Century Golf Partners acquired PGA WEST in 2020, restoring iconic Dye courses and enhancing playability.
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Editorial
EDITORIAL DIRECTOR Joanna DeChellis jdechellis@wtwhmedia.com • 412-260-9233
MY RETURN TO THE PGA SHOW
I’VE MADE MANY TRIPS TO THE PGA MERCHANDISE SHOW, but I remember my last trip (until this year), like it was yesterday. Ahead of that show, I received a call from Golf Channel. They wanted me to appear on their Morning Drive program, which was airing live from the show floor. I was immediately nervous. As the days passed and my scheduled appearance neared, the pit in my stomach multiplied.
Once in Orlando, a restless night and anxious morning did little to boost my confidence. Watching legendary putter maker Scotty Cameron dominate the set prior to me was no help, either. In the end, my segment came and went without a hitch. While I’m sure people could tell I was uneasy, isn’t that to be expected?
I learned a lot about myself through the experience, but in the bigger picture, I suppose I saw the value of teamwork. I was there to talk about a subject I cover on a daily basis – private clubs – and the person interviewing me directed the conversation. The camera operators filmed it all and the producers, well, produced. Take that experience to a club. Would we expect the chef to mow a putting green? Should the superintendent be required to prepare brunch for 250 people? Of course not. We all have our roles and,
when put together harmoniously, the results are spectacular.
Fast forward to 2025 and I returned to the PGA Merchandise Show, which saw its greatest turnout in 15 years. The excitement around our industry continues to grow and exhibits few signs of letting up.
Instead of being in front of a camera, I was treated to a terrific presentation by a group of amazing membership and marketing professionals. Melissa Hansen (The Club at Olde Cypress), Melanie Halpert (Desert Mountain Club), Ben Lorenzen (Champions Run), and Bethany Ackerman (Rehoboth Beach Country Club) discussed, among other things, what their clubs are doing to retain and vet current members, attract new members and maintain waitlists. I look forward to sharing their expertise with our audience throughout the year.
With that, I ask you: What is your club doing to retain and vet current members, attract new members and maintain
EDITOR-IN-CHIEF
Rob Thomas rthomas@wtwhmedia.com
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CLUB PROFILE:
A GOLFER’S PARADISE REBORN
Century Golf Partners acquired PGA WEST in 2020, restoring iconic Dye courses and enhancing playability.
(Cover photo and photo above courtesy of PGA WEST.)
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4 EDIT MEMO: My Return to the PGA Show
8 RACQUET OPERATIONS: Adapting and Thriving as a Director of Racquets: Lessons from Changing Clubs
9 MANAGEMENT: Lessons from Gen Z
10 CLUB PEOPLE ON THE MOVE: Kopplin Kuebler & Wallace Industry Leaders
18 MODEL CLUBS: Introducing Model Clubs 2025
The Model Clubs program aims to inspire and elevate the club industry by providing a platform for learning and sharing best practices.
26 DESIGN + RENOVATION: No-Dress-Code Dining
Casual dining venues are answering the call for updated digs without the fuss.
32 GM TO GM: Leading Change
A collaborative focus on culture, finances, and strategic renovations has reshaped the Country Club of York over the past decade.
34 FOOD + BEVERAGE: What it Takes to Hire a Culinary Leader
Hiring the right chef requires balancing exceptional culinary skills with cultural fit, leadership, and long-term vision.
38 CLUB + RESORT TALKS PODCAST HIGHTLIGHTS: Charm City’s Club Culinary Scene
Executive Chef Richard Jallet says events like the 2025 Chef to Chef Conference kickoff party at Baltimore CC keep club culinary exciting.
40 PGA SHOW COVERAGE: Members’ Major Largest PGA Show in 15 years attracts more than 33,000 industry professionals to drive booming golf business in 2025
42 INDUSTRY PREDICTIONS:
How can racquets professionals foster a strong sense of community among members through social tennis events and leagues?
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Nominate a Chef for the 2025
Club + Resort Chef is now accepting nominations for the 2025 Class of 40 Under 40, a prestigious program recognizing outstanding young culinary talent in the club and resort industry. This annual accolade honors the brightest rising stars. Nominations are open until February 3rd, 2025. New nominees as well as past honorees are welcome to apply.
Eligibility and Nomination Process: Nominees must be currently active in a club or resort culinary setting and born in or after 1985. While the 40 Under 40 list will exclusively recognize culinarians, nominations are welcomed from chefs, managers, colleagues, members, suppliers, and other industry professionals. This inclusive approach ensures the recognition captures diverse talents and achievements within the club and resort culinary sphere.
Submit your nomination at clubandresortchef.com/40-under-40-nomination-form
CHANGING CLUBS
Adapting and Thriving as a Director of Racquets: Lessons from Changing Clubs
By George Laffey • Director of Racquet Sports TPC Piper Glen • Charlotte, N.C.
AS A DIRECTOR OF RACQUETS is a significant professional transition offering exciting opportunities and challenging hurdles. The role is multifaceted, blending sports management, member engagement, staff leadership, budgeting, marketing/communication, selling/cross-selling, community building, and more. As someone who has made this transition, I’ve learned valuable lessons shaping my approach at my new club
THE IMPORTANCE OF UNDERSTANDING CLUB CULTURE
One of the most essential lessons I’ve learned is the importance of understanding and adapting to the club’s unique culture. Every club has its own values, traditions, and identity, and as a Director of Racquets, it’s crucial to respect and align your programs with these elements while implementing fresh programs, events, and ideas.
When I first arrived at TPC Piper Glen, I spent considerable time observing how members interacted, the types of activities that resonated with them, and what they valued in their racquet sports programs. I made it a priority to meet with key stakeholders — members, staff, and the leadership team — to gain insight into their needs, expectations, and past experiences. This allowed me to tailor my approach in a way that would respect the club’s history while introducing fresh, dynamic initiatives that could enhance the overall experience for everyone involved.
BUILDING RELATIONSHIPS WITH STAFF AND MEMBERS
Relationships are at the heart of any successful program implementation. Here at TPC Piper Glen, I quickly realized that my ability to connect with both staff and members would be an important factor in my success. As a Director of Racquets, you need to be both a leader and a listener, creating an environment where team members feel valued and supported, and where members feel heard and engaged.
I took time to meet with each staff member individually, learning about their skills, strengths, and challenges. This helped me identify areas where I could support them and areas where I could delegate responsibilities to empower them. In addition, regular staff meetings and open lines of communication became essential for fostering teamwork and ensuring that everyone was aligned with our goals. Similarly, engaging with the membership is vital. I set up focus groups, informal chats, and feedback sessions to understand the goals and preferences of different member segments. Getting their input helped me design programs that were more relevant and inclusive, ensuring broad participation and buy-in.
COMMUNICATING YOUR VISION
When implementing new programs at a new club, communication is key. I learned that it’s important not only to be clear about your vision for the racquets programs but also to articulate the “why” behind your initiatives. Members may be hesitant to embrace change, especially if they’ve grown accustomed to a certain way of doing things. By communicating the rationale for any changes—whether it’s introducing a new format for a league or expanding junior programming—you can reduce resistance and encourage enthusiasm.
I made sure to clearly communicate my goals for the racquets department, which included increasing participation, enhancing skill development, and creating a welcoming, inclusive atmosphere.
FLEXIBILITY AND ADAPTABILITY
One of the most important qualities I’ve developed in my new role is flexibility. It’s crucial to remain open-minded and adaptable when implementing new programs or strategies. Not every initiative will go as planned, and there will be unexpected challenges along the way. The key is to stay flexible, learn from mistakes, and adjust accordingly.
At TPC Piper Glen, I encountered resistance to certain changes I initially proposed, particularly around scheduling and pricing for programs. Rather than pushing forward with a rigid approach, I engaged with members and staff to understand their concerns and was able to make adjustments that satisfied both logistical constraints and member expectations. This willingness to adapt helped me build trust and credibility within the community.
PRIORITIZING MEMBER EXPERIENCE
Ultimately, the most important aspect of any racquet program is the member experience. By focusing on creating engaging, highquality experiences, you can build long-term loyalty and create a vibrant, thriving community.
