Mid-Year Predictions for the Second Half of 2021

At the start of the new year and in the spirit of planning, the thought leaders at GGA Partners sat down to predict what we believed to be coming throughout the year and shared our 2021 Predictions on the Shape of the Next Normal. Now, halfway through 2021 with the spring season in the books and summer underway, we reconvened GGA leaders for a mid-year check-in on predictions for the latter half of the year.

1. Ensuring fair and equitable access to amenities remains top of mind, especially on the golf course

A trending topic throughout the industry is golf’s demand surge and how long it will sustain, much has been written on this point and those who are closely watching rounds played metrics anticipate a clearer reading by the end of the summer.

Stephen Johnston, GGA’s founding partner, expects that private clubs will see the surge continue to elevate rounds played by members which will likely increase issues relating to compaction of tee traffic and accessibility.  He predicts the benchmark regarding average number of rounds per member to be higher by approximately 10% following the pandemic and also increased golf course utilization by members’ spouses and family members.  Both factors will create a greater demand for tee times at private clubs.

Johnston believes some clubs may need to consider permitting round play by fivesomes instead of foursomes, potentially catalyzing logistical challenges such as a greater need for single-rider power carts in order to maintain speed of play at the same rate as foursomes with all players using power carts. For club managers and course operators, this entails an increased need for current and detailed evaluation of the benefits of membership and the relationship between playing privileges and the practical ability to book a tee time and get on-course.

2. Effective demand management is key and will shift from agile, flexible approaches to new operating standards as demand stabilizes

During the pandemic and throughout 2020, many golf, club, and leisure businesses recognized the increased need to more accurately and routinely measure the utilization of amenities, adapting operations management to react quickly to change.

Craig Johnston, head of GGA’s transaction advisory practice, anticipates an evolution in this one-day-at-a-time, agile monitoring approach into a new and more formalized standard of operating procedures.  “At the start of 2021, we said we would see clubs provide flexibility and experiment with various operational changes,” he explained.  “With the pandemic feeling like it’s steadily moving toward the rear-view mirror, members will be expecting clubs to begin instituting the ‘new normal’ operations and the data compiled by clubs in the first half of the year will be critical to deciding on the new normal.”

Johnston believes that membership demand will continue to be strong through the second half of the year and that it is likely utilization will reduce marginally as members begin travelling again for work and social obligations.  Even with a marginal reduction in utilization, demand for private club services will remain strong and will continue to put pressure on capacity and access in most clubs.

Senior Partner Henry DeLozier encourages club and facility operators to embrace short-term continuations of high demand while keeping an eye on the future and the non-zero probability of a demand shift in the coming years.  “Clubs must create pathways to sustain demand while navigating utilization volume.  It is unwise to place hard or irreversible limitations on capacity while clubs are at historic maximums for demand and usage,” cautioned DeLozier. “Clubs will do well to establish a clear understanding of demand and utilization to enable innovative programs which serve to fill periods of low demand in the future.”

3. Ongoing uncertainty about the pandemic’s long-term impact on club finances will increase the review and reevaluation of club financial projections to ensure sustained budget flexibility

While data regarding utilization, participation, and engagement throughout the summer months continues to be captured and consolidated, business leaders should not delay their financial planning and instead get to work on reevaluating finances and updating their future forecasts.

“Now is the time to review, evaluate, and reset club debt levels,” emphasized Henry DeLozier. “Clubs need to recast financial projections based upon elevated joining/initiation fees arising from high demand.”

In support of alacrity in financial planning, DeLozier notes that labor shortages spurred by the pandemic will increase payroll-related costs at a material level. He also predicts that comprehensive risk review is needed at most clubs to evaluate possible impacts arising from cyber-crime and/or declining club revenues during 2022.

Beyond internal shake-ups in utilization or operations, club leaders should be anticipating external impacts that could impact their financial plans.  A hypothetical example raised by DeLozier is if the U.S. economy were to become more inflationary.  In such a circumstance he believes clubs would see an increase in the costs of labor and supplies which would necessitate increases in member dues and fees, a deceleration of new-member enrollments as consumer confidence dips, and a slight slow-down in housing demand.

Right now, uncertainty remains with respect to the virus as well as the resulting economic impact from the pandemic. From a financial standpoint, clubs will do well to advance their forward planning while retaining budget elasticity.  “It will be imperative for clubs and boards to build flexibility into their budgets and agility into their operations,” added Craig Johnston.

