GGA Partners and USGA to Collaborate on Golf Course Superintendent Executive Search and Placement Services

New offering combines organizations’ expertise to improve golf facilities’ ability to deliver better playing conditions and enhanced golfer experience

BLUFFTON, S.C., and LIBERTY CORNER, N.J. (April 14, 2021) – The United States Golf Association (USGA) will join with GGA Partners (GGA), an international consulting firm, to launch a new service to place top-notch golf course superintendent candidates at facilities across North America.

As part of its suite of advisory services, GGA has long provided executive search services for facility clients. The collaboration will expand the company’s offerings, with the USGA Green Section’s agronomic and maintenance expertise serving as key factors in targeting the unique needs of each golf course and identifying superintendents with matching skills who can help facilities elevate playing conditions, improve course presentation and foster sustainable practices.

“For any golf facility, the ability to hire the right talent is crucial for long-term success, and we believe in creating and maintaining partnerships with facilities,” said Patrick DeLozier, GGA’s managing director of executive search. “The stakes are higher than ever for facilities looking to hire superintendents, and they are looking for candidates with a wide variety of skills.”

Added Craig Johnston, a GGA partner: “The ability to complement our services in strategy, facility governance, finance and operations with the USGA’s agronomic strength will ensure that we can continue to support our clients with the gold standard in best practices, education, innovative products and research.”

The collaboration will allow the USGA to expand its reach and enhance its ability to inform best management practices for golf course maintenance, including resource prioritization. As part of its mission to champion and advance the game, the USGA is helping to ensure a sustainable game in which course managers are empowered to create a positive experience for their golfers.

“GGA’s values and business areas are strategically aligned with our mission,” said Matt Pringle, managing director of the USGA Green Section. “With this new joint service, we can find the best match between the needs of the golf course and the skill set of their next superintendent, while providing ongoing support to deliver outstanding playing conditions and improved golfer satisfaction.”

The joint service will utilize the USGA’s nationwide network of agronomists, whose extensive knowledge of the facilities and superintendents in their regions will be pivotal to the program’s success. They will work closely with DeLozier, who heads up the firm’s executive search practice.

To learn more, contact Patrick DeLozier at patrick.delozier@ggapartners.com or Elliott Dowling at edowling@usga.org.

 

About the USGA

The USGA is a nonprofit organization that celebrates, serves and advances the game of golf. Founded in 1894, we conduct many of golf’s premier professional and amateur championships, including the U.S. Open and U.S. Women’s Open. With The R&A, we govern the sport via global set of playing, equipment, handicapping and amateur status rules. The USGA campus in Liberty Corner, New Jersey, is home to the Associations, Research and Test center, where science and innovation are fueling a healthy and sustainable game for the future. The campus is also home to the USGA Golf Museum, where we honor the game by curating the world’s most comprehensive archive of golf artifacts. To learn more, visit usga.org.

 

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. GGA Partners has offices in Toronto, Ontario, Phoenix, Arizona, Bluffton, South Carolina, and Dublin, Ireland. For more information, please visit ggapartners.com.

Executive Search: General Manager at Richmond Country Club

GENERAL MANAGER
RICHMOND COUNTRY CLUB
Richmond, B.C.

 

The Club:

In 1951, a group of young Vancouver Jewish business and professional men purchased a nine-hole golf course in West Vancouver (Glen Eagles Country Club). They did this because there were few, if any, country clubs in the Lower Mainland who admitted Jewish members. In 1959, under the leadership of a small group of people from the Jewish Community, and with the support of many interested members, Richmond Country Club was created. The services of golf course architect, Arthur Vernon Macan, were engaged to build an outstanding course, with 5,000 new trees planted in a park-like setting. Since that time, the Club continues to attract a diverse group of members, who want to be part of an engaged social community; who are looking for family activity or an athletic outlet, and who want to get involved in a private club atmosphere.

In 1991, both the clubhouse and golf course were renovated with added amenities of the Fitness Centre and significant improvements to the swimming pool. Since then, a further renovation has taken place with many upgrades to our facility that included newly updated indoor (4) and outdoor tennis courts (4 – bubbled in winter), an updated fitness centre, heated outdoor pool and two renovated restaurants. The Club contributes to amateur golf and tennis by periodically hosting provincial and national events.

Our mission is to be one of North America’s most dynamic, full facility family Country Clubs while respecting and maintaining our core values and Jewish Heritage. Our values include Stewardship, Integrity, Respect, Fairness, Service, Leadership and Accountability, Innovation and Creativity.

The Position:

Reporting directly to the Board of Directors, the General Manager (“GM”) will guide and work with the Board in the development and implementation of Club policies, programs and strategy. The GM shall manage all aspects of the Club including activities and relationships between the Club and its Board of Directors, members, guests, employees, community, government and industry.

Richmond Country Club is seeking a GM who is dedicated to being the best and is willing to embrace the Club’s core values.

The GM will be responsible for the following:

Membership Experience:

  • Develop and deliver a consistently outstanding member experience commensurate with specified member expectations and in keeping with a premier private club.
  • Manage all aspects of the Club’s activities to ensure and maintain the highest standards and quality of activities and service provided by the Club to ensure a high level of member satisfaction.
  • Oversee the development and successful implementation of all marketing and member relations programs to both attract new members and foster positive relations with existing members and their guests.   Ensure all new club members are “met” and properly oriented to the Club.  It is important to be visible and accessible to our members.

