Tag: Pinches

Executive Search: General Manager at Granite Golf Club

Date:

GENERAL MANAGER
GRANITE GOLF CLUB

Granite Golf Club:

Granite Golf Club is an exclusive 18-hole championship private golf course complete with practice academy, located in the Stouffville area, just thirty minutes from Toronto.  Built in 2000, the golf course and clubhouse offer the finest facilities and uncompromising service to our discerning membership.  We offer the best elements of a family golf and social club through varied programs and amenities.

The Position:

Reporting to the Club President and Board of Directors, the General Manager is responsible for leading and directing all long-term and day-to-day activities associated with the Club, including creating a member-focused environment by building and maintaining relationships with members, guests, employees and the Board of Directors.

Specific accountabilities include:

  • Work with the Board in the execution of the Strategic Plan, from the Strategic Plan, construct a Business Plan and a Marketing Plan that drives Club revenues and achieves the agreed upon financial results.
  • Effectively manage and oversee Club Operations. Senior Managers who report directly to the GM and are responsible for the day-to-day activities and processes. Although the GM will rely on the Senior Managers to operate the daily activities, the GM will be ultimately responsible for overall performance metrics and service.
  • Develop and implement an effective sales and marketing strategy to increase membership and awareness of Granite Golf Club
  • Promote Granite Golf Club within the local community and support our valued relationship with the Granite Club
  • Design, implement and maintain operating policies and procedures that align and support the Club’s policies as defined by the Board of Directors
  • Conduct an ongoing evaluation of Club programs and events to ensure the consistent provision of outstanding services to meet the needs and expectations of members, guests, and employees
  • Represent the Club to members, staff and external agencies. The GM is engaged in new member recruitment and onboarding.
  • Manage the development, implementation and ongoing monitoring of the annual operating and capital budgets and the Club’s overall financial results
  • Maintain effective communication with the Board on Club operations, financial reports, risk analysis, compliance, asset management, membership initiatives and capital projects

Candidate Profile:

Given the leading role this individual will be expected to play in achieving the strategic objectives of the Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A dynamic leader with the ability to build strong teams by motivation and lead by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes;
  • A post-secondary degree in business or a related discipline is required;
  • A minimum of 5+ years’ experience operating at a senior level in a private golf club or other similar athletic/social facility;
  • Strong professional deportment with a clear commitment to member service through an open and transparent member/customer approach;
  • A strategic thinker with strong business acumen with the ability to “grow the membership” through traditional and innovative sales and marketing techniques;
  • A definite business presence complemented with personal drive, resourcefulness, maturity and sound business judgment, with integrity and ethical conduct in words and deeds;
  • A self-starter approach, results oriented work style combined with excellent communication and interpersonal skills;
  • An innovative and decisive professional who possesses a positive demeanor;
  • Experience reporting to a Board that has adopted a club governance structure and processes to lead the Club and GM to collaborative success;
  • A strong golf background, preferably with an excellent profile in the golf industry.

Note:
The position becomes vacant on November 15, 2019.

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 Sunday, November 17, 2019. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Granite Resume” and “Last Name, First Name, Granite Cover Letter”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Granite Golf Club: www.granitegolfclub.ca

Executive Search: Chief Operating Officer at Scarboro Golf & Country Club

Date:

CHIEF OPERATING OFFICER
SCARBORO GOLF & COUNTRY CLUB

The Club:

Scarboro Golf & Country Club has a truly unique and prestigious history which dates back to 1912. The Club is a private member club in eastern Toronto, Canada and has an 18-hole golf course that is consistently ranked among the top 100 courses in Canada with a grand Edwardian clubhouse which opened in 1914.

The course was originally designed by George Cummings and was extensively changed in 1924 under the direction of A. W. Tillinghast. The golf course went through a further renovation in 2010 which was overseen by famed golf architect Gil Hanse. Mr. Hanse designed the golf course in Rio to host the 2016 Olympics. He has designed and worked on many other world-renowned golf courses and performed numerous Tillinghast restorations.

