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The Importance of Search Committees

The Importance of Search Committees for Country Clubs

If your club is searching for a new GM/COO or another department head position, establishing a search committee is highly recommended. Creating a smooth, effective and efficient process should be the goal for any club hiring a key position. According to Kopplin, Kuebler and Wallace, the most important factor for determining success in hiring a key position is the establishment and makeup of the search committee.

A separate search committee should be formed for each key position and members should be purposefully and carefully selected for each committee. They should meet a certain criterion and possess a willingness to invest the time and energy required for the role. Sitting on a search committee is a responsibility that should not be taken lightly.

The composition of the committee should include five to seven members who represent various demographics of the club. Odd numbers are best in case of a tie and smaller committees are better because too many opinions hinder the efficiency of the process. Members selected should be frequent users and big supporters of the club. When searching for a key position such as the head golf professional for example, it would be ideal to include golfing members of all ages and abilities on the search committee.

Kopplin, Kuebler and Wallace believe the most vital element of any search committee is confidentiality. Search committee members must never reveal any information about the candidates or their current positions until it has been officially announced by the club. Even the slightest inkling to a friend who may know a candidate or someone at a candidate’s current club could jeopardize the search. Candidates’ jobs could be at stake and the club may lose good candidates or their organizational credibility through the process.

It is also vital to recognize that candidates will be observing search committee members to get a feel for the club culture and whether it aligns with their career goals. Members serving should be positive representatives who thoroughly enjoy the club. While the hiring of department heads ultimately falls under the GM/COO’s responsibilities, including members in the process helps create buy-in and consensus on the decision.

Private Club Advisor – December 2023

Contributed by Richard Kopplin, Kurt D. Kuebler, CCM & Thomas B. Wallace Ill, CCM, CCE, ECM, Partners at KOPPLIN KUEBLER & WALLACE.

The Importance of Search Committees2024-01-18T17:31:36+00:00

Bethany Taylor

Bethany Taylor

Support & Development Specialist

Bethany Taylor joins KK&W with experience in the hospitality industry including luxury leader Four Seasons hotels and resorts, historical hotels, and high-end country clubs. As a Support & Development Specialist, Bethany possesses the skills and experience necessary to navigate and support the unique needs of clients and candidates. Her connectivity to the club and hospitality industries in addition to her passion for continuous improvement, learning, and building amazing teams ensures that she will extend great customer service and guidance.


Phone: 603-682-7404

Bethany Taylor2023-09-28T13:12:48+00:00

Clubs Need to Plan and Prepare for Transition

Clubs Need to Plan and Prepare for Transition

At a club, the general manager/chief operating officer position is the most vital for achieving and sustaining a healthy and successful club.

The role responsibilities require a centralized, consistent professional with experience, training and knowledge of the private club model.

Transitioning between club managers can be challenging and stressful for boards, employees and even members because of the delicate balance necessary as the new leader becomes acquainted with all things club yet eases into making changes or improvements. Therefore, it’s essential that clubs prepare and plan for this transition.

Based on our wide range of experience working with boards and professionals during this sensitive time, we have put together the following best practices to help ensure successful departures and acclimations.

Before the new general manager/chief operating officer’s first day, several things should happen. First, club documents should be shared so that the new general manager/chief operating officer can review and study them in the weeks before starting at the club.

Items such as the board policy manual, employee handbook, financials and other documents advising on process and procedure should be provided well in advance to give the new general manager/chief operating officer a greater understanding of club operations and culture.

Sample checklist for advance review:

  • History of the club and map of the property
  • Club policies/procedures/bylaws
  • Talent strategy materials (new employee orientation, employee handbook, employee benefits, organizational charts, training manuals, job descriptions, human capital plan, monthly reports, team bios, etc.)
  • Calendars (club events, board/committee meetings, team meetings, etc.)
  • Collateral, member marketing materials, new member orientation correspondences
  • Recent club newsletters/communications
  • List of board/committee members, board bios, board policy manual, board and committee orientation manuals, committee charters and annual priorities for board and committees, along with the last 12 months of meeting minutes
  • Recent risk management assessment, club business analytics, capital reserve study
  • List of vendors and service providers
  • Strategic plan and property master plan
  • Most recent audited financial statements or financial summary/overview
  • Guest username and password to the website
  • Recent membership/staff satisfaction surveys that include all club operations
  • Union contracts (if applicable)

Second, orchestrate and schedule opportunities for the new general manager/chief operating officer to meet with key club constituencies at a comfortable time and place. Setting these meetings in advance allows the general manager/chief operating officer to meet and connect with key groups, such as the Thursday Tennis Group or the Ladies’ Golf Association, in the new general manager/chief operating officer’s first 30 days.

