Executive Search: Golf Course Superintendent, Oklahoma

 

Golf Course Superintendent
Oklahoma

ABOUT THE PROJECT
A confidential new 18-hole golf course development, located 40 minutes south of Oklahoma City, seeks a visionary Golf Course Superintendent to join at the pivotal construction phase and lead the grow-in and long-term agronomic excellence of the premier new golf course to National recognition.

Designed by a renowned architect, this exclusive course aspires to be recognized among the Top 100 golf courses in the country. The Superintendent will be an essential partner in bringing this vision to life, establishing exceptional agronomic standards from the ground up, building a team, shaping the culture, and creating a playing experience that is second to none.

This is a rare opportunity to shape a world-class playing experience from the ground up, starting with irrigation installation and construction oversight, grow-in planning, equipment selection, turf establishment, and progressing into full-scale golf course operations.

POSITION SUMMARY
This Golf Course Superintendent is responsible for the overall maintenance and turf grass agronomy of the golf course. This position involves oversight of all aspects of turfgrass management, irrigation, landscaping, equipment maintenance, and personnel. The person in this role will work closely with the ownership team, construction team, and the rest of the leadership team to create and deliver an exceptional golf and outdoor experience to players and their guests. The individual will lead, educate, and foster an environment for continuous learning and improvement.

Position Description/Requirements

SEARCH EXECUTIVES

 

Kelly Simons
Director
kelly.simons@ggapartners.com
435.655.1509

 

 

Apply Here

 

 

Executive Search: General Manager/Chief Operating Officer, Derrick Golf & Winter Club

General Manager/Chief Operating Officer
Derrick Golf & Winter Club
Edmonton, Alberta

 

The Derrick Golf & Winter Club (The Derrick) is more than just a club; it’s a community. A place where tradition meets innovation, and where members come together to create lasting memories. As the General Manager & Chief Operating Officer (GM/COO) of The Derrick, you will oversee all aspects of club operations and world-class facilities, which include a championship golf course, state-of-the-art fitness center, racket sports including badminton, tennis, pickleball, an extremely popular swimming facility, and a variety of social spaces.  You will have the opportunity to lead a dedicated team and shape the future of this iconic institution.

The Derrick is currently moving through a process to create a Master Plan to ensure the club continues to provide the value and activities relevant to its membership.  Currently this plan is in its final stages of development and will result in a five-to-ten-year program of large capital projects aimed at modernizing and expanding facilities, programming and social spaces throughout the club.  This is a very exciting time for the Derrick Club and its membership, and the new GM/COO is expected to play a significant role in the execution of the club’s Master Plan.

THE POSITION

Note: This opportunity is available as the current GM/COO Jim Hope has announced his retirement effective in early May 2025. 

The GM/COO is the most senior member of the Club’s management team reporting to the Board of Directors through the Board President. The GM/COO is responsible for delivering on the Member Experience at the Club and on its strategic and operational management. Direct reports include the Head Golf Professional, Golf Course Superintendent, Facility Manager, Director of Food and Beverage, Athletic Director, Director of Finance, and Executive Assistant/Membership Director. 

Position Description/Requirements

SEARCH EXECUTIVES

 

Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030

 

 

George Pinches
Director
george.pinches@ggapartners.com

 

 

Apply Here

 

 

Executive Search: General Manager, Birmingham Country Club

General Manager
Birmingham Country Club
Birmingham, Michigan

 

Birmingham Country Club: Where Tradition Meets Membership.

Birmingham Country Club is a premier, full-service family club rich in history. Tucked away in a quiet corner of Birmingham, the Club is an ideal place for members to unwind and charge up. The Club features a scenic 18-hole championship golf course, racquet and paddle courts, a competition-sized pool and diving area, fitness facilities, fine and casual dining, and a full calendar of events.

Birmingham Country Club, an exclusive family-oriented private club, proudly counts over 600 families as its members, with an impressive 85% residing within a 5-mile radius of the Club. Acknowledged by many as a cherished second home, the Club holds in high esteem the authentic care and camaraderie shared among the members. The devoted staff is unwavering in their pursuit of excellence, exemplified by team members with remarkable tenures of 15, 20, or even 30 years of dedicated service. Embracing communal, family-oriented values, we not only honor our robust history but also forge ahead, building a tradition of excellence that will endure in Birmingham for generations to come. Dining is a popular draw because members have a choice of multiple dining locations. The Club Room offers outstanding a la carte dining (80 seats). A full menu is provided in both the Founders Pub and the Maguire Bar, which is a popular gathering spot because of the panoramic view. Poolside dining includes the Dive Bar and the elevated High Dive Observation Deck, which specializes in custom pizzas.