Scarboro has been proud host of the Canadian Open golf tournament four times. Past Champions include Sam Snead, Bobby Locke, Dave Douglas and Doug Ford. In hosting the 1958 Canadian Amateur Championship, a first-round casualty was an 18-year-old Jack Nicklaus. In 1961, the course was one of 25 that hosted the World Series of Golf matches between Masters and British Open champions, Gary Player and Arnold Palmer. In fact, Mr. Palmer was so taken with the golf course, he included Scarboro’ s signature par 3 Hole # 14 as one of his all-time favourite holes. Numerous other professional and amateur events have been conducted on the Club’s fairways over the years including the CPGA tour championship in 2012.

The Position:

We are looking for a Chief Operating Officer (/COO) reporting to the Board of Directors to oversee the Club’s operations. The COO has full responsibility for all aspects of operations including sales and marketing at the Club, effectively managing all resources to deliver a consistently excellent member experience. The COO, with oversight from the Board, will guide and assist the Board in the development and implementation of Club policies and programs.

The COO will be responsible for the following:

  • The consistent delivery of a member experience commensurate with specified member expectations as well as member recruitment.
  • The performance management for the Club’s financial results, sales, marketing, operating processes and senior management performance. Senior Managers who report directly to the COO and are responsible for the day-to-day activities and processes. Although the COO will rely on the Senior Managers to operate the daily activities, the COO will be ultimately responsible for overall performance metrics and service, member growth and retention and revenue growth.
  • Representation of the Club to members, staff and external agencies. The COO is engaged in new member onboarding.
  • The execution of the Scarboro Golf & CC Strategic Plan and resulting Business Plan, Membership Development Plan and overall marketing strategy.
  • The supervision of the entire Club operation including food and beverage operations, membership services, golf services operations, golf course maintenance, Club facilities and administrative services.
  • The execution of Board policy and strategy.

Candidate Profile:

The COO reports to the Board. Given the leading role this individual will play in achieving the strategic objectives of Scarboro Golf & Country Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A leader with the ability to build strong teams by motivation and leading by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes;
  • Previous experience as a senior leader at a private club or other similar facility is desirable, experience in the hospitality industry beneficial;
  • A self-starter and results oriented work style combined with excellent collaborative, communication and interpersonal skills with all the Club’s stakeholders;
  • Strong professional deportment with a clear commitment to member service through an open and transparent customer/member approach, demonstrates integrity and ethical conduct in words and deeds;
  • A strategic thinker with strong business acumen to maximize revenue potential through aggressive member acquisition as well as effective retention programs;
  • Politically astute. Able to identify potential issues and deal effectively with them while exercising tact and diplomacy;
  • 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;
  • Readily accepts and responds to challenges. Directly confronts problems, seeks help when needed and is solution oriented;
  • Incorporates succession planning by preparing staff for key leadership roles;
  • Ensures compliance with all regulatory and matters affecting the Club;
  • Experience reporting to and collaborating with a Board that has adopted a club governance structure and processes to lead the Club and COO to success;
  • A post-secondary degree in business or a related discipline preferred;
  • 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 Tuesday, July 2nd, 2019. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Scarboro COO Cover Letter” and “Last Name, First Name, Scarboro COO Resume”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Scarboro Golf and Country Club: www.scarborogolf.com

Executive Search: Controller at Scarboro Golf & Country Club

Date:

CONTROLLER
SCARBORO GOLF & COUNTRY CLUB

The Club:

Scarboro Golf & Country Club has a truly unique and prestigious history which dates back to 1912. The Club is a private member club in eastern Toronto, Canada and has an 18-hole golf course that is consistently ranked among the top 100 courses in Canada with a grand Edwardian clubhouse which opened in 1914.

The course was originally designed by George Cummings and was extensively changed in 1924 under the direction of A. W. Tillinghast. The golf course went through a further renovation in 2010 which was overseen by famed golf architect Gil Hanse. Mr. Hanse designed the golf course in Rio to host the 2016 Olympics. He has designed and worked on many other world-renowned golf courses and performed numerous Tillinghast restorations.

