Tag: governance

Executive Search: GM at Bayview Golf & Country Club

Date:

GENERAL MANAGER
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.

An impeccable world-class golf course serves as a focal point for our Bayview family. Play outdoor in summer and indoor in winter on Bayview’s six highest-quality Har-Tru courts. Enjoy a full range of programs from friendly daily play to competitive tournaments and inter-club competitions. It’s a cottage in the city! A fabulous 13,000 sq. ft. complex featuring sparkling heated swimming pool, huge sunning deck, swimming lanes, splash pad and wading pool for kids, and delicious poolside dining.

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

The Position:

The General Manager (“GM”) is the leader of Bayview’s management team and is responsible for managing all facets of the Club’s operations. The GM manages the affairs and directs the employees of the Club subject to and in accordance with the direction of the Board of Directors (the “Board”) acting through the President, who exercises supervisory authority over the GM. The GM attends all meetings of the Board and is an ex-officio member (i.e. non-voting member) of all Board committees.

The GM will be responsible for the following:

Our Membership Experience:

  • 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.
  • 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 as measured by our annual Club survey.
  • 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.

Our 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 Director of Finance and Administration, prepare and execute the financial plan for the Club as follows: (i) develop annual operating, cash, and capital budgets; (ii) monitor monthly budget and other financial information (iii) initiate effective corrective action as required (iv) approve invoices and other arrangements before inception or payment; and (v) prepare and make timely financial reports to the Board.
  • Monitor and stay current with industry trends and ensure Bayview implements improvements as required. Act as a focal point in the development of the Club’s long-range strategic and annual tactical plans consistent with the Club’s long-term strategic direction.
  • Ensure compliance with all legal and regulatory matters affecting the Club.

Our 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 basic Human Resource policies consistent with the Board’s desire to treat employees fairly at all times and be compliant with all laws/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.

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:

Clubhouse Manager; Controller; Head Golf Professional; Golf Course Superintendent; Fitness Manager; Director of Tennis; Marketing & Membership Manager; Executive Chef and Curling Manager.

Candidate Profile:

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

Leadership Skills:

  • A dynamic leader with the ability to build strong teams by motivating staff and leading by example. Has the ability to provide direction and expectations, 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 Tier 1 private golf and country 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, curling, fitness and food and beverage 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 and country club or other similar top tier golf 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. The GM/COO 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 Wednesday, November 25, 2020. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Bayview Resume” and “Last Name, First Name, Bayview Cover Letter”) respectively to: execsearch@ggapartners.com.

George Pinches, Director
GGA Partners
execsearch@ggapartners.com

Michael Gregory, Partner
GGA Partners
michael.gregory@ggapartners.com

 

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

Executive Search: General Manager at Camp Lake James

Date:

 

GENERAL MANAGER
CAMP LAKE JAMES
Nebo, NC

The Club:

Camp Lake James is an incredible lakeside adventure center in the foothills of the Blue Ridge Mountains, just 45 minutes east of Asheville, NC, surrounded by thousands of acres of public land with access to hundreds of miles of hiking and biking trails.

Perfectly situated in the beautiful mountains of North Carolina, Camp Lake James is a private, member-owned social club which offers the ultimate in lake lifestyle. The Camp is a rustic resort where neighbors socialize, stop by for lunch or drinks on the dock, lounge by the pool or slip into the hot tub, take a paddleboard or kayak out on the lake, hit up the gym, or play lawn games and roast marshmallows at the fire pit.

The Camp has everything members and guests need to relax, play, and create special memories with family, friends, and neighbors. Members of the community spend their days kayaking or canoeing on clear mountain waters, cooling off in the pool, or unwinding around a crackling campfire while roasting marshmallows. After a day on the lake, nothing is better than kicking back at the Social Hall and getting a bite to eat at the County Line Canteen.

The expert staff at the Camp ensure that time spent here is truly memorable and the Activities Director organizes events throughout the year and plans unique, popular events for all ages. Members enjoy wine tastings, camping and ski trips, holiday parties, bonfires on the beach, movies under the stars, family sports, games, crafts, and a dinner club.

Members soak-in nature walks along the shores of Lake James while listening for native frog calls or enjoy a glass of wine during Friday nights “Drinks at the Dock” and Saturday Socials with friends and neighbors. A day at the Camp holds as much or as little diversion as they desire.