POSITION SUMMARY

The General Manager reports directly to the Board President and is responsible for leading and inspiring the entire team to consistently provide Members with the best hospitality experience possible. This position oversees all operational functions of the Club. Direct reports include the Controller, Director of Membership, Golf Course Superintendent, Executive Chef, Director of Golf, Director of Operations, and Director of Racquets.

Position Description/Requirements

SEARCH EXECUTIVES

 

Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030

 

 

Eric Hutchison, MBA, Ph.D.
Director
eric.hutchison@ggapartners.com

 

 

Apply Now

 

Executive Search: General Manager/COO, Peterborough Golf & Country Club

General Manager/Chief Operating Officer
Peterborough Golf & Country Club

Peterborough Golf and Country Club (PGCC) was established in 1897 and is located along the Trent Canal in the heart of the Kawartha Region. In the late 1920s renowned course architect, Stanley Thompson was engaged to design the 6,472 yard, 18-hole championship layout. The PGCC is proud of its rich tradition and history and provides its more than 1,100 Members with an exceptional year-round experience, offering curling, golf, dining, and meeting facilities. The Club has made important advances in the past years – building a strong year-round member base that is committed to increasing funding for the golf course and other club improvements.

Peterborough Golf and Country Club is seeking an experienced General Manager/Chief Operating Officer to join us in Peterborough – to lead our staff and to work with our Members and our Board of Directors as we build for the future. If you are ready for the next step in your club management career and would value the opportunity to be the leader of this historic club as we continue to make it better, we welcome you to apply for this position.

POSITION SUMMARY

The General Manager/Chief Operating Officer (GM/COO) is the most senior member of the Club’s management team reporting to the Board of Directors through the Board Chair. The GM/COO is responsible for delivering on Members’ and guests’ curling, golf, and other experiences at the Club and on its strategic and operational management. Direct reports include Office Manager, Accounting Manager, Executive Chef, Food & Beverage/ Events Manager (includes Banquet/ Events Coordinator), Sports Director, Maintenance Supervisor, Greens Superintendent (includes Assistant Greens Supervisor).

Position Description/Requirements

 

SEARCH EXECUTIVES

 

Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030

 

 

Jeff Germond, CCM
Director
jeff.germond@ggapartners.com

 

 

 

Eric Hutchison, MBA, Ph.D.
Director
eric.hutchison@ggapartners.com

 

 

Apply Now

 

Executive Search: Director of Golf, Credit Valley Golf & Country Club

Director of Golf
Credit Valley Golf & Country Club

“Building relationships that last a lifetime.”

Golf Course Architect Robbie Robinson once stated that when he first viewed the “raw” property, he thought that he had never seen a more perfect natural setting for a golf course. This is a high praise indeed from a man who has built golf courses all over the world.

Credit Valley Golf and Country Club combines breathtaking scenery with a consistently challenging parkland design that combines tight fairways with large and fast, undulating greens. Incorporated with 5 sets of tees, golfers of all skill levels agree that Credit Valley is a true, fair test of golf.

The course is one with nature as the river winds throughout the valley lands. Red-tail hawks and deer are seen on the course early morning and late evening as golfers begin and end their adventures. The finest course conditions are enjoyed by members and guests as the course superintendent and his staff deliver an exceptional daily golf experience.

POSITION SUMMARY
The Director of Golf reports directly to the Chief Operating Officer and is part of the Senior Leadership Team. The person in this position will oversee all aspects of golf operations, including instruction, pro shop management, and member relations. This role requires a strong focus on enhancing the overall membership experience while driving the golf department’s success. The Director of Golf is responsible for developing and executing a retail marketing plan to boost pro-shop revenue and member satisfaction. This includes identifying and recommending amenities to enhance member retention. A key performance indicator will be the management of the retail operation’s profitability while simultaneously growing the golf business through increased usage, tournaments, and exceptional member engagement.

Position Description/Requirements

 

SEARCH EXECUTIVES

 

Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030

 

 

Jeff Germond
Director
jeff.germond@ggapartners.com

 

 

Apply Now

 

Executive Search: General Manager, The Surf Club

General Manager
The Surf Club
Wrightsville Beach, North Carolina

 

The Surf Club: A Timeless Gathering Place

The Surf Club, founded in 1941, was originally inspired by the residents of Wrightsville Beach to have a place to dine and entertain during the summer months when many of the inhabitants of the inland communities would come to escape the summer heat. It quickly became the hub of many of the social activities of the area and became a prominent location to hold upscale dining events during the bustling summer season.

Throughout its history, The Surf Club (the Club) has always had a very distinguished membership roster representing all factions of the business and social community. Today, the Club continues to offer a warm and inviting atmosphere for members and their guests.

Whether members are seeking casual beachside dining or elegant clubhouse events, the commitment to excellence remains unwavering. As the perfect setting to celebrate life’s special moments, the Club is also very popular for beachfront weddings, receptions, and other intimate gatherings.

