Tag: Liz McDowell

Executive Search: Controller for St. George’s Golf & Country Club

Date:

                       

Controller
St. George’s Golf & Country Club
Etobicoke, Ontario

The Club

The historic St. George’s Golf & Country Club is home to one of Canada’s finest golf courses. While the club has gone through several enhancements to the club and course over its 90-year history, the commitment has remained to preserve the legendary storied past while providing the membership with a world class club experience.

Host of the 2022 RBC Canadian Open and Golf Canada Foundation’s charitable efforts, the club is also home to spectacular amenities including elegantly appointed locker rooms, an indoor learning centre, three golf simulators, incredible clubhouse events, and magnificent cuisine.

The Position

We are recruiting an accomplished full time Controller to take charge of the Club’s accounting and finance functions. Reporting to the General Manager, the Controller is an integral member of the Senior Management Team and will lead an accounting team of three people.  The Controller is a contributing team manager to the overall Club operation, and manages the financial operations of the Club, supervises the accounting functions, and provides analytical support to the GM, Finance & Risk Committee, Board of Directors and others for planning, budgets, and solutions to business problems.  This includes recommendations on the implementation and maintenance of the Club’s financial plans and policies, its accounting practices, fiscal records, and the preparation of financial reports. The Controller is a strong Club business partner and makes decisions in accordance with Club policy on administrative or operational matters, ensuring the effective achievement of objectives.

The Controller will be responsible for the following:

  • Recommend and implement policies to control and coordinate accounting, auditing, budgets, taxes and related activities and records; develop, establish, and administer procedures and systems pertaining to financial matters. Responsible for the Club’s internal controls and compliance to same. Periodically report to the Audit, Finance & Risk Committee on the status of internal controls, and opportunities to improve and strengthen controls.
  • Prepare financial statements, forecasts, and analysis for all administrative and managerial functions in a timely manner. Maintain all accounting records; develop, analyze, and interpret statistical and accounting information.
  • Manage the annual external audit and ensure all year end reporting requirements are met. Prepare the first draft of year end financial statements and notes in conjunction with the audit.
  • Evaluate and recommend insurance coverage for protection against property losses and potential liabilities. Lead negotiations with Club’s insurance partners.
  • Coordinate and direct the preparation of the annual operating and capital budgets with senior leadership team, including short- and long-term business plans, and financial forecasts.
  • Actively manage cash and working capital on an ongoing basis and develop cash flow projections to support cash and debt financing requirements for operations and capital investments. Work with financial institutions to secure debt management facilities and maintain proper covenants. Invest excess funds in accordance with the investment policy to maximize returns while ensuring sufficient liquidity to meet cash requirements.
  • Oversee Human Resources operations and ensure proper controls are established around payroll and all related HR processes.
  • Evaluate and coordinate appropriate technologies to support the activities of the Club.
  • Responsible for hiring, training, coaching, and evaluating the performance of department employees. This individual recommends training requirements and has the duty to keep staff at the highest level of skill necessary to meet Club needs and objectives.
  • Responsible for the development, implementation, and operation of all accounting and information systems support; for the administration, management, and maintenance of the equipment systems employed in the collection of information and for the training and supervision of staff related, but not limited, to the Administration department.
  • Furnishes internal reports, revises, and updates reports to be more useful and efficient, and furnishes external reports, including for tax and other government reporting, as necessary.

Candidate Profile

  • CPA Strongly preferred.
  • Five years of professional accounting experience as a Controller or Financial Manager.
  • Experience working with Not-for-profit Organizations, the private club industry an asset.
  • Familiarity with golf an asset.
  • Ability to work collaboratively on a senior leadership team.
  • Excellent management, leadership, analytical and interpersonal skills
  • Strong oral, written, communication and presentation skills.
  • Ability to manage multiple priorities.

Compensation

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

Note:

The position is currently vacant.

