Author: Samar Abdourahman

CMAA 2022 World Conference and Club Business Expo

Date:

Welcome to the #CMAA2022 Hub!

Every year, the CMAA World Conference & Club Business Expo offers valuable learning and development opportunities for club management professionals to grow their skills and knowledge, connect with industry professionals, and explore the latest innovations and best practices. As a longstanding Business Partner of  CMAA and proud conference sponsor, we’ve assembled some helpful learning materials and resources for club leaders attending the conference.

Our Partnership with Club Management Association of America

GGA Partners’ collaboration with CMAA dates to 2012. In the years since, the firm has extended support to several CMAA programs, facilitating educational events and providing industry-leading research to strengthen club management. GGA supports various CMAA activities, including the World Conference on Club Management, Business Management Institute Leadership Principles (BMILP), and the Leadership/Legislative Conference. 

Meet the GGA Team

Visit the GGA Partners booth (#1132) on February 21 and 22 to connect with our club experts, learn about our latest insights and resources, and discuss how we can assist your club with its business goals.

Click each name to learn more:

           

           

Schedule of GGA Partners Sessions and Events

Our Recent Insights

Share your Perspective  

The 2021 Club Leaders Survey, a GGA Partners research survey administered in partnership with CMAA, explores recent trends and reactions within the club industry, serving as a contemporary update on the pressing needs of club leaders across the country.

We invite you to share your perspective and participate in the survey. Individual responses to this survey will be kept in strict confidence and the results will be reported in an aggregate format.

Complete the Survey

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping 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. 

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GGA Partners 2022 Outlook

Date:

As we near the two-year mark of the pandemic, global economies have rebounded from the volatility of mid-2020 and 2021. Yet, private clubs, resorts, golf courses and residential communities have entered a “new normal”—one that’s difficult to predict.

To help clubs anticipate and respond to these changes, we break down five key trends that emerged from 2021 and explore their potential impact on the private club segment in 2022:

 

    • Governance – Club members are demanding more from the Boards of clubs they join. Club leaders must manage members’ expectations, evolve governance standards and drive towards increased institutional transparency.
    • Amenities and Services – The pandemic resulted in a paradigm shift in how members view and experience amenities and services at their clubs. As lifestyles and working environments transformed over the past two years, so to have preferences for the amenities and services member desire. 
    • Talent – Business leaders recognize talent as one of the most important sources of value. Human resource challenges and talent shortages continue to challenge hiring efforts. What new approaches should club leaders consider to attract and retain talent?
    • Membership Dues – Increasingly, clubs must create sustained outcomes for membership dues and joining fee structures in response to external factors. How can clubs navigate shifts in utilization rates, rising inflation and find balance in pricing? 
    • Business Strategy – Clubs will need to take a 360-degree view of existing operational frameworks, conducting scenario analyses, combing through operational and financial data, identifying the potential risks, and evaluating their impact on the organization. Clubs looking to enhance their organizational agility in 2022 and beyond may want to start by revisiting five key areas: operations, membership, utilization, capital and communications and branding.

Read more

Get in touch

For more information, please contact us.

Executive Search: Executive Chef at Cullasaja Club

Date:

Executive Chef
Cullasaja Club
Highlands, North Carolina

The Club

Cullasaja Club, created by Arvida in 1987, is an intimate private club in a storybook setting high in the Carolina Mountains. The Club, to which membership is by invitation only, is dedicated to creating memorable and remarkable experiences for its members and their guests. The membership is genuine and friendly, and the amenities and activities are exceptional. The Club is managed by an extraordinary and long-tenured staff that is known for delivering highly personalized services.

The Club, located in the resort town of Highlands, NC, is situated at 4,200 feet above sea level which guarantees summertime temperatures in the low to mid 70’s each day. Featuring less than 300 homes, the community boasts a stunning 24,000 square foot mountain-lodge-style Clubhouse, a premier golf course, gourmet dining and a full roster of Club activities including tennis, croquet, swimming, boating, trophy trout fishing, and a first class fitness and wellness facility.

Golf legend Arnold Palmer designed the 6,900 yard, par-72 championship golf course, making many personal visits to create his Mountain Masterpiece. He walked the land to ensure that the green fairways were carefully carved into the natural landscape and streams to create a stunning experience for the low handicappers and beginners alike.

Cullasaja Club Overview

Memberships – 330 (currently capped). Golf – 275; Social – 55
Initiation fee – Full – $85,000;  Social – $42,500
Annual dues – Full-$16,075; Social – $11,635
Gross volume – $ 6.1M
Annual dues revenue – $ 3.9M
F&B volume – $1.2M
Gross payroll – $3.35
Culinary employees – 14 in-season
Board members – 9
Average age of members – 70

The Executive Chef Position

Cullasaja Club is searching for a committed, proactive, and passionate culinary professional who enjoys working in an exciting private club environment and one who has the ability to select the perfect enhancements to make a lasting impression.

The Executive Chef will coordinate and oversee all aspects of the kitchen to ensure the quality and consistency of the dining experience. This professional should have strong leadership skills, and a proven track record in recruiting and attracting culinarians to the team. Seasonal hospitality operations experience offering similar services is a plus.

Important Individual Characteristics

  • A naturally enthusiastic personality and passion for the culinary industry.
  • Ability to hire, train, motivate and develop a high performing team in a seasonal environment who are dedicated to a shared vision.
  • A natural leadership style which promotes an engaged, motivated staff.
  • A mind for innovation and action with an ability to act as a thought partner with the General Manager and other department leaders.
  • Creativity in menu design, exhibiting an appreciation for the Club’s culinary traditions while exploring fresh and innovative culinary trends.
  • The ability to communicate effectively, both verbally and in writing.
  • Disciplined follow-through to ensure the vision and goals of the Club come to fruition.
  • Ability to cultivate a high-level of member satisfaction through consistency in the dining experience.
  • A strong understanding of top-notch food and beverage experiences for Club members and guests.
  • Effective fiscal management through delivery of actual operational and capital results in alignment with approved budgets.
  • The desire to maintain high level of visibility among members and staff as the face of the Club’s dining and catering programs.
  • An understanding of the importance of digital communication and ability to utilize web and social media tools to communicate with the staff and membership.