Leadership:

  • Act as a catalyst in the development of a Strategic Plan that charts the future course of the Club. The plan will be updated on an annual basis and will act as the framework in which the Club is operated.  The achievement of the key objectives in the plan will be the primary responsibility of the GM.
  • Develop and implement an Annual Business Plan in the context of the Strategic Plan. Regularly update the Board on progress relative to both the Strategic and Annual Business Plans.
  • Maintain and develop a management philosophy that recognizes our people are a key part of the foundation of the Club’s success in delivering a great membership experience and competitive advantage.   Actively promote a positive work environment where teamwork is emphasized.
  • Develop and monitor Human Resource policies consistent with the Board’s desire to treat employees fairly at all times and be compliant with all laws and regulations.
  • Manage and clearly define direct reports’ goals and objectives.  Provide consistent feedback towards continuous improvement, and ensure appropriate personal development occurs, while incorporating succession planning for all key leadership roles.
  • Be visible and approachable to all employees.
  • Ensure compliance with all legal and regulatory matters affecting the Club.

Operational Excellence:

  • Develop and implement best-in-class and industry leading operating policies, programs, procedures and methods while directing the work and promoting the development of all department managers.
  • Monitor long and short-term financial objectives and reporting. In consultation with the Board, Finance Committee and Accountant, prepare and execute the financial plan for the Club that drives Club revenues and achieves the agreed upon financial results.
  • Monitor and stay current with industry trends and ensure Richmond Country Club implements improvements as required.

Communication:

  • Provide quality and timely communication with the Club’s President, Board, employees and members.  Working collaboratively with the Board, this position will take responsibility/ownership of all aspects of Club operations, and share in the Club’s overall success.

Direct Reports:

Assistant General Manager, Controller, Membership Director (vacant), Director of Racquets and Athletics, Food and Beverage Director, Head Golf Professional, Golf Course Superintendent, Facilities Manager.

Candidate Profile:

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

Leadership Skills:

  • A trustworthy, 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 and recognition that leads to positive outcomes to enhance Member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

Member Experience:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service commensurate with a premium private club.
  • Ability to set and maintain high standards for all facilities, services and communications.
  • Leads our Commitment to Health and safety protocols and processes.

Interpersonal/Fit:

  • Demonstrates integrity and ethical conduct in words and deeds; embodies the characteristics of a successful GM through honesty, straightforwardness, accountability, leadership, and dedication.
  • A self-starter with a results-oriented work style combined with excellent verbal and written communication and interpersonal skills demonstrated with all the Club’s stakeholders.
  • Demonstrates energy and a desire to interact with the membership.
  • A confident, diplomatic and competent professional who is a “doer” and a take charge person who recognizes the importance of accountability.
  • Strong professional deportment with a clear commitment to member service through an open and transparent member approach while maintaining a professional balance between empathy and process adherence.

Business/Finance Skills:

  • 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.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with golf, tennis, fitness and food and beverage businesses preferred.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

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

Experience and Accreditation:

  • Previous experience as a senior leader at a private country club or other similar top tier facility, with a passion and understanding of what it means to have a premium country club experience.
  • Experience in the hospitality industry beneficial.
  • Experience reporting to a Board that has adopted a club governance structure and processes to lead the Club and GM to success.
  • 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 Wednesday, April 7, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Richmond Resume” and “Last Name, First Name, Richmond Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

For more information on Richmond Country Club please visit richmondcc.ca.

The Three Keys to Effective Governance

Governance in private clubs can too often resemble what is seen on the evening news: factions, resentment, distrust, skepticism, cynicism. In troubled times, sound governance is essential.

In our continuing Whitepaper Series, Senior Partner Henry DeLozier highlights the three keys to effective governance and proactive steps leaders can take to address and improve it at their club.

 

 

Read our Governance Whitepaper

Executive Search: HR Director at The Boulevard Club

HUMAN RESOURCES DIRECTOR
THE BOULEVARD CLUB
Toronto, ON

 

The Boulevard Club:

For 115 years, there has been a place on the lakeshore devoted to athletic endeavour and a sense of community that is truly unique. It all started August 11th, 1905 when the Club officially started as the Parkdale Canoe Club, setting in motion the hundred plus years of history, activity and memories. The Club moved to its current location at 1491 Lakeshore Boulevard West only a few years later. There have been four fires that devastated the Club, a Great Depression and Two World Wars. Nothing has been able to stop the Boulevard Club in its pursuit of fun, fellowship and sportsmanship.

Today, the emphasis is on family activity as The Boulevard Club continues to keep pace with the dynamic of the world around us. The Club is a modern and vibrant organization offering swimming, tennis, fitness, group lessons and private, badminton, fencing, karate, boating – power and sail, and a full range of lakefront activities including stand-up paddle boarding, rowing, dragon boating and canoeing.

Vision Statement

Our Waterfront Oasis in the City

Mission Statement

Our Members are a Community on the Waterfront.
Inspired by our History, we Foster an Active and Social Environment.