This ensures that these groups feel seen, heard and valued. It also gives the new leader a feel for the groups, their spokespeople, their priorities and their needs, which helps the general manager/chief operating officer start off on the right foot with these constituencies.

Third, the board of directors should determine ahead of time what the new general manager/chief operating officer’s top three or four priorities will be in the first year. The board should discuss and decide on the areas of focus with the new leader and then communicate the priorities to everyone, including the staff and the membership.

The general manager/chief operating officer then has direction and knows what the board wants in the first year. Having this focus helps ensure the new general manager/chief operating officer doesn’t get different directives from members and is not confused about where to start.

With board-approved priorities presented, the new general manager/chief operating officer can listen to the rest of the members but not necessarily act on their recommendations. Identifying priorities in advance and communicating them effectively keeps everyone on the same page and ensures expectations are in line.

While the above recommendations are important, the key to ensuring a smooth and successful transition for a new general manager/chief operating officer is a transition committee. This ad-hoc committee of three or four members serves as a sounding board, a source of club history and a foundation for support, questions and knowledge.

Committee members should be past or current board members who understand the club business model, are highly regarded by their peers and offer a fair and balanced representation of the membership. In addition, they should be demographically diverse, and their families should participate in club programs/amenities.

When looking at how to organize this group of members, start with one or two members of the search committee, a strong past president and one or two representatives from important constituencies at the club.

This committee acts as a filter beyond the board with the ability to highlight topics members are talking loudly about that are different from what the board or president directed. Made up of no more than four people, the transition committee can also help identify any blind spots the board may not know about.

Kopplin Kuebler & Wallace believes the transition committee can shorten the learning curve and ease the discomfort of being new for the general manager/chief operating officer.

“It’s the board’s job to work with the new leader to agree on three or four areas of focus and then communicate those priorities to everyone. Then, the transition committee can help filter through what everyone else feels is important,” said Tom Wallace, a partner with KK&W.

“This way if an issue arises, the group can help the GM/COO identify whether it’s just one person’s complaint or if the board has blind spots because they aren’t in the know or not well in tune.”

The transition committee can also clarify why things are done the way they are and talk candidly about the state of the club, curmudgeon members and successes or failures. Meeting with the new general manager/chief operating officer weekly for the first six months and then monthly for the next six months, this group provides consistent, confidential support for the first year. After one year, the general manager/chief operating officer may call the group together whenever a need arises.

“We’ve found this committee to be tremendously helpful for GM/COOs to ask questions and gain insight beyond just the board,” Kurt Kuebler, a partner with KK&W, explained.

“Instead of the new leader constantly going to the club president, it spreads the workload between several people and provides deeper insight and understanding. In addition, this committee smooths the transition, especially in situations where a long-tenured predecessor retired or there was a difficult set of circumstances with the person previously in the role.”

The transition committee can also help the general manager/chief operating officer determine how to best disagree with the board or club president, and they can work through that process together. This eases some of the stress and frustration for the new general manager/chief operating officer and creates a better onboarding experience.

First 100 Days - QR CodeKK&W suggests the transition committee initiate an employee survey of at least the key leadership team shortly before the new general manager/chief operating officer begins so both the employees and the new leader understand the expectations and culture of key team members. This survey
could be conducted with all employees to provide a deeper understanding.

“This whole process is intended to create a more positive onboarding experience for the new GM/COO and make it much more effective,” Wallace explained.

“Few clubs have transition plans or written orientation/onboarding programs for this position. All too often, new leaders spend weeks looking for information themselves, being overwhelmed with questions and feeling frustrated as they learn the details of the club and their role. If we can provide new GM/COOs with the information, resources and the continuous support they need right from the beginning, it creates a better situation for everyone involved.” 