Dining Facilities

The Overlook – is the most popular dining space offering a westward view in a covered, outdoor setting.  Seating capacity at the Overlook is set for 56 ala carte diners with the ability to seat 80 in a banquet setting.

The Sweetwater Room – provides more formal dining in a natural setting, with the Sweetwater Terrace offering more of the al fresco atmosphere Members have been enjoying on our Overlook for years.  The Sweetwater Room can accommodate 36-56 Members for ala carte dining or 72-80 in a banquet format.  The Sweetwater Terrace is set for 32 ala carte and can be extended to 48 people in a banquet setting.

Arnie’s Bar – this facility provides the opportunity for Members to enjoy a familiar atmosphere where everybody knows your name in a setting featuring soft seating and plenty of stools to belly up.  Arnie’s has 7 tables plus 20 barstools for ala carte dining providing seating capacity for up to 60 members to dine; or it can be set with seating up to 72 members for banquets.

The 4032 Market – serves as a versatile area for the busy morning crowd looking for a quick pick me up as well as a comfortable place to congregate before dinner.  There is ample seating for 12-16 people in this space.

Pool Side Grill – those enjoying an afternoon in the heated swimming pool often end their workout with a light salad, fresh sandwich or burger at the Pool Side Grill, which features seating for up to 52 people.

Fairway Café – nestled in the trees between the 9th green and the 10th tee complex, the Cullasaja Fairway Café is the perfect place for quick refreshments and an energy boost during a round of golf.  There are 6 tables with seating up to 32 people.

Private Events such as weddings can accommodate up to 350 people, utilizing both the indoor and outdoor spaces. For events of this size, the dining services will be closed to the membership. There are also two private meeting rooms, capable of seating up to 40 people for special events.

Candidate Qualifications

  • A minimum of 5 years of progressive leadership and management experience in a hospitality environment. Current Executive Sous Chefs at well-recognized organizations with verifiable records of achievement will also be considered.
  • Food safety certification.
  • Certification from American Culinary Federation or other hospitality association.
  • A degree from a post-secondary culinary arts program.

Note: A pre-employment background check will be required.

Salary & Benefits

Salary is open and commensurate with qualifications and experience. The Club offers an excellent bonus and benefit package.

Inquiries

IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, March 4, 2022.

Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Cullasaja Chef Cover Letter” and “Last Name, First Name, Cullasaja Chef Résumé”) respectively to: execsearchus@ggapatrtners.com. Please email resume with references.

 

 For more information about Cullasaja Club, please visit www.cullasajaclub.org

Executive Search: Clubhouse Manager for Governors Club

Date:

Clubhouse Manager
Governors Club
Chapel Hill, NC

Governors Club
The Club
Governors Club is a nationally recognized private club community located in Chapel Hill built around an award-winning 27-hole Jack Nicklaus Signature golf course and member-owned country club. A Platinum Club of America and Distinguished Club, Governors Club is the Triangle’s only gated golf community.

The Clubhouse serves as the social center of the community and provides members with world-class dining and events, while the Wellness Center is a separate facility dedicated to members’ health and fitness. Governors Club is committed to continually improving facilities – nearly all amenities have been renovated over the past 5 years, including a full reconstruction of the Clubhouse kitchen, casual and formal dining rooms, and bar area; expansions and enhancements to the Wellness Center gym, group fitness studios, indoor and outdoor pools; and the addition of a Pickleball facility to the tennis complex.

Governors Club members hail from across the U.S. (from almost every state) and many have lived in various countries around the world. The Club hosts more than 400 events and activities year-round—there is something for everyone.

Governors Club is governed by a Board of Directors and supported by various committees, which are responsible for setting policy. A professional management team manages daily operations and oversees a staff of more than 100 employees. The Club operates independently from the Governors Club Property Owners Association, which handles the affairs of the gated community, such as roads, signs and gate house.

Club facilities include:

Dining: The Club Room, The Nicklaus Room, The Outdoor Terrace, The Grab N Go, Summer Pool Grill (seasonal)

Golf: 27-hole Jack Nicklaus Course divided into 3 9-hole courses: The Lakes, The Foothills, and The Mountain course, Golf Practice Areas, Private Lessons

Wellness: Wellness Center, Fitness Classes, Personal Training, Indoor & Outdoor Pools

Tennis: 8 Tennis Courts (6 Har-Tru Clay courts & 2 MondoTen hard courts), Pickleball courts

Youth: KidCare, Social Events, Summer Camps, Tennis & Golf Instructional Programming

Governors Club Overview
667 memberships – (Golf: 459; Sports: 179, Social: 29
Initiation fee – Full: $45,000; Other: $20,000
Annual Dues – Full golf:  $9,840
Gross Volume – $10.37M
Annual dues – $6.62M
F&B Volume – $2.37M
Gross payroll – $4.19M
Employees – 150 in-season; 110 off-season
Board members – 9
Average member age – 64

The Clubhouse Manager Position
The Clubhouse Manager is ultimately responsible on a daily basis for all clubhouse and food/ beverage operations, including the general housekeeping over these areas. In the absence of the Assistant General Manager (AGM), the Clubhouse Manager is also responsible for all aspects of the operation and performs specific tasks as requested.

This managerial position requires working closely with, and reporting directly to the AGM, providing quality leadership and contributing to the positive atmosphere of the Club and associated operations. The Clubhouse Manager will also prepare annual department budgets in concert with the AGM.

The Clubhouse Manager will enhance the club culture and is responsible for the dissemination of hospitality, friendliness and goodwill among members, guests and staff. His/her goal is always to help members and guests enjoy the facilities and events of the Club. In addition to building relationships with Club members, guests, and employees, he/she also provides support to the respective committees and advisory groups. As the public face of these operations, a hands-on approach, and understanding that full member and staff engagement is critical, is required to succeed in this position.

The Clubhouse Manager consistently provides anticipated and enhanced hospitality along with superb dining and other food and beverage experiences for the Club’s membership and their guests. Alignment with the Executive Chef and Food & Beverage Manager is very important in this position to ensure collaborative, innovative, harmonious relationships between front- and back-of-house operations.

Primary Responsibilities

Member Services

  • Consistent, highly-visible, sincere and significant engagement with members and staff in the dining areas of the club is of the utmost importance. It is the ultimate responsibility of the Clubhouse Manager to ensure all member dining, amenities and club events are well-conceived and executed.
  • Provide quality leadership in a positive and upbeat manner for the members, guests
    and staff.
  • Create and maintain a first-class service culture throughout the club campus and its amenities.
  • Address and resolve all member and guest complaints and suggestions, general service, employee attitude, maintenance, and presentation of the clubhouse operations.