The Position:

The Boulevard Club is seeking a well-qualified, dynamic individual to oversee and manage all Human Resource activities and work cooperatively with all departments to provide an exceptional member and guest experience.

As the Human Resources Director, you will plan, direct and coordinate human resource management activities throughout the Club to maximize the strategic use of human resources. You will maintain overall HR functions such as recruitment, orientation, policies, regulatory compliance, compensation and employee benefits and staff engagement.

The Human Resources Director will be responsible for the following:

 

  • Establishing and Maintaining Interpersonal Relationships – Developing and maintaining constructive and cooperative working relationships with all levels of management & employees.
  • Making Decisions and Solving Problems – Analyzing HR data/information and evaluating results to choose the best solution or solve a problem.
  • Staffing – Responsible for overseeing job advertising, recruiting, interviewing, selecting, hiring, orientating (on-boarding) and promoting employees.
  • Resolving Conflicts and Applying Discipline – Handling complaints, settling dispute & conflicts of employees, terminating employees and administering the disciplinary process/procedures.
  • Developing Programs/Policies – Analyze, modify and maintain HR programs such as benefit and compensation plans. This includes analyzing salary/benefit information from external sources. Develop necessary policies/programs to align with Club goals/objectives,
  • Guiding, Directing, and Motivating – Providing guidance, direction and encouragement to managers/supervisors/employees that includes monitoring & maintaining a performance management system and helping identify the developmental needs of others. Includes providing a leadership role to develop/maintain a culture that enables employees to perform in accordance to Company objectives.
  • Evaluating Information to Determine Compliance with Standards – Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards.
  • Training and Teaching Others – Help identify the educational needs of employees, provide formal educational or training programs or classes.
  • Documenting/Recording Information – Maintain all employee records in paper or through a computer system.
  • Committee Involvement – Oversee and participate in the Health & Safety Committee and other such Club committees as may be assigned.
  • Developing Objectives/Strategies/Budget – Establishing long-range objectives and specifying the strategies and actions to achieve them including establishing and maintaining the HR budget & input into the overall company budget.

Candidate Profile:

The Human Resources Director reports to the General Manager. Given the leading role this individual will play in achieving the strategic objectives of The Boulevard Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

 

  • Diploma/degree in Human Resources supplemented by 5 or more years of experience in a human resources generalist role, preferably in a club or hospitality environment.
  • CPHR Designation.
  • A record demonstrating strong customer service orientation.
  • Experience in a diverse, sensitive and ever-changing environment involving many demographics
  • Understanding of club, food & beverage environments with high levels of customer service.
  • Solid business skills are a must in office management, budgeting, information systems, sensitivity to revenue/costs in a membership-driven culture.
  • Well organized, strong analytical skills, excellent interpersonal & decision-making skills.
  • Strong people manager with maturity and confidence to provide leadership in complex situations
  • Knowledge of government regulations.
  • A self-starter and results oriented work style combined with excellent communication and interpersonal skills with all the Club’s stakeholders.

Note: This is a newly created position at the Club.

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 Friday, March 19, 2021.

Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Boulevard HR Resume” and “Last Name, First Name, Boulevard HR Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

For more information on The Boulevard Club please visit boulevardclub.com.

In Pursuit of Innovation

GGA Partners Releases Innovation Whitepaper as Part of Thought Leadership Series

‘In Pursuit of Innovation’ aims to provide managers with guidance to unlock creativity

TORONTO, Ontario – GGA Partners, a global consulting firm, has released In Pursuit of Innovation, the fourth in its series of thought leadership whitepapers. This authoritative guide explores how surviving in today’s competitive landscape depends on the ability of clubs and organizations to unlock their creative potential and offers up several guidelines to allow freedom of thought and imagination.

In Pursuit of Innovation highlights the way companies must continuously transform in order to survive and how a constant pursuit of innovation will guard against failure, whether gradual or sudden.  The paper clarifies exactly what constitutes innovation, where it comes from, and how club leaders can practice innovative thinking to unlock a culture of creativity.

“Our experience with thousands of private clubs over nearly three decades shows us that without innovation clubs become stale, membership falls until it eventually flatlines, competitive advantages diminish, members become dissatisfied, and talented staff look elsewhere,” explained GGA Partner Henry DeLozier, one of several authors of the piece.  “Innovation can come from anywhere inside an organization, and we think it should be encouraged from all corners, from the folks raking bunkers to the person answering phones to the accountant balancing the books.”

Innovation happens at the intersection of problems, opportunities, and fervent minds but must be deliberately sought, practiced, and encouraged at all levels. “It’s normal in any business to want to maintain the status quo. It’s comfortable, it’s safe, and it’s easier than making changes,” said DeLozier. “In reality, the status quo only works for so long. If you’re going to grow, you must innovate.”

In Pursuit of Innovation illuminates four common roadblocks to an innovative culture and identifies the steps necessary to unlock a culture of creativity.

In addition to innovation, GGA Partners has published new whitepapers on strategic planning, branding, and governance which are accessible via the firm’s website.

Click here to download the In Pursuit of Innovation whitepaper

 

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. For more information, please visit ggapartners.com.

