Tag: executive

Murray Blair, Club and Branding Executive, Joins Global Golf Advisors as Director

Date:

Blair to expand the firm’s club and resort strategy, operations, transformation, and monitoring services

TORONTO, Ontario – Global Golf Advisors (GGA) – the leading authority on successful ownership and management practices for golf, private club, resort, and residential real estate businesses – has announced that respected club, resort, and branding executive, Murray Blair, has joined the firm’s Canadian office as a Director.

As a Director with GGA, Murray specializes in club and resort strategy, operations, brand building, transformation and performance monitoring. “The reimagination of club and resort businesses is in full swing with strategically crafted and nurtured brands driving value creation for savvy owners and operators,” explained Blair. “We at GGA are proud to support superior clubs and resorts around the world in developing and implementing the very best strategy and brand position in order to maximize club investment and lifestyle objectives.”

Murray will continue building upon GGA’s market-leading strategy and operations consulting services and leverage the firm’s robust research and analytics offerings to help clients transform their businesses and implement a game plan for long-term success and sustainability.

Derek Johnston, a partner in GGA’s Toronto office, provided insight into how the firm’s expanding team enhances its commitment to client success, “GGA’s mission is to help our clients solve their toughest problems. We are increasingly asked to remain involved in our club client’s projects on an ongoing basis; to monitor progress and, when needed, effectively evolve strategy to truly maximize performance over the long-term. Murray’s club leadership experience, history of managing premium brands, and dynamic charisma are perfectly aligned to deliver on these services. He is an incredible addition to our team and an invaluable resource for clients.”

Murray rejoins GGA after a successful eight-year stint leading transformations for a large retail brand and one of the top private clubs in the Greater Toronto Area.

“I am eager to rejoin the GGA family,” said Murray Blair, “I have remained in close contact with the GGA team during my time in club management and operations, and have enjoyed watching the firm grow and prosper. I have particularly enjoyed seeing GGA’s younger team members grow into industry leaders. I am thrilled to have the opportunity to work alongside such a dedicated and capable group again and contribute to the firm’s continued growth.”

Murray joins GGA to expand on what has already been a multifaceted career in the club and resort industries. Most recently, Murray was the General Manager at Granite Golf Club, one of Canada’s most innovative private family golf clubs, successfully rejuvenating the club’s brand and membership.

Prior to joining Granite Golf Club, Murray spent three years as Vice President at Joe Boxer, modernizing the garment brand for the Caulfield Apparel Group and leading Joe Boxer through an award-winning rebranding process that revitalized the brand, ultimately earning a 2014 Cassies Bronze medal.

Over the course of his career, Murray has also worked for the TPC organization as part of the opening team at TPC Scottsdale; spent four years with Marriott hotels in Arizona and Napa, California; ten years running the golf division for Fairmont Hotels, during which time he was ranked as one of the top 25 most influential people in Canadian Golf; and three years as a Vice President with ClubLink before his initial four years of consulting with Global Golf Advisors.

Through these experiences, Murray has been involved in the development and restoration of a number of great golf courses in North America including Banff Springs, Jasper Park Lodge, The Algonquin Resort, and Mayakoba in Mexico. Murray is active across the club industry serving on a number of advisory boards, including the Golf Ontario board, and delivers education sessions at various industry conferences.

About GGA

Global Golf Advisors (GGA) has provided industry-leading advisory services to more than 3,000 clients worldwide including private clubs, hotels, resorts, residential golf communities, developers, homebuilders, government agencies and municipalities, financial institutions, investors and lenders. Operating out of three global offices in Toronto, Phoenix, and Dublin, GGA is a highly specialized consulting firm focused on club and leisure related assets with a professional services heritage as the KPMG Golf Industry Practice. The firm’s expertise lies in its ability to effectively meld club management and operational expertise with highly capable professional strategists and experienced business analysts. GGA personnel include former club managers with experience leading exceptional clubs, along with alumni of Deloitte, Fairmont, KPMG, Marriott, Pulte Homes, PwC, and Scotia Capital. For more information, please visit www.globalgolfadvisors.com.

Media Contact

Derek Johnston, Partner at Global Golf Advisors
djohnston@globalgolfadvisors.com
905-726-0701

Murray Blair, Director at Global Golf Advisors
mblair@globalgolfadvisors.com
416-728-4186

Executive Search: General Manager at Dothan Country Club

Date:

GENERAL MANAGER
DOTHAN COUNTRY CLUB

The Club:

Founded in 1923 Dothan Country Club is a member-owned club in Dothan, Alabama. Dothan, located in Southeast Alabama, has approximately 60,000 residents and there are over a quarter of a million people living within a 50-mile radius.

One of the region’s most progressive cities, the Dothan community offers a mild winter climate, affordable housing, low property taxes, and a wide variety of products and services which include healthcare, education, shopping, and cultural entertainment. Located a few short miles from the state lines of Florida and Georgia, the area embraces the best that life has to offer, providing its residents the modern conveniences and amenities of much larger cities while also retaining the charm and friendliness of the South.