Members are warmly welcomed and enjoy resort-style amenities at Camp Lake James when they purchase a home or homesite in 1780 or Old Wildlife Club, both dazzling communities on Lake James. A limited number of recreational licenses enable others to join the Camp, affording access to a resort-style pool, outdoor spa, tennis courts, fishing pond, state-of-the-art fitness facility, and much more.

Camp Lake James At A Glance

– Social Hall & County Line Canteen
– Resort-style pool, outdoor spa, and toddler pool
– State-of-the-art indoor fitness facility
– Beach area with canoes, kayaks, and paddleboards
– Expo Center with bar, snacks, lounge and fireplaces
– Tennis and pickleball courts
– Outdoor amphitheater & fire pit
– Game room & lawn games
– Hully Gully fishing pond
– Boat docking for members
– Neighborhood trail access

Camp Lake James Overview

– 321 Member families (homesites)
– $1.80M Gross volume
– $750K Annual dues
– $600K Rental revenue
– $250K F&B/Events volume
– 25 Employees in-season; 8-9 off-season
– 5 Board members

The General Manager Position:

The General Manager of Camp Lake James is responsible for maintaining a constant focus on the Camp’s commitment to instill a culture of continuous improvement and elevation of the member experience in every area of the operation. An understanding of and appreciation for the nuances and training involved in cultivating this type of cultural environment is required.

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 and the Camp’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 operations to attain the desired results consistent with strategic vision and planning.

The General Manager coordinates all management functions and works in concert with committee chairs in assisting them in the development of proposed policies, programs, events, etcetera.

The General Manager is the lead coordinator of programming and development of synergy among all departments. Overseeing the Camp’s strategies for high levels of member engagement and satisfaction with Camp experience is a critical part of the position.

Connecting with members and staff is a top priority, the General Manager should have a strong presence and seek to be highly visible to the membership and staff. He or she sets the tone for consistently treating members with first class hospitality and communicates this expectation to the entire staff as well. The overarching focus of the General Manager, and the focus instilled in his or her team, should be on the overall member experience.

Important Individual Characteristics:

The General Manager is responsible to “lead by example”, the camaraderie and engaging nature that is seen throughout the Camp must be exemplified by the General Manager in a natural and intuitively engaging style. He/she must “walk the talk” and exhibit a passion for developing and maintain an environment of extreme hospitality.

– A naturally enthusiastic personality and passion for the club management and hospitality profession.
– A natural leadership style which promotes staff and membership engagement.
– A mind for innovation and action with an ability to act as a thought partner with the board, committees, and homeowners.
– The ability to communicate effectively, both verbally and in writing.
– Experience overseeing small-scale and large-scale service and facility enhancements.
– Ability to create and implement strategic plans, with disciplined follow-through to ensure the vision and goals of the Camp come to fruition.
– Ability to cultivate a high-level of member services and satisfaction.
– Possess a strong understanding of top-notch food and beverage and event experiences for Camp 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 Camp.
– Understands the importance of digital communication and can utilize web and social media tools to communicate with the staff and membership.
– Ability to anticipate how the Camp needs to evolve, done by being actively networked in the club industry and being on the forefront of trends in hospitality, club management, and lifestyle communities.

Candidate Qualifications:

– A minimum of 3-5 years of progressive leadership and management experience in a private club or hospitality environment.
– A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
– Active involvement in CMAA or similar organizations where there is a strong network of peers that stay actively abreast of the industry, trends, and opportunities is preferred. Possessing a Certified Club Manager (CCM) designation, or working toward achieving one, is an advantage for applicants.

Note: A pre-employment drug screen and background check will be required. The position is available October 20, 2020.

Salary & Benefits:

Salary is open and commensurate with qualifications and experience. The Camp offers a compensation package which includes a performance bonus plus full 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, November 13, 2020.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Camp LJ GM Cover Letter” and “Last Name, First Name, Camp LJ GM Resume”) respectively to: execsearch@ggapartners.com. Please email resume with references.

For more information about Camp Lake James, please visit camplakejames.com and lakejames.com for videos and information about the area.