At TPC Piper Glen, I’ve focused on offering a range of programs that cater to all levels of players—from beginners to advanced, for all racquet sports we offer. I’ve also placed a strong emphasis on creating social events and tournaments that foster community engagement and inclusivity. Whether it’s hosting a friendly doubles event or offering after-school clinics for juniors, I’ve learned that racquet sports are about more than just competition; they’re about bringing people together.
LESSONS FROM GEN Z
Lori
LeBard, CCM • Incoming Assistant General Manager Atlantic Fields Club • Hobe Sound, Fla.
GEN Z’S GROWING INFLUENCE offers lessons that feel both refreshing and grounding. Through the way they approach life, they remind us of the value of simplicity—not just in what we own but in how we think and connect. Their perspective encourages us to step back, let go of unnecessary distractions, and focus on what truly matters. It’s not about doing less, but about creating space for deeper clarity, connection, and purpose in our lives.
During a recent webinar aimed at bridging the generational gap between leaders and Gen Z, I had the pleasure of engaging with Domanic Royal and Sasha Maida, two students from Cal Poly. Our conversation topics ranged from the concept of work-life synergy to the need for mental decompression … a release from the constant barrage of phones and technology.
Sasha and Domanic shared sentiments I had only recently begun to explore. Before the webinar, I decided to hike the Inca Trail in Peru. I was looking for a way to disconnect and clear my mind, something Gen Z often talks about craving too.
Amid Peru’s stunning landscapes, I hiked with two Gen Z travelers from England, Harry and Korinne, who were on a three-month sabbatical in search of better work-life balance. During our conversations, they stressed the importance of prioritizing personal time. Korinne shared that any job she takes must allow for meaningful breaks to support her wellbeing. While a three-month leave might seem unusual by U.S. standards, it offers a forward-thinking example of how to meet the needs of the evolving workforce.
During our trek, we began with a clear plan to reach the finish. However, there were stretches of the trail that demanded I focus entirely on taking one step at a time, addressing the challenge directly in front of me rather than the whole journey. It was a powerful reminder of the importance of staying present and tackling what’s immediately at hand.
After navigating difficult sections, I paused to reflect on
“I decided to hike the Inca Trail in Peru. I was looking for a way to disconnect and clear my mind, something Gen Z often talks about craving too.”
my accomplishments. This act of reflection became a profound life lesson. Too often, I find myself looking toward the next goal without appreciating what I’ve already achieved. Recognizing the importance of celebrating what we’ve achieved has been a valuable lesson. Just as on the trek, pausing to appreciate our achievements is essential before focusing on what comes next.
The physical challenge of the hike quickly became a metaphor. On the first day, my backpack felt weighed down with things I thought were essential. By nightfall, I realized much of what I was carrying wasn’t needed. Each day, I removed more, learning to travel lighter and focus on what was truly necessary—a lesson in letting go of life’s excess “stuff.”
Our guide, Gabriel, encouraged us to listen to our hearts, especially when the mountain pushed us to our limits. It became an allegory for life, illustrating the importance of quieting the noise within to hear the messages that truly matter.
Among our group was an Austrian woman, who uplifted us with her simple, upbeat mantra “Up she goes!” This became my mantra, “Up I go!”
It’s clear that Generation Z’s insights—their values, demands for work-life integration, and life approach—are not just lessons for the now but a guide for the future.
CHAD E. BECKER, CCM
Encompassing two high-end country clubs and communities in the Indianapolis, Ind., area, Henke Development Group welcomes Chad Becker, CCM, as Vice President of Club Operations. The clubs include The Club at Chatham Hills and The Club at Holliday Farms, with a third club coming. Both existing properties feature Pete Dye courses alongside a dynamic list of additional recreational amenities. Becker was most recently General Manager at Woodland Golf Club in Auburndale, Mass.
NICOLAS CLAVERIE
Set amidst the tranquil countryside of Loury, an hour and a half south of Paris, Hy France welcomes Nicolas Claverie as General Manager. Hy France is the flagship property of the Hy Club’s ultra-luxury club network. The estate boasts a main château clubhouse, an 18-hole golf course, locker rooms, a games and relaxation room, a swimming pool and gym, 15 bedrooms, four reception and dining rooms, extensive greenkeeping facilities, and a boating house with an outdoor dining area. A second château is undergoing renovation, further enhancing this unparalleled destination for exclusivity and sophistication. Claverie was most recently PartTime Development Manager for Geose in Redon, France.
KATHERINE DAVIS
DAVID M. GROSSMAN, PGA
A haven of luxury and leisure located in a stunning island oasis on Marco Island, FL, Island Country Club welcomes David Grossman, PGA, as Director of Golf. The Club recently underwent major golf course and clubhouse renovations, providing members with world-class facilities. Additional amenities include a state-of-the-art wellness center, a tennis center, and gourmet dining options in the 50,000-square-foot clubhouse. Grossman was most recently Head Golf Professional at Gibson Island Club in Gibson Island, Md.
SHANE LABUSCHAGNE
Located in southwest Montana in a majestic mountain setting, Spanish Peaks Mountain Club welcomes Katherine Davis as Director of Food & Beverage. The club features a ski-in ski-out clubhouse situated on the 18th hole of a Tom Weiskopf-designed golf course. Amenities include member dining, fitness, swimming, and seasonal programming. A nearby retreat featuring two cabins, a dining tent, and a fire pit is perfect for hiking and fly fishing. Davis was most recently Director of Food & Beverage at Bluegrass Yacht & Country Club, an Invited Club in Hendersonville, Tenn.
BRYCE M. FISCHER
Belmont Country Club, a prestigious New England club in Belmont, Mass., welcomes Bryce Fischer as Director of Agronomy. The club features an 18-hole course designed by Donald Ross and recently renovated by Brian Silva. Known for its exceptional putting surfaces with consistently fast speeds, the course offers a challenging experience to golfers of all levels. Belmont’s commitment to excellence extends to its culinary services and diverse member amenities. Fischer was most recently Golf Course superintendent at The Club at Las Campanas in Santa Fe, N.M.
The Oaks Club in Sarasota, Fla., welcomes Shane Labuschagne as Director of Wellness & Fitness. The club features a state-of-the-art WellFit Center offering members a comprehensive health and fitness experience with cardiovascular and strength training, free weight equipment, a swimming pool and group exercise, treatment rooms, and locker rooms. Members also enjoy pristine beaches, nature preserves, and a robust portfolio of amenities. Labuschagne was most recently Director of Sports, Fitness, Spa, Aquatics & Kids Activities at Parkland Golf & Country Club in Parkland, Fla.
MICHAEL MIGNANO
Wee Burn Country Club, located in Darien, Conn., and known for its commitment to excellence and tradition, welcomes Michael Mignano as Executive Chef. The club offers high-end amenities and services to meet the diverse needs of its members. The club also features a seasonal Beach Club on Long Island Sound, located five miles from the main Mediterranean-style clubhouse, as well as golf, racquets, bowling, and shooting facilities. Mignano was most recently Director of Culinary/Executive Chef at The Pierre Hotel, a Taj Hotel in New York, N.Y.
NOBUYOSHI TANAKA
Bethesda Country Club in Bethesda, Md., welcomes Nobuyoshi Tanaka as Director of Racquets. Over the years, the club has transformed from a nine-hole golf course and clubhouse to a nationally recognized club with state-of-theart amenities. Renowned for its exceptional racquet facilities, it boasts eight outdoor clay tennis courts, three paddle courts, and multiple pickleball courts, offering a premier experience for racquet sports enthusiasts. Tanaka was most recently Director of Racquet Sports at L’Hirondelle Club in Ruxton, Md.