The first 100 days lay a foundation for the long-term success of a new private club chief executive. Recognizing the care that should be taken during this time of great opportunity, we have compiled a list of action items to proactively support onboarding and acclimation. 

BoardRoom – May/June 2023

Clubs Need to Plan and Prepare for Transition2023-07-27T19:01:22+00:00


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Hideaway Golf Club

“From the outset, your team demonstrated a level of expertise that was both impressive and reassuring. The thoroughness and attention to detail exhibited throughout the process were nothing short of exceptional. Your commitment to ensuring that only the highest potential candidates were presented to our Board was evident in every step of the journey.”


“I am writing to express my utmost appreciation and admiration for the exceptional services provided by KK&W, a remarkable search firm that played an integral role in assisting the Oklahoma City Golf & Country Club through a challenging and vital search process. Their exemplary work resulted in the successful identification and recruitment of an outstanding candidate to lead our racquets department. Mr. Simard’s expertise and guidance were instrumental in guiding our search committee through the complex process with unparalleled professionalism.”


“Throughout our Director of Culinary search process, both Chef McFadden and Ms. Whittley maintained open lines of communication, provided regular updates, and addressed any concerns or questions promptly. They exhibited a high level of professionalism, integrity and discretion. Lawrence’s intensity and Annette’s charm made this a very enjoyable process. I firmly believe KK&W are leaders in the field of executive search and their commitment to excellence sets them apart. Thank you for your outstanding service.”

Greenwich Country Club

“We have been very pleased at Greenwich Country Club with our decision to transition from a traditional controller model to a Chief Financial Officer. Our partnership with Michelle and KK&W is what made this transition possible. Our national search yielded outstanding professional candidates who are leaders in the profession of finance. I am always willing to speak with any General Manager on behalf of Kopplin Kuebler & Wallace.”



The Future of Work in the Club Industry

Future of Work in the Club Industry

With the societal shift in how and why people work as a result of the pandemic, many business leaders are restructuring and reevaluating their organizational charts. As fewer people are willing to work long hours and sacrifice their work-life balance, and as Baby Boomer and Generation X managers retire, the hospitality industry as a whole is having a harder time finding people to fill vacant positions, especially in management. Club search firms are busier than ever and have to get creative in their recruiting practices to provide a strong pool of qualified candidates for open positions.

As the centralized leader, the GM/COO position can often be the most important for ensuring a sustainable and successful future of the club. During a panel discussion at a recent educational event for club executives, one industry professional questioned whether the GM/COO position was set up to fail. Due to the constant turnover of board members, the rising expectation for exceptional service, the labor shortage, the need for heightened business acumen (such as data collection and analytics), the requirement for managers to be visible and available to all members, and the increasing importance of coaching and mentoring employees, some argue there is an unrealistic expectation for what one person can successfully achieve. Couple this with the fact that most people are prioritizing work-life balance more than ever before, and it’s no wonder why the average lifespan of a GM/COO at a club is only four to six years.

What can clubs do to address this issue? According to Tom Wallace of Kopplin, Kuebler & Wallace (KK&W), education is the key to all of these obstacles. “As an industry, we have to do a better job of educating our members, boards and leadership teams about the realities of our industry and making sure everyone’s expectations are in line.” He notes that GMs/COOs and boards/club presidents need to have regular conversations around what visibility means to them, what their expectations are for the GM/COO and what boundaries need to be in place to ensure work-life synergy is possible.

“We can’t burn through managers and expect positive results. It is essential to set strong governance practices and then make certain open, honest communication happens regularly,” he said. The KK&W firm is seeing clubs (and the hospitality industry) trend toward hiring more assistant managers, more assistant golf pros and more managers throughout the operation and spreading the work load and hours between them. Where previously a club may have employed one assistant general manager working 70-80 hours per week and making upwards of $150,000, today and in the near future it may be more like two assistant general managers each making $80,000 and working 40-50 hours per week.

To ensure a positive future, according to Wallace, clubs should prioritize investing in assistant managers across all departments and build them up. “These people are our future GM/COOs,” he pointed out. “It is important we develop them and create positive work experiences so we can keep them.” He also urges clubs to start planning for all employees to have two days off each week and at least one weekend each month to provide balance and avoid employee burnout. “Investing in employees and recognizing that they are assets enhances the club culture and drives mutual loyalty, which is ultimately what all clubs desire,” Wallace concluded.