Scarboro has been proud host of the Canadian Open golf tournament four times. Past Champions include Sam Snead, Bobby Locke, Dave Douglas and Doug Ford. In hosting the 1958 Canadian Amateur Championship, a first-round casualty was an 18-year-old Jack Nicklaus. In 1961, the course was one of 25 that hosted the World Series of Golf matches between Masters and British Open champions, Gary Player and Arnold Palmer. In fact, Mr. Palmer was so taken with the golf course, he included Scarboro’ s signature par 3 Hole # 14 as one of his all-time favourite holes. Numerous other professional and amateur events have been conducted on the Club’s fairways over the years including the CPGA tour championship in 2012.

The Position:

We are looking for a Controller reporting to the Chief Operating Officer. The Controller manages the financial operations of the club, supervises the accounting functions and provides analytical support to and participates with the COO, Board, Finance Committee and others for planning, budgets and solutions to business problems. The Controller recommends, implements and maintains the Club’s financial plans and policies, its accounting practices, fiscal records and the preparation of financial reports. The Controller makes decisions in accordance with Club policy on administrative or operational matters and ensures the operations’ effective achievement of objectives.

The Controller will be responsible for the following:

  • Recommends and implements policies to control and coordinate accounting, auditing, budgets, taxes and related activities and records; develop, establish and administer procedures and systems pertaining to financial matters. Responsible for the Club’s internal controls and compliance to same.
  • Prepare financial statements, forecasts and analysis for all administrative and managerial functions. Maintain all accounting records; develop, analyze and interpret statistical and accounting information.
  • Manage the annual audit.
  • Evaluate operating results for costs, revenues, budgets, policies of operation, trends and increased profit possibilities. Serve as liaison to finance, insurance and pension committees. Supervise the staffing, scheduling, training and professional development of department members.
  • Responsible for the development, implementation and operation of all accounting and information systems support; for the administration, management and maintenance of the equipment systems employed in the collection of information and for the training and supervision of staff related to (but not limited to) the Administrative area.
  • Development, analysis, and interpretation of statistical and accounting information in order to appraise operating results in terms of profitability, performance against budget, and other matters bearing on the fiscal soundness and operating effectiveness of the organization.
  • Responsible for evaluating the performance of personnel in the Administration Department. This individual recommends training requirements, has the duty to keep the staff at the highest level of skill necessary to meet Club needs and objectives, and may recommend that personnel be hired or removed from the Department.
  • Establishes major economic objectives and policies for the Club and prepares reports that outline the Club’s financial position in the areas of income, expenses, and earnings based on past, present, and future operations.
  • Coordinates and directs the preparation of the budget, business plan and financial forecasts, institutes and maintains other planning and control procedures, and analyzes and reports variances.
  • Is responsible for tax planning and compliance with all federal, provincial, and local corporate, payroll, and other applicable taxes.
  • Furnishes internal reports, revises and updates reports to be more useful and efficient, and furnishes external reports as necessary.
  • Evaluates and recommends insurance coverage for protection against property losses and potential liabilities.

Candidate Profile:

  • CMA, CA
  • Five to seven years of professional accounting experience with at least two years as Controller; Not-for-profit experience an asset
  • Excellent management, leadership, analytical and interpersonal skills
  • Ability to design and implement a control reporting system. Experience in systems integration, flowcharting, documentation and key control analysis required. Experience overseeing information technology operation and electronic data transfer between systems
  • Strong communication skills
  • Ability to read, analyze and interpret general business periodicals, professional journals, technical procedures or governmental regulations.
  • Knowledge and understanding of retirement plans and benefit programs.
  • Knowledge of pertinent Ontario and federal employment laws and practices.