PEOPLE FOCUSED, QUALITY DRIVEN
"We improve the well-being of our
KUEBLER & WALLACE
Chris Banner | General Manager/COO Encinal Yacht Club
Marinda Barbosa | Director of People & Culture Sharon Heights Golf & Country Club
Sarah Barter, CMDip Head of Handicapping & Course Rating England Golf
Barry Bevers, CCM, CCE | GM/COO The Club at Las Campanas
Angel Blanco | Director of Food & Beverage Grey Oaks Country Club
Paul Bovenzi, CCM | General Manager Blowing Rock Country Club
Jack Buckley | Chief Financial Officer The Clubs on Bald Head Island
James Cardamone, CCM, CCE | GM/COO North Shore Country Club
Donato Coluccio | General Manager Treesdale Golf & Country Club
Gregory Devino | GM/COO Montammy Golf Club
Gabriel Glasier | Club Executive Chef Sharon Heights Golf & Country
Jordan Goble | General Manager The Hasentree Club
Jonathan Grooms | General Manager Olde Providence Racquet Club
Andrew Hollers | Assistant General Manager The Country Club of Birmingham
Derek Jacques, CCM | General Manager/COO Birmingham Athletic Club
Dale Janus, CCM | General Manager Greenbriar Hills Country Club
Jacob Johnson | Asst. Director of Club Operations Desert Mountain Club
Christina Jurek | Director of Human Resources Tennessee Grasslands Golf & Country Club
Jeffrey Kay | Assistant General Manager Skaneateles Country Club
Morgan Killion | Director of Finance/Controller Eagle Creek Golf & Country Club
Jade Kluver | Clubhouse Manager New Orleans Country Club
Andrew Krug | Executive Chef Brae Burn Country Club
Jason Matzat | Chief Financial Officer Colleton River Club
Justin Muir | Assistant General Manager Oak Hill Country Club
Sarah O'Rourke | Dir. of Membership & Marketing Palo Alto Hills Golf & Country Club
Robert Pasquith, PGA | General Manager/COO The Country Club of Spartanburg
Gregory Pattinson | Golf Course Superintendent Midland Country Club
Rusty Rastello | Director of Food & Beverage The Yale Club of New York City
Michael Schmutzer | Assistant General Manager Wee Burn Country Club
Sharon Schuster, CPA | Chief Financial Officer Oakland Hills Country Club
Ishwar Sharma | General Manager The Racquet Club
Christian Thon, CCM, CCE | GM/COO Mount Vernon Country Club
William Troyanoski, CCM, MP PGA | General Manager Belmont Country Club
Colin White | General Manager The Hertsmere
Sam Lee, MBA, PGA | Dir. of Membership & People Royal Auckland and Grange Golf Club
Adam Martin | General Manager/COO Hampton Lake Community Association
Gabriel Wochley | Director of Grounds West Shore Country Club
Kimberly Wood | General Manager/COO El Niguel Country Club
A GOLFER’S PARADISE REBORN
Century Golf Partners acquired PGA WEST in 2020, restoring iconic Dye courses and enhancing playability.
By Rob Thomas • Editor-in-Chief
WHILE 2020 WILL FOREVER BE KNOWN AS THE YEAR the world came to a stop due to a global pandemic, it certainly didn’t begin that way at PGA WEST in La Quinta, Calif.
The acquisition of the PGA WEST Portfolio by Century Golf Partners and Hankuk Industry, finalized on Jan. 31, 2020, began an ambitious journey to restore and enhance one of the most iconic golf destinations in America—renowned as “The Western Home of Golf in America.”
The acquisition included two private clubs—PGA WEST Private Club and The Citrus Club—along with five clubhouses and nine golf courses. The collection boasts designs from legendary architects Arnold Palmer, Jack Nicklaus, Tom Weiskopf, and Pete Dye. Additionally, the portfolio features five resort courses open to the public, including the renowned Stadium Course by Pete Dye, the Tournament Course by Jack Nicklaus, the Greg Norman Course, and Pete Dye’s Mountain and Dunes Courses.
REFRESHING DYE DESIGNS
Renovations began immediately following the acquisition, with a focus on restoring the creative vision of the original course designers. To date, six major course restoration projects have been completed, most notably a multi-million-dollar, three-year restoration of the three acclaimed Pete Dye-designed resort courses: the Mountain Course, Dunes Course, and Stadium Course. These efforts have breathed new life into the courses, preserving their historical integrity while elevating the play experience for members and guests.
Ben Dobbs, Executive Director, has been fielding compliments on the work.
“Our members and guests have responded very positively to our restoration and course condition,” Dobbs says. “We are receiving comments such as, ‘this course is amazing’ and ‘this course is a Pete Dye masterpiece.’ We couldn’t be happier with the member and guest feedback and expect the Stadium Course to continue to climb the charts in the national golf course rating lists.”
To restore the Dye-designed Stadium, Mountain and Dunes Courses to their original splendor, PGA WEST enlisted noted golf course architect Tim Liddy, ASGCA Fellow, who collaborated closely with Dye for nearly three decades.
Dobbs says the goal of this restoration project was to bring the courses back to their original conditions as Dye first conceived them, while also upgrading elements for enhanced playability and sustainability.
“We are thrilled to showcase the results of each renewed course, offering an unforgettable experience for golfers of every skill level while solidifying PGA WEST’s standing as one of the top golf destinations in the world,” he said during the process.
Liddy likened the project to an exciting archeological dig, uncovering the original aspects of the greens and bringing them back to their earlier beauty and contours. The restoration was handled with great care and precision to reclaim the visual impact that had been lost. The work was performed by carefully hand digging around the bunkers and greens to unearth the
Executive Director Ben Dobbs oversees the property, which includes the “Alcatraz” hole on the Stadium Course. The iconic 17th, a 168-yard par-3 surrounded by water, demands precision as its island green challenges golfers to escape unscathed.
Six major course restoration projects have been completed, including a multi-million-dollar restoration of the Pete Dye-designed Mountain Course.
original sand lines. Turf was then removed, as well as layers of organic material that had built up over many years.
AGRONOMIC SYMMETRY
Brian Sullivan, Director of Agronomy at PGA WEST, is charged with providing championship-quality conditions across the nine courses.
“There are four main challenges maintaining nine courses that we have prioritized: Continuity of management, development of team and standards, appropriate upgrade of courses, and infrastructure and equipment,” Sullivan says. “Maintenance standards of continuity are in place at all courses and equivalent dollars are per area at each course.”
And assigning tasks on so many layouts isn’t without its challenges, but Sullivan has it running well.
“Primarily, each staff member is dedicated to one course, though staff development and shared expertise occurs with crossovers,” he says. “Many contribute their time to the American Express tournament along with their other responsibilities. Upward promotions frequently occur from one course to another.”
Brian Sullivan, Director of Agronomy at PGA WEST, says there are four main challenges maintaining nine courses: Continuity of management, development of team and standards, appropriate upgrade of courses, and infrastructure and equipment.
Eric Temena, Director of Golf at The Club at PGA WEST, is in lockstep with Sullivan.
“We work closely with our agronomy team to remain focused on providing members and their guests with the best possible playing conditions year-round,” Temena says.
While Temena says the club creates a variety of golf events for all types of golfers—from fun events with easy formats to high-level championship events for competitive golfers—it’s the attention to detail on a daily basis that stands out to members.
“We train and empower our team members to create a personalized experience for every member that includes using the member’s name, creating a welcoming environment, staying informed on all club activities and events, and always being available to assist members on and off the course,” he explains.
A CULINARY HAVEN
PGA WEST is celebrated not only for its legendary golf courses, but also for its diverse and dynamic dining options. Across three resort clubhouses and private venues, guests and members enjoy culinary experiences that blend exceptional flavors with breathtaking views.
For the public, the Pete Dye Clubhouse, revamped in 2023, features The Bunker Bar, offering California-inspired fare and a state-of-the-art bar with launch monitors and simulators. It’s perfect for breakfast, lunch, or a quick grab-and-go meal.
The Tournament Clubhouse hosts Ernie’s Bar & Grill, a gastropub with a lively atmosphere and panoramic patio views. Known for its breakfast, lunch, and dinner menus, it’s a hotspot during The American Express tournament.
At the Greg Norman Clubhouse, Wallaby’s West serves wine-
country-inspired cuisine with themed specials, cozy fireplaces, and year-round dining in an Australian-inspired setting.
On the more-exclusive side, the PGA WEST Private Clubhouse offers members options, from upscale dining at Kennedy’s to relaxed meals at The Peaks. The pet-friendly Express 59 Café adds casual charm.
The Citrus Clubhouse’s Grill Room boasts expanded patio views and a welcoming ambiance for memorable dining experiences.
PGA WEST’s wide array of dining experiences cater to every taste, solidifying its reputation as a premier destination for both golfers and food enthusiasts alike.