Media Contact:

Bennett DeLozier
GGA Partners
602-614-2100
bennett.delozier@ggapartners.com

Executive Search: CEO/GM at The Toronto Hunt

CHIEF EXECUTIVE OFFICER/GENERAL MANAGER
THE TORONTO HUNT
Toronto, ON

 

The Toronto Hunt:

The Toronto Hunt (“the Club”) has been in operation for over 175 years. The Club has one of the finest locations in the Greater Toronto Area, with a spectacular setting and unrivaled vistas on the bluffs overlooking Lake Ontario. It is truly a hidden gem in the heart of the City of Toronto. The Club has an exceptional 9-hole golf course, fabulous dining, one of the most successful private club wine societies in Canada and a warm and congenial membership.

The 2019 strategic plan for the Club begins with the statement “The backdrop to this plan is the continued understanding that we are first and foremost a golf club.” Our vision is “To be a club of choice for our members and their guests, and to offer a golf and social experience of the highest quality.” The Club has consistently maintained a strong financial position and high governance standards. There is a membership waiting list.

The golf course has been ranked as the best 9-hole course in Canada and 35th in the world. The Club has 525 golf members. A state-of-the-art golf centre with four simulators was added in 2020 enabling year-round member enjoyment and instruction opportunities. The number of available golf memberships is limited to ensure the preservation of the Club’s long-standing tradition that no starting times are required for play at any time.

The Club has a robust, year-round food and beverage operation. Serving tens of thousands of meals annually, the clubhouse provides member dining and also serves member-sponsored functions including weddings. The Club also has 300 social members who, along with golf members, enjoy a variety of activities including a wine club, wine tastings, book club, bridge, cooking lessons, yoga, wellness events and frequently scheduled guest speakers.

The Toronto Hunt is seeking a Chief Executive Officer/General Manager (CEO/GM) who is dedicated to the Club’s vision “To be a club of choice for our members and their guests, and to offer a golf and social experience of the highest quality.”

The Position:

Reporting to the Board of Directors through the President, the role of the CEO/GM is to manage Club operations in accordance with the strategic, financial and operational direction set by the Board. The CEO/GM shall serve as Chief Executive Officer of the Club, manage all aspects of the Club including activities and relationships between the Club and its Board of Directors, members, guests, employees, community, government and industry. The CEO/GM is the leader of the Club’s management team and is responsible for managing all facets of the Club’s operations.

The CEO/GM will be responsible for the following:

  • Developing and delivering a consistently excellent member experience commensurate with specified member expectations and in keeping with a premier private club.
  • Properly managing all aspects of the Club’s activities to ensure and maintain the highest standards and quality of activities and services provided by the Club and to ensure a high level of member satisfaction.
  • Developing and implementing best-in-class and industry-leading operating policies, programs, procedures and methods and directing the work and promoting the development of all department managers.
  • Monitoring long and short-term financial objectives and reporting; and, in consultation with the Board, Finance Committee and Controller, preparing and executing the financial plan for the Club, developing annual operating, cash, and capital budgets and preparing and making financial reports for the Board.
  • Establishing personnel policies, initiating and monitoring policies relating to personnel actions, and overseeing training and professional development programs. Acting as a mentor to Direct Reports.
  • Coordinating the development of the Club’s long-range strategic and annual tactical plans consistent with the Club’s long-term strategic direction.
  • Welcoming new Club members, and “meeting and greeting” all Club members as practical during their visits to the Club. Coordinating the marketing and member relations program to promote the Club’s services and facilities to present to potential members. Developing ongoing dialogue and rapport with members and being present at all major Club functions.
  • Incorporating succession planning by preparing staff for key leadership roles.
  • Ensuring compliance with all legal and regulatory matters affecting the Club.

Direct Reports:

Assistant General Manager, Director of Golf, Golf Course and Property Manager, Controller; Facility Manager, Executive Chef and Executive Assistant/Membership Secretary.

Candidate Profile:

The CEO/GM 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 The Toronto Hunt, it is essential that the successful candidate possess the following core competencies, experience and attributes:

Leadership Skills:

  • A trustworthy, 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 and recognition that leads to positive outcomes to enhance member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

Standard of Care:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service commensurate with a premium private club.
  • Ability to set and maintain high standards for all facilities, services and communications.
  • Analytical with the ability to use data effectively in reviewing revenue and cost centres.

Interpersonal/Fit:

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

Business/Finance Skills:

  • 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.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with golf and hospitality businesses.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

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

Experience and Accreditation:

  • Previous experience as a senior leader at a private golf club or other similar top tier golf facility, with a passion and understanding of what it means to have a premium golf club experience.
  • Experience in the hospitality industry beneficial.
  • Experience reporting to a Board that has adopted a club governance structure and processes to lead the Club and CEO/GM to success.
  • Evidence of continued professional development.

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 Thursday, February 18, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Toronto Hunt Resume” and ‘Last Name, First Name, Toronto Hunt Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

For more information on The Toronto Hunt please visit torontohunt.com.

2021 Predictions on the Shape of the Next Normal

When we were introduced to COVID-19 in March 2020, no one had any indication that ten months later the number of cases and its toll on society would continue to rise. The introduction of a vaccine is promising, but the road ahead remains filled with uncertainty as to when the next normal will arrive – and what shape that normal will adopt.