Employee Relations

  • Oversee the recruiting, hiring and development of clubhouse and various food service venue personnel.
  • Oversee ongoing training programs complete with up-to-date training manuals to ensure exceptional service in all parts of the club’s operation.
  • Provide for training and future development of all subordinate managers and supervisors subject to budget approval by the Assistant General Manager. Instill a “team player” concept in all employees. Continue to coach, counsel, and evaluate departmental staff.
  • Ensure a positive spirit and healthy work environment exists throughout all club operations, one that is free of safety risks and all forms of employee harassment.
  • Maintain an effective two-way communications program with employees to ensure they are treated in a fair, structured and consistent manner.
  • Serve as an administrative and communication link between departments in the club.
  • Guarantee that all clubhouse employees are regularly trained and certified in areas that help guard the safety and well-being of our members, guests and other employees including, but not limited to responsible alcohol service, safe food handling, etc.
  • Help to facilitate a team environment with morale, high ethical standards and efficient use of resources to position the Governors Club to be a preferred employer of choice in the community.

Financial Management

  • Work jointly with the Controller and Assistant General Manager to prepare the annual operating and capital budgets for all clubhouse and service operations; assist in the management and control of operations to attain the desired results.
  • Monitor the budget each week/month and direct any corrective action, as necessary, to assure budgeted goals are attained.
  • Provide input to all clubhouse and service personnel regarding annual budgets, capital spending plans, fiscal controls and operational guidelines.
  • Manage all labor cost payouts and maintain them within the constraints of the budget, and through close coordination and approval from the Assistant General Manager and Controller.
  • Monitor payroll records to control overtime and maintain labor costs within budgetary guidelines.
  • Supervise the purchase, receipt, safekeeping and disbursement of operating supplies and equipment to maximize quality and profitability.

Personnel Management

  • Display a strong hands-on approach and lead the staff by example. Must be approachable to staff, members and guests.
  • Assist the Assistant General Manager in developing and implementing long-range (strategic) and annual (business) plans, operating reports, forecasts and budgets.
  • Work with Human Resources to develop long-term staffing needs for each area of responsibility.
  • Responsible for hiring, discipline, termination and documentation of all clubhouse and service staff.
  • Review all accidents and work with HR and Safety Committee to complete accident reports and implement improved procedures to prevent the situation from reoccurring.
  • Attend senior management meetings and carry out directives agreed upon during the meetings along with any other requests of the Assistant General Manager. All actions must be carried out in a timely manner.
  • Serve as an ad-hoc member of appropriate club committees and advisory groups.
  • Possess a warm personality, a sense of humor and the ability to work effectively with all levels of the internal staff and members.
  • Work with the Executive Chef, Food & Beverage Manager and others to develop P&L statements prior to each event. Produce an event recap along with all appropriate documentation/history, keeping it on file for future use.
  • Work with Executive Chef on menu development.
  • Work with the F&B team to organize and market special club events.
  • Further his/her own continued development as a club management professional as a member of CMAA. With the assistance and approval of the Assistant General Manager participate in appropriate seminars/training programs, thereby enhancing his/her value and quality of services to Governors Club.

Operational Responsibilities

  • Understand and abide by Governors Club policies and departmental procedures. Suggest changes, and when appropriate, direct the implementation of change.
  • Provide content for and manage communications and marketing information for departments.
  • Assure Clubhouse operations and campus venues are run in accordance with all applicable local, state and federal laws.
  • Disseminate information effectively and coordinate activities between departments
    in a timely manner.
  • Keep the Assistant General Manager informed of all potential problems and activities related to the smooth operation of the clubhouse and other food service venues.
  • Oversee inventory management throughout departments and complete a periodic china, glass and silver inventory to maintain par levels.
  • Coordinate and approve all entertainment in consultation with Assistant General Manager and others.
  • Possess a sharp eye for detail in the overall management of the operation.
  • Report performance and financial data, e.g., weekly report to Assistant General Manager in a timely and regular manner.

Candidate Qualifications

  • Minimum 3-5 years of progressive leadership and management experience in a private club environment.
  • Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.

Note: A pre-employment drug screen and background check will be required. The position is available immediately.

Salary & Benefits
Salary is open and commensurate with qualifications and experience. The Club offers an excellent bonus and benefit package.

Inquiries
IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, February 25, 2022.

These documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Governors Clubhouse Cover Letter” and “Last Name, First Name, Governors Clubhouse Résumé”) respectively to: execsearchus@ggapartners.com.

All requested information, along with references, should be emailed to the address above.

 

For more information about Governors Club, please visit www.governorsclubnc.com

Putting your data to work: 3 strategies to optimize your private club data

Date:

In the ever-changing private club industry, organizations must continually ask themselves, “Are we managing operations to the best of our ability?” Peter Drucker, widely recognized as the founder of modern management said, “You can’t manage what you don’t measure.” Drucker’s words hold true today as the field of data science evolves at an increasingly fast pace. While the club industry has generally adopted data-driven approaches, our experience at GGA Partners highlights three common metrics that, when utilized effectively, are powerful contributors to success:

Revisiting member resignations

Clubs should aim to take an integrated view of their membership and while many have made great efforts to better track active membership profiles, there are significant opportunities in evaluating thorough data on resigned members. Clubs interested in reducing membership attrition are well-served to obtain a clear picture of resigned members. Collecting information on resigned members actually begins with appropriately tracking the members’ joining date and demographic information. With this, clubs are not only able to analyze what the typical lifecycle of membership is, but also how this lifecycle may differ across a variety of demographics. With this method, a club will obtain more insightful findings than a general resignation metric. For example, a club could determine when female members resign and whether this differs to male members, the conversion rates of intermediate category members to full, or whether members within certain geographic areas showcase distinct resignation patterns. Utilizing this lifecycle analysis, clubs can subsequently evaluate current active memberships and analyze who may be nearing the historical “end of membership” timeline. Digging deeper, if a club tracks the historical spend and usage habits of members leading up to their resignation, there comes an opportunity to utilize analytics to observe active members who display similar spend and usage patterns exhibited by resigned members (i.e., reductions in spend and usage).