 

Executive Search: General Manager at Marietta Country Club

Date:

GENERAL MANAGER
MARIETTA COUNTRY CLUB
Kennesaw, GA

 

The Club:

Founded in 1915, Marietta Country Club is a member-owned club in Kennesaw, Georgia, located 28 miles from downtown Atlanta. The Club features 27 spectacular holes of Robert Cupp-designed golf, offering challenging risks and rewards for golfers of all skill levels. Set on historic Civil War era farmland, the Club’s “three nines” yield vistas of Kennesaw Mountain, beautiful lakes, ponds, and streams.

The Tennis facility includes 8 immaculately maintained HydroCourt clay courts and 4 all-weather Laykold hard courts. The Club has a Fitness facility including a weight room, locker rooms, and a group fitness room. The Pool complex includes the pool and snack bar. The Clubhouse consists of the administrative offices, kitchen, member dining areas, lounge and banquet facilities.

Marietta Country Club Overview

  • 1138 members (Golf: 724, Other: 308)
  • Initiation fee (Resident Member Golf: $30,000)
  • Annual Dues (Golf: $6,696)
  • $9.60M Gross volume
  • $4.50M Annual dues
  • $3.40M F&B volume
  • $4.70M Gross payroll
  • 160 Employees in-season; 110 off-season
  • 11 Board members
  • Average age of members is 58

The General Manager Position:

The General Manager reports to the Board 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 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 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, events, etcetera.

The General Manager is the lead coordinator of programming and development of synergy among all departments. Overseeing the 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 seek to be highly visible to the membership and staff. They set the tone for consistently treating members with first class of hospitality and communicate this expectation to the entire staff as well.

Important Individual Characteristics:

 

  • A naturally enthusiastic personality and passion for the club management profession.
  • A natural leadership style which promotes staff and membership engagement.
  • Ability to act as a thought partner with the board and committees.
  • 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 services and satisfaction.
  • 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.
  • 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.

Candidate Qualifications:

 

  • A minimum of 5 years of progressive leadership and management experience in a private club environment. Current Assistant General Managers or Clubhouse Managers at well-recognized clubs, with verifiable records of achievement will also be 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 is available September 29, 2020.

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 resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Wednesday, October 14, 2020.

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

For more information about Marietta Country Club please visit www.mariettacountryclub.org.

Leveraging Differences in the Boardroom

Date:

GGA Partners Releases New Whitepaper on Private Club Governance as Part of Thought Leadership Series

‘Leveraging Differences in the Boardroom’ Now Available for Download

TORONTO, Ontario – International consulting firm GGA Partners has released Leveraging Differences in the Boardroom, the third in its new series of thought leadership whitepapers. This authoritative guide explores the benefits of clubs with diverse boards and suggests several steps to take when recruiting with diversity in mind.

Leveraging Differences in the Boardroom evaluates the consequences of unintentionally insular board composition and challenges the idea of “sameness” in the boardroom, which limits the ability of a board to effectively perform its duties and threatens a club’s health and longevity. The paper illustrates how multiple perspectives contribute to greater success in governance and argues for adjusting the profile of a club’s leadership to better serve members and prospects.

“We often see board members with similar professional, cultural, and ideological backgrounds and perspectives,” explained GGA Partner Henry DeLozier, one of several authors of the piece. “Boards that are neither representative of the membership nor reflective of their surrounding community risk losing the opportunity both to serve their current members and to attract new members.”

In addition, the whitepaper encourages that clubs intent on increasing diversity among their board take a holistic, multi-dimensional approach to its creation. “Forward-thinking boards understand that it is the breadth of perspective, not the mere inclusion of various diverse traits, that benefits the organization,” said DeLozier. “In addition to social diversity, professional and experiential diversity are also important in increasing the range of perspectives represented on the board.”

Board diversification is likely to be met with resistance from the status quo, which the paper aims to help club leaders overcome by providing tactics for building a diverse board, developing new board member criteria, and making a commitment to diversity.

In addition to governance, GGA Partners recently published new whitepapers on strategic planning and branding. The firm has announced that another in the series focused on innovation will be published through the third quarter of 2020.