The Club’s golf facilities include a retail shop, an 18-hole course designed and renovated in 2001 by Bergin Golf Designs, driving range, chipping green, and putting green. The Tennis facility includes 7 clay courts, retail shop, and locker rooms. The Club has a Fitness facility featuring a weight room, locker rooms, and a group fitness room. The Pool complex includes the pool, snack bar and Cabana Bar. The Clubhouse consists of the administrative offices, kitchen, member dining areas, lounge and banquet facilities.

As a result of the 2017 Vision Capital Plan, the Club recently completed a $7.5 million renovation addressing the Clubhouse, Activities Building, Tennis Facility, and the Pool.

Dothan Country Club is home to the Future Masters Golf Tournament, one of the most traditionally rich junior tournaments in the world. An impressive list of golfing greats who have competed in the tournament continues to grow and includes past U.S. Open champions Hubert Green and Jerry Pate, Masters winner Larry Mize, PGA champions Bob Tway, Mark Brooks and Shawn Micheel, and British Open winner Ben Curtis. The Future Masters has become a proving ground for golf’s brightest junior stars, but it has never been only about golf. Rather, it is about the spirit of competition, friendships made, sportsmanship on the course, and the challenge of preserving 70 years of growing golf.

The Position:

The General Manager reports to the Board of Directors and coordinates with the President of the Board on a regular basis. The General Manager implements the policies established by the Board of directors and in accordance with the Club’s bylaws.

He/she develops operational policies and is responsible for the creation and implementation of standard operating procedures for all areas. This includes the preparation of the annual operating and capital budgets and management of the operations to attain the desired results. The General Manager coordinates all management functions and works in concert with committee chairs in assisting them in the development of proposed policies, programs, and events.

The General Manager is the lead coordinator of programming and development of synergy among all departments. The development and execution of the Club’s internal and external marketing strategies for membership growth and member engagement is a critical part of the position.

The General Manager should have a strong presence and embrace highly visibility with the membership and staff. They are expected to set the tone for consistently treating members with first class of hospitality and communicate this expectation to the entire staff as well.

More About Dothan Country Club:

  • 685 members
  • $5.82M Gross volume
  • $2.10M Annual Dues
  • $1.75M F&B volume
  • 102 Employees in-season
  • 15 Board members
  • Average age of members is 52

Candidate Qualifications:

Given the leading role this individual will be expected to play in achieving the strategic objectives of the Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A minimum of 5 years of progressive leadership and management experience in a private club environment. Current Assistant General Managers or Club Managers at well-recognized clubs, with verifiable records of achievement, will be highly considered.
  • A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) designation preferred.

Note:
A pre-employment drug screen and background check will be required. The position becomes available November 1, 2019.

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 resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Tuesday, November 26, 2019, and if possible, sooner. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Dothan GM Cover Letter” and “Last Name, First Name, Dothan GM Resume”) respectively to: pdelozier@globalgolfadvisors.com.

Patrick DeLozier
Director
Global Golf Advisors Inc.
(501) 258-2911

For more information on Dothan Country Club: www.dothancountryclub.com.

Executive Search: General Manager at Granite Golf Club

Date:

GENERAL MANAGER
GRANITE GOLF CLUB

Granite Golf Club:

Granite Golf Club is an exclusive 18-hole championship private golf course complete with practice academy, located in the Stouffville area, just thirty minutes from Toronto.  Built in 2000, the golf course and clubhouse offer the finest facilities and uncompromising service to our discerning membership.  We offer the best elements of a family golf and social club through varied programs and amenities.

The Position:

Reporting to the Club President and Board of Directors, the General Manager is responsible for leading and directing all long-term and day-to-day activities associated with the Club, including creating a member-focused environment by building and maintaining relationships with members, guests, employees and the Board of Directors.

Specific accountabilities include:

  • Work with the Board in the execution of the Strategic Plan, from the Strategic Plan, construct a Business Plan and a Marketing Plan that drives Club revenues and achieves the agreed upon financial results.
  • Effectively manage and oversee Club Operations. Senior Managers who report directly to the GM and are responsible for the day-to-day activities and processes. Although the GM will rely on the Senior Managers to operate the daily activities, the GM will be ultimately responsible for overall performance metrics and service.
  • Develop and implement an effective sales and marketing strategy to increase membership and awareness of Granite Golf Club
  • Promote Granite Golf Club within the local community and support our valued relationship with the Granite Club
  • Design, implement and maintain operating policies and procedures that align and support the Club’s policies as defined by the Board of Directors
  • Conduct an ongoing evaluation of Club programs and events to ensure the consistent provision of outstanding services to meet the needs and expectations of members, guests, and employees
  • Represent the Club to members, staff and external agencies. The GM is engaged in new member recruitment and onboarding.
  • Manage the development, implementation and ongoing monitoring of the annual operating and capital budgets and the Club’s overall financial results
  • Maintain effective communication with the Board on Club operations, financial reports, risk analysis, compliance, asset management, membership initiatives and capital projects

Candidate Profile:

Given the leading role this individual will be expected to play in achieving the strategic objectives of the Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A dynamic leader with the ability to build strong teams by motivation and lead by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes;
  • A post-secondary degree in business or a related discipline is required;
  • A minimum of 5+ years’ experience operating at a senior level in a private golf club or other similar athletic/social facility;
  • Strong professional deportment with a clear commitment to member service through an open and transparent member/customer approach;
  • A strategic thinker with strong business acumen with the ability to “grow the membership” through traditional and innovative sales and marketing techniques;
  • A definite business presence complemented with personal drive, resourcefulness, maturity and sound business judgment, with integrity and ethical conduct in words and deeds;
  • A self-starter approach, results oriented work style combined with excellent communication and interpersonal skills;
  • An innovative and decisive professional who possesses a positive demeanor;
  • Experience reporting to a Board that has adopted a club governance structure and processes to lead the Club and GM to collaborative success;
  • A strong golf background, preferably with an excellent profile in the golf industry.

Note:
The position becomes vacant on November 15, 2019.

Compensation:
The Club will offer an attractive 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 Sunday, November 17, 2019. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Granite Resume” and “Last Name, First Name, Granite Cover Letter”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Granite Golf Club: www.granitegolfclub.ca

GGA to Offer Sophisticated Electronic Voting Services to Private Clubs

Date:

Exclusive partnership with Simply Voting provides private clubs access to a secure online voting platform for club elections.

Global Golf Advisors (GGA) and Simply Voting have formed an exclusive partnership to provide a secure voting platform designed to allow private club members a simple and easily accessible manner in which to cast ballots during club elections. GGA will begin offering the Simply Voting system as a stand-alone service or in combination with this governance guidance platform to private clubs worldwide.

Founded in 2003, Simply Voting Inc. is a full-service provider of secure, hosted online elections. Multiple independent third-party audits have validated the integrity and security of the platform. The company has worked with over 2,000 organizations across the world including government entities, political organizations, educational institutions and unions.

“Engaging private club members to participate in important elections can be a challenging and expensive proposition,” stated GGA Manager Martin Tzankov. “The Simply Voting online system eliminates the need for paper ballots and multiple mailings. Members have the ability to access the voting platform at their convenience and once identity is authenticated, a tamper proof ballot is provided that is easy to understand, complete and submit.”

The Simply Voting system is equally easy for club managers. In addition to voter authentication and tamper proof ballots, the system provides a branded club website, computerized tabulation of results and a variety of reports.

“Online voting is quickly becoming the accepted practice across business, government and organizations to provide an efficient and effective method to ensure election integrity,” commented GGA Director of Private Club Services Michael Gregory. “We view the Simply Voting system as complementary to our governance and strategic advisory services and another opportunity to assist our clients in maximizing their operating efficiency.”

“As we sought to introduce our voting system to the club industry, we felt it important to partner with a company whose corporate values aligned with our promise to deliver an excellent product with honesty and integrity,” commented Simply Voting President Brian Lack. “Global Golf Advisors, with its excellent reputation, was the natural choice. We believe the company has the depth and breadth to ensure our shared goal of providing an efficient voting system to private clubs will be met.”

Increasing membership satisfaction is a key goal of all private clubs. The Simply Voting system, with its accessibility, integrity and ease of use, will ensure members will be satisfied with the voting results of important club elections.

About Global Golf Advisors

Global Golf Advisors (GGA) has provided industry-leading advisory services to more than 3,000 clients worldwide including private clubs, hotels, resorts, residential golf communities, developers, homebuilders, government agencies and municipalities, financial institutions, investors and lenders.  Operating out of three global offices in Toronto, Phoenix, and Dublin, GGA is a highly specialized consulting firm focused on club and leisure related assets with a professional services heritage as the KPMG Golf Industry Practice.  The firm’s expertise lies in its ability to effectively meld club management and operational expertise with highly capable professional strategists and experienced business analysts. GGA personnel include former club managers with experience leading exceptional clubs, along with alumni of Arthur Andersen, Deloitte, KPMG, Pulte Homes, PwC, and Scotiabank Global Banking and Markets. For more information, please visit www.globalgolfadvisors.com.

About Simply Voting

Simply Voting Inc. is a full-service provider of secure, hosted online elections. Driven by dedicated staff who value transparency, high security, and the need for customized solutions, Simply Voting delivers excellence in providing secure, efficient voting solutions which create value for their client organizations. Launched in 2003, the Simply Voting system has been employed by over 2,000 organizations from municipalities, universities and unions to safely execute their elections. Many reputable third parties have audited the product, technical infrastructure, and corporate infrastructure, confirming the integrity and security of the system. For more information, please visit www.simplyvoting.com.

For additional information, contact

Michael Gregory
mgregory@globalgolfadvisors.com
416.524.0083

3 Attributes of an Outstanding Club Manager

Date:

What does it take to be an outstanding club manager? And for clubs seeking to fill this role, what attributes should they be looking for?

GGA’s new Executive Search Director, Patrick DeLozier, explains what it takes to be among the best private club managers.