Diving into usage details

Another area of opportunity is increased tracking of detailed amenity utilization statistics, such as rounds played, fitness check-ins, tennis court bookings, and food and beverage covers. As an effect of the COVID-19 pandemic, many clubs adapted their booking technology to meet both safety regulations (where necessary) and membership demand.

Numerous clubs currently track this information on an aggregate basis (which is a great start) but incredible value comes from tracking the data on a per-member and time-associated basis. For example, for a private golf club, knowing how many rounds of golf your club saw in a year is valuable, but being able to assess which groups of membership played more than others during certain time frames offers a much more focused and actionable scope (particularly if utilization concerns continue to impact membership dissatisfaction across private clubs globally). The same impact could be had for a private multi-sport facility with tennis or fitness bookings. To generate this level of insight, clubs must track any sort of booking to the given member and attach a time with said booking. For example, if a specific member is playing a tennis match at 9:30am on a Saturday, this would be tracked within the club’s internal systems. At the end of the month, the club could export all match data and run various analyses, such as which members played the most, what are the busiest days and times, were there days of the week that would benefit from having additional programming to reduce higher-capacity times, and so on.

Managing membership movements

At a basic level, clubs should be confident in their knowledge of year-end membership category counts. With this information, assessments can be made on how certain categories have changed within a year, and then further investigated. Delving beyond the basics are those who have accurately tracked new sales, resignations and transfers within each category. Clubs should consider collecting and reporting data according to membership categories. Looking at the table below, including the previous year-end count to act as the baseline moving forward and the most recent year-end count provides context on increases and decreases. New sales, resignations, and transfers in and out for each membership category are also included, and updated throughout the year for easy input.

This comprehensive analysis allows clubs a detailed look at how membership is truly moving throughout any given year. For example, a category may appear steady from a year-over-year perspective, but upon further analysis, the reality showcases an incredible amount of pressure on new membership sales due to increased member transfers or resignations. With this level of insight, the club can then investigate why there are so many members moving out of this category and take actionable steps to stabilize its membership.

Improving and sustaining business performance is always top of mind for club leaders. A deeper approach to data and analytics plays a critical role in maximizing performance across club operations. Increased awareness into trends emerging from resigned members, the usage patterns of specific membership groups, and how members are migrating will lead to better understanding of the membership, and more effective actions taken by the club.

How our research & analytics professionals can help

Research and analytics are fundamental to GGA Partners’ proven approach to analyzing club performance and to continually improving the tools and solutions we offer our clients. With a team of professionals that carry over 28 years of experience in the golf, private club, and leisure industries, we can show your club how to leverage data and analytics to drive success.

Contact a GGA Partners professional today for more information.

 

Whitepaper: Unlocking the Strategic Power of Member Feedback

Date:

This GGA Partners whitepaper discusses new approaches to understanding private club members. By re-imagining the potential of member feedback and charting a path towards maximizing feedback in strategic planning, private clubs can increase their attractiveness and competitiveness further.

This whitepaper reviews how Medinah Country Club strengthened its position in an increasingly competitive environment and uncertain economic time. By supplementing its understanding of member satisfaction to identify how to allocate limited resources, the Club was able to significantly impact member satisfaction and identify the greatest areas of opportunity.

Key topics and actions that are highlighted in this whitepaper include:

  • Advanced data analytics, including the Member Feedback Loop
  • Approaching data differently to pivot towards feedback opportunities
  • Unlocking the true potential of member surveys
  • Leveraging Satisfaction Impact Assessments to support club strategy
  • Delivering on the promise of data-informed decision-making

Download the whitepaper

For more information, please contact us.

Executive Search: Director of Golf for The Credit Valley Golf & Country Club

Date:

Director of Golf
The Credit Valley Golf & Country Club
Mississauga, Ontario

The Club

Located in Mississauga, Ontario, The Credit Valley Golf and Country Club is known today as one of Ontario’s finest private golf clubs. Originally the hunting and fishing grounds of the Ojibway people, Credit Valley traces its golfing beginning back to 1930. The golf experience at Credit Valley combines breathtaking scenery with a challenging parkland design that pairs tight fairways with large and fast undulating greens.

The Facilities

Although the Club offers numerous amenities to its members, Credit Valley is a golf club at its core. Designed by renown golf course architect, Robbie Robinson, the course is a true, fair test of golf to members of all skill levels. Complementing the course, Credit Valley offers one of the GTA’s finest practice facilities, boasting over 60,000 square feet of teeing space, two practice bunkers, two practice greens, and eight target greens.

In addition to the golf experience, Credit Valley offers a 37,000 square foot clubhouse, an 800 square foot fitness facility, and a beautiful indoor swimming pool.

The Position

Credit Valley is seeking a well-qualified, dynamic individual to oversee and manage golf operations and work cooperatively with other departments to provide an exceptional member and guest experience.  The Director of Golf is also responsible for overseeing the Clubs fitness operation, with the Fitness Director reporting to them.

The Director of Golf will be responsible for the following:

Primary Responsibilities

  • Develop and deliver an outstanding member experience and service commensurate with member expectations and in keeping with a premier Tier 1 private golf and country club.
  • Recruitment, training, development, performance management and leadership of golf operations and fitness staff.
  • Working with the COO and Controller, preparation and oversight of all fiscal areas and performance for the golf and fitness operations including the capital and operating budgets, annual business plan, forecasting and monitoring.
  • Work with the golf operations staff, club management team and various member committees, to develop and implement merchandising, programs, club tournaments, leagues, coaching and lesson programs and outside events.
  • Oversight of the golf shop, which includes purchasing, merchandising, sales and marketing, inventory management, and financial performance.
  • Oversight of the golf reservation system, tracking and marshalling play on the golf course. Enforcing all rules and regulations governing golf course usage.
  • The Director of Golf is engaged in new member recruitment and orientation as well as ensuring that the golf experience meets member expectations.
  • Oversee the development of operating procedures and training manuals.
  • Coordinate plans with the Food and Beverage Manager for all on-course food and beverage, banquets, outside events, and catering for all golf functions.
  • Foster and support equity, diversity and inclusion (EDI) within the Club through adoption of best practices for an inclusive and equitable workplace.
  • Develop and oversee an innovative tournament schedule and golf activities program that is appealing to all member demographics and skill levels, including children’s golf programs.
  • Develop and oversee golf instruction, clinics, golf schools, and player development programs for all members. Ensuring that members from all demographics and golf skill levels are accommodated by the golf program.
  • Play golf with members of all skill levels, demographics and genders as time and duties permit.
  • Oversight of the Clubs fitness operation through the Director of Fitness.