Click here to download the 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

Four HR Questions Club Boards Should Be Asking

Date:

When was the last time your club audited its human resources? Alignment between a club’s strategy and its employee offering is essential in order to enhance the overall club lifestyle, culture, and experience for members and staff.

To determine whether it’s time to reexamine culture, Partner Derek Johnston lays out 4 questions private club boards should be asking. 

Among the most reverberant takeaways from the coronavirus pandemic is the importance of people to businesses. Global business leaders and executives at leading corporations have indicated that the shift toward talent as the most important source of corporate value has continued. The pandemic also seems to be leading an increasing number of talent-forward companies to take an “employees first” approach.

But this is nothing new for large-scale global businesses. Indeed, the third week of August marked the one-year anniversary of the influential Business Roundtable’s statement on corporate purpose – which puts employees, customers, their communities, and the environment on a par with shareholders.

“Human resources” is trending

It’s also nothing new for club businesses. Our continuous research on club industry trends has shown human resource management and labor challenges to be a persisting trend, one which club managers have reported to be rising in importance – before the coronavirus.

In 2019, human resources was ranked the 6th most-impactful private club trend (out of 27) in a global survey of club managers. And, in a separate Canadian club industry survey, it was identified as both a key risk and primary hurdle to modernizing club management while topping the list of areas which managers say are under-supported from an education standpoint.

The early-pandemic question as to whether COVID-19 impacts would accelerate the business community’s move to stakeholder capitalism, or slow it down as companies focus on short-term financial pressures, seems to have answered itself.

For clubs, the people-related challenges previously reported by managers have exacerbated, with topics like employee willingness to work, labor anxiety, staff recruitment and turnover emerging as key strategic questions which club leaders are currently wrestling.

Widespread COVID-19 impacts like club closures, layoffs, and furloughs certainly haven’t helped ease concerns. With significant changes afoot in staffing, retention, human resource availability, and operational adaptations, clubs are presented with a unique opportunity right now – the chance to reevaluate and perhaps reset their culture.

Got culture?

In clubs, culture IS governance. Sound governance is a strategic imperative primarily because it enables, supports, and nurtures effective strategy. And, as the Peter Drucker saying goes, “Culture eats strategy for breakfast.”

This is extremely important for club leaders.

It’s important because it means that no matter how strong a club’s strategic plan is, its efficacy will be held back by team members, staff, and employees if they don’t share the proper culture.

When the breaks are going against the business, as they are for some right now, the people implementing the club’s plan are the ones that make all the difference. While strategy defines direction and focus, culture is the habitat in which strategy lives or dies.

Now is the perfect time to reexamine your club’s culture to ensure staff square rightly with the club’s strategy. In other words, to ensure that your people are the best fit for accomplishing the club’s goals and objectives. Someone who was right for a specific role pre-pandemic may not be right for the same role now. Your business has changed, and some people may need to change too, either themselves or their roles.

How can club leaders reexamine culture?

The first place to start is by understanding what you’re currently doing for employees. Club leaders require a comprehensive understanding of the club’s current approach to human resource management so that they can determine the alignment of people and culture with the club’s goals.

When was the last time the club audited its human resources approach, policies, procedures, and performance? Ensuring alignment between the club’s strategy and its employee offering is essential in order to enhance the overall club lifestyle, culture, and experience for members and staff.

To help you get started, here are four HR questions private club boards should be asking:

1. How does our current organizational structure sit relative to best practice and what recent COVID-related changes should we make permanent or revisit?

Review your club’s current organizational structure, including both employees and contract workers, against best practice structures at comparable clubs locally, nationally, and globally. This review should focus special attention on the roles and responsibilities of human resources within the organizational structure with the goal of highlighting key gaps or divergences from best practice. Often times in clubs, an overly flat organizational structure tends to create ‘siloes’ that breed inefficiencies and bloat staffing levels.

2. Are we both efficient and competitive in the compensation and benefits afforded to employees?

Complete a comprehensive benchmarking exercise which compares compensation and benefit levels of all key staff and for the club as a whole to comparable clubs and other businesses with whom you compete for talent. The focus of this exercise should go beyond salary and hourly wages, factoring in relevant club financial and operating data, benefits packages, member and employee feedback scores, and other market-related information.