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 Tuesday, June 25th, 2019. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Scarboro Controller Cover Letter” and “Last Name, First Name Scarboro Controller Resume”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Scarboro Golf and Country Club: www.scarborogolf.com

Executive Search: GM/COO at Shaughnessy Golf and Country Club

Date:

General Manager/Chief Operating Officer
SHAUGHNESSY GOLF AND COUNTRY CLUB

 

Shaughnessy Golf and Country Club:

The Club:
Founded in 1911 when Vancouver was just 25 years old, Shaughnessy Golf and Country Club traces its history back to the earliest days of golf on the West Coast. First located on Canadian Pacific Railway lands, the Club moved in 1960 to the ancestral site of the Musqueam Nation’s winter village. As one of Canada’s premier country clubs, Shaughnessy has served as the proud host of many prestigious events and notable figures in golf and tennis over these 100+ years; that tradition was continued when the Club hosted its fourth Canadian Open golf championship in 2011. Shaughnessy was the last championship-length golf course that A.V. Macan (1882-1964) designed in Canada. The Irish-born golf architect was highly regarded in the Pacific Northwest as a brilliant designer and an amateur golf champion in his earlier years.

Today’s Club features an award-winning clubhouse, highly-ranked and competitive golf course, indoor and outdoor tennis, fitness and a golf performance centre. The Club also owns and operates a public golf course in Richmond, BC.

The Position:
We are looking for a General Manager/Chief Operating Officer (GM/COO) reporting to the Executive, comprised of the President, Vice President and Past President, to oversee the Club’s operations. The GM/COO has full responsibility for all aspects of operations at the Club, effectively managing all resources to deliver a consistently excellent member experience. The GM/COO will guide and assist the Board in the development and implementation of Club policies and programs.

The GM/COO will be responsible for the following:

  • Prepare the annual operating and capital budgets and manage the Club’s combined financial results;
  • Establish and maintain relationships with all levels of government, Indigenous organizations, national bodies and club industry associations;
  • Attend all Board meetings and ensure that the Board is kept promptly advised of all activities of the Club and its financial progress;
  • Work with the Board in reviewing and potentially enhancing the Club’s strategic alternatives. After considering the Club’s strategic alternatives, construct a Business Plan and a Marketing Plan that drives Club revenues and achieves the agreed upon financial results;
  • Oversee the operation of the Club’s public golf course;
  • Ongoing course and facility improvements, and,
  • Such other activities as delegated by the Executive.

Candidate Profile:
The GM/COO reports to the Executive. Given the leading role this individual will play in achieving the strategic and business objectives of Shaughnessy, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A dynamic leader with the ability to build strong teams by motivation and leading by example, has the ability to provide direction and manage expectations;
  • Previous experience as a senior leader at a private golf club or other similar entity, experience in the hospitality industry beneficial;
  • A self-starter and results oriented work style combined with excellent communication and interpersonal skills with all the Club’s stakeholders; including unionized employees at the Club’s public golf course;
  • Strong professional deportment with a clear commitment to member service through an open and transparent member/customer approach;
  • 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;
  • Demonstrates integrity and ethical conduct in words and deeds;
  • Experience reporting to a Board that has adopted a club governance model or COO governance model;
  • Experience managing national and international tournaments;
  • A post-secondary degree in business or a related discipline, a Certified Club Manager designation (CCM) is preferred, and
  • Experience in negotiating complicated contracts between the Club and all levels of government, Indigenous organizations, national bodies and industry organizations.

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 Tuesday, April 30th, 2019. Those documents must be saved and emailed in Word or .PDF format (save as “Last Name, First Name Shaughnessy Resume” and “Last Name, First Name, Shaughnessy Cover Letter”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Shaughnessy Golf and Country Club: www.shaughnessy.org

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Hiring Staff with Staying Power

Date:

Sourcing high quality staff who are in it for the long run is a challenge for all clubs, not least those situated in rural areas. GGA’s George Pinches demonstrates how putting in the hard yards at the point of search can produce the people you are looking for.

1. Talk to us about the current hiring landscape for clubs. Is high staff turnover still an issue?

Staff turnover remains an ever-present burden clubs have to face. One which is costly in both monetary and non-monetary terms.