ATTRACTING AND RETAINING EMPLOYEES
Dobbs stresses that attracting and retaining top talent requires a multi-faceted approach that prioritizes both professional growth and personal well-being.
“At the heart of our strategy is hiring qualified team members who bring expertise and enthusiasm to their roles,” he says.
“From there, we foster a culture of teamwork where collaboration and mutual respect thrive. Training is an essential pillar of our success, equipping team members with the tools they need to excel and make meaningful contributions. Recognizing and celebrating their hard work reinforces their value and motivates continued excellence.
“We also emphasize individuality, encouraging team members to bring their personality and authenticity to work,” Dobbs continues. “Our commitment extends beyond the workplace, as seen through initiatives like our Employee Scholarship Foundation, which supports continuing education, and Century Cares, which provides assistance in times of need. Opportunities for
Workplace values and culture at PGA WEST are guided by five pillars of success and the following mission: Our motivated, committed and appreciated team members focus on delivering exceptional experiences to our members and guests.
In addition to golf, PGA WEST offers diverse and dynamic dining options. Across three resort clubhouses and private venues, guests and members enjoy cuisine that combines bold tastes with stunning views.
growth and advancement are abundant, empowering team members to pursue their career goals while enhancing service levels. Through these efforts, we create an environment where team members feel valued, supported, and inspired to grow.”
Dobbs adds that the workplace values and culture are guided by five pillars of success and the following mission: Our motivated, committed and appreciated team members focus on delivering exceptional experiences to our members and guests.
Looking into his “crystal ball,” Dobbs believes PGA WEST will
be one of the “pinnacle golf destinations in the United States” in 5 or 10 years.
“We will continue to attract club members who want to experience the quintessential PGA WEST lifestyle every day, as well as vacationers who seek out the golf, sunshine, and all we have to offer,” he says. “Our immaculate course conditions will be eclipsed by our focus on hospitality. As a leading club and resort, PGA WEST is building to attract the best team members, create industry leaders, and be a valuable corporate partner.” C+RB
Photo Courtesy of Rose Creek Golf Club
Introducing 2025 MODEL CLUBS
The Model Clubs program aims to inspire and elevate the club industry by providing a platform for learning and sharing best practices.
By Rob Thomas • Editor-in-Chief
THE INAUGURAL YEAR of the Club + Resort Business Model Clubs program was a resounding success. We enthusiastically shined a spotlight on clubs and professionals across the industry who are providing a blueprint for success. Year two promises to be even better.
In addition to featuring some of the best pro shops, racquets facilities, clubhouses, and membership/marketing efforts, we’ve added golf course renovations to our lineup. Golf is a driving force at many clubs across the country, so it’s imperative to highlight what these renovations are targeting.
COURSE TRANSFORMATIONS
With members and guests in mind, the first edition of our Model Clubs: Golf Course Renovations includes projects at Sea Trail Golf Resort in Sunset Beach, N.C. and Gleneagles Country Club in Delray Beach, Fla.
At Sea Trail, golf course architect Tim Cate was tabbed for the renovation, which included the installation of brand-new, expanded Tif Eagle Bermuda greens and the revitalization of bunkers using an advanced construction method. Leveling and expanding select teeing areas, improving
waste bunkers, cart paths, and fairways, and updating all directional signage, bunker rakes, flagsticks, flags, cups, inground trash cans, and tee markers were also addressed. Additional enhancements included renovated on-course restroom
facilities, new hydration stations, and landscape beautification throughout the course.
Gleneagles retained Kipp Schulties as golf course architect and South Florida Golf Renovations as the golf course con-
Sea Trail Golf Resort in Sunset Beach, N.C., underwent renovations with expanded Tif Eagle greens, a modern bunker system, upgraded facilities, and enhanced landscaping.
tractor. The most unique featured added to the Victory Course is the addition of a Par 3 overlay on the course, which creates a par three course golf experience complete with its own scorecard. The par three tees on each hole provide distances between 75 and 160 yards and creates a separate golf course within the championship golf course.
PRO SHOP PROS
Forsyth Country Club in Winston-Salem, N.C., and Philadelphia Country Club in Gladwyne, Pa., headline the Model Clubs: Pro Shops category for 2025.
Forsyth adopted a “lifestyle” approach to its merchandise offerings, introducing both casual and athletic wear for men and women. And the club expanded its fall and winter collections with cashmeres, woven
button-downs, trousers, and denim.
At Philadelphia CC, the pro shop, which annually generates $1.4 million in revenue, has a “First Friday” happy hour event each month. In December, the club hosts that event in the golf shop. The party is the kick-off to the holiday sale and is an opportunity for members to socialize, have a cocktail or two and preview all the winter apparel.
Gleneagles Country Club in Delray Beach, Fla., revamped its Victory Course, adding a unique Par 3 overlay with separate tees and scorecards.
Forsyth Country Club in Winston-Salem, N.C., was named a Model Club Pro Shop.
Forsyth CC adopted a “lifestyle” approach to its merchandise offerings, introducing both casual and athletic wear for men and women.
ACE FACILITIES
Delray Beach, Fla., pops up again as Mizner Country Club is joined by Quechee (Vt.) Club to lead the 2025 Model Club: Racquets Facilities initiative.
Mizner’s state-of-the-art racquets facility offers a premier place for tennis and pickleball. The six Har-Tru tennis courts are expertly maintained to provide the ideal clay playing surface, while the three
dedicated pickleball courts are perfect for both beginners and seasoned players. Expert USPTA professionals and instructors take the time to build relationships with members and find them games and friends to play with in the community. The club also is in the process of adding stadium seating.
The Quechee Club complex boasts eight Har-Tru tennis and POP tennis courts, two
hard tennis courts, four pickleball courts and one squash court. For platform tennis enthusiasts, four new courts and a cozy warming hut provide the ideal space for winter play. Adding to the experience, the Racquet Sports Pro Shop’s expanded deck further enhances the social side of the game, serving as the go-to spot for preand post-match gatherings, rounding out the full racquet experience.
Philadelphia Country Club’s pro shop generates $1.4M annually and hosts a festive “First Friday” holiday sale kickoff, blending shopping and socializing.
Mizner Country Club’s racquets facility features six Har-Tru tennis courts, three pickleball courts, expert instruction, and upcoming stadium seating.
MEMBERSHIP MATTERS
The membership and marketing departments are vital in not only keeping existing members informed and entertained, but also educating new members and attracting prospective members. The Model Clubs: Membership/Marketing professionals at The Club at The Strand in Naples, Fla., and Briarwood Country Club in Sun City West, Ariz. are leading the way.
At The Club at The Strand, the approach to attracting new members revolves around creating a welcoming, vibrant, and exclusive community that offers unparalleled value. In addition to creating an innovative referral program that rewards members for introducing new prospects, the club uses a combination of social media, digital advertising, and local partnerships to reach prospec-
tive members who align with the club’s culture and values.
Onboarding new members at Briarwood is amplified via an ambassador program that pairs new members with current members to invite them out for a tee time, or to join them at their table for dinner, or an event. The club also holds new member orientation happy hours in which all new members, the ambassadors
The Quechee Club offers diverse racquet sports courts, a warming hut, and social amenities.
Briarwood Country Club in Sun City West, Ariz., enhances new member onboarding with an ambassador program and orientation happy hours, fostering connections and easing integration into club life.
The Beach Club in Palm Beach, Fla., has invested $52 million over a decade, enhancing amenities, safety features, dining, and staff spaces.
and the club within a club leaders mix and mingling, break bread and highlight some of the tricks to navigate Briarwood.
CLUBHOUSE STANDOUTS
Clubhouses at The Beach Club in Palm Beach, Fla., and Rose Creek Golf Club in Edmond, Okla., stand out among the competition for The Model Clubs: Clubhouses, offering both comfort and a range of amenities.
Over the past decade, a total of $52 million has been invested in substantial improvements at The Beach Club. The upgrades include a new pool deck and an expanded first-floor kitchen. All dining rooms and ballrooms have been updated, and the entire third floor was redesigned to accommodate new staff offices. Additionally, hurricane-resistant windows and doors have been installed for enhanced safety, and a second
seawall was constructed in front of the original, providing an 8-foot concrete barrier against the ocean.