The goal is to identify current and accurate reference points for evaluating current compensation and benefits against best practice. There is a high degree of likelihood that there are opportunities in your current compensation and benefits structure to better align incentives and shift compensation to top talent, which tends to support increased productivity and reduced head count.

3. Are our personnel positioned to help us achieve the club’s goals and objectives? Are we helping them achieve theirs?

Assess your club’s performance tracking and review processes. The goal here is to analyze current performance evaluation processes and procedures to ensure alignment with the club’s overarching goals. This requires the board and executive committee to have a focused, clear, and comprehensive understanding of the club’s mission, vision, core values, and objectives.

For maximum benefit, to both member and employee satisfaction, it is incredibly important that performance is measurable and incentivized. The trick is determining the right way to track and measure performance and tie it to the right incentive.

4. Are our staff equipped with the tools they need to succeed? Are they empowered to do so?

Evaluate your club’s current recruiting, onboarding, training, and ongoing relational efforts. This will likely require management meetings and staff interviews to learn about the current approach and unearth any ideas or recommendations your team may have to suggest.

The success of every private club is dependent on the quality of their staff. Recruiting the best talent, integrating them into the envisioned culture, training them for success, ensuring their satisfaction, and ultimately retaining them is an important goal. The outcome from which tends to have a positive financial impact on the club and on the member experience.

After all, an investment in people is an investment in culture and clubs will benefit from this investment.

Speaking the New Language of Brands

Date:

GGA Partners Releases New Whitepaper on Private Club Branding as Part of Thought Leadership Series

‘Speaking the New Language of Brands’ Now Available for Download

TORONTO, Ontario – International consulting firm GGA Partners has released Speaking the New Language of Brands, the second in its new series of thought leadership whitepapers.  This authoritative guide redefines a traditional brand value equation and illustrates how adding emotion and experience to a private club’s brand story will increase its value with members.

Speaking the New Language of Brands highlights ways iconic “mega-brands” mold, define, and advance their organizational identity toward the goal of influencing consumer purchasing decisions.  The paper evaluates a traditional outlook on the brand value equation and asserts a redefinition which paves the way to enhanced value perceptions among private club members.

“Traditionally, the key to building value in the eyes of the consumer has been demonstrated in a simple equation, where perceived value is equal to performance divided by price,” explained Henry DeLozier, one of several authors of the piece. “We believe there is a far more effective – and cost efficient – way to increase the value members place in your club and in your brand. It’s by introducing emotion and experience into the equation.”

In addition, the whitepaper argues that a successful branding program is based on the idea of “singularity” and should be designed with differentiation as the primary goal.  “Harkening to the days of the Old West, a branding program should differentiate your cow from all of the other cattle on the range,” said DeLozier.  In other words, creating in the mind of a member or prospective member the belief that there is no other club on the market quite like your club.

Building a brand is easier said than done.  For club managers not familiar with the brand development process, the whitepaper explains six essential steps for clubs to follow when constructing their brand and draws on examples from inside and outside the private club business.

In addition to branding, GGA Partners recently published a new strategic planning whitepaper and has confirmed that others in the series focused on governance and innovation will be published through the third quarter of 2020.

Click here to download the 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: General Manager at Park Place on Peachtree

Date:

GENERAL MANAGER
PARK PLACE ON PEACHTREE
Atlanta, GA

The Condominium:

Park Place on Peachtree is revered as the first luxury high rise condominium in Atlanta and, because of its unwavering expectations for quality, it has maintained its elite position in the stylish, upscale Buckhead High Rise community.

Park Place gives residents more than just the key to a magnificent home; it opens the door to a magnificent lifestyle.

Each Park Place on Peachtree home is unique with outstanding services, gracious amenities, and security features that have long earned Park Place on Peachtree the highest appreciation.