It takes a particular type of individual to be a club manager.

Seldom is it a job with set hours and set responsibilities; it is more often a vocation which requires an unprecedented level of commitment and drive.

Rewarding? Yes. Challenging? Most certainly.

Throughout my time both at the sharp end of club management, as well as participating in national associations and state boards, one thing was abundantly clear – the role of the club manager is inextricably linked with the success or failure of a club.

It is, therefore, an appointment clubs cannot afford to get wrong.

But what makes an outstanding club manager?

1) Strong work ethic

High performing club managers are leaders with a relentlessly strong work ethic.

They are dedicated, committed and visible to the whole club – including both their membership and their team.

Beyond the general day-to-day requirements, the best club managers have a sense of when and where to be at all times. Not simply to be seen, but to demonstrate leadership and accessibility, consciously engaging with everyone they encounter in a meaningful and constructive way.

For team members this means being willing to mentor, offer guidance and invest time in their well-being and progression, whatever the role. For members, it is going the extra mile, ensuring exceptional service levels and a commitment to continuous high levels of satisfaction.

The club manager should be the face and voice of the club, not tucked away in a back office.

2) Forward-thinking

Effective managers do not stand still. They are always growing, always looking forward.

For them, success is just fuel to improve, and failure is an opportunity to learn and avoid repeat mistakes.

They are relentless when it comes to innovation: they recognize trends, the importance of future generations, and consider how to best position their club to take the opportunity they present.

As golf and particularly private clubs move ever more towards service and experience, the most forward-thinking club managers are tuned into three important things:

  • Continuous investment in the property (and the areas in which to invest)
  • Attracting, training and motivating the right people for their team
  • Perfecting operational execution to create the ultimate experience for members and guests

3) Welcomes accountability

A high performing club manager never waivers when it comes to being accountable and holding oneself to exceptional standards of integrity and honesty.

While moral and ethical accountability is of paramount importance, so too is business accountability.

Successful managers engage in business intelligence and the ability to root decisions in evidence and fact. They embrace performance targets, and motivate their team to meet them.

More broadly, outstanding club managers welcome the existence of a strategic plan to determine the direction of travel, underpin all that they do, and provide a vision for the future they can unite the entire club behind.

To perform such a complex and varied role, a club manager will need an armory of attributes – not just three. But these traits should serve as a good foundation for what it takes to be an outstanding private club manager and help to safeguard your club from choosing the wrong candidate.

Recovering from the missteps of inadequate leadership can be an enormous burden, so if your club needs guidance in the recruitment of a new club manager or leader, please connect with me for an informal discussion.

Connect with Patrick DeLozier

Executive Search: Chief Operating Officer at Scarboro Golf & Country Club

Date:

CHIEF OPERATING OFFICER
SCARBORO GOLF & COUNTRY CLUB

The Club:

Scarboro Golf & Country Club has a truly unique and prestigious history which dates back to 1912. The Club is a private member club in eastern Toronto, Canada and has an 18-hole golf course that is consistently ranked among the top 100 courses in Canada with a grand Edwardian clubhouse which opened in 1914.

The course was originally designed by George Cummings and was extensively changed in 1924 under the direction of A. W. Tillinghast. The golf course went through a further renovation in 2010 which was overseen by famed golf architect Gil Hanse. Mr. Hanse designed the golf course in Rio to host the 2016 Olympics. He has designed and worked on many other world-renowned golf courses and performed numerous Tillinghast restorations.

Scarboro has been proud host of the Canadian Open golf tournament four times. Past Champions include Sam Snead, Bobby Locke, Dave Douglas and Doug Ford. In hosting the 1958 Canadian Amateur Championship, a first-round casualty was an 18-year-old Jack Nicklaus. In 1961, the course was one of 25 that hosted the World Series of Golf matches between Masters and British Open champions, Gary Player and Arnold Palmer. In fact, Mr. Palmer was so taken with the golf course, he included Scarboro’ s signature par 3 Hole # 14 as one of his all-time favourite holes. Numerous other professional and amateur events have been conducted on the Club’s fairways over the years including the CPGA tour championship in 2012.

The Position:

We are looking for a Chief Operating Officer (/COO) reporting to the Board of Directors to oversee the Club’s operations. The COO has full responsibility for all aspects of operations including sales and marketing at the Club, effectively managing all resources to deliver a consistently excellent member experience. The COO, with oversight from the Board, will guide and assist the Board in the development and implementation of Club policies and programs.

The COO will be responsible for the following:

  • The consistent delivery of a member experience commensurate with specified member expectations as well as member recruitment.
  • The performance management for the Club’s financial results, sales, marketing, operating processes and senior management performance. Senior Managers who report directly to the COO and are responsible for the day-to-day activities and processes. Although the COO will rely on the Senior Managers to operate the daily activities, the COO will be ultimately responsible for overall performance metrics and service, member growth and retention and revenue growth.
  • Representation of the Club to members, staff and external agencies. The COO is engaged in new member onboarding.
  • The execution of the Scarboro Golf & CC Strategic Plan and resulting Business Plan, Membership Development Plan and overall marketing strategy.
  • The supervision of the entire Club operation including food and beverage operations, membership services, golf services operations, golf course maintenance, Club facilities and administrative services.
  • The execution of Board policy and strategy.