Candidate Profile

The Director of Golf reports to the Chief Operating Officer (COO).  Given the leading role this individual will play in achieving the strategic objectives of Credit Valley, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • Class A member of the PGA of Canada with Director of Golf/Head Professional or comparable experience preferred.
  • A dynamic leader with the ability to maintain a strong team by motivation and leading by example.
  • Ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes. Excellent communication skills.
  • Highly visible leader with a friendly, outgoing personality and focus on member service. A leadership style that lends itself to being the ‘face of the golf experience.’
  • Out of the box thinker determined to be innovative in the modern world of golf operations.  Knowledge and experience in fitness and wellness is an asset.
  • Ability to work collaboratively with the active volunteer base at the club to achieve results.
  • Encompasses an understanding of a private member-owned club culture.
  • Demonstrated ability to manage all aspects of the golf retail business.
  • Proficient instructor who is well-versed in the latest club fitting and teaching technologies.
  • Ability to organize and oversee annual golf event fixtures and programs, including participation in the internal marketing and administration of the events and programs.
  • Strong administrator with excellent organizational skills.
  • Ability to implement, enforce and maintain all policies, programs and plans as established and communicated through the COO.
  • Ability to market, schedule and manage any external competitions and events.
  • Provide support for prospective member sales, new member integration and membership retention programs.
  • Maintain and promote a well-respected and professional image within the Club, the industry and community.
  • A keen interest in continuous learning and professional development in the industry.
  • Proficient with Microsoft Office Suite and related software such as Jonas, Golf Genius, etc.
  • A self-starter and results oriented work style combined with excellent communication and interpersonal skills with all the Club’s stakeholders.

Compensation

The Club will offer an attractive year-round compensation package, commensurate with experience, which will include a competitive base salary and benefits.

Inquiries

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by February 4, 2022. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Credit Valley Resume” and ‘Last Name, First Name, Credit Valley Cover Letter”) respectively to:

Michael Gregory, Partner and George Pinches, Director, GGA Partners, Inc. execsearch@ggapartners.com.

For more information on The Credit Valley Golf & Country Club, please visit www.creditvalleygolf.com.

Lead Search Executives

Michael Gregory
Partner
GGA Partners

George Pinches
Director
GGA Partners

 

 

 

 

 

 

 

Executive Search: Director of Amenity Services at Savannah Lakes Village

Date:

Director of Amenity Services
Savannah Lakes Village
McCormick, South Carolina 

The Community & Club

The community is located approximately 35 minutes north of the Augusta, GA metro area, and includes 25 miles of shoreline along the 71,000 acre Lake Thurmond. The organization presently employs 125 team members and is one of the largest employers/economic development drivers in the semi-rural region of McCormick County in western South Carolina. Infrastructure, homesites and amenity development began in late 1980’s as a large-scale master planned community by Cooper Communities.  4,956 homesites were developed with all horizontal infrastructure and sold between 1989 and 2000.  In 2000, the community and all amenities were transferred to the Savannah Lakes Village Property Owners Association.

The community has successfully transitioned over the last two decades from developer-owned to a member-owned common equity community with a strong emphasis on continuously improving/elevating club amenities and services, real estate development and adding to the value proposition of the local destination that is Savannah Lakes Village/Freshwater Coast Region.  All property owners are full members of all the clubs and the amenities that are owned and managed by Savannah Lakes Village. These amenities include a 23,000 sq. ft. recreation center (indoor and outdoor pools, Har Tru tennis courts, pickleball courts, bowling alley, fitness room, and more), two 18 hole golf courses, two clubhouses and an extensive private and community dock program (all docks are owned and maintained by SLV).  The community presently has 1.400 completed homes and a resident population of approximately 2,900.

To learn more about Savannah Lakes Village, visit: www.savannahlakes.com.

Savannah Lakes Village Overview:

  • 1,400 households and growing
  • Annual assessment ($1,715) for all property owners – one class of membership,
  • $7.3 in Total Revenues
  • Revenue and capital generation model in place, allowing community to reinvest with residential growth.
  • $820K F&B Volume with significant readily available opportunities to expand
  • $3M Gross Payroll
  • 125 Employees
  • Healthy balance sheet
  • Average age of members is 63

The Director of Amenity Services Position

Responsible for the overall leadership and management of the food service/social, golf service and recreation programs of the SLV POA, ensuring the overall objectives, policies, programs and fiscal practices of the SLV POA are implemented, administered and maintained.  Responsible for the promotion of the food service, golf and recreation-social programs with a strong focus on  hospitality, friendliness and goodwill among all Members and guests.

The Director of Amenity Services reports directly to, and receives general support from, the Chief Operating Officer but should maintain a close cooperative relationship with other officials of the SLV POA, including:

Committees

Serves as an ex-officio non-voting member of those committees assigned helping to coordinate the efforts of the committees toward achieving the responsibilities outlined in Committee Guidelines established by the Board.  Rendering advice, opinions, assistance and services as required.  Reporting to and keeping informed the Chief Operating Officer on the activities, concerns and other matters of interest relating to the committees.  If requested by the Chief Operating Officer, attend meetings of other committees.

The Director of Amenity Services serves as an ex-officio non-voting member of the following committees:

  • Events, Social and Recreation Committee
  • Golf Committee
  • Tennis/Pickleball Committee

Management Team

Work closely with all members of the Management Team in developing and meeting overall goals and objectives of the SLV POA.  Attend all Management Team meetings and keep other team members informed in a timely manner on matters of interest through regularly scheduled meetings of all team members under direct leadership.  Responsible for  assisting in developing and leading guidelines established for all members of the Management Team concerning facilities/equipment inspection, support and reporting, administration, human resources, safety and health, etc.