Rose Creek has undergone significant renovations and expansions to create an unparalleled experience for members and guests. These major updates include an award-winning public restaurant, and a member-only, French-inspired 1920s speakeasy and steakhouse. Indoor pickleball courts offer a state-of-the-art, climate-controlled courts for year-round
play, along with leagues, tournaments, and social events. The latest expansion, The Retreat, will introduce amenities such as a resort-style family pool, adult-only pool with swim-up bar, fitness facility, hot and cold plunge pools, saunas, a teen zone, and more.
As part of the Model Clubs program, we’ll highlight these clubs throughout 2025 in the magazine, on the website, through webinars, and on the Club + Resort Talks podcast. C+RB
Rose Creek Golf Club in Edmond, Okla., features extensive renovations, including unique dining, indoor pickleball, and The Retreat with resort-style amenities.
No-Dress-Code Dining
Casual dining venues are answering the call for updated digs without the fuss.
By Pamela Brill • Contributing Editor
TUCKING INTO A DELICIOUS MEAL
at the club doesn’t require a jacket and tie—just an appetite for good food in a dynamic set-up. As more facilities respond to the demand for expanded casual dining, members are embracing relaxed settings that don’t skimp on style or service. From poolside bars to indoor/outdoor eateries, these dining spaces are commanding a full house.
BETWEEN THE PALMS
Members at BallenIsles Country Club in Palm Beach Gardens, Fla., need no excuse to enjoy a cocktail at the new poolside bar and outdoor dining space. Last November, the club underwent a $19 million renovation of its sports and lifestyle complex to retain member satisfaction and attract perspective business. “The project was a strategic move to ensure that BallenIsles remains a top choice for individuals
seeking a high-quality club experience in a market-leading residential community,” says Director of Marketing & Communications Becky Collison. After a comprehensive review of its dining venues and top Palm Beach area restaurants, management and the club’s design committee worked with an outside design team to create Skinny Palms pool bar and a separate al fresco dining spot.
Seating is plentiful for members and guests, with 84 spots at Skinny Palms, 57 seats at the cabana bar and 68 seats at Artisan’s al fresco seating. Creamy white, high-back bar stools outline the covered bar’s perimeter, while four-top tables are punctuated by cerulean-blue umbrellas that mirror the pool water. Loungers dotted around the pool area, accounting for 172 additional spots, enable extra capacity for sunbathers with a hankering for a smoothie from the bar.
“We took a vast, open restaurant space and created different experiences within,” explains Collison, noting the seamless flow between the bar and pool area. The Skinny Palms bar boasts blue tiling and a porcelain sheet countertop, while the Artisan is outfitted with glass and mirrored tiles and a living greenery wall. Nano walls open directly out onto additional seating for those who wish to dine in the open air.
BallenIsles members have responded in kind to these dining destinations. The club saw a 234 percent increase in covers at Skinny Palms last December compared to December 2022 sales. “Our members are loving it,” enthused Collison, noting record-breaking attendance over the holidays. Recent events that helped fuel interest included an outdoor BBQ buffet, dive-in movies for families and happy hours with live music and entertainment.
Palm Beach Gardens, Fla.
“The project was a strategic move to ensure that BallenIsles remains a top choice for individuals seeking a high-quality club experience in a market-leading residential community.”
- Becky Collison, Director of Marketing & Communications
BALLENISLES COUNTRY CLUB
Photo Courtesy of at BallenIsles Country Club
“Pool area food revenues were up 40 percent year over year, as the bar area served as a newly enhanced location for members to congregate, dine and socialize.”
- Luke Grant, Chair of the Marketing/Communications Committee
CASUAL DINING THAT POPS
After years of retrieving drinks from a bar cart, members at Tammarack Country Club in Greenwich, Conn., are finally enjoying properly mixed cocktails and small bites. It’s all thanks to a newly constructed poolside bar that was unveiled last May— just in time for the official start of pool season in the Northeast. The modest-butmighty addition has not only enhanced the club’s casual dining scene, but enabled Tamarack to live up to its reputation as a premium establishment.
“Although the pool complex is a wellbuilt facility and has long been a popular spot during the summer season, it was clear that this makeshift adult beverage set-up was inadequate, inefficient and unattractive,” says Luke Grant, chair of the marketing/communications committee, of the former digs. “It just didn’t belong at a club of Tamarack’s caliber; we needed
an upgrade.” When fellow club member John Rinaldi, who also serves on the board of governors and on the construction committee, pitched the idea of a more permanent structure, the concept was well-received and approved.
Located a safe distance from the water’s edge, the poolside bar is surrounded by 1,600 sq. ft. of decking, which was resurfaced to blend into the existing setup. Seating for 60 consists of 10 barstools, along with high-top tables, dining tables and a lounge area. Modern amenities include a sound system for customized music and remote-controlled lighting for day and evening ambiance.
The bar itself features a contemporary design as indicated by a jet-mist granite counter and back splash. Three up-lit pedestal shelves house assorted liquor bottles, while the back bar is outfitted with nickel back siding upon which three large-screen
televisions are mounted. A five-tap tree is positioned on the back bar alongside a frozen drink machine. Adding a personal touch is a special canning machine that seals an aluminum pop-tab top onto a custom-designed Tamarack logo plastic can. “Not only does this feature keep the drinks colder longer, but it’s fun to see your drink canned right in front of you,” notes Grant.
While the pool bar is utilized for member events and private parties, its proximity to the 10th hole allows it to act as halfway house where golfers can pick up drinks and light bites. As proof of its versatility, pool bar beverage sales increased 64 percent from the previous year. “Additionally pool area food revenues were up 40 percent year over year, as the bar area served as a newly enhanced location for members to congregate, dine and socialize,” says Grant.
TAMMARACK COUNTRY CLUB Greenwich, Conn.
ENTRADA AT SNOW CANYON COUNTRY CLUB
St. George, Utah
“The ability to better accommodate members at peak times with increased seating capacity and effectively manage higher volumes through greater kitchen efficiency have been game changers for our team.”
- Jim Cleary, General Manager
LET THERE BE LIGHT
The updated bar and grille inside Entrada at Snow Canyon Country Club is like a ray of sunshine. Sporting a design that looks out onto sun-soaked canyons bordering the St. George, Utah facility, Sol Mesa has maximized its natural surroundings.
The $2.8 million, 10,900 sq.-ft. renovation project, completed last April, involved an overhaul of front and back of house, along with an expanded bar. General Manager Jim Cleary notes Sol Mesa’s use of butted glass throughout, along with two sliding glass doors that open up the overall layout. “With easy and convenient access
to the outdoor patio, members enjoy al fresco dining most days of the year,” he says, noting the presence of patio tables with fire pit centers and heaters heaters equipped with smart-heat technology, which efficiently warm the space using directional radiant heat. (Umbrella tables provide shade during warmer weather.)
When redesigning the club’s main dining facility, two major concerns—noise and furniture—were taken into consideration.
“Members felt that the prior space was too loud…and that the furnishings were too heavy and bulky,” he notes, making the latter difficult to move. The space is now outfitted with carpeting in the dining area, acoustical sound-deadening tile and paneling in the bar and dining room and
lightweight chairs. Traffic flow has also improved via the newly expanded kitchen, where three access points and a separate server alley let staff cross paths with minimal interference.
Sol Mesa’s reimagined design had a favorable impact on the club’s bottom line, with food and beverage revenues exceeding previous years by 11 percent. “The ability to better accommodate members at peak
ATLANTA NATIONAL GOLF
Naples, Fla.
“The
design team envisioned the feeling of traveling in the first-class dining car of a train… creating an upscale pub and dining space that showed reverence for the Old World.”
-
Ian Grimwade, General Manager
times with increased seating capacity and effectively manage higher volumes through greater kitchen efficiency have been game changers for our team,” says Cleary.
FROM LONDON, WITH LOVE
While enjoying a well-mixed drink at Atlanta National Golf Club in Milton, Ga., it’s hard not to notice the showstopping historic backbar. Designed with impeccable craftsmanship, this stately fixture, repurposed from a turn-of-the-century brewery, has a new home inside Pete’s, the club’s bar and grille that opened last April.