Candidate Profile:

The COO reports to the Board. Given the leading role this individual will play in achieving the strategic objectives of Scarboro Golf & Country Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A leader with the ability to build strong teams by motivation and leading by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes;
  • Previous experience as a senior leader at a private club or other similar facility is desirable, experience in the hospitality industry beneficial;
  • A self-starter and results oriented work style combined with excellent collaborative, communication and interpersonal skills with all the Club’s stakeholders;
  • Strong professional deportment with a clear commitment to member service through an open and transparent customer/member approach, demonstrates integrity and ethical conduct in words and deeds;
  • A strategic thinker with strong business acumen to maximize revenue potential through aggressive member acquisition as well as effective retention programs;
  • Politically astute. Able to identify potential issues and deal effectively with them while exercising tact and diplomacy;
  • An entrepreneurial style combined with a background in all aspects of business management including business development, finance, information technology, human resources, risk management and performance management;
  • Readily accepts and responds to challenges. Directly confronts problems, seeks help when needed and is solution oriented;
  • Incorporates succession planning by preparing staff for key leadership roles;
  • Ensures compliance with all regulatory and matters affecting the Club;
  • Experience reporting to and collaborating with a Board that has adopted a club governance structure and processes to lead the Club and COO to success;
  • A post-secondary degree in business or a related discipline preferred;
  • A Certified Club Manager designation (CCM) is preferred.

Note:
The position is currently vacant.

Compensation:
The Club will offer an attractive 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 Tuesday, July 2nd, 2019. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Scarboro COO Cover Letter” and “Last Name, First Name, Scarboro COO Resume”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Scarboro Golf and Country Club: www.scarborogolf.com

Executive Search: Controller at Scarboro Golf & Country Club

Date:

CONTROLLER
SCARBORO GOLF & COUNTRY CLUB

The Club:

Scarboro Golf & Country Club has a truly unique and prestigious history which dates back to 1912. The Club is a private member club in eastern Toronto, Canada and has an 18-hole golf course that is consistently ranked among the top 100 courses in Canada with a grand Edwardian clubhouse which opened in 1914.

The course was originally designed by George Cummings and was extensively changed in 1924 under the direction of A. W. Tillinghast. The golf course went through a further renovation in 2010 which was overseen by famed golf architect Gil Hanse. Mr. Hanse designed the golf course in Rio to host the 2016 Olympics. He has designed and worked on many other world-renowned golf courses and performed numerous Tillinghast restorations.

Scarboro has been proud host of the Canadian Open golf tournament four times. Past Champions include Sam Snead, Bobby Locke, Dave Douglas and Doug Ford. In hosting the 1958 Canadian Amateur Championship, a first-round casualty was an 18-year-old Jack Nicklaus. In 1961, the course was one of 25 that hosted the World Series of Golf matches between Masters and British Open champions, Gary Player and Arnold Palmer. In fact, Mr. Palmer was so taken with the golf course, he included Scarboro’ s signature par 3 Hole # 14 as one of his all-time favourite holes. Numerous other professional and amateur events have been conducted on the Club’s fairways over the years including the CPGA tour championship in 2012.

The Position:

We are looking for a Controller reporting to the Chief Operating Officer. The Controller manages the financial operations of the club, supervises the accounting functions and provides analytical support to and participates with the COO, Board, Finance Committee and others for planning, budgets and solutions to business problems. The Controller recommends, implements and maintains the Club’s financial plans and policies, its accounting practices, fiscal records and the preparation of financial reports. The Controller makes decisions in accordance with Club policy on administrative or operational matters and ensures the operations’ effective achievement of objectives.

The Controller will be responsible for the following:

  • Recommends and implements policies to control and coordinate accounting, auditing, budgets, taxes and related activities and records; develop, establish and administer procedures and systems pertaining to financial matters. Responsible for the Club’s internal controls and compliance to same.
  • Prepare financial statements, forecasts and analysis for all administrative and managerial functions. Maintain all accounting records; develop, analyze and interpret statistical and accounting information.
  • Manage the annual audit.
  • Evaluate operating results for costs, revenues, budgets, policies of operation, trends and increased profit possibilities. Serve as liaison to finance, insurance and pension committees. Supervise the staffing, scheduling, training and professional development of department members.
  • Responsible for the development, implementation and operation of all accounting and information systems support; for the administration, management and maintenance of the equipment systems employed in the collection of information and for the training and supervision of staff related to (but not limited to) the Administrative area.
  • Development, analysis, and interpretation of statistical and accounting information in order to appraise operating results in terms of profitability, performance against budget, and other matters bearing on the fiscal soundness and operating effectiveness of the organization.
  • Responsible for evaluating the performance of personnel in the Administration Department. This individual recommends training requirements, has the duty to keep the staff at the highest level of skill necessary to meet Club needs and objectives, and may recommend that personnel be hired or removed from the Department.
  • Establishes major economic objectives and policies for the Club and prepares reports that outline the Club’s financial position in the areas of income, expenses, and earnings based on past, present, and future operations.
  • Coordinates and directs the preparation of the budget, business plan and financial forecasts, institutes and maintains other planning and control procedures, and analyzes and reports variances.
  • Is responsible for tax planning and compliance with all federal, provincial, and local corporate, payroll, and other applicable taxes.
  • Furnishes internal reports, revises and updates reports to be more useful and efficient, and furnishes external reports as necessary.
  • Evaluates and recommends insurance coverage for protection against property losses and potential liabilities.