Since its inception, GGA Partners has traveled the globe working with private clubs, golf courses, investors, real estate developers, resorts, municipalities, and financial institutions. This has provided unique insight into the state of golf, private club, and leisure businesses from many different perspectives.

We have observed that even before the coronavirus pandemic, significant change was underway across the private club landscape. As we prepare for the “new normal” the thought leaders at GGA sat down to predict what they believe is coming in 2021 and beyond.

1. COVID-19 accelerates change already afoot in governance

According to Senior Partner Henry DeLozier, the change brought on by the pandemic is going to necessitate even more rapid change in governance, which GGA has seen clubs struggle with this past year.

“In corporate America, the concept of stakeholder capitalism was at the forefront in 2020 and that has transcended to the private club space,” commented DeLozier. “We’re hearing members across the private club spectrum questioning why they do not have a larger voice in their club and how board selections, as well as decisions, are being made.”

Private clubs that do not have current and effective governance will suffer from decreased member satisfaction and a constant churn of its membership base.

2. The capability to communicate effectively and efficiently will be key

Linda Dillenbeck, GGA’s director for the firm’s communications practice, stated that there continues to be a need to assist clubs in their efforts to communicate effectively and efficiently.

“It is basic human nature that people do not like change,” said Dillenbeck. “To minimize the disruption of pending changes, it is incumbent upon the management team and board of directors to clearly communicate the what, how, and why of their decisions then allow members to voice their opinions. This provides the level of two-way communication members are demanding.”

In addition to communications about club finances and capital improvements, clubs need to improve the use of the data they have collected to provide tailored communications to members. For example, notices about evolving restrictions on golf events should only be sent to those who play and those about activities for families with children don’t need to be sent to empty nesters.

Beyond member communications, clubs that will be successful in 2021 will be those which can retool and refine their external communications to ensure the message of what truly makes the club unique is presented clearly.

3. Greater work flexibility will impact club utilization in new and challenging ways

Report after report has trumpeted the tremendous increase in rounds played during the pandemic. According to GGA Director John Strawn, that is in large part due to work-from-home adaptations which are providing greater flexibility in how and when employees complete their daily tasks.

“People have more control over their work lives,” said Strawn. “Golf experienced fewer restrictions during the pandemic and that has brought out many new and fringe players leading to full tee sheets at both private and public golf courses.”

Full tee sheets are causing negative feedback from those who play more frequently as there is a belief that those not paying full dues are taking coveted tee times. To solve the problem, Strawn predicts clubs will need to revisit their strategies and ultimately their business models more frequently to ensure they are meeting this new and different demand effectively. Flexibility will be critical until the long-term impact on golf demand is better understood.

While clubs continue struggling to ensure fair and equitable access to the tee or courts while accommodating increased demand, Senior Associate Andrew Milne added that clubs should expect that best practice solutions may shift regarding reservations and tee sheet management to include lottery systems and Chelsea systems to ensure dissatisfaction among members is minimized. Understanding that new reservation management approaches may change the value proposition for members, a clear plan and message acknowledging this, and for measuring and adapting the approach as the future becomes clearer, will be important.

4. Clubs must better understand what women want from their club

According to the National Golf Foundation, while only one in five golfers are women, females represent a disproportionately higher percentage of beginners (31%).

Women ease into the game for a variety of reasons; to spend time with their family, to compete, to be outdoors, and to enjoy the support, community, and socialization. As these women age and consider joining a club, they will choose the clubs that shape programs, staff, activities, and offerings to blend the female competitive group with the group that is more interested in the social community.

“We’ve known for some time just how important the role of women and the family dynamic is regarding the decision on whether to join a private club,” commented GGA Director Murray Blair. “For clubs to succeed in 2021 and beyond, they will need to understand how women are impacting the decision-making process and implement the necessary adjustments to make them feel welcome, whether they play golf or not.”

5. Operational efficiencies gained during the pandemic will carry forward in 2021, and their challenges will too

Among the most remarkable takeaways from 2020 was the ability for clubs to adapt their operations and service offerings swiftly and effectively in the face of facility closures, variable human resource availability, and rapidly changing restrictions for public health and safety.

Contactless payments, varying tee time intervals, and pace dispersion tactics are pandemic-inspired efficiencies which GGA Associate Andrew Johnson predicts will continue.

Adding to the list, GGA Director Ben Hopkinson expects clubs will become more efficient at managing grab-and-go meals, take-out dining, and mobile ordering, following the best practices of companies like Uber Eats and DoorDash.

New ways of operating have also brought about new challenges, some of which will persist into 2021 and require even more new solutions to be generated at clubs and courses.

GGA Senior Associate Andrew Johnson expects that the increased costs associated with COVID-19 mandated protocols such as labor for sanitation and cleaning, as well as elevated maintenance expenses due to increased rounds, will remain through 2021.

Clubs that effectively determine what increased interest and golf participation means for facility accessibility, program creation, membership categories and associated privileges will find increased membership satisfaction and interest from new prospects.

6. The pandemic’s impact on club finances will remain uncertain, expect to see more measurement, flexibility, and experimentation

Despite successful adaptations in club operations and economic relief opportunities afforded by governments and municipalities, the full extent of the pandemic’s economic impact will remain varied across club types depending on business structures and market areas.