When a 2022 flood forced Atlanta National to rebuild its clubhouse, management took a closer look at how to streamline its dining room operations into a single bar and adjoining restaurant. “The design team envisioned the feeling of traveling in the first-class dining car of a train…
CLUB
creating an upscale pub and dining space that showed reverence for the Old World,” explains General Manager Ian Grimwade. Anchoring this design is an early 1900s backbar, hailing from London’s original Courage Brewery. Dark walnut woodwork with glass cabinetry and stain glass accent windows adds character and charm to this functional focal point.
Named for golf course designer Pete Dye, the 2,028-sq. ft. dining space has seating for 94 covers, with 24 additional seats at the 1,035-sq.-ft. Swing Suites relaxation space. A medley of green plaid bar stools, bolstered by blue chairs at four tops, serve as cozy, comfortable spots for drinks or dinner. Patterned carpeting in the grille area, along with bankers pendant lighting over a communal table, create additional ambiance.
MASTER PLANNING
Both spaces are strategically positioned near the kitchen, optimizing efficiency for front of house staff shuttling orders between Pete’s and Swing Suites. Two walkways serving as entrances to the bar foster ease of service and encourage guests to move about freely. “The arrangement supports an open flow, allowing for better noise management and enhancing the overall experience for members,” notes Grimwade. And for members opting to dine al fresco, the adjacent Putter’s Patio is serviced by bar staff and accommodates up to 60 patrons. Since Pete’s opening, a la carte sales have jumped nearly 33 percent over the previous year. Members’ positive comments range from excellent food to beautiful facilities.
“Very pleased and proud of the F&B product,” noted one member survey. “I wouldn’t have said that a year ago.” C+RB
SUMMING IT UP
> Clubs respond to members’ request for greater casual dining options with expanded amenities.
> Indoor/outdoor design concepts expand usage beyond traditional dining room set-ups.
> Updated layouts marry high-end décor with purposeful functionality, including sound-absorbing paneling and improved kitchen access.
ARCHITECTURE INTERIOR DESIGN
Arcola Country Club, Paramus, NJ
Leading Change
A collaborative focus on culture, finances, and strategic renovations has reshaped the Country Club of York over the past decade.
By Joanna DeChellis • Editorial Director
WHEN BRYAN DANEHY, CCM, CCE, became General Manager/COO of the Country Club of York (CCY) in Pennsylvania, at just 28, the club was at a crossroads. Staff were disconnected, finances were tight, and the facilities needed attention. Over the past decade, Danehy and his team have tackled these challenges head-on, fostering a culture of trust, strengthening the club’s financial position, and spearheading a number of updates and renovations.
In this Q&A, he shares how he turned those early obstacles into opportunities and what it takes to lead a historic club into the future.
Club + Resort Chef (C+RC): Can you tell us a little about your background and how you came to lead the CCY?
Bryan Danehy (BD): My journey started early—I’m a second-generation club executive. My dad was in this business for 40 years, so I grew up around clubs. I started working at 12, caddying in the summers and washing dishes in the winters. I originally went to Ohio State to study pre-dental, but I realized I was more passionate about hospitality. I worked as an assistant manager at Brookside Golf & Country Club in Columbus, then as AGM at Charlotte Country Club. In 2012, at 28, I became GM/COO here at CCY—and I’ve been here for 10 years.
C+RC: Tell us about CCY—what makes it unique?
BD: CCY is a 125-year-old club with 700 member families. We have an 18-hole Donald Ross golf course that has hosted several state and national events. Beyond golf, we offer tennis and pickleball courts as well as multiple banquet spaces. On the F&B side, we do about $3.2 million annually, evenly split between à la carte and banquets. We’re also in the middle of a significant renovation, replacing a pool from 1958, updating our ballroom (see pre-construction photo, opposite), and refreshing other key areas.
Transforming Leadership,
Together: (from left to right) Executive Chef Robert Parker, General Manager/COO
Bryan
Danehy, and Chef de Cuisine JJ Nassar are shaping culture, cuisine, and community at CC of York.
C+RC: What have been the biggest changes at CCY since you stepped into your role?
BD: When I arrived, three things stood out as priorities: culture, financial stability, and physical assets. First, the culture needed work. The staff was siloed—departments didn’t communicate well, and the environment wasn’t cohesive. We focused on creating a supportive, familylike atmosphere. Now, employees come in smiling, talking, and engaging with each other, which makes a huge difference.
Financially, the club was in a tough spot when I started, with just $165,000 in operating cash. Today, we have $3.5 million. We’ve invested in projects like paving roads and building a new driving range, all without taking on debt.
Lastly, we’ve modernized the club’s facilities. Smaller projects came first, but we’re now tackling bigger ones like the pool renovation. It’s been rewarding to see the club evolve into something members are proud of.
C+RC: What were some of the challenges you faced as you reshaped the operation?
C+RC: What role does culture play in your leadership style?
BD: One of the biggest challenges was earning the trust of the board and membership as a young GM. I had to prove myself by delivering on smaller initiatives before tackling larger projects. Governance was another hurdle. When I started, board meetings often got bogged down in minor details, like curtain colors or menu items. We introduced an accountability matrix to clarify roles and responsibilities, which helped the board focus on strategy rather than operations.
C+RC: How do you approach governance?
BD: Governance is a strength for us. We provide comprehensive board orientations, including tours of the facilities and meetings with department heads. New board members leave with a better understanding of the club’s complexity and the expertise of our staff. We’ve also streamlined our committee structure, reducing the number from 14 to six. Committees are now advisory, providing feedback without micromanaging operations. This approach has fostered trust and empowered our team to lead effectively.
BD: Culture is everything. If employees don’t enjoy coming to work, it’s impossible to deliver a great member experience. Early on, I’d notice staff walking in with their heads down, barely talking to each other. Now, they come in laughing, chatting, and ready to start their day. It’s not always perfect—this work can be tough—but fostering a positive, supportive environment has completely changed the energy at the club.
C+RC: How do you keep staff engaged and motivated?
BD: Engagement starts with valuing staff as individuals. Our Employee Relations Manager, Fawn Seifrit, has been instrumental in this. She organizes initiatives like the “12 Days of Christmas” raffle and app-based contests that make work fun. Little things, like sending out motivational quotes or celebrating milestones, go a long way in showing employees that they’re appreciated.
C+RC: What advice would you give to aspiring GMs?
BD: Focus on culture and governance— they’re the foundation of any successful club. Build relationships, be authentic, and don’t hesitate to admit what you don’t know. Surround yourself with great people, empower them, and remove obstacles so they can excel. Also, take the long view. It’s about creating an environment where both staff and members thrive over time. C+RB
What it Takes to Hire a Culinary Leader
Hiring the right chef requires balancing exceptional culinary skills with cultural fit, leadership, and long-term vision.
By Joanna DeChellis • Editorial Director
HIRING AN EXECUTIVE CHEF OR
a director of culinary is one of the most important decisions a club can make. The culinary leader sets the tone for the dining experience, shapes the club’s culture, develops the staff, and plays a key role in member satisfaction. Yet, hiring the right person goes well beyond assessing culinary skills. The process requires careful planning, insight, and a clear understanding of what the role demands—not just today but for years to come.
General Managers with experience in hiring chefs, working as chefs, and searching for chefs shared their lessons—from prioritizing key questions in interviews to evaluating cultural fit and long-term potential—offering a roadmap to finding a club chef who leads with passion and purpose.
A QUESTION OF FIT
Cultural fit is critical when hiring any leadership position, particularly an executive chef. As James Reisig, General Manager of the Tokeneke Club (Darien, Conn.), explains, a chef’s ability to thrive hinges on their alignment with the team and the club’s overall identity. “You can hire the most talented culinarian, but if they don’t fit with the team or understand the culture, success is difficult,” he says. For Reisig, the search for the right chef starts with identifying someone who aligns with the values of the club. Passion for
both the craft of cooking and the member experience is non-negotiable. “Chefs in our industry need to create more than great food,” he says. “They need to build relationships and deliver memorable experiences for members.”
Authenticity also plays a key role in the hiring process. Reisig encourages both clubs and candidates to be upfront about their expectations. “Not every chef thrives in every environment,” he says. “It’s better to be honest about what you need and what you can offer than to end up with a mismatch.”