Amenities:

  • Club Room for functions, meetings and events with bar and kitchen
  • Concierge Services (Full-service)
  • Valet
  • Fitness Center
  • Guest Suites
  • Pool & Sauna
  • Wine Room and Personal Wine Locker Storage
  • 24/7 Security Personnel
  • Walking Trail
  • Dog Park Trail

Parking Features:

  • Garage (3 Floors)

Unit Amenities:

  • Air Conditioned
  • Extensive Terraces

The Position:

Park Place on Peachtree in Atlanta, GA is seeking a General Manager to manage and direct all operations for this condominium of 300 residences.  At Park Place on Peachtree, our mission is to create extraordinary experiences and building long-standing connections with our employees and residents. We seek a highly motivated leader to work with a strong team in updating services and facilities with a focus on taking Park Place on Peachtree to the next level in Luxury Lifestyle.  The General Manager coordinates and plans service activities in all Association areas and aids in formulating and administering organizational policies by performing the following duties personally or through subordinates, contractors, and vendors consistent with stated and implied Association goals, policies and procedures.

Operational Duties/Responsibilities:

  • Liaison to the Board of Directors.
  • Supervise staff and onsite operations.
  • Work with subcontractors and Association Committees to communicate and implement the specific decisions of the Board of Directors.
  • Serve as liaison among the Board, residents, and overall community through interfacing, networking, and relationship-building between directors, residents, vendors, contractors, and suppliers.
  • Provide support services to the Board for project information including research, bid specifications, contract development and management. Conduct supplier/contractor reviews and contract compliance evaluations.
  • Prepare minutes and action item list following board meetings.
  • Provide regular status updates to the Board on all ongoing projects and obtain Board feedback/approval as necessary.
  • Facilitate Annual Meetings and Elections
  • Create a sense of community in the Association through positive service and communication.
  • Develop and administrate annual operating and capital budgets in accordance with the governing documents, state statutes and Board policies.
  • Prepare, monitor and maintain a complete capital asset reserve program in concert with the governing documents, state statutes and Board policies.

Candidate Qualifications:

Given the active role this individual will be expected to play in the maintaining the standards of excellence of the Association, it is essential that the successful candidate possess the following core competencies, experience, and attributes:

  • Knowledge of security, landscape and maintenance issues and ability to provide guidance to contractors/vendors.
  • Certification through CAI or CACM.
  • Excellent oral and written communication and listening skills.
  • Interpersonal problem-solving abilities.
  • Strong verbal and written communication.
  • Strong financial acumen.

Education and/or Experience:

  • 5 plus years of experience HOA property management, Hospitality or related experience required
  • Bachelor’s Degree preferred.
  • Proficient in the use of current administrative technology tools (such as MS Word, Excel, PowerPoint, etc.); one who recognizes and pursues opportunities to use technology to enhance service delivery and more effectively lead, manage, and monitor operations.

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

Salary and Benefits:

Salary is open and commensurate with qualifications and experience. The Association offers an excellent bonus and benefit package, including a comprehensive medical insurance program, vacation, and professional development.

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, August 12, 2020, and if possible, sooner.

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

The New Urgency of Strategic Planning

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GGA Partners Continues Thought Leadership Series with Four New Whitepapers

‘The New Urgency of Strategic Planning’ Now Available for Download

TORONTO (June 10, 2020) – GGA Partners – international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities – will continue its thought leadership series with the publication of four new whitepapers to help leaders of golf, club, and leisure businesses make better-informed decisions regarding key planning and marketing challenges.  The whitepapers focus on strategic planning, branding, governance, and innovation.

Let’s Face It, Times Are Changing

That may be the understatement of the year.

Between rapidly advancing technology, economic uncertainty, transforming demographic and lifestyle stressors, and a digitally-connected global community, the environment for club and leisure-related businesses is more competitive than ever.

The business landscape is shifting and management stances are evolving, yet the principles of competition endure: one’s gain is another’s loss and the strongest will come out on top.

Knowledge is a tremendous source of strength and GGA Partners is developing authoritative reports on the industry’s most pressing issues and constructing advanced problem-solving guides for the road ahead.

The New Urgency of Strategic Planning

The strategic planning whitepaper, which can now be downloaded from the GGA Partners website, focuses on a misconception regarding the strategic planning process, according to Henry DeLozier, who along with GGA partners Steve Johnston, Rob Hill, Derek Johnston, and Michael Gregory authored the paper.

“Because of its traditional long-range horizons, many club leaders don’t prioritize strategic planning,” DeLozier said. “With conditions inside and outside the club environment changing as quickly as they are, there’s a new urgency to strategic planning.”

In addition, the whitepaper argues for a shorter planning cycle, ranging anywhere from 12 to 24 months, and a closer connection between strategy and execution.