4. Existing governance practices, policies, and procedures will be revisited, refurbished, and reinvigorated

A litany of new ways of operating and governing the club arose as a result of the pandemic, some of which suggest an efficacy that can be sustained in a post-pandemic environment.  Essential to assimilating these adaptions into new standards of procedure is a review of existing governance practices and the documentation which supports them.

“At a time when boards can measure the full range of financial performance metrics, updating club governing documents is a primary board responsibility,” noted Henry DeLozier.  “Board room succession planning must be formalized to prepare clubs for the inevitable downturn from record high utilization.”

In considering the nearly overnight adoption of technology tools to enable remote meetings and board-level deliberations, partner Michael Gregory noted a substantial increase in the use of technology tools that go beyond virtual Zoom meetings.  “The pandemic has allowed clubs to test online voting,” he explained.  “For many clubs, once things return to normal, their bylaws won’t allow for the continued execution of online voting unless they make changes.”

“We have seen the adoption and implementation of online voting to be a huge success for the clubs who have tried it for the first time,” said Gregory. “Members love it, it’s easy, it’s convenient, it leads to higher participation from the membership, and many clubs are in the process of changing their governing documents to allow for online voting as a result.”  The challenges and opportunities of employing online voting are detailed in our piece on taking club elections digital, which features a downloadable resource that can be shared among club boards.

5. In human resources, expect to see deeper reevaluations of compensation structures and employee value propositions

Weighing in from across the pond, Rob Hill, partner and managing director of GGA’s EMEA office in Dublin, predicts that club leaders will face bigger challenges in human resources throughout the remainder of 2021.

The first of three particular items he called out is a reevaluation of compensation.  “Making decisions about employee pay is among the biggest challenges facing club leaders in the wake of the coronavirus shutdown,” stated Hill. “As they begin compensation planning for the rest of the year and into 2022, these leaders not only have to consider pay levels, but also the suitability of their mission and operating model to thrive in a post-pandemic world.”

Citing his recent experiences in the European market, Hill shared that club leaders are challenged with finding new ways to operate smarter and more efficiently, while also looking for innovative ways to implement sturdy, low-cost solutions that their employees will love.  Which leads to his second point, that there will be a renewed emphasis on what employees love and how clubs, as employers, can provide an enhanced value proposition for their employees.

“As employees get back to work onsite, employers are finding that what their people value from the employment relationship has changed,” Hill explained.  “Where pay has been viewed as largely transactional in the past, clubs may need to provide new types of benefits, especially programs that provide more flexibility, financial security, and empowerment to retain and motivate their people.”

Lastly, there is likely to be considerable movement of talent over the coming year brought on by employees’ new work-life ambitions and financial imperatives, said Hill, “As demand for their skills and experience grows, the very best talent will seek out employers that demonstrate they view employees not as costs but as assets and reflect this in their approach to compensation.”

Recalling our start-of-year prediction that the movement of people and relocation of companies will reshape markets, partner Craig Johnston added, “The relocation of people continues to be a prominent trend and one that is likely to continue in the second half of the year.”  For club employers, it’s not just the changing physical locations which impact the cost and supply of labor, but also the expectations of employees as they seek out competitive new roles and work experiences.

6. The repurposing and reimagining of club facilities, amenities, and member-use areas will continue

The pandemic pushed to the fore the need for clubs to adapt their facilities to match changes in the ways members use and enjoy their clubs.  A combination of practical evolutions for health and safety and circumstantial evolutions drawn from widespread ability for members to work remotely created increased desire for clubs to offer more casual outdoor dining options and spaces to enable members to conduct work while at the club.

Partner Stephen Johnston believes these sentiments will continue to near-term facility improvements at clubs.  “With more flexibility in the workplace and members working from home periodically, there will be a need at the club for members to do work or take calls before their tee time or their lunch date,” he said.  “It has been evident for some time that members generally prefer to enjoy outdoor dining and since, throughout the pandemic, it has become apparent that guests draw greater comfort in outdoor experiences, I see a greater demand for outside patio and food and beverage service.”

As society begins to reopen and communities begin to stabilize, time can only tell precisely how clubs will continue to evolve their operations, whether that be scaling back pandemic-relevant operations or doubling-down on new services and efficiencies.  Evident in our work with clients are significant efforts to reorganize club leaders, reevaluate operations, and retool plans for a successful future in the new normal.  Here are a few highlights of efforts clubs are making for the next normal:

 

  • Reinvigoration of governance processes and engagement of leaders to ensure alignment between boards and club strategic plans.
  • Renewed surveying of members to keep a pulse on how sentiments have changed from pre-pandemic, during pandemic, and currently as communities stabilize.
  • Enhanced adoption and application of electronic voting as clubs reevaluate membership structures, governing documents, and operating policies amidst “displaced” members.
  • Reconfiguring of budgets, capital plans, and long-range financial models.
  • Refinement and advancement of membership marketing strategies, tactics, and materials.
  • Tightening relationships between facility planning, capital improvements, and member communications campaigns.