Candidate Profile:

  • CMA, CA
  • Five to seven years of professional accounting experience with at least two years as Controller; Not-for-profit experience an asset
  • Excellent management, leadership, analytical and interpersonal skills
  • Ability to design and implement a control reporting system. Experience in systems integration, flowcharting, documentation and key control analysis required. Experience overseeing information technology operation and electronic data transfer between systems
  • Strong communication skills
  • Ability to read, analyze and interpret general business periodicals, professional journals, technical procedures or governmental regulations.
  • Knowledge and understanding of retirement plans and benefit programs.
  • Knowledge of pertinent Ontario and federal employment laws and practices.

Note:
The position is currently vacant.

Compensation:
The Club will offer an attractive 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 Tuesday, June 25th, 2019. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Scarboro Controller Cover Letter” and “Last Name, First Name Scarboro Controller Resume”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Scarboro Golf and Country Club: www.scarborogolf.com

Executive Search: GM/COO at Shaughnessy Golf and Country Club

Date:

General Manager/Chief Operating Officer
SHAUGHNESSY GOLF AND COUNTRY CLUB

 

Shaughnessy Golf and Country Club:

The Club:
Founded in 1911 when Vancouver was just 25 years old, Shaughnessy Golf and Country Club traces its history back to the earliest days of golf on the West Coast. First located on Canadian Pacific Railway lands, the Club moved in 1960 to the ancestral site of the Musqueam Nation’s winter village. As one of Canada’s premier country clubs, Shaughnessy has served as the proud host of many prestigious events and notable figures in golf and tennis over these 100+ years; that tradition was continued when the Club hosted its fourth Canadian Open golf championship in 2011. Shaughnessy was the last championship-length golf course that A.V. Macan (1882-1964) designed in Canada. The Irish-born golf architect was highly regarded in the Pacific Northwest as a brilliant designer and an amateur golf champion in his earlier years.

Today’s Club features an award-winning clubhouse, highly-ranked and competitive golf course, indoor and outdoor tennis, fitness and a golf performance centre. The Club also owns and operates a public golf course in Richmond, BC.

The Position:
We are looking for a General Manager/Chief Operating Officer (GM/COO) reporting to the Executive, comprised of the President, Vice President and Past President, to oversee the Club’s operations. The GM/COO has full responsibility for all aspects of operations at the Club, effectively managing all resources to deliver a consistently excellent member experience. The GM/COO will guide and assist the Board in the development and implementation of Club policies and programs.

The GM/COO will be responsible for the following:

  • Prepare the annual operating and capital budgets and manage the Club’s combined financial results;
  • Establish and maintain relationships with all levels of government, Indigenous organizations, national bodies and club industry associations;
  • Attend all Board meetings and ensure that the Board is kept promptly advised of all activities of the Club and its financial progress;
  • Work with the Board in reviewing and potentially enhancing the Club’s strategic alternatives. After considering the Club’s strategic alternatives, construct a Business Plan and a Marketing Plan that drives Club revenues and achieves the agreed upon financial results;
  • Oversee the operation of the Club’s public golf course;
  • Ongoing course and facility improvements, and,
  • Such other activities as delegated by the Executive.

Candidate Profile:
The GM/COO reports to the Executive. Given the leading role this individual will play in achieving the strategic and business objectives of Shaughnessy, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A dynamic leader with the ability to build strong teams by motivation and leading by example, has the ability to provide direction and manage expectations;
  • Previous experience as a senior leader at a private golf club or other similar entity, experience in the hospitality industry beneficial;
  • A self-starter and results oriented work style combined with excellent communication and interpersonal skills with all the Club’s stakeholders; including unionized employees at the Club’s public golf course;
  • Strong professional deportment with a clear commitment to member service through an open and transparent member/customer approach;
  • An entrepreneurial style combined with a background in all aspects of business management including business development, finance, information technology, human resources, risk management and performance management;
  • Demonstrates integrity and ethical conduct in words and deeds;
  • Experience reporting to a Board that has adopted a club governance model or COO governance model;
  • Experience managing national and international tournaments;
  • A post-secondary degree in business or a related discipline, a Certified Club Manager designation (CCM) is preferred, and
  • Experience in negotiating complicated contracts between the Club and all levels of government, Indigenous organizations, national bodies and industry organizations.

Note:
The position is currently vacant.