Primary Responsibilities

Food Service:

  • Supervise and direct the effective operation of the food service programs, assuring a high standard of appearance, graciousness and service with the highest focus on member satisfaction.
  • Responsible for providing leadership for the overall initiating, planning, development, execution and evaluation of various activities and programs that will enhance the food service program and increase Member participation.  These programs should build enthusiasm within the membership for food service participation.
  • Manage and coordinate food production for all food service outlets.  Responsible for food quality and customer satisfaction while operating under budget and regulatory controls. Also responsible for menu development, inventory control, ordering/purchasing, food and labor cost controls, and staff training.
  • Assist as needed with the various food service activities for the Members, clubs and organizations of the SLV POA, seeking opportunities to build community life and spirit.
  • Develop promotional activities and work with the Food Service Manager and Director of Marketing to implement an effective marketing program for the total food service program, facilities and services, including the use by Members and their guests and to outside groups and individuals within guidelines established by the Board.

Golf Shops and Golf Related Activities: 

  • Responsible for providing leadership for the overall planning, development, execution and evaluation of the various golf events, activities and programs that will enhance the golf program and increase Member participation.  These programs should build enthusiasm within the membership for golf participation.
  • Supervise play on the golf courses and the use of related facilities.  Be responsible for overall scheduling of the courses to assure Members, guests, tournament functions and other activities to build a strong golf program so that maximum enjoyment of the golf program is achieved, providing equal and fair play by all Members and guests.
  • Supervise the operation of the golf shops, practice ranges and other related functions assuring they are open at reasonable hours and scheduling adequate staff as reasonably required to provide effective and efficient service within budget limitations.
  • Supervise the rental, use and maintenance of all golf carts operated by the SLV POA, assuring that the carts are cleaned, maintained and adequately serviced to assure the maximum enjoyment by the Members and guests and that the interest of the SLV POA is protected.
  • Supervise and assist as needed with the various golf and related social activities for Members, clubs and organizations of the SLV POA, seeking opportunities to build community life and spirit.
  • Provide support and leadership of the golf merchandise program to include purchasing, displaying and selling golf merchandise with the obligation of maintaining an inventory quality comparable to that of other golf shops serving private golf courses.

Recreation Center:

  • Responsible for providing leadership for the initiating, planning, development, execution and evaluation of the various recreation and social events, activities and programs at the Recreation Center that will enhance the recreation-social program and increase Member participation.  These programs should build enthusiasm within the membership for recreation-social participation.
  • Supervise the operation of the Recreation Center and related facilities assuring they are open at reasonable hours as determined by the Chief Operating Officer and scheduling adequate staff as reasonably required to provide effective and efficient service within budget limitations.
  • Supervise and assist as needed with the various recreation-social activities held at the Recreation Center for the Members, clubs and organizations of the SLV POA, seeking opportunities to build community life and spirit.
  • Supervise as needed the various recreation-social activities held at the Recreation Center for outside individuals and groups desiring to use the recreation-social facilities of the SLV POA.
  • Develop promotional activities and work with the Recreation Center Manager to implement an effective marketing program for the total recreation-social program, facilities and services, including the use by Members and their guests and to outside groups and individuals within guidelines established by the Board.

Direct Reports:

  • Food and Beverage Service Manager
  • Head Golf Professional
  • Recreation Center Manager
  • Recreation Center Maintenance Manager

Candidate Qualifications

  • A minimum of 5 years of progressive leadership and management experience in a private club, hospitality, and leisure environment.
  • Must have the ability, skills and sufficient educational background, normally a Bachelor’s in a related field, and/or actual experience to administer the entire food services program, golf services program and recreation program.
  • Requires advanced knowledge in food preparation, bar operations, service, planning and F&B business management.
  • Requires knowledge in merchandising and golf shop operations.
  • Requires knowledge of recreation facility and outdoor recreation operations, including fitness center, indoor and outdoor swimming pools, tennis/pickleball courts, bowling alleys, multipurpose room operations and numerous outdoor recreation activities.

Note: A pre-employment background check will be required.

Salary & Benefits

Salary is open and commensurate with qualifications and experience. The Club offers a competitive bonus and benefit package.

Inquiries

IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, February 4, 2022.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Savannah Lakes DOA Cover Letter” and “Last Name, First Name, Savannah Lakes DOA Resume”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.

Executive Search: General Manager/Chief Operating Officer for Uplands Golf Club

Date:

General Manager/Chief Operating Officer
Uplands Golf Club
Victoria, British Columbia

Uplands Golf Club

The Uplands Golf Club is described as “the course you can walk for life” as the parkland style course opens itself up to golfers with our varying vistas but very limited change in elevation.  According to the Guinness Book of Records, Arthur Thompson, (1869-1975) carded 103 on January 1, 1973 at Uplands, making him the oldest golfer ever to shoot his age. This is a tribute to an extraordinary man but also to a very walkable and playable course at any time of the year.

The Club is situated on 120 scenic acres adjacent to the University of Victoria.  Uplands Golf Club is most recognized for its exceptional well-groomed fairways and greens which are playable on a year-round basis.  Just 10 minutes from downtown Victoria, it is accessible from all Greater Victoria districts.

As the Club enters its 100th Birthday year, it has embarked on a multi-year plan of course improvements guided by a plan from golf architect Jeff Mingay. The Club has hosted 19 PGA of Canada events and is a favourite with players at all levels.

The Clubhouse has rooms that accommodate gatherings both large and small, and spacious sundecks with views of the incredible wooded course.  As a certified member of the Audubon Sanctuary Programme, Uplands continues its commitment to ensuring that the underlying principles and guidelines of nature conservation are fully adhered to.

To learn more about the Club, visit www.uplandsgolfclub.com.

The Position: General Manager and Chief Operating Officer

Uplands Golf Club is seeking a General Manager and Chief Operating Officer (GM/COO) who is dedicated to the Club’s Mission Statement and Guiding Principles. Reporting to the Board of Directors through the President, the GM/COO is responsible for the management of all aspects of the Club’s activities in leading the Club towards the development and achievement of the strategic and business planning goals.  The GM/COO shall develop operating procedures and guidelines as necessary to respond to the overall policy directives passed by the Board of Directors.