GGA Senior Manager Martin Tzankov, remains concerned about the financial position of many clubs and believes the brunt of the economic impact has yet to be seen.

“The reliance of clubs on dues increases and capital assessments has been particularly apparent this year and may have stretched the value proposition too far for some,” stated Tzankov.  “2021 will show the clubs where a clear and present value proposition is being presented to members, who in turn, will continue to pay the cost of belonging.”

GGA Partner Derek Johnston believes there are clubs that will be able to increase pricing and sustain the increases in the long-term and there are clubs that will overshoot the mark. Johnston expressed concern that some clubs may move joining fees too high, too fast; golf businesses may move their green fees too high, too fast; and some may move away from tee sheet management practices too quickly.

“Nobody knows what’s coming.  If clubs have experienced less attrition than in the past, it may be due to members being unwilling to give up their safe sanctuary, but when things begin to stabilize post-vaccine that may not persist,” he explained.  “I believe that a portion of the historical attrition hasn’t been abated, just held back.  There will be increased attrition over the next 12-24 months and there may not be the same demand there to replace those who leave, especially as other social and lifestyle pursuits become more widely available again.”

2021 will be a time for clubs to experiment.  A measured, flexible approach to joining fees and dues will be a prudent approach this year.

7. A club’s success will in part be driven by its sum of parts in 2021

Craig Johnston, a partner and head of GGA’s transaction advisory practice, emphasized that the success of clubs during and following the pandemic will in part be driven by its sum of parts. Johnston explained “A private club may include a fitness center, retail store, several restaurants, a golf course, and a marina. The pandemic has impacted the utilization and thus success of all those ‘parts’ differently, and therefore the overall success of the club will largely be dependent on the club’s product or shall we say parts mix.”

“Every club is going to be different depending on its type of business and the operations which comprise it, the extent and variability of pandemic-related changes means that comparatives are going to need to be refined,” continued Johnston.  “Clubs that understand and appreciate the challenges and successes of the various parts of their business will be in a better position to realign and optimize heading into the ‘new normal’.”

8. The movement of people and relocation of companies will reshape markets

Our news feeds have been full of stories about high-profile people and companies moving out of California into Texas, as well as the movement of bankers to Florida from New York. If looking at this as a trend, you might imagine seeing increased need and greater attrition among clubs in the California and New York markets and, conversely, excess demand for clubs in markets like Texas and Florida.

According to GGA Manager Alison Corner, it will be important for clubs to understand the movement of people – not just the movement away from major urban centers and into the suburbs, but also the movement of companies and the actual physical locations of corporations – because they may have drastic impacts to how certain club and leisure businesses perform over the next 5 – 10 years.

Clubs that are mindful of these relocation trends will help themselves to recognize and either seize new opportunities, or mitigate future risks.

Executive Search: Head Golf Professional at Bayview Golf & Country Club

HEAD GOLF PROFESSIONAL
BAYVIEW GOLF & COUNTRY CLUB
Toronto, ON

 

The Club:

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

The Golf Facilities:

Designed in 1960 by Canadian Golf Hall of Fame architect Robbie Robinson, and renovated by renowned course designer Doug Carrick, the Bayview Golf and Country Club course consistently ranks among Score Magazine’s Top 100 courses in Canada. Golfers enjoy a stunning course that is equally challenging for both the recreational and scratch golfer. Bayview’s renowned golf course is world-class and can truly be appreciated by the whole family. A comprehensive practice facility, golf simulators and well-stocked, full-service Pro Shop round out the Club’s facilities. The Club has hosted several professional and amateur championships.

The Position:

Bayview is seeking a well-qualified, dynamic individual to oversee and manage Bayview’s golf operations and work cooperatively with other departments to provide an exceptional member and guest experience.

The Head Golf Professional will be responsible for the following:

 

  • Develop and deliver a consistently outstanding member experience commensurate with specified member expectations and in keeping with a premier Tier 1 private golf and country club. 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.
  • Recruitment, training, development, performance management and leadership of Golf Operations staff.
  • Preparation of the Golf Operations operating and capital budgets.
  • Work 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.
  • Oversight of the golf reservation system, starting procedures, tracking and monitoring play on the golf course.
  • Representation of the Club to members, staff and external agencies. The Head Professional is engaged in new member recruitment.

Candidate Profile:

The Head Professional reports to the General Manager. Given the leading role this individual will play in achieving the strategic objectives of Bayview, 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.
  • A dynamic leader with the ability to maintain a strong team by motivation and leading by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes. Excellent communication skills.
  • Highly visible leader with friendly and outgoing personality and focus on member service. A leadership style that lends itself to being the ‘face of the golf experience’.
  • An out of the box thinker determined to be innovative in the modern world of golf operations.
  • 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.
  • Proficient instructor well versed in the latest club fitting and teaching technologies.
  • Proven leadership, management and organizational skills.
  • Ability to organize and oversee annual golf event fixtures and programs including participation in the internal marketing and administration of the events and programs.
  • 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 self-starter and results oriented work style combined with excellent communication and interpersonal skills with all the Club’s stakeholders.

Note: The current Head Golf Professional will leave the Club on January 29, 2021.

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 Sunday, January 10, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Bayview HP Resume” and “Last Name, First Name, Bayview HP Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

For more information on Bayview Golf & Country Club please visit www.bayviewclub.com.