Inquiries

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Monday, March 13th at 5:00pm EDT. If you require any accommodations to be considered for this position, please include that information in your submission.  Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, St Georges Controller Cover Letter” and “Last Name, First Name, St Georges Controller Resume”) respectively to: execsearch@ggapartners.com.

We thank all applicants for their interest but will only contact those selected for an interview.  Please email resume with references.

Lead Search Consultants: 

 

 

 

 

 

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

Liz McDowell, CPA, CA, CCM
Director
GGA Partners™
liz.mcdowell@ggapartners.com

For more information on St. Georges Golf and Country Club: www.stgeorgesgolfandcountryclub.com.

 

Executive Search: Controller for Caledon Ski Club

Date:

                       

Controller
Caledon Ski Club
Caledon, Ontario

The Club

The second-largest private ski club in Southern Ontario, Caledon Ski Club (“the Club”), is a club where members enjoy high quality, family-oriented, competitive and recreational skiing, snowboarding and other multi-seasonal activities and social experiences. The Club is proud to share the 55 acres of skiable terrain with its members year-round in a welcoming and picturesque environment. The Club is financially stable, carries no debt and maintains a healthy capital reserve available for future planned improvements and lodge expansions.

For more information on Caledon Ski Club, visit https://caledonskiclub.com/

The Position

We are recruiting a talented full-time Controller to be responsible for supporting the General Manger in ensuring the smooth operation and accurate reporting of all Club financial matters. The person in this role is responsible for administering and performing various accounting functions, including the preparation of monthly and annual financial reports and statements, assisting with budgeting, and oversight for ledgers, accounts payable and other transactions. In addition, this role is responsible for preparing payroll for the salaried, bi-weekly and seasonal staff.

The Controller will be responsible for the following:

  • Financial Accounting – preparation of all journal entries, and full cycle accounting including monthly financial statements, annual operating and capital budgets, cash flow projections, bank reconciliations, credit card reconciliations, and other account reconciliations, and maintenance of the fixed asset account schedule and associated depreciation.
  • Compliance – remittance, in a timely manner, of all tax (source deductions, HST, EHT, WSIB, and income taxes), completion of regulatory filings and other reporting requirements.
  • Audit – preparation of all documentation required for the annual Audit, coordination with Club auditors to ensure annual tax returns are filed accurately and on time for both the Club and the Club’s numbered company.
  • Accounts Receivable – Prepare and send the Chalet Members’ Quarterly statements, and respond to all member inquiries and requests quickly and professionally.
  • Accounts Payable – Manage the Accounts Payable function, including posting invoices, reviewing all invoices for appropriate documentation and approvals in accordance with Club policies, process vendor payments within vendor credit terms, and perform cheque runs. Work to identify opportunities to improve the effectiveness of the AP Processing.
  • HR / Payroll – Supervise the input and processes for payroll data including new hires, employee updates and terminations, prepare and submit bi-weekly, calculate, reconcile, and prepare journal entries for payroll earnings and deductions.
  • General – Compliance with all company policies, work closely with the needs of the members, departmental managers, and various club committees; general duties as assigned.
  • Handle all financial and Club related matters with a great amount of integrity, confidentiality, and accountability.

Candidate Profile

  • Technically strong in accounting principles (GAAP), practices and procedures and internal controls.
  • Knowledge of financial analysis and reconciliation techniques.
  • High level of computer proficiency with Excel spreadsheets and accounting software.
  • Experience in payroll, accounts payable, accounts receivable, bank reconciliation and cash procedures.
  • Ability to review existing financial controls and reporting systems and make recommendations and implementation changes to modernize and create efficiencies.
  • Focused on delivering high levels of service and responding to all inquiries/requests in a professional manner and with a sense of urgency.
  • Demonstrated skills in time management, planning and organization.
  • Confident, energetic with ability to build credibility with staff at all levels.
  • Proven ability to be proactive and use good judgment.
  • Excellent verbal and communication skills.
  • Ability to build and maintain strong relationships with internal & external stakeholders.
  • Self-motivated with the ability to take initiative and be resourceful.
  • Able to maintain confidentiality / privacy of information.
  • Able to work weekends and holidays during the ski season and for the Annual General Meeting in October.
  • Will perform their duties and ensure that they work in accordance with Caledon’s Health & Safety Policy and Procedures as well as the Occupational Health and Safety Act.
  • Must follow all manuals, handbooks, rules, and regulations provided in the course of employment at Caledon Ski Club.