Responsibilities

  • Develop and deliver a consistently excellent member experience commensurate with specified member expectations and in keeping with a premier private club.
  • Effectively manage all aspects of the Club’s activities and services to ensure a high level of member satisfaction and referrals to their family, friends, and colleagues.
  • Develop and implement innovative, industry-leading operating policies, programs, procedures, and methods. Direct the work of and support the development of all department managers.
  • In consultation with the Board, deliver long and short-term financial objectives. Ensure that the financial integrity of the Club is maintained at all times.
  • Prepare forecasts and execute the financial plan for the Club including development of annual operating, cash, and capital budgets. Prepare financial reports to the Board.
  • Develop an organizational structure that is in keeping with the values and the strategic direction of the Club. Act as a mentor to Direct Reports.
  • Coordinate and implement the strategies within the Club’s short and long-range strategic plan as approved by the Board.
  • Welcome new Club members, “meet and greet” all Club members as practical during their visits to the Club.
  • Maintain a visible and outgoing presence and lines of communications in the Club with members and staff. Responsible for ensuring communications initiatives and appropriate marketing tools are developed to increase the visibility of the Club to current and potential members.
  • Develop ongoing dialogue and rapport with members by being present at all major Club functions.
  • Ensure compliance with all legal and regulatory requirements affecting the Club.

Direct Reports:

Head Golf Professional, Master Superintendent, Food and Beverage Manager, Membership/Office and Website Administrator, Accountant and Member Accounts Secretary.

Candidate Profile

The GM/COO will report to the Board of Directors through the President.  Given the leading role this individual will play in achieving the strategic and business objectives of Uplands Golf Club, it is essential that the successful candidate possess the following core competencies, experience, and attributes:

Leadership Skills:

  • A trustworthy, dependable, and dynamic leader with the ability to build strong teams by motivating staff and leading by example.
  • Has the ability to provide direction and expectations, continuous performance feedback with recognition that leads to positive outcomes. Fully engage and inspire department managers and their teams to enhance member experiences.
  • Exhibit leadership skills in continued team building, employee motivation and service training consistent with the Board’s desire to create a club environment that is inclusive and safe for all members and staff.
  • Forward-thinking, follows industry trends, and strives for continuous improvement to ensure the Club implements improvements as required.
  • Foster and support equality, diversity, and inclusion (EDI) within the Club through adoption of best practices for an inclusive and equitable workplace.
  • Is respectful and professional in all interpersonal dealings.
  • Proudly represent the Club as its spokesperson to internal and external groups through strong communication and presentation skills.
  • Provide support and advice to the Board of Directors and its committees.

Member and Guest Experience:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service as expected at a member-owned club.
  • Ability to set and maintain high standards for all facilities, services, and communications.

Interpersonal/Fit:

  • Demonstrates integrity, ethical conduct in words and deeds; embodies the characteristics of a successful leader through honesty, straightforwardness, accountability, leadership, empathy, and dedication.
  • A self-starter with a results-oriented workstyle combined with excellent verbal and written communication as well as interpersonal skills demonstrated with all the Club’s stakeholders.
  • A confident, diplomatic, competent professional who is a “doer”. A take-charge person who recognizes the importance of accountability and innovation.
  • A track record of strong professional results with a clear commitment to member service.
  • Interacts with an open and transparent approach with members while maintaining a professional balance between empathy and process adherence.

Business/Finance Skills:

  • An entrepreneurial style combined with a strong understanding of all aspects of business management including business development, finance, information technology, human resources, risk management, marketing and performance management.
  • Understands and applies new club industry technologies.
  • An innovative and strategic thinker with strong business acumen and analytical problem-solving skills.
  • Experience managing complex capital projects.
  • Experience successfully leading hospitality operations in a club or similar setting.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

  • A post-secondary degree in business, hospitality or professional golf management credential is preferable.

Experience and Accreditation:

  • Experience as a senior leader in a private club environment or other similar top tier facility.
  • A passion and understanding of what it means to deliver a consistently excellent member experience.
  • Hospitality experience with an excellent understanding of food and beverage operations, including pricing, menu development, inventory management and costing.
  • Proven experience developing and managing budgets and business plans.
  • Experience reporting to a Board that has adopted a club governance structure and processes.
  • Evidence of continued professional development.

Compensation:

The Club will offer a competitive compensation package, commensurate with experience.

Application Process and Deadline:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, January 28, 2022. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Uplands Resume” and “Last Name, First Name, Uplands Cover Letter”) respectively to: execsearch@ggapartners.com.

Lead Search Executives

 

Michael Gregory
Partner
GGA Partners

 

 

 

George Pinches
Director
GGA Partners

 

 

 

 

 

 

 

Executive Search: Director of Food and Beverage at Glen Arven Country Club

Date:

Director of Food and Beverage
Glen Arven Country Club
Thomasville, Georgia 

Our Club

Founded in 1892, Glen Arven has thrived in a classic American small town for 130 years. Throughout its storied history, the Club was home to three United States Golf Association Women’s Amateur champions and was the host of multiple early PGA Tour events which featured legends Ben Hogan, Gene Sarazen, and Byron Nelson. Throughout the years, Glen Arven has proudly produced current PGA Tour and NCAA players, who carry on the Club’s notable golf history. The championship golf course was renovated in 2014 by famed architect Bob Cupp, to the acclaim and admiration of golfers throughout the region.

Glen Arven, built on a foundation of stability and excellence, is a full service country club offering golf, tennis, pool amenities and multiple dining options. Additionally, the Club is home to a world-class racquet facility featuring nine clay courts, along with a staff of three racquet professionals with accomplished NCAA careers. The facility was awarded the 2019 United States Tennis Association Outstanding Private Facility Award.

Governed by a Board Of Directors, the club benefits from great stability with an average Board member tenure of ten years. Additionally, the Club’s Department Heads reflect cohesion with long standing tenures.

Not satisfied to rest on its laurels, Glen Arven is in the design revision phase of a six million dollar clubhouse renovation, the scope of which includes a complete renovation to the kitchen and dining areas, in addition to updating enhancements to all locker room areas. The kitchen will feature an enlarged footprint with all new all new prep equipment displayed in an enhanced floor plan. The dining areas are being fully updated to reflect a modernized upscale casual design. The golf course maintenance facility is currently being relocated to a new site which will feature an industry leading facility design.