The difficulty for clubs is the complex nature of the reasons behind the hiring challenges, ranging from:

Economic forces – When recruiting and retaining both management and staff, clubs often come up against macro-economic issues that are beyond the scope of the club to address

Cost of living – In many markets, the high cost of living limits the available staff within the club’s catchment area

Geography – Location and commute-time constraints can often lead to prospective employees seeking out a more practical job opportunity

So, the landscape can be challenging both for the club and for prospective or current employees, with only some of these variables within the club’s control.

2. What issues does this create in relation to morale and sense of identity within a club?

Private clubs are the ultimate in repeat business, so members want to know staff on such a level that staff know their preferences without even needing to ask.

Consistency and recognition are very important aspects of the club experience, and this is greatly hampered by a constant change in club personnel at every level. Managers often find themselves in a position of needing to start from scratch each season – losing the staff morale and good will built up over time.

Retaining club professionals and instructional staff is critical due to the personal nature of their interaction with members and their children. They are a great ‘unifier’ in the club environment across members, staff and the board, and the continuity in these roles is of paramount importance to the mood of the club at any one time.

3. How can clubs experiencing prolonged high staff turnover get themselves out of this cycle? What do they need to do differently?

They can pay attention to the local market and strive to be an employer of choice. While compensation is important, many other factors impact recruitment and retention.

In terms of taking practical steps, start by investing in the current management and staff. Professional development is a key component, regardless of whether an employee eventually leaves. Many private clubs become a sought-after employer because of the people they have produced within that sector.

Second, just as the club uses a member survey to gauge member satisfaction and obtain specific information that is useful in planning, engaging staff through a survey can be just as enlightening. Management, and to a much lesser extent the board, need to hear from the silent majority to understand which initiatives lead to less turnover.

The use of data-driven decision making is just as critical in Human Resource Management as it is in other aspects of club leadership.

4. How much can a robust structure and process help in all of this?

Recruitment and selection must be a structured process. Clubs must take the time to establish well-defined search criteria which clearly reflects the knowledge and experience you seek.

When recruiting for core positions, avoid short-term thinking and think carefully about emerging trends and the skillset you need to face the challenges of the future.

Retention, at the most senior level, involves setting clear expectations in writing with a well-defined monitoring and performance appraisal policy in place. Typically, Boards want accountability, measurable results and consistent results within the club’s unique history, vision, and culture. GM/COO’s want clear expectations in writing, and for their results to be regularly monitored and evaluated.

5. Are there certain measures a club can take to help identify the types of individuals they are looking for? More importantly, the ones who will help achieve a greater level of continuity within the club?

Clubs benefit from attracting and retaining individuals who have decided to make the club industry their career path, individuals who envisage a time when they are leading their own club and are keen to learn and develop. There is always a risk that you will lose that “rising star”, but they will often return when the opportunity presents itself.

How do you find these individuals? Predictive Personality Testing is one tool which helps augment the search process to isolate those with the best behavioral and cognitive fit for your club, later confirmed through a more traditional interview process.

Referrals are another tool for attracting, sourcing and retaining managers and staff. GM/COO’s who are active and networking in the club industry develop a deeper and wider connection with their peers, which can pave the way for referrals and approaches from prospective employees.

Any tactics you deploy in your search will be underpinned by one fundamental component: reputation. The reputation of your club, both from a staff or member perspective will either attract or put off prospective employees. So, think about the influence of online reviews, social media, and other outlets where people are expressing an opinion about your club. Address just criticism through investigation and resolution – this will clearly demonstrate your duty to the club’s stakeholders, build a positive reputation, and appeal to prospective employees who are in it for the long haul.

This article was authored by GGA Director and Club Governance expert George Pinches.

Executive Search: Head Professional at Earl Grey Golf Club

Date:

HEAD PROFESSIONAL
EARL GREY GOLF CLUB

Earl Grey Golf Club:

Following and respecting the traditions of the past while providing facilities and improvements for future generations.

History:
Earl Grey was founded in 1919 by Major Duncan Stuart, a practicing city lawyer, who organized a group of people interested in playing golf. The original course, which consisted of five holes, was located on land leased from the C.P.R., south of and adjacent to the Earl Grey Public School in the Mount Royal district. The Club moved on two occasions, and in 1932, a twenty-year lease was negotiated with the City of Calgary for the present site.