Executive Search: GM at Vancouver Lawn Tennis & Badminton Club

GENERAL MANAGER
VANCOUVER LAWN TENNIS & BADMINTON CLUB
Vancouver, BC

 

The Club:

The Vancouver Lawn Tennis and Badminton Club, founded in 1897, has a celebrated history as the city’s premier racquets and social club. Members enjoy superior tennis, badminton and squash programs, fitness and aquatics facilities, superb dining and outstanding service. Conveniently located just 10 minutes from downtown Vancouver and adjacent to the fine Vancouver neighbourhoods of Shaughnessy, Kerrisdale, Kitsilano and False Creek, the Club’s facilities, programs and staff of 100 cater to approximately 4000 members of all ages.

The Club completed a $15 million dollar renovation of its top floor banquet rooms, pub and main kitchen to enhance members’ experience and boost Food and Beverage operations in December 2016. Phase 2 of this renovation plan is set to start in 2022. The Club is currently completing the schematic design and costing for presentation to the membership in early 2021.

Vancouver Lawn provides an exciting opportunity to be part of the ultimate hospitality, leisure and sports environment with an active and engaged membership. The General Manager is expected to make a direct and significant contribution to the ongoing success of the Club, its members and employees.

The Position:

Reporting directly to the Board of Directors, the General Manager (“GM”) will bring a strategic direction to Vancouver Lawn and act as the primary catalyst to ensure the reputation of the Club is maintained and enhanced. The GM shall serve as Chief Operating Officer of the Club, managing all aspects of the Club including activities and relationships between the Club and its Board of Directors, members, guests, employees, community, government and industry. The GM is the leader of the Club’s management team and is responsible for managing all facets of the Club’s operations.

Vancouver Lawn is seeking a GM who is dedicated to being the best and is willing to embrace the Club’s core values of community, tradition, exceptional service, fiscal responsibility, and continuous improvement.

The GM will be responsible for the following:

Membership Experience:

  • Develop and deliver a consistently outstanding member experience commensurate with specified member expectations and in keeping with a premier private club.
  • Manage all aspects of the Club’s activities to ensure and maintain the highest standards and quality of activities and service provided by the Club to ensure a high level of member satisfaction.
  • Oversee the development and successful implementation of all marketing and member relations programs to both attract new members and foster positive relations with existing members and their guests. Ensure all new club members are “met” and properly oriented to the Club. It is important to be visible and accessible to our members.

Operational Excellence:

  • Develop and implement best-in-class and industry leading operating policies, programs, procedures and methods while directing the work and promoting the development of all department managers.
  • Monitor long and short-term financial objectives and reporting. In consultation with the Board, Finance Committee and Controller, prepare and execute the financial plan for the Club.
  • Monitor and stay current with industry trends and ensure Vancouver Lawn implements improvements as required.
  • Act as a catalyst in the development of a Strategic Plan that charts the future course of the Club. The plan will be updated on an annual basis and will act as the framework in which the Club is operated. The achievement of the key objectives in the plan will be the primary responsibility of the GM.
  • Develop and implement an Annual Business Plan in the context of the Strategic Plan. Regularly update the Board on progress relative to both the Strategic and Annual Business Plans.
  • Ensure compliance with all legal and regulatory matters affecting the Club.

People:

  • Maintain and develop a management philosophy that recognizes our people are a key part of the foundation of the Club’s success in delivering a great membership experience and competitive advantage. Actively promote a positive work environment where teamwork is emphasized.
  • Develop and monitor Human Resource policies consistent with the Board’s desire to treat employees fairly at all times and be compliant with all laws/regulations/union contracts.
  • Manage and clearly define direct reports’ goals and objectives. Provide consistent feedback towards continuous improvement, and ensure appropriate personal development occurs, while incorporating succession planning for all key leadership roles.
  • Be visible and approachable to all employees.

Communication:

  • Provide quality and timely communication with the Club’s President, Board, employees and members. Working collaboratively with the Board, this position will take responsibility/ownership of all aspects of Club operations, and share in the Club’s overall success.

Direct Reports:

Controller; Membership & Marketing Director; Athletics Director; Food and Beverage Director; Operations Manager; Member Services Manager and Human Resources Manager.

Candidate Profile:

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

Leadership Skills:

  • A trustworthy, 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 and recognition that leads to positive outcomes to enhance Member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

Standard of Care:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service commensurate with a premium private club.
  • Ability to set and maintain high standards for all facilities, services and communications.
  • Leads our Commitment to Health and safety protocols and processes.

Interpersonal/Fit:

  • Demonstrates integrity and ethical conduct in words and deeds; embodies the characteristics of a successful GM through honesty, straightforwardness, accountability, leadership, and dedication.
  • A self-starter with a results-oriented work style combined with excellent verbal and written communication and interpersonal skills demonstrated with all the Club’s stakeholders.
  • Demonstrates energy and a desire to interact with the membership.
  • A confident, diplomatic and competent professional who is a “doer” and a take charge person who recognizes the importance of accountability.
  • Strong professional deportment with a clear commitment to member service through an open and transparent member approach while maintaining a professional balance between empathy and process adherence.