“Businesses that are directly affected by shifts in the economy and consumer preferences should consider shorter planning cycles,” Johnston said.  “Think about it: Would a five-year strategic plan created in 2015 successfully guide your business today?”

Today’s most successful clubs look at their strategic plan as a blueprint for action, Hill added. “They don’t put their plans on a shelf to gather dust. They’re implementing their plans, adjusting as needed and executing their vision for the club.”

For club managers not familiar with the strategic planning process, the whitepaper explains five key steps in developing a plan and draws on examples from inside and outside the private club business.

In addition to strategic planning, other whitepapers in the series focused on branding, governance, and innovation will be published through the third quarter of 2020.  Discover more about the cross-section of high-impact topics GGA Partners is studying at ggapartners.com.

Click here to download the 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, visit ggapartners.com.

Media Contact:

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

Tactics for Financial Stewardship in a Crisis (Part 2)

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This article continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. Today, in the second of two articles discussing financial stewardship, partner and head of transaction advisory, Craig Johnston, outlines information and tactics which should be considered in developing your club’s financial plans in times of crisis.

As businesses across North America begin to re-open, ever-changing social and economic circumstances further complicate the decision-making process, and now more than ever it is imperative that business leaders have access to the critical information which impacts their business.

In the midst of a crisis, we believe prudent financial stewards should embark on a phased approach to financial planning and analysis. The three phases are:

1. Cash Preservation

2. Sustainability

3. Opportunity

The immediate focus should be on cash and cash preservation. The familiar adage Cash is King takes on even greater importance in crisis situations. Next, the focus shifts to reviewing key risks to long-term sustainability and developing plans to reduce and combat those risks. Once a game plan is understood for sustainability, business leaders should explore opportunities to enhance member experience, reduce operating or capital costs, and increase return on investment.

To navigate these three phases, two critical financial platforms are required: a detailed annual budget and a club financial model.

Often these platforms are considered one in the same, but they are not. A detailed annual budget should be designed on a monthly basis and based on agreed upon key performance indicators (KPIs) and specific circumstances for the year. A club financial model should be designed on an annual basis and based on historical and budgeted KPIs as well as other economic inputs. The monthly budget is important to support cash preservation analyses while the financial model supports long-term sustainability scrutiny and enhancement opportunity exploration.

Both platforms should be dynamic, both platforms should encompass all three financial statements, and both platforms are a must-have. By “dynamic”, we mean easily adjustable for various economic and club-specific KPIs and, by “all three”, we mean income statement, cash flow statement and balance sheet. (Yes, a club should set and approve a budget at the outset of every year, but that does not mean the platform it was developed under needs to be static.)

The information required to develop both platforms include:

  • Historical audited financial statements, including notes.
  • Detailed department financial schedules, including breakdown of fixed and variable expenses.
  • Membership information, including counts, fees, attrition rates and sales expectations.
  • Debt agreements and schedules, including covenant calculations, coupon rates and terms.
  • Labour contracts and employment agreements.
  • Supplier and vendor contracts and agreements, including terms and pricing.
  • Capital project listing, including historical expenditures, reserve studies and facilities plans.

The specific tactics under each phase of planning and analysis will vary from club to club, but some predominant examples include:

1. Cash Preservation

a. Analyze current club liquidity: evaluate the club’s current balance sheet, including available cash, receivables and payables based on an up-to-date budget, then leverage the monthly budgets to assess the near-term (three to six months) liquidity based on estimated revenues and expenses.

b. Scenario analysis: complete various scenario analysis within the annual budget platform (designed on a monthly basis) based on potential closure and re-opening scenarios. This requires a realistic evaluation of the impact of each scenario from department managers.

Based on the results of the above, determine if any near-term adjustments (staffing changes, discussions and negotiations with suppliers and lenders) are required for cash preservation.

2. Sustainability

a. Anticipate attrition rates: depending on the timing of annual dues payments, attrition rates during times of crisis can be significant. Running scenario analysis based on various levels of attrition and their impact on the club’s long-term sustainability is essential.

b. Estimate decline in membership sales: some clubs may rely on entrance fees to support operating expenses, or more predominantly capital maintenance expenditures. Evaluating the potential decline in new membership sales over the short and medium-term, and its impact on club sustainability is critical.