Rejuvenation and Transition:
Improvements were made to the courses and clubhouse over the years leading to a transition to the current club designed to meet member expectations for the entire family. In anticipation of celebrating its 100th anniversary in 2019, the Club is conducting a facility wide rejuvenation. This started in 2015 with the development of a new state of the art Maintenance facility, the renovation of the 9-hole Par 3 Course in 2016, and now the renovation and renewal of the 18-hole Championship Course, Driving Range, parking lots and the build of a new Clubhouse and Professional Shop in 2018. With the addition of two HD Golf Simulators and a SAM Puttlab located in the Professional Shop, Earl Grey is positioned to be a leader in the industry. A new club and power cart storage facility is set to open in the spring of 2019.

There is little doubt that Earl Grey will continue as one of Calgary’s premiere family Golf Clubs and a choice of many for years to come. The new Head Professional has an opportunity to be a part of the Club’s exciting future.

The Position:
We are looking for a Head Professional reporting to the General Manager to oversee the Golf Operations of the Club. The Head Professional will deliver a consistently excellent member experience within the existing financial framework. The Head Professional will balance innovation with tradition as the history of the club is highly valued by Shareholders and members of the club. The anticipated start date is in January 2019.

The Head Professional will be responsible for the following:

  • The consistent delivery of a member experience commensurate with specified member expectations.
  • The supervision of the Golf Operation and Golf Operation Staff
  • Recruitment, training, development, performance management and leadership of Golf Operations staff
  • Preparation of the Golf operating and capital budgets.
  • Golf Operations Staff who report directly to the Head Professional and are responsible for the day-to-day activities and processes. 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.
  • Working 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.
  • Representation of the Club to members, staff and external agencies. The Head Professional is engaged in new member recruitment.

The initial key areas of focus for the Head Professional will be:

  • To complete the transition to the new Club facilities to maximize member use and benefit from renovation of the golf courses together with the new clubhouse in preparation for the Club’s 100 Anniversary Celebrations in 2019.
  • To maximize the Club’s primary revenue sources of membership recruitment and retention.
  • To understand the Club’s mission, vision and evolving culture though interaction with members of all categories. This will be essential in building and executing plans and services to deliver the member experience model.
  • To work with the General Manager in reviewing and potentially enhancing the current Club Strategic Plan.

Candidate Profile:
The Head Professional reports to the General Manager. Given the leading role this individual will play in achieving the strategic objectives of Earl Grey Golf Club, 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
  • Highly visible leader with friendly and outgoing personality, and focus on member service
  • An out of the box thinker determined to be innovative in the modern world of golf operations
  • A leadership style that lends itself to being the ‘face of the golf experience’.
  • 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
  • Demonstrated ability to recruit, hire, train and motivate Golf Operations staff
  • Accountable for the implementation of the annual Golf Operations budget, monthly reporting and budget creation
  • Proficient instructor well versed in the latest club fitting and teaching technologies
  • Proven leadership, management and organizational skills
  • Excellent communication skills and the ability to work closely with the Management Team
  • Ability to organize and oversee annual golf event fixtures and programs including participation in the internal marketing and administration of the events and programs
  • Familiarity with Jonas software an asset
  • 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 dynamic leader with the ability to build strong teams by motivation and leading by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes;
  • A self-starter and results oriented work style combined with excellent communication and interpersonal skills with all the Club’s stakeholders;

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 Monday, November 26th, 2018. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name EG Resume” and “Last Name, First Name, EG Cover Letter”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
Global Golf Advisors Inc.

For more information on Earl Grey Golf Club: www.earlgreygolfclub.com

2018 Club Governance Model Executive Summary

Date:

The Club Governance Model (Model), which was developed in 2007 and updated in 2018, is built upon accepted principles and best practices in nonprofit governance. Although this Model is directed primarily toward member-owned clubs, the principles embodied in the Model are no less applicable to clubs with a different ownership structure. The primary purpose of the Model is to optimize the most fundamental quality of a governance system – the smooth flow of authority from the club owners to the club staff and the corresponding flow of accountability from the staff back to the club owners. The Model, as shown in the flow chart below, is simply a set of principles designed to keep communications throughout the organization clear and the roles of key participants unambiguous.