Compensation

The Club will offer an attractive compensation package, commensurate with experience, which will include a competitive base salary, bonus, 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 3rd at 5:00pm EDT. If you require any accommodations to be considered for this position, please include that information in your submission. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Caledon Ski Club Controller Cover Letter” and “Last Name, First Name, Caledon Ski Club Controller Resume”) respectively to: execsearch@ggapartners.com.

We thank all applicants for their interest but will only contact those selected for an interview. Please email resume with references.

 

Lead Search Consultants: 

 

 

 

 

 

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

 

Liz McDowell, CPA, CA, CCM
Director
GGA Partners™
liz.mcdowell@ggapartners.com

Key Metrics for Effective Management of Gen Z

Date:

Generation Z (Gen Z), representing those born between 1996 and 2010, is quickly graduating from “children of members” to Junior and Young Executive membership categories in many clubs. Aged 10-25, this next generation follows millennials into private club membership and is set to become an important part of a club’s generational mix. Many of today’s key performance indicators (KPIs) focus on a broader vision that reflects a club’s priorities, values and purpose. Clubs who are proactive in addressing the needs and wants of this next generation will be poised to benefit from protection against rising attrition from a more vulnerable generational mix.  But how, exactly, should clubs cater to the priorities of Gen Z members and what information will help them to do so?

Clubs who seek to attract and retain Gen Z members will need to both understand the specific needs of this generation and know what data to track to determine whether those needs are being met. Learning about Gen Z, and what differentiates from past generations, will help identify successful strategies to engage a group who is soon set to reach full purchasing power.

The following metrics will assist Boards in making better business decisions related to Generation Z:

Generational Mix

The club’s Generational Mix outlines the percentage of members belonging to each of the generational groups. Traditionally, these generational groups include the Silent Generation (1928 – 1945), Baby Boomers (1946 – 1964), Generation X (1965 – 1980), Millennials (1981 – 1995), and now, Generation Z (1996 – 2010).

A club’s Generational Mix can say a lot about its culture and how it evolves over time. The mix can also reveal age clustering whereby there is insufficient distribution among the generations, making the club more vulnerable to large waves of attrition. Tracking the mix over time can identify historical trends and provide the opportunity to predict the future mix, allowing for the appropriate infrastructure to be implemented to meet the needs of future members.

Boards should regularly monitor and evaluate their club’s generational mix. For example, the MetricsFirst Lifecycle Dashboard identifies generational trends of various segments within club membership.

Diversity Profile

Gen Z are a diverse generation to the extent that they tend to take diversity for granted and have been taught by their Gen-X parents to disdain outright exclusivity. Tracking diversity markers, whether by race, gender, age, marital status, or otherwise, is helpful to understand the profile of your membership and how it is changing over time.

Clubs need to understand who Gen Z’ers are and where their priorities lie. The new generation expects organizations to take a stance on societal issues and are keen observers of how they are behaving in and out of the boardroom. Gen Z will expect governance from a Board that is as diverse as its membership – understanding how diversity, equity and inclusion is not just supported, but encouraged and represented throughout the Club, will be of value to this next generation.

Careful attention should be paid to how this data is collected, tracked, and utilized by clubs and boards. It is vital that appropriate, inclusive language is considered when requesting this information from members and emphasis placed on using the data to create an inclusive environment. External expertise may well be required to determine how best to obtain and safeguard this sensitive data.