Compensation:
The Club will offer an attractive 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 Tuesday, April 30th, 2019. Those documents must be saved and emailed in Word or .PDF format (save as “Last Name, First Name Shaughnessy Resume” and “Last Name, First Name, Shaughnessy Cover Letter”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Shaughnessy Golf and Country Club: www.shaughnessy.org

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Executive Search: Head Professional at Earl Grey Golf Club

Date:

HEAD PROFESSIONAL
EARL GREY GOLF CLUB

Earl Grey Golf Club:

Following and respecting the traditions of the past while providing facilities and improvements for future generations.

History:
Earl Grey was founded in 1919 by Major Duncan Stuart, a practicing city lawyer, who organized a group of people interested in playing golf. The original course, which consisted of five holes, was located on land leased from the C.P.R., south of and adjacent to the Earl Grey Public School in the Mount Royal district. The Club moved on two occasions, and in 1932, a twenty-year lease was negotiated with the City of Calgary for the present site.

Rejuvenation and Transition:
Improvements were made to the courses and clubhouse over the years leading to a transition to the current club designed to meet member expectations for the entire family. In anticipation of celebrating its 100th anniversary in 2019, the Club is conducting a facility wide rejuvenation. This started in 2015 with the development of a new state of the art Maintenance facility, the renovation of the 9-hole Par 3 Course in 2016, and now the renovation and renewal of the 18-hole Championship Course, Driving Range, parking lots and the build of a new Clubhouse and Professional Shop in 2018. With the addition of two HD Golf Simulators and a SAM Puttlab located in the Professional Shop, Earl Grey is positioned to be a leader in the industry. A new club and power cart storage facility is set to open in the spring of 2019.

There is little doubt that Earl Grey will continue as one of Calgary’s premiere family Golf Clubs and a choice of many for years to come. The new Head Professional has an opportunity to be a part of the Club’s exciting future.

The Position:
We are looking for a Head Professional reporting to the General Manager to oversee the Golf Operations of the Club. The Head Professional will deliver a consistently excellent member experience within the existing financial framework. The Head Professional will balance innovation with tradition as the history of the club is highly valued by Shareholders and members of the club. The anticipated start date is in January 2019.

The Head Professional will be responsible for the following:

  • The consistent delivery of a member experience commensurate with specified member expectations.
  • The supervision of the Golf Operation and Golf Operation Staff
  • Recruitment, training, development, performance management and leadership of Golf Operations staff
  • Preparation of the Golf operating and capital budgets.
  • Golf Operations Staff who report directly to the Head Professional and are responsible for the day-to-day activities and processes. Although the Head Professional will rely on the Staff to operate the daily activities, the Head Professional will be responsible for overall performance metrics and service.
  • Working with the Golf Operations staff, management team and various member committees, to develop and implement merchandising programs, club tournaments, leagues, coaching and lesson programs and outside events.
  • Purchasing, merchandising, sales and marketing, inventory management, and financial performance of all aspects of the Pro Shop.
  • Representation of the Club to members, staff and external agencies. The Head Professional is engaged in new member recruitment.

The initial key areas of focus for the Head Professional will be:

  • To complete the transition to the new Club facilities to maximize member use and benefit from renovation of the golf courses together with the new clubhouse in preparation for the Club’s 100 Anniversary Celebrations in 2019.
  • To maximize the Club’s primary revenue sources of membership recruitment and retention.
  • To understand the Club’s mission, vision and evolving culture though interaction with members of all categories. This will be essential in building and executing plans and services to deliver the member experience model.
  • To work with the General Manager in reviewing and potentially enhancing the current Club Strategic Plan.

Candidate Profile:
The Head Professional reports to the General Manager. Given the leading role this individual will play in achieving the strategic objectives of Earl Grey Golf Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • Class A member of the PGA of Canada with Head Professional experience preferred
  • Highly visible leader with friendly and outgoing personality, and focus on member service
  • An out of the box thinker determined to be innovative in the modern world of golf operations
  • A leadership style that lends itself to being the ‘face of the golf experience’.
  • An ability to work collaboratively with the active volunteer base at the club to achieve results
  • An understanding of a private member owned club culture
  • A demonstrated ability to manage all aspects of the Professional Shop retail business
  • Demonstrated ability to recruit, hire, train and motivate Golf Operations staff
  • Accountable for the implementation of the annual Golf Operations budget, monthly reporting and budget creation
  • Proficient instructor well versed in the latest club fitting and teaching technologies
  • Proven leadership, management and organizational skills
  • Excellent communication skills and the ability to work closely with the Management Team
  • Ability to organize and oversee annual golf event fixtures and programs including participation in the internal marketing and administration of the events and programs
  • Familiarity with Jonas software an asset
  • Ability to implement, enforce and maintain all policies, programs and plans as established and communicated through the General Manager
  • 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
  • A dynamic leader with the ability to build strong teams by motivation and leading by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes;
  • 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 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 Monday, November 26th, 2018. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name EG Resume” and “Last Name, First Name, EG Cover Letter”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Earl Grey Golf Club: www.earlgreygolfclub.com

Strategic Intelligence at Work

Date:

Guest author – Lonnie Lister, General Manager, Portland Golf Club

Lonnie Lister attended the University of Arizona for a degree in music education.  He worked on the wait staff at private clubs during his college summers and found that he was drawn more to club management than to a music career. Prior to joining PGC as its GM in January 2017, Lonnie was the GM at Skyline Country Club in Tucson, AZ where he spent 23 years working in various areas of the Club. Lonnie is active in CMAA and has served on the board of the Greater Southwest Chapter.

