Club’s operations and enhance the member experience. Possesses strong change management skills to communicate and gain stakeholders’ buy-in effectively.

Financial Acumen: A solid understanding of financial statements, budgeting, cost control, and financial analysis specific to the private club industry. Experience in developing and managing budgets, ensuring fiscal stability, and providing sound financial guidance to the Board.

RESPONSIBILITIES

Membership Experience

  • Develop and deliver an exceptional member experience that surpasses expectations and reflects Bayview’s position as a premier club.
  • Oversee all aspects of the Club’s operations to ensure the highest standards of service and activities.
  • Foster strong member relations and develop programs to attract new members and retain existing ones.
  • Ensure a smooth onboarding process for all new members, personally welcoming them to the Bayview community.
  • Maintain a visible and accessible presence throughout the Club, engaging with members and fostering a sense of community.

Our People

  • Cultivate a positive and inclusive work environment that prioritizes teamwork and mutual respect.
  • Develop and manage human resource policies that are fair and compliant with all laws and support employee well-being.
  • Set clear goals and objectives for direct reports, providing ongoing feedback and coaching for continuous improvement.
  • Implement a robust succession planning process to develop future leaders within the Club.
  • Maintain an open-door policy and be readily available to all employees.

Operational Excellence

  • Develop and implement best-in-class operating procedures, programs, and methods across all departments.
  • Lead and mentor department managers, promoting their professional development and supporting their success.
  • Partner with the Board and Finance Committee to develop and execute the Club’s annual financial plan, including budgeting, monitoring financial performance, and taking corrective action as needed.
  • Stay current with industry trends and implement best practices to improve Bayview’s operations consistently.
  • Lead the development of the Club’s strategic and tactical plans, ensuring alignment with long-term goals.
  • Oversee compliance with all applicable legal and regulatory requirements.

Communication

  • Provide clear and timely communication to the Board, President, employees, and members.
  • Actively solicit and incorporate feedback from members and employees on their experience, engagement, and sense of belonging at the Club.
  • Collaborate effectively with the Board to ensure transparency and shared ownership of the Club’s success.

DIRECT REPORTS

Assistant General Manager, Director of Finance, Director of Golf, Activities and Junior Development, Director of Agronomy and Grounds, Clubhouse Manager, Fitness, Wellness and Aquatics Manager, Director of Tennis, and Director of Human Resources.

CANDIDATE PROFILE

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

Experience and Accreditation:

  • Leadership: Proven track record as a senior leader with experience managing a team of direct reports within a private golf and country club, top-tier golf facility, or resort.
  • Industry Knowledge and Passion: Demonstrated enthusiasm and understanding of the unique qualities that define a premium country club experience.
  • Hospitality Background: Hospitality industry experience is a plus.
  • Board Collaboration: Experience working collaboratively with a Board of Directors that utilizes established club governance structures and processes to achieve success for both the Club and the GM/COO.
  • Preferred Credential: A Certified Club Manager (CCM) designation is a valued qualification.

Note: The position is currently vacant.

COMPENSATION

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

INQUIRIES

APPLICATION PERIOD HAS CLOSED.

Lead Search Consultants: 

Michael Gregory
Managing Partner
GGA Partners™
michael.gregory@ggapartners.com

Jeff Germond
Director
GGA Partners™
jeff.germond@ggapartners.com

4 Priorities for Private Club Boards

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“When the ox is in the ditch, there is much work to be done.” In most private clubs, the “ox” is a troubling or confounding situation that could – or should – have been avoided. Noted private club attorney, Robyn Nordin Stowell of the Spencer Fane LLP law offices admonishes clients who have not called before putting the ox into the ditch. “Clubs are so well managed and led these days that after-the-fact guidance should be unnecessary,” she says.

Want to keep the ox out of the ditch at your club? Attend to four practices that reduce risk and keep your club on solid ground.

1. Execute twice-per-year legal reviews with your club attorney.
Meet with your legal advisors to anticipate emerging challenges or issues on which the club and its servant leaders should be anticipatory; Among the concerns one should voice are:

• Board Minutes – In your review of our board meeting minutes, do you see any matters of concern or legal risk that should be corrected? Board minutes should be reviewed to minimize misstatements which could pose future risks to the club or its directors.
• Membership Program and Representations – Membership demand since the pandemic has filled most clubs still using membership documents that were created before CY 2020 when most clubs were aggressively seeking more members.
• Governance and Disciplinary Practices – The board should review its disciplinary practices to ensure that those practices conform to current standards of best practice…and state statutes.

2. Conduct an annual risk assessment with your property and casualty insurance provider.
One of the most rapidly increasing costs for most private clubs is property and casualty insurance…if you can obtain it. With rates increasing as a reflection of the overwhelming risks insurers are experiencing – whether wildfires, hurricanes, and tornadoes – in addition to the usual slip/fall risks, club leaders should evaluate risks with the understanding that most insurance premiums are a factor of annual club revenues adjusted (multiplied) by a risk factor that is established across business segments. Ask your insurance representative to conduct a risk assessment that may result in savings for the club – unless your club is not in safe operating condition.