The extent of the changes required of a club to implement the Model will depend on the governance system that it presently employs. However, the ease of implementing the Model will depend less on the number and extent of changes needed and more on the commitment of the club’s leaders, namely, the President, the Club General Manager/Chief Operating Officer (GM/COO), and the Board members. A club that is considering the Model for its governance structure and processes must not only assess the necessary steps in moving to the Model, but it must also measure the resolve of its leaders to follow through on the implementation. The caution to be followed here is “don’t start the process unless you have the commitment to finish it.”

Implementing the Model will usually involve amending the bylaws, although the changes recommended are usually straightforward and non-disruptive. The implementation step that will call on the greatest effort, and therefore commitment, is the development and eventual employment of a Board Policies Manual (BPM). From the time that the Board approves the initial version of its BPM, this important document can serve as a governance management system that provides a clear-cut path to success. As with any good system that is utilized on an on-going basis, the BPM will be continually modified and refined to respond to a changing environment. As the Board rely more and more on the BPM to be its single and clear voice, it will reinforce the underlying principles of the Model and allow the club to accrue the substantial benefits of an efficient and effective system of governance.

Overarching – From a high-level perspective, boards are meant to only serve a strategic role whereby their main function is safeguarding assets and evaluating and developing long-term strategic options. The role of management is to operate the club, while committees are meant to only serve an advisory function, with no authoritative or executive powers.

Board Members – Board members are, of course, club members. As such, they are customers, and volunteers. Board members are also trustees or governors in that they are elected to govern the affairs of the club subject to limitations that may be set out in the bylaws. But Board members have the authority to govern (i.e., are “governors”) only when they are taking part in an official Board meeting. Even though Board members are often active in committee meetings or efforts to assist the GM and his or her staff, when Board members are not in an official Board meeting, they are serving as volunteers and not governors.

Club Officers – Club officers, typically the President, Vice-President, Secretary, and Treasurer, are normally Board members with special responsibilities in addition to their duties as Board members. They are usually elected by the Board and subject to the Board’s authority and direction. As such, they have the authority only when it is granted by the bylaws or the Board. This means that the President does not represent a separate level of authority and does not supervise the GM except as specifically authorized to do so in the Board Policies Manual. The President is almost always the Chair of the Board and is responsible for maintaining the integrity of the governance structure and related processes. He or she normally is the chief representative of the members and the spokesperson for the Board. As Chair of the Board, he or she sets the agenda of Board meetings and ensures that the Board stays at an appropriate level with its thinking, discussions, and policy development. The President is often an ex officio member of all committees. Therefore, he can serve both in a coordinating role among the Board Committees and in a leadership role in keeping them focused on their respective scopes of responsibility. The duties of other officers are not discussed here because they have less to do with the governance structure and processes.

Committees – As shown in Exhibit I, the Model contains two types of committees. The Board Committees support the Board in Board-level functions (e.g., Governance, Finance, and Programs) while the Operations Committees (e.g., Golf Committee, Green Committee, Tennis Committee, Food & Beverage) support the GM. Board Committees study issues and recommend policies that support decisions at the Board or strategic levels. Operations Committees serve the GM by offering critical member (customer) input and in sharing the workload by helping with events and activities. As critical as the committees are in supporting both the Board and GM, they serve in an advisory capacity, not from a position of authority.

General Manager – The GM is the single agent of the Board with responsibility to carry out the purpose of the club within the policy boundaries set by the Board. Therefore, he or she has operational authority to employ and allocate the resources of the club to serve its members so long as he stays within the boundaries set by the Board in the Board Policies Manual.

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This article was authored by George Pinches, a Director at Global Golf Advisors, who specializes in Club Governance. Reach him at gpinches@globalgolfadvisors.com.

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