Based on the results of the scenario analyses, scrutinize the club’s operating model to address discrepancies between cash inflows and cash outflows. This may require moderate or significant reductions to the club’s operating profile, including hours of operation and levels of high-touch service, for example.

3. Opportunity

The review of enhancement opportunities may come about during the focus on sustainability, as the club looks at unique ways to better align cash outflows with cash inflows. However, for clubs where sustainability is straightforwardly achievable, the focus on opportunity will follow sustainability. Areas of opportunity include:

a. Staffing profile: use times of disruption to consider changes to your management team and right sizing of your staffing profile.

b. Debt re-structuring: meet with the club’s lender(s) to discuss revised terms to the current debt agreements. Interest rates are near all-time lows, and although the numerator on certain coverage ratio calculations has declined, a preferable rate or term may be available.

c. Capital projects: favorable prices may be available on large-scale projects or purchases during times of crises. Consider moving ahead with large-scale projects if the potential savings are meaningful and there is a high degree of confidence in the club’s financial sustainability.

Navigating through crisis in this phased approach – while adhering to the guiding principles of financial stewardship – will help clubs develop financial plans which offer short-term solutions and lasting success.

Guiding Principles for Financial Stewardship (Part 1)

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This article continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. Today, in the first of two articles discussing financial stewardship, founding partner Stephen Johnston outlines the guiding principles for being a prudent financial steward.

Despite the opinions of pundits and experts parading before our television screens, no one can accurately predict how long this pandemic will last or its economic impact. By the same token, it’s impossible to anticipate every challenge club leaders will face in the days ahead. But we can say with certainty that long-term financial stability is an issue confronting every club leader. Those who evaluate the challenge and develop a strategy with both short-term and long-term plans give their clubs the greatest opportunity for success.

From our perspective, actions in these uncertain times should follow these guiding principles:

1. Fairness. Prior to a final decision, step back and ask yourself if the anticipated action is fair for all parties, starting with members and the employees. This crisis will pass, and people will remember how they were treated.

2. Transparency. Do not take anything for granted, especially when it comes to sharing information with employees and communicating with membership. It is important for members to understand and appreciate the conscientious approach and the lengths taken to ensure the viability of their club. Video conferencing and electronic pulse surveys make timely communications and opinion convenient and efficient.

3. Value. It is important for members to understand the club carefully considers the value members receive for their fees, dues and other financial support of the club. The value for money proposition for each club and each member is different; “we’re doing what other clubs are doing” discounts this uniqueness.

4. Ownership. Ensuring members maintain their club participation and pride of ownership during challenging times is critical. Maintaining a sense of ownership in the club will help members appreciate the difficult decisions being made in the face of unprecedented circumstances.

5. Right Things Right. Make sure each critical action or decision is conscientiously considered and prudently implemented. By considering the long-term economic and social consequences of your decisions, leaders often realize that efficiency and cost savings are not automatically the top priority.

6. Think Long-Term. Short-term planning and tactics are the priority. But before executing, assess how the short-term actions affect the long-term plan and vision for the club. Always measure the impact any action will have on cash preservation, club value, member and employee satisfaction. Adjustments to the short-term plan may be necessary to reduce the impact on your long-range strategic plan.

7. Preparedness. It’s easy to say we should be prepared for the worst, but it’s impossible to anticipate every calamity. What we can do is make sure all the club’s business information and resources are readily available. This generally means putting in that extra hour or two each week to stay organized. As we prepare for reopening and the new normal, develop a reopening plan and adjust this daily based on new information which comes available.

8. Listening. We are a firm believer in the importance of empowering the general manager to make critical business decisions. We’re equally committed to the idea that managers need to listen to the ideas, challenges and concerns of their board members, department heads, members and industry and government leaders. Their input and feedback are essential in making informed decisions.

Financial stewardship matters most in times of crisis. Even the most prudent financial stewards cannot anticipate every obstacle they will confront. But experienced, poised, and attentive leaders will follow proven guiding principles to protect the club’s members, brand and overall financial health. In our next article, we will explore specific tactics for developing a financial plan to ensure short-term success and long-term sustainability.

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