Business/Finance Skills:

  • 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.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with racquet sports, fitness, aquatics and food and beverage businesses preferred.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

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

Experience and Accreditation:

  • Previous experience as a senior leader at a private multi-sport, family club or other similar top tier multi-sport facility, with a passion and understanding of what it means to have a premium club experience preferred.
  • Experience in the hospitality industry beneficial.
  • Experience reporting to a Board that has adopted a club governance structure and processes to lead the Club and GM to success.
  • A Certified Club Manager designation (CCM) is preferred.

Note: The incumbent will retire upon the selection and onboarding of the new GM.

Compensation:

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

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 Friday, January 15, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Van Lawn Resume” and ‘Last Name, First Name, Van Lawn Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

For more information on Vancouver Lawn Tennis & Badminton Club please visit vanlawn.com.

Executive Search: Executive Chef at Highlands Falls Country Club

EXECUTIVE CHEF
HIGHLANDS FALLS COUNTRY CLUB
Highlands, NC

 

The Club:

Founded in 1958, Highlands Falls Country Club is a private, member-owned club in Highlands, North Carolina. Perched high atop the Highlands Plateau, where incredible views stretch for miles and miles, is Highlands Falls, a small and close-knit community which has just completed a $3.5 million renovation of the clubhouse to expand outdoor dining and create a unique indoor/outdoor bar and grill area. With updated features, extended dining areas, and sweeping views, it serves as a stylish, luxurious gathering place for members and guests – the response from the membership has been overwhelmingly positive.

Highlands Falls offers all the amenities and activities you’d expect, and then some. Whether members prefer golf, croquet, pickleball, tennis, bridge, fishing, swimming, dining, working out, tennis, competing in “yacht club” races, or a combination of all of the above, they enjoy their play surrounded by mountain views, an incredible waterfall, and folks who can’t wait to welcome you to the community.

Highlands Falls offers 18 holes of pure golf fun on a dramatically beautiful course, a Croquet Pavilion, a tennis center with three Har-Tru courts and pickleball, all of which offer interactive programs and regular social events. The Club has a Fitness facility that includes a weight room, locker rooms, a group fitness room, and is replete with spa services, personal training, group classes, and a private swim complex. The Pool complex includes the swimming pool and aquatic fitness activities. The Clubhouse consists of the administrative offices, kitchen, member dining areas, lounge and banquet facilities, and offers engaging activities for all ages, such as the highly popular Bridge program and fun-filled Junior Camp.

Members love to talk about how incredible the dining experience is at Highlands Falls, which offers both casual and formal dining options, well-priced lunch and dinner menus, special theme dinners, phenomenal wine dinners, a la carte brunch every Sunday, and special dietary accommodations upon request. Whether hosting a small private party, throwing a large private event, or entertaining special guests, Highlands Falls provides the perfect combination of private elegance and impeccable service.

Highlands Falls Country Club Overview

 

  • 284 Members (Golf: 187, Other: 97)
  • Initiation Fee (Resident Member Golf: $45,000)
  • Annual Dues (Golf: $13,086)
  • $5.5M Gross Volume
  • $3.1M Annual Dues
  • $600K F&B Volume
  • 14 Employees Culinary
  • 9 Board Members
  • Average age of members is 73

The Executive Chef Position:

Highlands Falls Country Club is searching for a committed, proactive, and passionate culinary professional, an Executive Chef who would enjoy working in an exciting private club environment and can select the perfect enhancements to make a lasting impression. The Executive Chef will coordinate and oversee all aspects of the kitchen to ensure 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. Experience in seasonal hospitality operations offering similar services is a plus.

Important Individual Characteristics:

 

  • A naturally enthusiastic personality and passion for the culinary industry.
  • Ability to hire, trains, motivates and develops a high performing team in a seasonal environment.
  • A natural leadership style which promotes an engaging, motivated staff.
  • A mind for innovation and action with an ability to act as a thought partner with 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 ding services.
  • Possess 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.
  • Maintain a high level of visibility to members and staff as the face of the Club’s dining and catering programs.
  • Understands the importance of digital communication and can utilize web and social media tools to communicate with the staff and membership.
  • Ability to develop a dedicated team with a shared vision.

Additional Dining Information:

The Formal Dining Room seats up to 200 people for special events, with 120 for normal dining. Formal dining in the mountains is more casual than in typical in town clubs, as is the trend nationwide.

The Grille/Bar area seats approximately 60 people and can also accommodate 20-40 people for cocktails, not counting the bar, which can seat an additional 20 people between the indoor and outdoor bar stools. For the upcoming year, a new bar menu is anticipated to accommodate the desire for dining at the bar, especially in the fall for sporting events.

The Outdoor Dining area has been expanded to seat up to 110-130 patrons, depending on table configurations. All outdoor dining is covered and has drop down plastic curtains and heaters when to protect diners from inclement weather.

Private Events such as weddings can accommodate up to 300 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 drug screen and background check will be required. The position is available January 1, 2021.

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 Wednesday, December 3, 2020.

Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, HFCC Chef Cover Letter” and “Last Name, First Name, HFCC Chef Résumé”) respectively to: execsearchus@ggapartners.com. Please e-mail résumé with references.

For more information about Highlands Falls Country Club please visit clubhfcc.com.

Menu