Steeped in history, the Club maintains a traditional environment where members and their families gather to engage in meaningful social interactions and build lasting relationships.


POSITION SUMMARY

The General Manager reports directly to the Board President and is responsible for leading and inspiring the entire team to consistently provide Members with the best hospitality experience possible. This position oversees all operational functions of the Club. Direct reports include the Controller, Two Assistant Managers, the Culinary Director, and the Pavilion Manager.

Position Description/Requirements

 

SEARCH EXECUTIVES

 

Eric Hutchison
Director
eric.hutchison@ggapartners.com
614.271.9355

 

 

Kelly Simons
Director
kelly.simons@ggapartners.com
435-655-1509

 

Apply Now

 

3 Reminders for Every Leader

Now, More Than Ever

Three reminders for every leader, every day – from a coaching perspective

Over the past 18 months after speaking with managers and their teams, I have found myself frequently saying “Now More Than Ever”. I rarely leave a coaching session or conversation without being reminded that there are some principles of leadership that can’t been forgotten or taken for granted, especially now.

Sometimes managers think they are displaying these “leadership musts” more than they really are. The truth is that managers are tired, their teams feel exhausted and overworked, and the challenges keep arriving.

In the midst of fighting the fires of urgencies like the labor shortage and the pandemic’s next crisis, it is so important to remember to lead. That’s the secret – to remember that along with managing the business, they have the opportunity to make a huge impact on their most valuable resource, their people.  The challenge is on to find good people to fill the available positions. Even more important is creating the culture to retain them.   Here are three simple, yet powerful reminders for everyday leadership.

LEADERS ARE ALWAYS AFFECTING CULTURE

When it comes to your people, everything matters. Managers often underestimate the importance of their presence. As they tackle the big picture issues, it is easy to leave it up to supervisors to keep teams engaged and deliver the best member experience possible. While managers surely have a lot on their plates right now, it is crucial and critical to stay connected with every employee at every level.  Model what you want to see. Your visibility is surely important to your members. It’s even more important to your staff members. As the late motivational speaker Zig Ziglar often said:

“People don’t care how much you know,
until they know how much you care – about them.”

Years ago a Sous Chef proudly showed me a thank you note he received from his GM. It was a simple hand written note on a white piece of paper.  He carried it with him every day in his wallet for over 10 years and I bet he still has it.

Connect with as many staff and managers as possible every day. Call them. Text them. Stop for a few minutes and talk with them. Ask them how they are doing, how their family is doing, what they need to do their job more effectively, and thank them genuinely for specific contributions they are making. Giving bonuses, gift cards and extras can be meaningful. However, nothing replaces a sincere thank you on a regular basis. Nothing. Keep connecting. Keep acknowledging.  Keep encouraging.

SET PEOPLE UP FOR SUCCESS

Are you an Employer of Choice? The labor shortage has brought a new set of challenges – finding qualified people.  The selection process is important, yet even more critical is retention. Here are some insights about how you can keep these new valuable recruits as well as your current invaluable team members:

  • Revisit your onboarding process to determine if it is working. Does each new team member get what they need. Do they feel welcome and part of a team, or do they just receive the basics and head out onto the floor? Get as many team members involved as possible during this most important phase.
  • Make sure the General Manager is part of the orientation process. As the GM, be sure to welcome every single new hire, get to know them, and then challenge them to add value that will make your club better. If you give employees something to live up to, they can make a difference.
  • Every manager and supervisor should keep asking – Does everyone have the tools they need to do their job? Do they have the daily information and updates they need? Are they trained properly? Do they know how to answer the latest pandemic questions and club policies? When staff aren’t equipped for success, they will surely get frustrated and leave. They may say they are leaving because of the money. They aren’t.

ASK QUESTIONS VERSUS GIVING ANSWERS

Most managers are in their role because of their technical competence and proficient operational skills. The tendency when engaging with staff is to give all of the answers. There is certainly a time and place for telling people what to do, however, leading others and engaging your team is the perfect opportunity not to give all of the answers. Every manager I have spoken with during the pandemic has said that one of the big lessons they have learned is that we don’t always have all of the answers. Exactly. So let’s apply that to our teams.

Dr. Peter Hawkins, author and Professor of Leadership at the Henley Business School, states that “The 21st century leader realizes that they can’t solve problems on their own, and they need the skills to orchestrate the team to come up with the best answers.”  Most team members are engaged in the culture when they can contribute, learn, and grow. They want to give their ideas and be a part of the solution.

Before you give the answers, think about what powerful questions you can ask to engage your team, then watch what happens.

Now more than ever is the time to lead.

Shelley MacDougall is a Director, Leadership Development at GGA Partners specializing in leadership coaching and training. She is passionate about developing leaders who want to make meaningful change where it counts: within themselves, with their teams, and in their organizations. To view Shelley’s profile, click here.

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