Private Club Advisor – February 2023

The Future of Work in the Club Industry2023-02-02T19:42:52+00:00

Lisa Carroll Joins Tee It Up For The Troops

Lisa Carroll Joins Tee It Up For The Troops

Scottsdale, AZ – February 1, 2023
Congratulations! Lisa Carroll Joins Tee It Up For The Troops!

After over 12 successful years working with KOPPLIN KUEBLER & WALLACE as a search executive, Lisa Carroll will focus her attention on supporting an organization that we are very close to: Tee It Up for the Troops.

Lisa’s father retired as an Air Force Lt. Col. and served in the Vietnam War where he earned the Distinguished Flying Cross and is buried at Arlington National Cemetery. The mission of Tee It Up for the Troops as a veteran’s support organization is to honor, remember, respect, and support all those who serve – and have served – in the U.S. Armed Forces. This is a focus that Lisa wants to concentrate on and use her relationships and talents to support.

As you may know, this is an organization that KOPPLIN KUEBLER & WALLACE has supported since its inception over 18 years ago. Tee It Up for the Troops has now donated over $14 million to partnering veterans support organizations that focus on the following pillars: family and caregiver support, PTSD and traumatic brain injury treatment, suicide prevention, golf and sports rehabilitation, employment, and housing and homelessness.

We will miss working with Lisa as a team member but are thrilled that she will be working closely with Tee It Up for the Troops. And she will always be a member of the KK&W family! Visit her at the Tee It Up for the Troops booth at CMAA’s World Conference in Orlando this year – it will be right next door to the KK&W booth!

You can reach Lisa via email or phone at: or 561-596-1123.

Lisa Carroll Joins Tee It Up For The Troops2023-02-01T19:31:11+00:00

Golf Industry Guru Podcast – From Club Manager to Consultant

Private Club Consulting Podcast

Would you believe that the Club Management industry is one of the most challenging and difficult industries to succeed in? It takes a special type of person to thrive, and Tom Wallace is one of those people. With a career that spans from a young 14-year-old shoe shiner to his current role as a partner at one of the most respected consulting firms in the golf industry, Tom Wallace has seen it all.

On this episode of The GIG Podcast, Tom reveals his secrets to success and how he has successfully transitioned from a club manager to a consultant. He also outlines the traits that are critical for successful club management in this day and age, and how to find and work with great mentors. Be sure to tune in as Tom takes us through his career journey and provides some excellent insight into the world of Club Management.

“I always tell young people, if you’re somewhere where you’re not learning and you’re not growing, you need to leave.” – Tom Wallace

In this episode, you will learn about:

  • Developing a Career in the Golf Industry: Learn from Tom Wallace’s journey from club manager to consultant and his advice for young professionals on how to find a mentor and approach networking.
  • Club Management Traits for Success: Understand the importance of self-awareness, mentorship, and the necessary skill sets for successful club management in today’s world.
  • The Role of a Club Manager: Discover how to be a “thought partner” for the members of a club and the importance of being creative, forceful, and respectful in disagreement.

Golf Industry Guru Podcast – From Club Manager to Consultant2023-01-24T21:08:01+00:00

Len Simard

Len Simard, PTR & USPTA Master Professional

Search & Consulting Executive

Len Simard, PTR & USPTA Master Professional conducts all racquet sports, fitness, wellness, and GM/COO professional searches for the firm’s club clients. Len is the industry’s leader in private club placement of Racquets Directors. Len also performs facility consulting that includes performance and programming evaluations, compensation reviews, racquet committee retreats, and effective solutions for all types of racquets facilities throughout the Country. Under Len’s guidance, KK&W has partnered with The Professional Tennis Registry (PTR) to provide PTR members, clubs, and employers the opportunity to be the most educated and connected in the business.