Executive Search: General Manager/COO at Whitevale Golf Club

GENERAL MANAGER/CHIEF OPERATING OFFICER
WHITEVALE GOLF CLUB
Pickering, ON

Whitevale Golf Club

With the first game enjoyed in 1958, Whitevale is a member owned, private golf club conveniently located in north Pickering, Ontario. We have a scenic championship golf course and a world class practice facility. Our sanctuary is surrounded by conservation lands to our east, west and south.
Completed in 2015, our state-of-the-art Clubhouse, designed by Richard Wengle, sits high on the landscape ensuring the perfect vantage point to awe inspiring views from all our dining, patio, and lounge areas. More recently, our Golf Operations and Turf Care Facility was completed in 2020.

Whitevale Golf Club provides an exceptional golf experience whether it is a casual round with family or friends or providing opportunities for members to compete and develop their game. Our course is our showcase, and it is conditioned to please and entertain members and guests alike.

The Position: General Manager & Chief Operating Officer

Whitevale Golf Club is seeking a General Manager and Chief Operating Officer who is dedicated to the Club’s Mission, Vision and Values. Reporting to the Board of Directors through the President, the role of the GM/COO is to manage Club operations in accordance with the strategic, financial, and operational direction set by the Board.

Guided by Policies and Bylaws, the GM/COO shall manage all aspects of the Club including activities and relationships between the Club and its Board of Directors, members, guests, employees, community, government and industry. The GM/COO is the leader of the Club’s management team and is responsible for managing all facets of the Club’s operations.

Responsibilities:

 

  • Develop and deliver a consistently excellent experience to satisfy the members expectations in a private golf club.
  • Effectively manage all aspects of the Club’s activities and services provided by the Club to ensure a high level of member satisfaction and referrals to their family, friends, and colleagues.
  • Develop and implement innovative, industry-leading operating policies, programs, procedures, and methods. Direct the work of and support the development of all department managers.
  • In consultation with the Board and Finance Committee, deliver long and short-term financial objectives.
  • Prepare forecasts and executing the financial plan for the Club including development of annual operating, cash, and capital budgets. Preparing financial reports to the Board and Finance Committee.
  • Lead the Club’s human resources, including establishing, initiating, and monitoring personnel policies and overseeing training and professional development programs. Create an environment where staff wishes to return, and candidates want to join the Team. Act as a mentor to Direct Reports.
  • Coordinate and implement the strategies within the Club’s short and long-range strategic plan as created by the Long-Range Planning Committee and the Board.
  • Welcome new Club members, “meet and greet” all Club members as practical during their visits to the Club.
  • Coordinating the marketing and member relations programs to promote the Club’s services and facilities to present to potential members. Develop ongoing dialogue and rapport with members by being present at all major Club functions.
  • Ensuring compliance with all legal and regulatory matters affecting the Club.

Direct Reports:

Head Golf Professional, Golf Course Superintendent, Executive Chef, Food and Beverage Manager, Events Coordinator, Social Media and Marketing Coordinator, Membership Administrator, General Accountant.

Qualifications

Candidate Profile:

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

Leadership Skills:

 

  • A trustworthy, dependable, and dynamic leader with the ability to build strong teams by motivating staff and leading by example.
  • Has the ability to provide direction and expectations, continuous performance feedback with recognition that leads to positive outcomes. Fully engage and inspire department managers and their teams to enhance member experiences.
  • Exhibit leadership skills in continued team building, employee motivation and service training.
  • Is respectful and professional in all interpersonal dealings.
  • Proudly represent the Club to external groups.

Member and Guest Experience:

 

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service as expected at a member-owned club.
  • Ability to set and maintain high standards for the golf course and all facilities, services, and communications.
  • Analytical with the ability to proactively use data in forecasting and managing revenue and cost.