3. Meet with the club’s auditor 90 days before the scheduled annual audit.
Many club leaders dread the annual audit. Embrace this independent, third-party review of the club’s books as an opportunity to improve operational results, which may reduce financial risks throughout the club. Your auditor sees many clubs and can provide financial benchmarks in addition to sound business advice.

4. Execute an annual evaluation of your club’s cyber security.
“The cyber battlefield never sleeps,” says Joseph Saracino, CEO of Cino Limited, which specializes in cyber security for private clubs. “In today’s world, many of us are sitting ducks, waiting to become the next cybercrime victims to be publicized by the media.” If an ounce of prevention is worth a pound of cure, take aggressive steps to ensure that the club’s members can rely upon a safe haven for themselves and their families.

Planning and acting ahead of the problem are a sure sign of effective servant leadership. Will you wait for the problem to put your club in the ditch or prevent the problem? Pretty easy choice when you think about it.

GGA Partner Henry DeLozier penned this article for BoardRoom Briefs. It appeared in the May 18, 2024 edition.

3 Keys to Consensus Based Strategy Planning

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Private clubs operate within a unique ecosystem where member satisfaction, financial sustainability, and strategic foresight intersect. To navigate this complex landscape successfully, effective planning requires a consensus-based approach to strategy development.

Consensus-based strategic planning in private clubs requires club leaders to develop strategic plans that align the goals of multiple stakeholders, including members, employees, management, boards and committees. It emphasizes collaboration, communication, and shared decision-making processes to ensure that the strategic direction of the club reflects the collective interests and priorities of all involved parties. This approach fosters a sense of ownership, engagement, and commitment among stakeholders, leading to more effective implementation and sustainable success for the club.

The development process involves synthesizing member feedback, conducting comprehensive research, collaborating with experts, and ensuring financial viability. Here’s how these elements come together to form a robust strategic framework.

Informed Member Feedback: At the heart of every successful club strategy lies the voice of its members. However, gathering member feedback is not merely about soliciting opinions but rather about structuring the feedback process strategically and with a sound research methodology. Members who are in essence the customers of private clubs, are unique in two distinct ways: First, many are also owners, with a vested interest in the club’s success beyond the member experience. Second, they often don’t want the club to operate strictly like a business in certain aspects, as members typically prioritize experiences over financial performance. Considering these factors, it is essential to design surveys and engagement platforms that prompt members to prioritize their preferences and consider trade-offs. While member input is vital, it is just one data point to be considered alongside research and industry expertise.

Comprehensive Research: Comprehensive research is essential for private clubs to develop a robust strategic plan. This involves analyzing internal dynamics like membership demographics, financial performance, and member satisfaction, alongside benchmarking against peers and industry standards. Understanding market trends and using dynamic financial models for scenario analysis adds depth, helping clubs anticipate shifts and make informed decisions. This research-driven approach not only optimizes resources and enhances member experiences but also forms the foundation for consensus-based strategy, aligning stakeholders and ensuring strategic alignment.

Expert Collaboration and Maintaining Impartiality: Developing a consensus-based strategy requires collaboration among experts with diverse skill sets. This includes individuals proficient in business, finance, law, hospitality and strategic planning. However, it’s essential to recognize the nuances of the private club industry and leverage management and external industry experts to bridge knowledge gaps effectively. Maintaining impartiality throughout the strategy development process is critical. Balancing diverse interests and opinions within the club requires a data-driven approach that prioritizes objective analysis over personal preferences. By leveraging data and insights, clubs can make informed decisions that benefit the collective interests of their members while ensuring organizational resilience and growth.

Private clubs are unique and operate in a complex landscape. Employing a consensus-based approach to strategic planning is an important process to ensure your club is positioned to thrive now and in the future.

Matt Clarfield is a Manager at GGA Partners specializing in helping clients develop comprehensive strategic plans. To reach him, email matthew.clarfield@ggapartners.com.

Addressing Board Transparency

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ADDRESSING TRANSPARENCY
THREE FACTORS CRITICAL TO HIGHLY EFFECTIVE PRIVATE CLUB BOARDS

As society becomes more open and increasingly skeptical, club members demand greater transparency from their boards. Whether in member focus groups, general meetings of members or the club dining room, members seek greater transparency.

Three factors are proving critical to highly effective private club boards: (a) communication methods, (b) communication cadence, and (c) nondisclosure rules.
Boards are encouraged to heed three primary factors:

Establish and normalize the board’s communication methods. Develop a comprehensive communication plan for the club and make board communications an important and consistent part of the club’s communications. In so doing consider:

1. Topics of interest – Most club members seek a sense of “belonging.” See that they are invited to suggest topics of interest to them. In most clubs, that roster of needs includes activities and events, human interest stories about fellow members and staff, and the latest programs for each member segment. To ensure a sense of inclusion, see that members are aware of important activities well in advance of the sign-up or registration periods.