Len has been directing, teaching, and coaching at well-respected country clubs throughout North America for more than 35 years and is regarded as one of the country’s leading racquet directors and managers. From 1998 – 2019 Len served as the director of racquets at the New Canaan Field Club in New Canaan, CT, and concurrently at the Isleworth Golf and Country Club in Orlando, FL between 2004 and 2017. Len was also the former director of tennis & fitness at Boca Lago Country Club in Boca Raton, FL from 1990 to 2004. He was formerly the COO of the New Canaan Racquet Club in New Canaan, CT. Len has hired, trained, and worked with hundreds of professionals in his career and is extremely proud that more than 50 of his former assistants are leading prominent clubs in the U.S. and Canada.

Simard was named Professional of the Year three times and twice Player of the Year by the Florida Division of the USPTA. In 2019, Simard was named National Club Manager of the Year by the USPTA. As a player, Len holds 15 national singles and doubles titles in the U.S. and Canada. He has represented Canada in international play for almost three decades in the veteran categories. Simard, a past president of the USPTA Florida Division, has lectured on many industry topics at PTR, USPTA, USTA, TIA, PGA, and CMAA educational forums and conventions for more than 30 years. Len chaired the USTA committee to bring the first ever “Online Certification to become a Racquets Director” to the industry. This certification is now available through the University of Florida, is endorsed by the USTA, and is certified through the PTR and USPTA. It is now the new industry standard in determining qualified directors of racquets.


Phone: 407-463-8923

Trusted Partners of Simard Enterprises

Sarosiek is certified by the PTR, PPR, PPTR, one of only 200 professionals that are certified in three (3) racquet sports. Sarosiek is also certified as an Elite Professional by the USPTA, and works as a search executive and consultant within the racquet sports industry with Simard Enterprises.  Additionally, Sarosiek currently serves as the Head Racquet Sports Professional at Farmington Country Club, in Charlottesville, Virginia.  Farmington Country Club is perennially recognized as a “Platinum Club of America”, an accolade given to the top 150 country clubs in the United States.

Previously, Sarosiek was the Director of Sports & Wellness at Boar’s Head Resort, and was the Director of Tennis at Wintergreen Resort.  Both resorts are ranked inside the top 25 tennis resorts in the world, by Tennis Resorts Online. 

Harry Gilbert, USPTA, PTR, joins the team at Simard Enterprises, Inc., as a consultant and search executive in the racquet sports industry. Harry is an industry leader in racquets with over 40 years of experience in the hospitality, resort, and private clubs.

Harry currently serves as the Director of Tennis at Waccabuc Country Club in Waccabuc (Westchester County), NY, during the summer seasons. Prior to joining Simard Enterprises, he served as the Executive Director of Tennis at Albany, a luxury resort community in the Bahamas for 6 winter seasons.

Harry served on the USPTA FL Board of directors for 12 years including a 3-year term as President of the Division. He was twice named FL Division “Pro of the Year”. His service to the USPTA continued as he then served for 14 years on the USPTA National Board of Directors including a 2-year term as National President. Harry has also been very active with the USTA serving on committees at the National and Sectional level.

Industry Press Releases

Scottsdale, AZ – KOPPLIN KUEBLER & WALLACE (KK&W) is pleased to announce that we have joined the Club Spa & Fitness Association’s (CSFA) Corporate Partner Benefits Program.

This partnership represents a commitment by KK&W to support CSFA’s operations and educational offerings as content matter experts delivering key insights relevant to the club wellness industry.

> Read More

Scottsdale, AZ – KOPPLIN KUEBLER & WALLACE (KK&W) the nation’s leading hospitality search and consulting firm has partnered with The Professional Tennis Registry (PTR). KK&W is the leader in Senior Executive placement and consulting in the club and resort industry and will specialize in educating PTR professionals in many areas of their profession. The partnership will give PTR members, clubs and employers the opportunity to be the most polished and connected in the industry.

Read More

USPTA AwardLAS VEGAS – The United States Professional Tennis Association held its Awards Lunch this past Wednesday during the 2019 USPTA World Conference presented by Havana Bob’s at the Westgate Las Vegas Resort & Casino. Simard (New Canaan, CT), the general manager at New Canaan Racquet Club in Connecticut, was named 2019 Small Facility Manager of the Year.

In 2018, Simard incorporated pro/ams, weekly one-day junior tournaments and mixed doubles socials to increase programming by 300%, leading to a revenue increase of $150,000. He also instituted midterm and final evaluations within the junior program and created a full pickleball program that includes learn-to-play classes, socials and tournaments.

