Tag: Murray Blair

Executive Search: General Manager for Fox Creek Golf Club

Date:

    General Manager
Fox Creek Golf Club
Dieppe, New Brunswick

Fox Creek Golf Club

Located just outside Moncton in Dieppe, New Brunswick, Fox Creek prides itself on being southeastern New Brunswick’s only private golf club. The Club offers a place for members to get easily-accessible tee times with quick rounds and excellent course conditions. Fox Creek has no outside events, allowing members to receive a truly private club experience.

Fox Creek opened in 2005 and has been the course of choice in the Moncton and Dieppe area ever since. The Club was taken private in 2021, further elevating the Club’s experience. As part of its conversion to a private member facility, the Club has invested in developing a unique member lounge and bar, separate from the current restaurant that operates out of the clubhouse. Beyond these changes, the ownership at Fox Creek is continually investing in the property, making it better with the goal of creating a member-focused environment.

To learn more about the Club, visit www.foxcreekgolfclub.ca

The Position: General Manager

This unique Canadian golf club is seeking a General Manager (GM) who is dedicated to the Club’s Mission, Vision and Values. Reporting to the Owner, the GM is the leader of the Club’s management team and is responsible for managing all facets of the Club’s operations in accordance with the strategies, plans and policies approved by the Owner.

The GM will be responsible for the following:

Responsibilities:

  • Develop and deliver a consistently excellent member experience commensurate with specified member expectations and in keeping with a premier private club.
  • Effectively manage all aspects of the Club’s activities and services to ensure a high level of member satisfaction and referrals to their 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 Owner, deliver long and short-term financial objectives. Ensure that the financial integrity of the Club is maintained at all times.
  • Prepare forecasts and execute the financial plan for the Club including development of annual operating, cash, and capital budgets. Prepare financial reports to the Owner.
  • Develop an organizational structure that is in keeping with the values and the strategic direction of the Club. Act as a mentor to Direct Reports.
  • Welcome new Club members, “meet and greet” all Club members as practical during their visits to the Club.
  • Maintain a visible and outgoing presence and lines of communications in the Club with members and staff. Responsible for ensuring communications initiatives and appropriate marketing tools are developed to increase the visibility of the Club to current and potential members.
  • Develop ongoing dialogue and rapport with members by being present at all major Club functions.
  • Ensure compliance with all legal and regulatory matters affecting the Club.

Direct Reports:

Director of Golf, Golf Course Superintendent, Financial Controller, and Food and Beverage Manager.

Qualifications

Candidate Profile:

The GM will report directly to the golf course Owner. Given the leading role this individual will play in achieving the strategic and business objectives of Fox Creek 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.
  • Exhibits leadership skills in continued team building, employee motivation and service training consistent with the ownership’s desire to create a club environment that is inclusive and safe for all members and staff.
  • Foster and support equity, diversity and inclusion (EDI) within the Club through adoption of best practices for an inclusive and equitable workplace.
  • Is respectful and professional in all interpersonal dealings.
  • Proudly represent the Club as its spokesperson to internal and external groups through strong communication and presentation skills.

Member and Guest Experience:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service as expected at a private golf club.
  • Ability to set and maintain high standards for all facilities, services, and communications.

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.
  • 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, human resources, risk management, marketing and performance management.
  • An innovative and strategic thinker with strong business acumen and analytical problem-solving skills.
  • Experience successfully leading hospitality operations in a club or similar setting.
  • Incorporates succession planning by preparing staff for key leadership roles.

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 club environment or other similar top tier facility.
  • A passion and understanding of what it means to deliver a consistently excellent member experience.
  • Experience and knowledge of operating a private golf club, which includes an understanding of all golf operations.
  • Hospitality experience with an excellent understanding of food and beverage operations.
  • Proven experience developing and managing budgets and business plans.
  • Evidence of continued professional development.
  • Fluent verbally in both French and English languages.

Compensation:

The Club will offer an attractive compensation package, commensurate with experience, which will include a competitive base salary, bonus opportunity and 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 Sunday, April 17, 2022.  Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Fox Creek Resume” and “Last Name, First Name, Fox Creek Cover Letter”) respectively to: execsearch@ggapartners.com.