When Reisig hired his current chef, he took a deliberate approach. The final
choice wasn’t based on accolades or the most polished resume but on finding someone who genuinely fit the club’s culture. “Allowing each other the grace to learn and grow together was important for us,” says Reisig. Seven years later, that decision continues to pay off.
THE IMPORTANCE OF LEADERSHIP
In the kitchen, leadership and adaptability are as important as culinary skill. Matt O’Connor, WCMC, CEC, newly appointed General Manager of The Trail Club (Carmel Hamlet, NY), reflects on the shift in his perspective after transitioning from the culinary side to management. “I used to think being cutting-edge was everything,” he
James Reisig, General Manager of the Tokeneke Club, emphasizes that a chef’s success starts with cultural alignment
Matt O’Connor, General Manager of The Trail Club, focuses on leadership and creating a positive kitchen culture to build sustainable operations.
says. “Now I see that a chef’s attitude and ability to lead make the biggest impact.”
O’Connor looks for culinarians who mentor their teams and create a positive work environment. “Retaining staff is one of the biggest challenges we face,” he says. “Chefs need to inspire loyalty and growth within their teams. That’s how you build a sustainable culinary operations.”
One way chefs can demonstrate leadership during the hiring process is by showcasing their systems and practices. O’Connor suggests including examples of training programs, standardized recipes, and cost management in a portfolio.
“Chefs are the CEOs of their kitchens,” he says. “They need to show they can balance creativity with operational proficiency.”
ENGAGING WITH MEMBERS
Members expect a chef who is visible, approachable, and engaged. Zack Wygant, GM/COO of Fort Wayne (Ind.) Country Club, believes that a chef’s connection with members can make or break their success. “Not everyone plays golf or tennis, but everyone eats. Members want to know their chef and feel a connection to them,” he says.
Wygant, currently searching for the club’s next Executive Chef, highlights the importance of chefs engaging beyond the kitchen. Hosting events, interacting with members during service, and sharing updates through club communications are just a few ways chefs can foster stronger member loyalty. These efforts deepen members’ connection to the club and its culinary program.
“Engagement matters,” Wygant says. “It’s not just about the food on the plate. It’s about the relationships you build along the way.”
EVOLVING THE HIRING PROCESS
Traditional interviews and tastings often fall short when it comes to evaluating a chef’s potential. O’Connor and Wygant both advocate for more immersive approaches. “Bring candidates into the kitchen and let them observe a service,” says O’Connor. “Watch how they interact
Six Steps for Hiring Success
When hiring an Executive Club Chef, thoughtful planning and clear priorities can make all the difference. Here are six actionable tips for clubs to help streamline the process and find the right fit:
1. Define Your Needs Early: Outline the qualities and skills your club values most— whether it’s leadership, culinary innovation, or member engagement. Share these priorities with candidates upfront.
2. Go Beyond the Resume: Technical skills and accolades matter, but cultural fit is critical. Include multiple voices in the interview process to assess how a candidate connects with staff, leadership, and members.
3. Test for Real-World Skills: Invite candidates to observe a service, meet the team,
with staff and handle real-world challenges. That tells you far more than a perfectly plated dish ever could.”
Reisig also encourages including diverse perspectives in the interview process. “We had everyone from hourly staff to senior leadership meet with our candidates,” he says. “That gave us a well-rounded view of how each person would fit into the club’s ecosystem.”
or participate in day-to-day operations. This approach offers a clearer picture of how they work under pressure.
4. Prioritize Leadership: Look for chefs who have experience mentoring staff, developing training programs, and managing costs. Leadership qualities are just as important as culinary expertise.
5. Be Transparent: Share details about compensation, benefits, and expectations early in the process. Transparency builds trust and avoids surprises later.
6. Emphasize Member Engagement: Members want a chef who feels approachable and visible. Seek candidates who are comfortable interacting with members and contributing to the overall club experience.
Transparency is another key element of a successful hiring process. Wygant believes in being upfront about salary, benefits, and expectations from the start. “Clear communication builds trust and helps both sides make informed decisions,” he says.
BUILDING FOR THE LONG TERM
The insights from these club leaders highlight that hiring the right culinary leader requires looking beyond the immediate needs of the club. The ideal candidate is someone who can grow with the role, adapt to evolving member expectations, and contribute to the long-term success of both the operation and the team.
This involves prioritizing cultural fit, leadership ability, strong staff relationships, a commitment to continuing education, and active member engagement. It also calls for a hiring process that goes beyond resumes and tastings. By adopting a thoughtful and thorough approach, clubs can secure a chef who will elevate their culinary program and drive lasting success. C+RB
Zack Wygant, GM/ COO of Fort Wayne CC, emphasizes the importance of a chef's connection with members and engagement beyond the kitchen.
MARYLAND • MARCH 23 - 25 2025 CHARM
AGENDA AT A GLANCE
SUNDAY, MARCH 23, 2025
10:00AM Registration
12:00PM Pre-Conference Workshops
1:00PM Chef to Chef Sponsor Showcase
5:00PM Opening Cocktail Hour
6:30PM Welcome to the 2025 Chef to Chef Conference Joanna DeChellis | Club+Resort Chef
6:40PM The Baltimore Connection
M. Kent Johnson, CCM, CCE | Baltimore Country Club
7:30PM Taste of Charm City’s Club Culinary Scene
MONDAY, MARCH 24, 2025
7:30AM Registration
7:30AM Breakfast
8:15AM Welcome Remarks
8:30AM Harnessing the Power of AI Rich Rosendale, CMC | Rosendale Collective
9:15AM Unlocking Culinary Versatility: CrossTraining, Goal Setting, and Leading with a Dual Discipline Approach Thais Rodriguez | Marriott International, Caribbean & Latin American Regions
10:00AM Networking Break with Sponsor Table Visits
MONDAY, MARCH 24, 2025 (continued)
10:30AM Charting a New Course: Dry-Aged Seafood
Michael Matarazzo, CEC | Farmington Country Club
11:15AM Giving Back: How Community Engagement Drives Purpose and Builds Your Brand
Scott Craig, CEC, CCA, WCMC | Cullasaja Club
12:00PM Lunch
1:00PM Smoke, Spice, and Masa: Mastering Barbacoa and Tamales
Eduardo Castillo, CEC | Country Club of Detroit
1:00PM The Hard Work Paradox: Thriving in Kitchens Amid Labor Struggles and Career Longevity
Brian Beland, CMC | Country Club of Detroit
2:00PM From Bean to Brand: The Sweet Evolution of Chocolate
Devin Cowan | The Polo Club of Boca Raton
2:00PM Kitchen Math: Understanding the Numbers Behind Culinary Operations
Mark Bado, MCM, CCE | Mizner Country Club
2:45PM Networking Break with Sponsor Table Visits
4:00PM 2025 Club Tours
6:30PM Chef to Chef Crab Fest
TUESDAY, MARCH 25, 2025
7:30AM Registration
7:30AM Breakfast
8:15AM Welcome Remarks
8:30AM Sustainable Menus: Aligning Seasonal Inspiration with Member Preferences
Corey Chow | The Stanwich Club
9:15AM
Building the Future: Launching an Effective Apprenticeship Program
Sam Brod, CEC | The Landings Golf & Athletic Club
10:00AM Networking Break with Sponsor Table Visits
10:30AM Refined Yet Relatable: Balancing Luxury and Approachability
Christine Hazel | Tidelines Palm Beach Resort and Spa & Augusta
National Golf Club
11:15AM Power Shift: Revolutionizing Club Kitchens for Peak Performance
Christopher Galarza, CEC, CCA, WCEC | Forward Dining Solutions; EcoChef; The ACF Pittsburgh Chapter & Pittsburgh Culinary Initiative
12:00PM Soul of Oaxaca: Unlocking Bold, Authentic Flavors
Jesus Olmedo | St. Andrews Country Club
12:45PM Lunch
1:45PM High-Pressure Playbook: Leadership Lessons from the Club Kitchen to Michael Crain | The Country Club at
‘Hell’s Kitchen’ Mirasol
1:45PM Redefining Mastery: Understanding the New Certified Master Chef Exam
J. Kevin Walker, CMC, AAC | Ansley Golf Club
1:45PM The Non-Linear Path: Advocating for Your Career
Adam Deviney, CEC | The Country Club of North Carolina
2:45PM Concept-Driven Menus: Building Culinary Narratives and Ensuring Consistency
Stephen Toevs | Marriot International, Global, US and Canada Food & Beverage
2:45PM Culinary Versatility: Thriving in Any Kitchen, Anywhere
Anthony Capua, CECC | Brentwood Country Club
2:45PM Sips Without Spirits: A Culinary Approach to Alcohol-Free Beverages
Amie Ward, ACE-HC | Safe Bars; Good Posture and Killer Cocktails; Baltimore Bartenders
3:30PM Networking Break with Sponsor Table Visits
4:00PM Club+Resort Chef of the Year Competition
Charm City’s Club Culinary Scene
Chef to Chef opens March 23 with an exclusive culinary showcase at Baltimore CC, highlighting the talented culinary teams from five top Baltimore-area clubs.