Digital Engagement

Born into a world of technology, Gen Z is the first truly digital generation. This cohort expects private clubs to embrace technology as a complement to their overall customer service experience rather than a replacement for it. Clubs must focus on creating experiences for Gen Z’ers who understand and communicate using technologies like social media. This group’s natural use of technology will influence how clubs not only operate but engage. In addition to employing technology within the club environment for efficient ordering, registration, voting, etc., clubs should consider how technology, particularly social media, can be leveraged to drive engagement with existing members and to recruit prospective members.

The Net Promotor Score (NPS) is a valuable metric to track engagement and should be a standard metric employed to measure loyalty, which is important to younger generations. Social media metrics, such as likes, shares, and follows, are also helpful to track, and can be analyzed to determine content the membership finds most engaging. Remember to move beyond simply counting engagement – it is just as important to understand which social platforms members engage with to tailor content to those specific platforms. TikTok content creation is much different than content developed for LinkedIn. Tracking engagement to understand where to focus resources across social platforms contributes to effective management.

Amenity Utilization & Compaction

Gen Z’ers expect flexibility in their work and personal lives, with the ability to work in hybrid-type jobs and environments. Successful clubs will ensure that amenities are available on-demand to meet these needs. Boards should pay careful attention to the long-term planning for capital expenditures and human resources to make sure that the right mix of amenities is available to encourage long-term engagement between Gen Z members and their clubs. Opportunities may arise for utilization of club services and facilities in traditional off-peak windows, providing further incentive for clubs to encourage this next generation to engage with club membership earlier than previous generations have traditionally done so.

Metrics that identify compaction periods, and conversely, periods with excess capacity, will help clubs to take advantage of the flexibility Gen Z’ers bring.

Tracking club activity using member card swipes, digital card scans on mobile apps, or even facial recognition technology can help clubs better understand overall utilization. Combined with program participation (personal training lessons, class bookings, event registrations, etc.) and a valuable picture comes into focus of overall utilization, which can easily be broken down by demographic.

Gen-Z is defined by its prioritization of diversity, equity and inclusion, comfort with (and reliance on) technology, and expectation for on-demand services to meet flexible schedules.

As this rising generation begins to come of age in parallel with the “new-normal” of life post-COVID-19, clubs are faced with the opportunity to evolve to meet the needs of Gen Z. Leveraging data effectively will assist to understand what actions to take to do this. Private clubs contain a wealth of important data, with access to demographic, utilization and engagement metrics that can be very challenging to obtain in a more traditional business environment. The strategies that clubs can implement by analyzing this data more effectively have tremendous potential. Clubs that take advantage of the changing landscape of a post-COVID world to meet the needs of Gen Z are poised to benefit from the diversity this generation brings.

This piece was authored by GGA Director, Liz McDowell CPA, CA, CCM, and Trevor Coughlan, Vice President of Marketing at Jonas Club Software for Boardroom Magazine. 

From Private Club Leader to Private Club Advisor

Date:

Connecting my technical background to leadership development

Growing as a professional has meant different things to me at various times in my career. After business school, my focus for growth centered around academic achievement and professional accreditation – becoming certified as a CPA, CA, and then a CCM. As my career developed, I have transitioned to focusing on the development of my team even more than myself. My focus has shifted from technical expertise to leadership, which is a change that I quite enjoy and am proud of. Prior to joining GGA Partners in 2022, my career had two distinct chapters – first, my professional practice as a public accountant and then my work running a premier private golf and country club. My career path accurately represents who I am, a self-proclaimed adrenaline enthusiast with a strong penchant for accounting!

Navigating through a pandemic

Navigating the COVID-19 pandemic has been a challenge, to say the least, but it has not been without it’s benefits. In the first year of the pandemic, I was operating a golf and country club. I felt a tremendous sense of responsibility to members and staff to deliver an exceptional experience in a safe way, even more so because it was our last year of operations following the sale of the club’s land and buildings. The highlight for me that year came from watching my team rise to the many challenges. I am tremendously proud of what we accomplished under truly extraordinary circumstances. As hard as it has been, I am optimistic that some of the changes forced upon us due to COVID-19 may be for the better – whether that’s the flexibility that comes from a hybrid work environment, the rapid acceptance of various new technologies, or the understanding that it’s better to stay home when you are feeling sick. With a young family at home, I am grateful to have had more time to spend together, even under very unusual circumstances.