2. Multiple media options – Rely upon a wide array of media tools ranging from social media, email, postcards, and posters within club buildings. Most clubs serve multiple generations with preferred and most commonly used media options. Recognize that different subsets of the club’s members – separated by gender interests and generational media usage – require recognition and programming.

Maintain a reliable cadence of communications. Establish, announce and honor a realistic cadence of communications by topic and by membership category to help your members know what to expect and when. There are several keys to an effective communications cadence:

1. Communications profile – Develop an understanding of communications preferences for each member. Understand when – by day of the week and time of day – each member wants communications from the club. Understand what media options each member prefers. Use it.

2. Communications calendar – Publish the communications calendar to enable all members to watch for the topics of greatest interest to them. Keep it. Ensure that members and staff are well aware of the schedule and have ready access to each communication.

3. “Big events” communications – For the most popular club-wide events, such as the member-guest, holidays with Santa, parent-child dance, interrupt the normal cadence to draw attention to these special occasions.

Be transparent about the topics which will not be disclosed. Some topics – such as matters of club member discipline, employee compensation and benefits, and contract negotiations while in process – are confidential and should not be disclosed. Make it clear to members that topics require confidentiality of board members … and honor that confidentiality requirement. Be understanding and consistent to demonstrate that the board seeks the openness many members desire except on these important points.

Be transparent about what topics the board will not divulge for reasons of confidentiality and employee/member privacy. Some members want to see board meeting minutes and the club’s financial information, such as the balance sheet and income statement. The board should develop and broadly communicate what information it will share with members and in what format. The board is well advised to remember that these reports should be considered confidential and, therefore, not readily distributed outside of the club membership.

Beyond members’ demands for greater transparency, effective boards want club members to be well-informed and engaged with their clubs. Private club boards must maintain highly effective, truthful and consistent communications with club members. The rewards are greater member satisfaction, member engagement and a restful night’s sleep for board members.

This article was written by GGA’s Henry DeLozier for The Boardroom Magazine. It appeared in the March/April 2024 issue.

CMAC Partnership Continues

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The Club Management Association of Canada and GGA Partners Renew Partnership Agreement for Three Years

The Club Management Association of Canada (CMAC) and GGA Partners are pleased to announce a partnership renewal agreement for a three-year period. The CMAC Corporate Partner Program recognizes industry partners that share the values of CMAC and offer members support as leaders in the club management profession in Canada.

The renewal as a Platinum Corporate Partner will continue to showcase GGA Partners long-standing commitment to the professional club industry and CMAC in the categories of strategic planning, business intelligence, and people services. GGA will continue to support CMAC members by facilitating an Annual Club Industry Survey focused on trends and relevant club industry insights. Beginning in 2024, GGA will work with CMAC to conduct and deliver the Annual General Manager and Food and Beverage Compensation Reports of CMAC members.

CMAC’s vision is to create great leaders through excellence in professional club management and its mission is to promote and develop the profession of club management. The Association offers a variety of programs and services in response to member needs and expectations including the certification program leading to the Certified Club Manager (CCM) and Certified Chief Executive (CCE) designations. Access to career opportunities, and a forum for networking for COOs, GMs, clubhouse managers, food and beverage supervisors, golf superintendents, chefs, and other professionals involved in club management are also important offerings of CMAC.

“We are excited to extend our relationship with CMAC and its members as a platinum corporate partner,” commented Michael Gregory, a Partner and Managing Director of the firm. “As a trusted advisor to many of the top clubs nationwide, we have the ability to seamlessly integrate our brand with CMAC and provide value to its members through our research and people services contributions.”

“GGA Partners continue to illustrate their dedication to the professional club industry and we’re thrilled to continue working with their group as a platinum corporate partner for the next three years,” indicated Suzanne Godbehere, chief executive officer at CMAC. “As a long-standing corporate partner, the firm has provided guidance and valuable industry insights to our members and we look forward to working closely with Michael and his team.”

 

About the Club Management Association of Canada
The Club Management Association of Canada is the national professional association for individuals involved in the club management profession in Canada. Since 1957, the association has been supporting members with education, certification, networking and member events to facilitate them being the best in the industry. Members include general managers, chief operating officers, assistant general managers, clubhouse managers, golf superintendents, chefs, controllers, food and beverage supervisors, golf professionals, as well as students interested in pursuing a career in club management. CMAC professionals work at private, semi-private and public golf clubs, country clubs, city clubs, faculty clubs and recreation and leisure clubs.

CMAC is headquartered in Toronto, Ontario with over 650 members and 11 branches across Canada.

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