Overview

  • 620 Members – 383 golf; 92 social and 145 non-resident members
  • Initiation Fee – Full membership $20,000; Social membership $10,000
  • Annual Dues – $7,000
  • $6.8M Gross Volume
  • $3M Annual Dues
  • $1.5M F&B Volume
  • $3M Gross Payroll
  • Employees – 52 full time; 38 part time. Fluctuates minimally throughout the year.
  • 7 Board Members
  • Average age of members – 58

Director of Food and Beverage Position

The Director of Food and Beverage is responsible for all of the clubs’ food and beverage operations as well as the dissemination of hospitality, friendliness and goodwill among members, guests and staff. His/her number one priority is to ensure members and guests enjoy the facilities and events of the Club.

In addition to building relationships with Club members, guests, and employees, the Director of Food & Beverage provides support to the respective committees and advisory groups. As the public face of these operations, a hands-on approach, and understanding that full member and staff engagement is critical, is required to succeed in this position.

The Director of Food and Beverage consistently provides anticipated and enhanced hospitality along with superb dining and other food and beverage experiences for the Club’s membership and their guests. Alignment with the Executive Chef is very important in this position to ensure collaborative, innovative, harmonious relationships between front- and back-of-house operations.

This Director of Food & Beverage reports directly to the General Manager and will work alongside the Executive Chef. All service staff will be direct reports, including shift leaders and bartenders. He/she will also prepare annual department budgets in concert with the General Manager.

Primary Responsibilities

Member Services

  • Consistent, highly-visible, sincere and significant engagement with members and staff in the dining areas of the club is of the utmost importance. It is the ultimate responsibility of the Director of Food and Beverage to ensure all member dining, amenities and club events are well-conceived and executed.
  • Provide quality leadership in a positive and upbeat manner for the members, guests and staff.
  • Create and maintain a first-class service culture throughout the Club campus.
  • Address and resolve all member and guest complaints, suggestions, general service, employee attitude, maintenance, and presentation of the clubhouse operations.

Employee Relations

  • Oversee the recruitment, hiring and development of all food and beverage personnel.
  • Oversee ongoing training programs complete with up-to-date training manuals to ensure exceptional service in all parts of the Club’s operation.
  • Provide for training and future development of all subordinate managers and supervisors, subject to budget approval by the General Manager. Instill the concept of being team players in all employees. Continue to coach, counsel, and evaluate departmental staff.
  • Ensure a positive spirit and healthy work environment exists throughout all Club operations, one that is free of safety risks and all forms of employee harassment.
  • Maintain an effective two-way communications program with employees to ensure they are treated in a fair, structured and consistent manner.
  • Function as an administrative and communication link between departments in the Club.
  • Guarantee that all clubhouse employees are regularly trained and certified in areas that help guard the safety and well-being of our members, guests and other employees including, but not limited to, responsible alcohol service, safe food handling, etc.
  • Help to facilitate a team environment with positive morale, high ethical standards and efficient use of resources to position Glen Arven Country Club as the preferred employer of choice in the community.

Financial Management

  • Work jointly with the Controller and General Manager to prepare the annual operating and capital budgets for all food and beverage operations; assist in the management and control of operations to attain the desired results.
  • Monitor the budget each week/month and direct any corrective action, as necessary, to assure budgeted goals are attained.
  • Provide input for all clubhouse and service personnel regarding annual budgets, capital spending plans, fiscal controls and operational guidelines.
  • Manage and maintain all labor cost payouts within the constraints of the budget, and through close coordination and approval from the General Manager and Controller.
  • Monitor payroll records to control overtime and maintain labor costs within budgetary guidelines.
  • Supervise the purchase, receipt, safekeeping and disbursement of operating supplies and equipment to maximize quality and profitability.

Personnel Management

  • Display a strong hands-on approach and lead the staff by example.
  • Maintain an environment of approachability by staff, members and guests.
  • Assist the General Manager in developing and implementing long-range (strategic) and annual (business) plans, operating reports, forecasts and budgets.
  • Work with Human Resources to develop long-term staffing needs for each area of responsibility.
  • Own the responsibility for hiring, discipline, termination and documentation of all food, beverage and service staff.
  • Review all accidents and work with HR and Safety Committee to complete accident reports and implement improved procedures to prevent the situation from reoccurring.
  • Attend senior management meetings and carry out directives agreed upon during the meetings along with any other requests of the General Manager. All actions must be carried out in a timely manner.
  • Serve as an ad-hoc member of appropriate Club committees and advisory groups.
  • Possess a warm personality, a sense of humor and the ability to work effectively with all levels of staff and members.
  • Work with the Executive Chef, Food & Beverage Manager and others to develop P&L statements prior to each event. Produce an event recap along with all appropriate documentation/history, keeping it on file for future use.
  • Work with Executive Chef on menu development.
  • Work with the F&B team to organize and market special club events.
  • Further his/her own continued development as a club management professional as a member of CMAA. With the assistance and approval of the General Manager participate in appropriate seminars/training programs, thereby enhancing his/her value and quality of services to Glen Arven Country Club.

Operational Responsibilities 

  • Understand and abide by Glen Arven Country Club policies and departmental procedures. Suggest changes, and when appropriate, direct the implementation of approved changes.
  • Provide content for, and manage communications and marketing information, of department activities and events for all F&B departments.
  • Assure Food and Beverage operations and campus venues are run in accordance with all applicable local, state and federal laws.
  • Disseminate information effectively and coordinate activities between departments in a timely manner.
  • Alert the General Manager of all potential problems and activities related to the smooth operation of the clubhouse and other food service venues.
  • Oversee inventory management throughout departments and complete a periodic china, glass and silver inventory to maintain par levels.
  • Coordinate and approve all entertainment in consultation with General Manager and others.
  • Possess a sharp eye for detail in the overall management of the operation.
  • Report performance and financial data, e.g., weekly report to General Manager in a timely manner.

Candidate Qualifications

  • Minimum 5 years of progressive leadership and management experience in a private club or hospitality environment.
  • Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) or in active pursuit of designation preferred.

Note: A pre-employment drug screen and background check will be required. The position is available immediately.

Salary and Benefits

Salary is open and commensurate with qualifications and experience. The Club offers an excellent bonus and benefit package.

Inquiries

IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, February 4, 2022.

These documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, GACC DF&B Cover Letter” and “Last Name, First Name, GACC DF&B Résumé”) respectively to: execsearchus@ggapartners.com.

All requested information, along with references, should be emailed to the address above.

 

For more information about Glen Arven Country club, please visit glenarven.com.

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