Interpersonal/Fit:

 

  • Demonstrates integrity, ethical conduct in words and deeds; embodies the characteristics of a successful leader through honesty, straightforwardness, accountability, leadership, empathy, and dedication.
  • A self-starter with a results-oriented work-style combined with excellent verbal and written communication as well as interpersonal skills demonstrated with all the Club’s stakeholders.
  • Flexible and adaptable to changing needs in schedule demands & time commitments. There is an expectation this position will be present and visible at Club events.
  • Demonstrates energy with a desire to interact and build relationships with the membership.
  • A confident, diplomatic, competent professional who is a “doer”. A take-charge person who recognizes the importance of accountability and innovation.
  • A track record of strong professional results with a clear commitment to member service.
  • Interacts with an open and transparent approach with members while maintaining a professional balance between empathy and process adherence.

Business/Finance Skills:

 

  • An entrepreneurial style combined with a strong understanding of all aspects of business management including business development, finance, information technology, marketing, human resources, risk management and performance management.
  • Experience managing golf course operations and capital projects.
  • Values marketing (including digital) and its organizational impact.
  • Direct experience and understanding of the operation of a not-for-profit golf course including the hospitality aspects.
  • Incorporates succession planning by preparing staff for key leadership roles.
  • Efficient knowledge of word processing, spreadsheet, e-mail and use of the Internet & social media platforms.

Education:

 

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

Experience and Accreditation:

 

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

Compensation

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

Application Process and Deadline

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, April 30, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Whitevale Resume” and “Last Name, First Name, Whitevale Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

For more information on Whitevale Golf Club please visit whitevalegolfclub.com.

Taking Club Elections Digital

The pandemic has accelerated the need to move the ballot box for club elections from paper to the computer and this trend will continue in the coming years. GGA Partners online voting specialists Michael Gregory and Martin Tzankov explain the challenges and opportunities to consider when moving your elections to an electronic voting platform.

Private golf, business, and leisure clubs spend a great deal of time and money planning, executing and delivering the results of club elections, often with discouraging voter turnout.

Over the past two years, GGA Partners, in partnership with secure platform provider Simply Voting, has worked with many clients to move the ballot box for club elections from paper to the computer. As this trend grows in the coming years, our team of skilled specialists shares the challenges and opportunities available as your club considers moving to an online voting platform.

Simply Voting logo
A web-based online voting system that will help you manage your club’s elections easily and securely.

The Challenges

According to GGA manager Martin Tzankov, the biggest challenge is trying to retrofit new technology and process to existing bylaws. “Most bylaws were written before the introduction of online voting,” commented Tzankov. “Outdated bylaws cause complexities in the process, particularly regarding proxies. It is important to understand what you can and cannot do to ensure the election conforms to your club’s rules.”

Another challenge is the organization of member data including current contact information and eligibility.

“The ability for clubs to segment member data is complex and critical,” stated Michael Gregory, a partner at GGA. “Whether it is a current member whose dues are in arrears, or a new member who became eligible while the vote is taking place, clubs must ensure that only eligible votes are tallied in the final results.”

It’s a simple fact that humans make errors and there are times members who were against an issue will question the integrity of any vote. Online voting eliminates that challenge by providing the ability to audit the process from start to finish.

Mobile smartphone screen depicting digital survey with quote "The biggest opportunity for clubs that choose online voting is increased member participation in the process" - Martin Tzankov, GGA Manager

The Opportunities

“The biggest opportunity for clubs that choose online voting is increased member participation in the process,” said Tzankov. “Members use technology every day so casting their vote on their computer or mobile device, which often takes less than 5 minutes, is simple and easy. And while there will be some members who prefer paper, in our experience, the majority of members prefer the online option.”

Along with increasing the experience, participation, and satisfaction of members, online voting is a powerful tool to segment the results by age, membership category and other data sets. Data segmentation allows your club to identify and track trends across a wide spectrum of subjects, providing valuable insight for future planning.

The capability to deliver a consistent schedule of communications is another opportunity provided through the online voting platform. Rather than incur the expenses of printing and mailing information, your team can prepare and schedule a series of email communications to inform and remind electors of the voting period and then deliver the results in a timely fashion.

“Environmental sustainability is increasing as a factor to choose one club versus another,” added Gregory. “Clubs who implement online voting have the opportunity to send a clear message that they are taking steps to minimize their impact on the planet.”

Eliminate The Risk

Warren Buffet has been quoted as saying, “Risk comes from not knowing what you are doing.” There is great truth in that statement.

To understand the risks and rewards of online voting, we encourage you to have a conversation with specialists Michael Gregory or Martin Tzankov to gain the knowledge you need to ensure successful elections at your club.