Using my financial expertise to drive growth for private clubs

“My role as a Director at GGA Partners bring me immense joy, one of my core values. The opportunity to apply almost 20 years of professional accreditation and leadership experience in an industry that focuses on one of my own core values is a huge benefit, and I am thrilled to be able to share it with clients.”

GGA is the perfect fit for my skills and interests, and I get immense satisfaction out of advising private clubs, drawing on my background as a private club manager and from my technical expertise.

I am able to learn something new from each engagement, whether from the client, our team, or both, which keeps the work exciting and fresh. I can participate in a wide variety of engagements, from governance and strategic planning to operations and financial management, so there is never a dull moment.

Currently, I am conducting financial modelling for a prominent private golf club, a valuation exercise for a well-known golfing brand, and providing professional training through the Club Management Association of Canada.

More about me

I am a mom to three young, busy kids who keep me on my toes. Our family values time together through shared experiences, usually self-propelled and outside, like cycling, skiing, golf, team sports and hiking.

Liz McDowell is a Director at GGA Partners. You can reach her at liz.mcdowell@ggapartners.com.

Executive Search: Controller for The Toronto Hunt

Date:

                       

Controller
The Toronto Hunt
Toronto, Ontario

The Club

Since opening its doors in 1843, The Toronto Hunt has been one of Canada’s most historic member clubs for nearly two centuries. The Club is located along Lake Ontario, a short distance from downtown Toronto and walking distance from the city’s Beaches community. The goal of The Toronto Hunt is to provide an exceptional member experience that includes superior golf, dining, and social events. Amenities at the Club include a nine-hole golf course perched on the bluffs overlooking the lake, as well as a historic clubhouse providing spectacular views of the lake. For those seeking a location for their wedding, the Club offers a ceremony area overlooking Lake Ontario, and a main dining area in the clubhouse that can accommodate up to 180 guests.

Golf Magazine has ranked The Toronto Hunt’s golf course as the 35th best nine-hole course in the world. Easily walked, the course can be played fairly quickly, and varying tee options provide variety for those looking to play multiple rounds. The course is also friendly to more recreational or social golfers, as the lack of forced carries and ideal land make it easy to spend an afternoon with friends. The Club’s dining, cuisine, and wine list have been equally praised and second-to-none.

The Position

We are recruiting an accomplished full time Controller to take charge of the Club’s accounting and finance functions. The Controller plays an integral role within The Toronto Hunt, in assisting with the management of the Club’s finances, budgets, and with the implementation of controls and systems that enable the operation to run smoothly, while being responsible for the general accounting and financial reporting of the Club. The Controller reports directly to the CEO/General Manager, and works closely with the Finance Committee, Board of Directors, and Senior Management team. The Controller will have several direct reports, including the Accounting/HR Coordinator (Payroll/Accounts Payables, HR), Administrative Assistant (Accounts Receivable and Health & Safety Coordinator), and Administrative Support (Part time receivables/payables). The Controller is a full-time position with a work schedule Monday to Friday, 9:00 am to 5:00 pm., with certain job requirements/deadlines that may necessitate longer hours, including attendance at various routine Finance Committee/Board meetings.

The Controller will be responsible for the following:

  • Financial Accounting – preparation of all journal entries, full accounting cycle including monthly financial statements (analysis/interpretation of those results), annual Operating and Capital Budgets, interim projections/forecasts, cash flow projections, reporting to monthly Finance Committee meetings and preparation of all minutes
  • Compliance – remittance, in a timely manner, of all tax (source deductions, HST, EHT, WSIB, and income taxes), completion of regulatory filings and other reporting requirements
  • Audit – preparation of all documentation required for the annual Audit, approval of draft financial statements for Board approval, preparation of annual Certificate of Compliance, attendance at Annual General Meeting
  • Accounts Receivable – preparation of annual dues billings, posting all monthly or annual billings to accounts, as well as adjustments, entrance fee instalments, misc. club charges, preparation of timely monthly statements of account, assistance with responding to member account queries, following up with those in arrears adhering to the Member Account Collection policy, processing of monthly preauthorized payments
  • Accounts Payable – review and approval of all invoices for timely payment, and ensure departmental approval and appropriate allocation of costs; oversee the payment of all invoices/taxes/source deductions, updating and maintain a weekly/monthly cash flow to ensure adequate funds are available
  • Payroll – oversee the payroll administration of 120-150 staff at peak season
  • Human Resources – Plan Administrator for the Group Insurance Plan and Group RSP, act as support for the HR Coordinator
  • Membership – maintain membership files, all membership records and reports, provide all statistical data of membership changes, activity, status for the Membership Committee and the Board, prepare all new member invoices and account adjustments for membership changes in status
  • IT – provide ongoing support for Club’s IT needs, assist with the maintenance and upgrades of Club’s equipment and software, ensure back up of all data, liaise with third party IT support
  • Banking – act as signing officer for the Club, handle all banking documentation, responsible for the Club’s investments, cash management, Club credit card(s), line of credit
  • Administration/Misc. – review property and liability insurance requirements and prepare annual renewal, prepare annual Risk Assessment Review
  • General – Compliance with all company policies, work closely with the needs of the members, departmental managers and various club committees; general duties as assigned

Candidate Profile

  • Proficiency in Jonas Club software, Microsoft Office, strong typing/data entry skills
  • Several years working experience in accounting and financial reporting, strong accounting background, knowledge of ASNPO and the private club/hospitality industry
  • Professionalism, strong organizational, verbal, and interpersonal communication, and problem solving/analytical skills
  • Familiar with payroll laws, labor standards, and guidelines
  • Ability to perform within time constraints and in meeting deadlines
  • Detail oriented, productive, efficient, ability to multi-task
  • Strong work ethic, ability to adhere to strict industry accounting standards and Club policies
  • Ability to deal with confidential information
  • Must be responsible, accountable, dependable and display a positive attitude and professional manner and appearance
  • Ability to provide member satisfaction in dealing with account/membership inquiries, provide co-operation and assistance to Club Management, the Board of Directors, and various committees of the Club
  • This position requires almost full-time computer work including typing and data entry. It involves sitting for long periods

Compensation

The Club will offer an attractive compensation package, commensurate with experience, which will include a competitive base salary, bonus, 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, June 10th at 5:00pm EDT. If you require any accommodations to be considered for this position please include that information in your submission.  Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Toronto Hunt Controller Cover Letter” and “Last Name, First Name, Toronto Hunt Controller Resume”) respectively to: execsearch@globalgolfadvisors.com

We thank all applicants for their interest but will only contact those selected for an interview.  Please email resume with references.

Lead Search Consultants: 

 

 

 

 

 

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

 

 

 

 

 

Liz McDowell, CPA, CA, CCM
Director
GGA Partners™
Liz.mcdowell@ggapartners.com

For more information on The Toronto Hunt Club, visit www.torontohunt.com.

Executive Search: Director of Finance for The Toronto Lawn Tennis Club

Date:

                       

    Director of Finance
The Toronto Lawn Tennis Club
Toronto, Ontario

The Club

The Toronto Lawn Tennis Club is a private members’ club in the heart of Rosedale, Toronto, and is conveniently located on the Yonge Street subway line. The Club has a long history, since 1876, of providing excellent tennis courts, coaching and programming for players of all ages and has built its reputation as the premier tennis club in Canada

In addition to 18 tennis courts (four indoors) the Club has four squash courts, a Fitness Centre, a seasonal pool, a Wellness Centre, and food and beverage outlets. The Club has 3,000 members, including family members of all ages; annual revenues are approximately $14 million.  From high-caliber tennis, to all-around athletics and exceptional social scene, membership is about belonging to a uniquely warm community located right in the heart of Rosedale.