Lead Search Executives

Michael Gregory
Partner
GGA Partners

 

 

 

 

Murray Blair
Director
GGA Partners

2021 Predictions on the Shape of the Next Normal

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

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

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

1. COVID-19 accelerates change already afoot in governance

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Speaking the New Language of Brands

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

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

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

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

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

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

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

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

Click here to download the whitepaper

 

About GGA Partners

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

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

Media Contact:

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

Crystal Ball Thoughts on the Shape of the Next Normal

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This article continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. Today, Henry DeLozier highlights GGA Partners’ crystal ball thoughts on what the post-crisis environment will look like for club and leisure businesses.

Gordon Gecko wasn’t the good guy in the Faustian tale Wall Street and, yet, the character played in the 1987 movie by Michael Douglas left behind some memorable advice, “The most valuable commodity I know of is information.”

In early April, GGA Partners gathered its team of trusted advisors and thought leaders for the express purpose of developing strategic tenets to guide GGA clients across the globe. Following are glimpses of impacts for private clubs and club leaders:

Expect Longevity

Murray Blair and Fred Laughlin, directors at GGA Partners, observe that the effects of the epidemic will be lasting and may be sortable now into certain phases:

Pre-Vaccine – Until a reliable vaccine is developed, tested, and made available for widespread usage, conditions for most clubs will change only slightly from current circumstances. Baseline operational methods will change significantly as partial- and full-closures are showing operators and members new – more attractive, in some cases – methods which satisfy members’ concerns for caution and dining at their clubs. Many clubs are finding that demand for dining options at the club is growing as so many previously competitive restaurants are closed.

Operating costs will vary widely. Housekeeping budgets will increase substantially as members want to experience highly obvious signs of the club’s emphasis on sanitary conditions, cleanliness, and personal safety for members and staff. Labor costs will vary widely based upon local supply/demand balance as many workers will be less mobile than before.

Post-Vaccine – After a vaccine has been found and put into use, members will renew their active usage of their clubs differently. Bennett DeLozier observed that club members who previously were nonchalant on matters of strategic planning at the club will demand that their club have a clearly stated and broadly understood game plan. Many members who are responding GGA attitudinal surveys observe that there was no expectation of a health pandemic and, yet, believe “The club should have had a disaster preparedness plan.” Strategic planning, which was previously an indicator of the best leadership in clubs, will be important to most private clubs more so in the future.

Continued & Reinvigorated Family-First Focus

Barb Ralph, one of GGA’s most tenured team members, opined that members will seek more family-oriented facilities, programs and services. The notion of “clanning”, first suggested by futurist Faith Popcorn in her 1996 book, Clicking: 7 Trends That Drive Your Business–And Your Life, documents Barb’s thinking on the importance that causes many to want to keep those dear to them in a safe haven – like their club.

A New Normal

Linda Dillenbeck, a director for the GGA Partners Club Communications Practice, looks beyond the pandemic to underscore the critical importance of effective and trusted member communications from the club to its stakeholders: members – their families and friends, employees, neighbors, suppliers, and vendors.

Linda suggests that in a time when new standards are being established, the necessity of effective communications from clubs to their members will be a difference-maker to the clubs’ future economic durability. “Club’s with a proactive communications approach will be at a distinct advantage throughout and after the coronavirus epidemic,” according to Dillenbeck.

Shifting Operational Needs

Speaking from the perspective of the millennial generation, Alison Corner, Ben Hopkinson, Andrew Johnson, Mingye Li, and Andrew Milne agree that clubs will change significantly and – in some ways – toward operational needs and priorities previously reported through GGA Partners’ millennial research installments.

To summarize the ideas from these brilliant young minds, clubs will shift dramatically into (a) high-gear focused on membership recruitment and retention; (b) new activities, like musical events and performance art; and (c) new membership types, categories, rights, and privileges.

Martin Tzankov, a GGA manager, expects the new normal to bring a focus to financial durability to clubs. Martin notes the importance for club leaders to mind the strategic priority of balance sheet management and the financial health of their clubs.

Many club leaders forget the four cornerstones of board service: leadership, governance, strategy, and finance. Looking ahead, the clubs that perform best after the coronavirus pandemic will be those holding the best information. Perhaps Gecko was right.

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

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

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

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

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

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

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

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

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

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

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

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

About GGA

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

Media Contact

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

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

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