Michael Gregory
Partner, GGA Partners
michael.gregory@ggapartners.com
416-524-0083

Martin Tzankov
Senior Manager, GGA Partners
martin.tzankov@ggapartners.com
905-475-4012

Download the info sheet

Executive Search: General Manager at Richmond Country Club

GENERAL MANAGER
RICHMOND COUNTRY CLUB
Richmond, B.C.

 

The Club:

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

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

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

The Position:

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

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

The GM will be responsible for the following:

Membership Experience:

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

Leadership:

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

Operational Excellence:

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

Communication:

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

Direct Reports:

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

Candidate Profile:

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

Leadership Skills:

  • A trustworthy, dynamic leader with the ability to build strong teams by motivating staff and leading by example. Has the ability to provide direction and expectations, continuous performance feedback and recognition that leads to positive outcomes to enhance Member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

Member Experience:

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

Interpersonal/Fit:

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

Business/Finance Skills:

  • An entrepreneurial style combined with a background in all aspects of business management including business development, finance, information technology, human resources, risk management and performance management.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with golf, tennis, fitness and food and beverage businesses preferred.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

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

Experience and Accreditation:

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

Note: The position is currently vacant.

Compensation:

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

Inquiries:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Wednesday, April 7, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Richmond Resume” and “Last Name, First Name, Richmond Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

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

Executive Search: HR Director at The Boulevard Club

HUMAN RESOURCES DIRECTOR
THE BOULEVARD CLUB
Toronto, ON

 

The Boulevard Club:

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

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

Vision Statement

Our Waterfront Oasis in the City

Mission Statement

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

The Position:

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

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

The Human Resources Director will be responsible for the following:

 

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

Candidate Profile:

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

 

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

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

Compensation:

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

Inquiries:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, March 19, 2021.

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

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

 

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

In Pursuit of Innovation

GGA Partners Releases Innovation Whitepaper as Part of Thought Leadership Series

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

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

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

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

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

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

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

Click here to download the In Pursuit of Innovation whitepaper

 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

Media Contact:

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

Executive Search: CEO/GM at The Toronto Hunt

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

 

The Toronto Hunt:

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

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

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

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

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

The Position:

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

The CEO/GM will be responsible for the following:

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

Direct Reports:

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

Candidate Profile:

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

Leadership Skills:

  • A trustworthy, dynamic leader with the ability to build strong teams by motivating staff and leading by example. Has the ability to provide direction and expectations, continuous performance feedback and recognition that leads to positive outcomes to enhance member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

Standard of Care:

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

Interpersonal/Fit:

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

Business/Finance Skills:

  • An entrepreneurial style combined with a background in all aspects of business management including business development, finance, information technology, human resources, risk management and performance management.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with golf and hospitality businesses.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

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

Experience and Accreditation:

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

Note: The position is currently vacant.

Compensation:

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

Inquiries:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Thursday, February 18, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Toronto Hunt Resume” and ‘Last Name, First Name, Toronto Hunt Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

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

GGA Partners Expands Research & Survey Capabilities with the Addition of Experienced Hospitality Research Professor

Dr. Eric Brey, PhD, joins GGA Partners as a Director to bolster consumer research capabilities

TORONTO, Ontario – GGA Partners has expanded its portfolio of services for private clubs, public golf courses, residential communities, resorts, municipalities and hospitality clients with the addition of an experienced research mind and acting hospitality educator.

Dr. Eric Brey, PhD, a researcher and professor at the University of Wisconsin-Stout, School of Hospitality Leadership, has joined GGA Partners as its newest director to expand the firm’s research efforts.

Dr. Brey’s research expertise will strengthen GGA’s capabilities in customer feedback and market research, both of which are core services for GGA. One of the many expanded offerings the addition of Dr. Brey supports is 3-Factor Theory Analysis designed to provide a deeper and more meaningful understanding of the touchpoints that have the greatest potential to impact customer and member satisfaction.

professional headshot of Dr. Eric Brey, PhD
Dr. Eric Brey, PhD

Recently, Medinah Country Club engaged Dr. Brey to conduct 3-Factor Theory Analysis using the raw survey data collected by GGA. “Identifying the touchpoints important to our members provided tremendous insight across our entire operation” stated Medinah Country Club General Manager Robert Sereci. “Clubs will benefit greatly by using this methodology to pinpoint opportunities on which to focus enhancement efforts to achieve the highest level of enjoyment for their members.”

In addition to enhanced customer satisfaction analysis, Dr. Brey’s vast experience in consumer research will provide expanded opportunities for survey interpretation, managed customer feedback, third party performance monitoring and analysis of existing client data to support GGA’s strategic planning and business intelligence services.