The Toronto Lawn Tennis Club is a historic facility that has been witness to the best tennis since the 19th century. Legends like Borg, Navratilova, Connors and Evert have all graced the club’s Har-Tru courts.

The Position

We are recruiting an accomplished full time Director of Finance to take charge of the Club’s accounting and finance functions. Reporting to the General Manager/Chief Operating Officer (GM/COO), the Director of Finance is an integral member of the Senior Management Team and will lead an accounting team of three people.  The Director of Finance is a contributing team manager to the overall Club operation, and manages the financial operations of the Club, supervises the accounting functions, and provides analytical support to the GM/COO, Finance Committee, Board of Directors and others for planning, budgets, and solutions to business problems.  This includes recommendations on the implementation and maintenance of the Club’s financial plans and policies, its accounting practices, fiscal records, and the preparation of financial reports. The Director of Finance is a strong Club business partner, and makes decisions in accordance with Club policy on administrative or operational matters, ensuring the effective achievement of objectives.

The Director of Finance will be responsible for the following:

  • Recommend and implement policies to control and coordinate accounting, auditing, budgets, taxes and related activities and records; develop, establish, and administer procedures and systems pertaining to financial matters. Responsible for the Club’s internal controls and compliance to same.
  • Prepare financial statements, forecasts, and analysis for all administrative and managerial functions. Maintain all accounting records; develop, analyze, and interpret statistical and accounting information.
  • Manage the annual audit.
  • Evaluates and recommends insurance coverage for protection against property losses and potential liabilities.
  • Coordinates and directs the preparation of the annual operating and capital budgets, business plan, and financial forecasts; institutes and maintains other planning and control procedures; and analyzes and reports variances. The Club performs in a fiscal year beginning January 1 of each year.
  • Development, analysis, and interpretation of statistical and accounting information in order to appraise operating results in terms of profitability, performance against budget, and other matters bearing on the fiscal soundness and operating effectiveness of the organization.
  • Responsible for evaluating the performance of several personnel in the Administration department. This individual recommends training requirements, has the duty to keep the staff at the highest level of skill necessary to meet Club needs and objectives.
  • Responsible for the development, implementation, and operation of all accounting and information systems support; for the administration, management, and maintenance of the equipment systems employed in the collection of information and for the training and supervision of staff related, but not limited, to the Administration department.
  • Establishes major economic objectives and policies for the Club and prepares reports that outline the Club’s financial position in the areas of receivables, payables, payroll, purchasing, fixed asset accounting, cash flow management and banking arrangements.
  • Furnishes internal reports, revises, and updates reports to be more useful and efficient, and furnishes external reports, including for tax and other government reporting, as necessary.

Candidate Profile

  • Professional Accounting designation (CPA);
  • Ten years of professional accounting experience with at least two years as Controller;
  • Experience working with Not-for-profit Organizations, the private club industry, and volunteer committees;
  • Excellent management, leadership, analytical and interpersonal skills;
  • Strong communication and presentation skills;
  • Ability to manage multiple priorities;
  • Ability to read, analyze and interpret general business periodicals, professional journals, technical procedures or governmental regulations;
  • Knowledge of pertinent Ontario and federal employment laws and practices.

Compensation

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

Note

The position is currently vacant.

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, May 13th at 5:00pm EDT. If you require any accommodations to be considered for this position please include that information in your submission.  Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Toronto Lawn Finance Cover Letter” and “Last Name, First Name, Toronto Lawn Finance Resume”) respectively to: execsearch@globalgolfadvisors.com

We thank all applicants for their interest but will only contact those selected for an interview.  Please email resume with references.

Co-lead Search Consultant 

 

 

 

 

 

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

Lead Search Consultant

 

 

 

 

 

Liz McDowell, CPA, CA, CCM
Director
GGA Partners™
Liz.mcdowell@ggapartners.com

For more information on Toronto Lawn Tennis Club, visit www.torontolawn.com.

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