Portland Golf Club has a rich history, but like other private clubs it faces ongoing challenges.

The city of Portland has grown tremendously over the last decade, leading to dramatic shifts in both the market and demographics.

While this growth brings opportunity, it also brings about change.  For us that change impacts a number of areas – specifically around membership recruitment and retention; staff hiring and retention, and being able to control operating costs without compromising the service we provide to members.

With this in mind, the board of Portland Golf Club voted last year to adopt GGA’s Strategic Intelligence (“SI”) platform, which features several components: a Market Scan, a Member Survey, and an assessment of the Club’s “Operational Vital Signs” which compares our performance to clubs of similar stature both within our market and in other markets.

Selective targeting

The initial Market Scan, which revealed potential member households within a two to five-mile radius of the Club, was fascinating.  We learned that within a five-mile radius of Portland Golf Club there are more than double the number of golfing households than is typical for private clubs nationally.  That was a welcome surprise.

Though our Club is still very selective, the Market Scan revealed that there was much more potential for outreach than we’d been aware of before.

As membership recruitment and retention was our number one issue, what we learned inspired us to send a “welcome letter” from the Club to home buyers in our prime market neighborhoods.  This was not a recruitment package, but rather a gently informational welcome note – letting people who might be new to Portland know that this wonderful club exists nearby.

Taking the time to listen

As a club manager, one can often find themselves guilty of favoring (or at least focusing on) one ‘R’ over the other – namely, recruitment over retention.

But retention can fuel recruitment.

A Member Survey can inform what changes are necessary based on the actual needs that current members identify, which is vastly more effective.  And the satisfaction and sense of positivity this can create reverberates beyond the four walls of the clubhouse.

What was critical for us was surveying our membership in a way that was specific to the Club, not just a broad-brush approach.  This meant we could directly address concerns of our membership and maximize the effectiveness and insights of the survey.  Already this has delivered responses that are candid and honest, and provided a robust foundation to inform strategic decisions.

Reassuring the Board

The SI platform has also been incredibly helpful in reassuring the Board that the Club is operating efficiently.

We can see in the Operational Vital Signs report that in almost every measure Portland Golf Club is performing well.  Where we find anomalies, we can take a closer look to understand what these are, and we can then decide if they are something we need to act upon or factor into our strategic decisions.

One such anomaly we found at Portland Golf Club was that most golfers prefer to walk, explaining why our cart revenue is below national benchmarks.  This is not a trend we see changing, so rather than acquire more carts or attempt to upsell them at every opportunity, we decided to focus our efforts in other, more fertile areas for business development.

Going deeper

There’s no doubt Portland Golf Club has embarked on a journey which places strategic intelligence at the forefront of the decisions we make.

Now we are in the second year of our SI subscription and have engaged in a Market Analysis to take a deeper look into what we learned from the original Market Scan.

As analysis looks at trends, rather than simply a snapshot of the market, this will allow us to plan better in what is clearly a fast-changing region.

Portland’s metro region now numbers more than 2.4 million people.  Almost 50% of the adult population has a college degree, and in Portland Golf Club’s primary market areas that percentage is even higher.

Armed with this knowledge, we can embark on our membership recruitment and retention activity with a clear sense of who our prospective customers are and where they are situated in relation to the Club.

Empowering the manager

Given my history working in a number of different roles in the club environment, I have always felt very comfortable on the operational side of the business.  However, the three most important issues we face at Portland Golf Club are all byproducts of local market growth outside of our Club’s operations.

Strategic research is providing us with data and insights we need to address each of these issues and is helping the Club in both the short and long-term.

This journey is changing the way I think and the way our team strategizes.  It provides me with more data than I have ever had available to me at other clubs and is full of relevant information that we depend on daily.  Our management team and committees routinely refer to the intelligence reports, our budgeting process benefits from the availability of current data to support assumptions, and our Board meetings are more productive and efficient.

I now feel that there is a greater connection between the service we deliver on the ground to the level and breadth of service prospective members are looking for – because we are armed with the data and knowledge to have confidence to be more aware of market needs.

Moving forward

So, where do we go from here?  Whereas before we were a Club reacting to changes and adjusting plans for the following year, now we are a club looking 2, 3, 4, even 10 years into the future.

For a time, it felt as though the city of Portland’s growth was getting away from us.  Now, we are ready for how it will develop and who will move here, giving us the ability to refine the value proposition that this Club offers them both now and well into the future.

Learn more about Strategic Intelligence here. 

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