“The synergies created by combining GGA’s expertise in research and strategic planning with the knowledge and experience I bring to consumer research are exponential,” commented Dr. Brey. “Together we will be able to assist golf, club, resort and municipal operators with more detailed and comprehensive data analysis that will enhance their ability to make strategic decisions and improve their operational efficiency and customer experience.”

“Research is a cornerstone of our firm and consumer satisfaction is just one component of GGA’s capabilities in this space. Dr. Brey will play a key role in elevating GGA’s industry leading research, and will apply research best practices and new methods to develop even stronger insights for our clients,” commented GGA Partner Michel Gregory. “As a firm we are working to develop an all-encompassing approach to measuring real time, periodic, and long-term consumer feedback that will benefit a wide range of clients in the private club, resort and hospitality industries as well as municipalities who own golf and leisure assets”.

 

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.

About Dr. Eric Brey, PhD

Dr. Brey earned his B.S. and M.S. from the University of Wisconsin-Stout School of Hospitality Leadership. In 2006, he earned his PhD from Purdue University School of Hospitality and Tourism Management. Dr. Brey spent six years at the University of Memphis, Fogelman College of Business and Economics, Kemmons Wilson School of Hospitality Management before joining the University of Wisconsin-Stout, School of Hospitality Leadership in 2012. In his current role, he serves as professor and chair of the school, teaching marketing, strategy and customer analytics courses, and conducting research on consumer-centric strategy.

Dr. Brey has published numerous peer and refereed journal papers, written industry white papers and book chapters, received many recognitions and honors and has conducted applied research for the United States Golf Association. Recently, Dr. Brey completed a research study for the USGA identifying more than 1,000 touchpoints golfers can have throughout their experience that impact satisfaction and dissatisfaction. The results of the research will provide insights to help operators gain a firm understanding of what customers need and how to meet and exceed those expectations.

 

Media Contacts:

Michael Gregory, Partner
GGA Partners
416-524-0083
michael.gregory@ggapartners.com

 

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

HEAD GOLF PROFESSIONAL
BAYVIEW GOLF & COUNTRY CLUB
Toronto, ON

 

The Club:

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

The Golf Facilities:

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

The Position:

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

The Head Golf Professional will be responsible for the following:

 

  • Develop and deliver a consistently outstanding member experience commensurate with specified member expectations and in keeping with a premier Tier 1 private golf and country club. Although the Head Professional will rely on the Staff to operate the daily activities, the Head Professional will be responsible for overall performance metrics and service.
  • Recruitment, training, development, performance management and leadership of Golf Operations staff.
  • Preparation of the Golf Operations operating and capital budgets.
  • Work with the Golf Operations staff, management team and various member committees, to develop and implement merchandising programs, club tournaments, leagues, coaching and lesson programs and outside events.
  • Purchasing, merchandising, sales and marketing, inventory management, and financial performance of all aspects of the Pro Shop.
  • Oversight of the golf reservation system, starting procedures, tracking and monitoring play on the golf course.
  • Representation of the Club to members, staff and external agencies. The Head Professional is engaged in new member recruitment.

Candidate Profile:

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

 

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

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

Compensation:

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

Inquiries:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Sunday, January 10, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Bayview HP Resume” and “Last Name, First Name, Bayview HP Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

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

Executive Search: GM at Vancouver Lawn Tennis & Badminton Club

GENERAL MANAGER
VANCOUVER LAWN TENNIS & BADMINTON CLUB
Vancouver, BC

 

The Club:

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

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

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

The Position:

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

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

The GM will be responsible for the following:

Membership Experience:

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

Operational Excellence:

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

People:

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

Communication:

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

Direct Reports:

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

Candidate Profile:

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

Leadership Skills:

  • A trustworthy, dynamic leader with the ability to build strong teams by motivating staff and leading by example. Has the ability to provide direction and expectations, continuous performance feedback and recognition that leads to positive outcomes to enhance Member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

Standard of Care:

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

Interpersonal/Fit:

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

Business/Finance Skills:

  • An entrepreneurial style combined with a background in all aspects of business management including business development, finance, information technology, human resources, risk management and performance management.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with racquet sports, fitness, aquatics and food and beverage businesses preferred.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

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

Experience and Accreditation:

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

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

Compensation:

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

Inquiries:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, January 15, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Van Lawn Resume” and ‘Last Name, First Name, Van Lawn Cover Letter”) respectively to: execsearch@ggapartners.com.

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

 

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

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