Simard employs a staff of 10 full-time tennis professionals, seven of which are USPTA certified and three that will become USPTA certified, and retrained them to be fully compliant in the USTA 10 and Under protocol. Simard is a USPTA Master Professional and a past president of USPTA Florida.


About the USPTA

Founded in 1927, the USPTA is the global leader in tennis-teacher certification and professional development. With more than 14,000 members worldwide, the association raises the standards of tennis-teaching professionals and coaches and promotes a greater awareness of the sport.

Articles & Education

Industry leaders are taking a very different approach to racquet director pay structure such as considering higher base salary and limited lessons.

As a club general manager or chief operating officer, you have likely already realized that the racquet sports operation is the unsung hero of a successful club organization.

With a vibrant and robust racquet sports program (tennis, pickleball, squash, platform tennis, Paddle and POP tennis) serving as the heart­ beat of your club, it is important to review the different components of your director of racquet sports compensation package to attract and retain top talent.

> Read More

Len Simard2023-08-15T11:55:25+00:00

2022 President’s Council Workshop at CMAA World Conference and Club Business Expo


An Experience Designed For Private Club
Presidents, Board Members, and Executive Level Team Members.

presented by Club Leadership Alliance


The industry is facing many challenges and the data shows it. We believe fundamentally that rapid societal changes, the club leadership model, and the direct need for innovation and impactful strategic planning are all areas that need to be focused on today.

This unique networking opportunity will bring together Club Presidents, Board Members, and Executive Level Team Members to learn what the highest performing clubs are doing to stay relevant and vibrant in today’s competitive market. The education featured will leverage decades of hands-on advisory experience and in-depth analysis as the club industry’s premier consultants share insights and experiences gained through their partnerships with the most successful clubs in the country.

Attendee feedback from a CLA event hosted in November 2021, at Carmel Country Club in Charlotte, NC:

“I would highly recommend that all Club leaders attend a President’s Council event. The opportunity to discuss such relevant data-driven information that is supported by decades of hands-on experience from the industry’s most highly regarded experts is truly indispensable in our quest to remain on top of our game and provide our members with the most exceptional day-to-day experience.”


KOPPLIN KUEBLER & WALLACE, McMahon Group and Club Benchmarking, three of the most highly respected firms serving private clubs, have established the Club Leadership Alliance. After more than ten years of working together independently, the firms felt it was essential to work more closely in order to more effectively serve clubs in all their operational, financial, staffing, strategic and facility aspects.


Whether it is management search, understanding club finances, strategic planning or facility planning; the Alliance member firms have the unequaled expertise and skills to resolve any club challenge. We are here to provide your club with our expertise, as clubs are our business.


If you missed us in November at Carmel Country Club for the 2021 President’s Council event, we invite you to add this Pre-Conference Workshop to your 2022 CMAA World Conference and Club Business Expo Registration.  Highlights from past attendees follow….

“A must attend for club leaders serious about leading their Club to the next level of member value.”

“The President’s Council is a fantastic opportunity for club leadership to take a deep data dive into the latest industry trends and gain a better understanding of best governance practices. Managers and Directors have a unique opportunity to hear from top industry leaders in a highly collaborative environment. This program should be on the annual calendar for every Executive Committee.”

“The ability to network with successful Club leadership, review their strategic governance principles and learn best practices for specific, current situations at our Club was invaluable.”

“The President’s Council Experience provided a much needed reconnection with other Club Managers and Board Members. The program was in sync with the new challenges of the private club industry and provided new information, solutions, and best practices to address those challenges.”

2022 President’s Council Workshop at CMAA World Conference and Club Business Expo2021-12-10T18:37:29+00:00

Katy Eliades

Katy Eliades

Support & Development Specialist

Katy joins KK&W with over 30 years of experience in F&B at several clubs in the golfing mecca of Northern Palm Beach county, including The Loxahatchee Club, Lost Tree Club and finished her career as the Director of F&B at Old Palm Golf Club.  As a Support & Development Specialist, working with team members as needed, her connection to and understanding of the private club industry are instrumental in managing candidate’s needs.


Phone: 561-371-4133

Katy Eliades2022-11-30T14:36:00+00:00
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