By Isabelle Gustafson • Senior Editor
THE CHEF TO CHEF CONFERENCE kicks off on March 23 with an exclusive event, Taste of Charm City’s Club Culinary Scene, hosted at Baltimore Country Club (BCC). The evening will showcase the talents of chefs from five top Baltimore-area clubs, including Richard Jallet and his team at BCC, Todd Sellaro of Elkridge Club, TJ Garrish of L’Hirondelle Club of Ruxton, Tom Hall of Green Spring Valley Hunt Club, and Taylor Maxwell of Rolling Road Golf Club.
This unique gathering promises an educational journey showcasing the diverse and innovative culinary programs and talent that each club’s team has to offer.
“We’re going to try to do Baltimore flair,” says Jallet—“with a new twist.”
This unique gathering offers a firsthand look at the creativity and collaboration driving Baltimore’s club culinary scene. Attendees can continue this exploration on Monday, March 24, with guided tours of one of four local clubs: BCC’s Roland Park campus, Chartwell
Golf and Country Club with Ted Ghigl ieri, Woodholme Country Club with Rich Hoffman, or The Center Club with Bob Brennan.
Jallet sat down with C+RC for an interview about the past 10 years at BCC, what his goals are today, and which Baltimore restaurant Chef to Chef attendees should reserve ASAP.
Club + Resort Chef (C+RC): How has BCC’s culinary program evolved over your 10 years there?
Richard Jallet (RJ): It has been a long process. When I talked to the board, and I had my selection committee, they asked me, ‘What do you think [we] need to do to [improve the] program?’ I said, ‘First of all, you need to do some investment in the staff. Then you need to invest some money in your equipment.’ The banquet kitchen was absolutely a disaster, the kitchen downstairs—I’ve never seen that in my career.
BCC’s Richard Jallet will host the kickoff, spotlighting Baltimore’s club chefs.
Since then, we have renovated. They really took my word for it, and we invested about $90,000 in the banquet kitchen. One day, when I retire, I will miss that kitchen because it’s really functional [for] a wedding, a big party—it’s very good.
Seven years ago, we [brought on] a new General Manager: [M. Kent Johnson, CCM, CCE, ECM GM/COO, and Chef to Chef 2025 presenter]. We had to get better—and we did. Everything [he] asked of us, we delivered, but also everything we asked of him—equipment, staff—he was right there to help us. I’m very fortunate to have the corporate leadership that has been with me for about seven years now. … I feel very fortunate we went through COVID together.
Then we renovated Five Farms [BCC’s second property] right after COVID. And the a la carte business over there quadrupled. When they say ‘[if we] build it, they will come,’—they’re coming. I think our record was a 300-cover night, which we had never done before.
[But] we can always get better. We try every year to do better. We do change the menu every five weeks, which is very aggressive, I think, for a club of that nature. It’s not a very big menu, but it changes very often. And it is more fast-paced— from Asian to American to French, you name it.
BCC’s Roland Park campus will offers Chef to Chef attendees an exclusive look at its culinary operations during the club tours on Monday, March 24.
The a la carte kitchen at BCC’s Five Farms clubhouse is designed for efficiency and versatility, allowing the culinary team to seamlessly execute a frequently changing menu.
C+RC: What keeps you there? What else do you hope to achieve in your time there?
RJ: I’m a loyal person. This is [only] my third club. I [was at] another club [for] 10 years.
I think, first of all, it takes time to know your membership. It takes about three to four years before you really understand what they like. And I came from California. California and Baltimore are like two different worlds. So that took me some time. And I think we can always get better. To create an event where people were like, ‘wow, that was something I’d never seen before.’ This is where we get challenged every year, [whether it] be Christmas buffets, the gentlemen’s invitation—whatever it is.
We do close to 500 events a year. And sometimes it’s hard to reinvent yourself. But we try. We look at a lot of TikToks and YouTube—all that. We try to be different, but it’s hard. So what I’m trying to achieve is to be [the] best we can [be].
C+RC: Speaking of events and creating a ‘wow’ experience, Chef to Chef is headed to Baltimore, and BCC is hosting the kickoff party. What can you tell us about that?
RJ: It’s going to be a collaboration with the [clubs around Baltimore]: Elkridge Club, Green Spring Valley Hunt Club, L’Hirondelle Club of Ruxton, and Rolling Road Golf Club.
BCC’s Five Farms property (above) will host the Chef to Chef reception, featuring its wine room (right), which showcases a table crafted from a fallen elm tree that once stood on the property and an extensive collection of fine wines central to the club’s dining program.
We’ve already created some type of menu. Everybody’s going to do something [different]. I’m going to get out the toys— the pizza oven and all that kind of stuff. And every club is doing something different. And we’re hoping for good weather! We’re going to try to do Baltimore flair— with a new twist. I don’t know if we’re going to be successful or not [laughing].
C+RC: I’m sure you will be [laughing]. RJ: Well, no pressure [laughing]. We’ve got 500 guys in the business coming.
C+RC: Do you have any travel or restaurant tips for chefs who are coming into Baltimore? Where do you recommend?
RJ: Chef [Cindy] Wolf has a lovely empire, particularly with Charleston [Restaurant]. Charleston [is] what I would pick first if I [were coming to Baltimore] for the first time. I would make a reservation quickly because it’s [going to] fill up.
But there’s also DC, which is very close by, and there are a lot of good restaurants over there. C+RB
MEMBERS’ MAJOR
By Rob Thomas • Editor-in-Chief
MORE THAN 33,000 GOLF industry professionals from 94 countries and 50 U.S. states came together to meet with more than 1,100 participating brands at the 72nd PGA Show in Orlando, Fla., last month. With the continued growth of the recreational game, the PGA Show reached its largest size since 2009, pointing to a highly optimistic outlook for the $102 billion golf industry in 2025.
While the PGA Show began in the trunks of cars during a 1954 golf tournament, it has grown into golf’s longest running and largest global business gathering. Held for the 39th year in the 1.1 million sq. ft. Orange County Convention Center, the 2025 PGA Show expanded in multiple categories—by number of attendees, number of exhibitors, net booth space and total event space, making it the largest PGA Show in 15 years.
“Every year the PGA Show leaves us energized and inspired, setting a posi -
The
largest PGA Show in 15 years attracted more than 33,000 industry professionals to drive booming golf business in 2025.
tive tone for the new golf season,” says PGA of America President Don Rea Jr., PGA Master Professional and Owner/ Operator of Augusta Ranch Golf Club in Mesa, Ariz. “With more than 33,000 in attendance, including over 6,000 PGA of America Golf Professionals, this is our ‘member’s major.’ The Show offered a wealth of business opportunities, but equally important were the mentoring, networking and career development moments.
“I love seeing our younger professionals at their first PGA Show walking side-by-side with their seasoned mentors,” he continues. “The true essence of this week are the relationships and collaboration within our industry to advance the game of golf and leave it better than we found it.”
Among the tens of thousands of attendees were more than 7,300 PGA of America Golf Professionals, LPGA and
international PGA Professionals, representing widespread professional positions in the global industry and driving grassroots participation in the game by millions worldwide. More than 1,300 VIP buyers representing 840 golf facilities and retailers sourced new products and services, bringing approximately $885 million in purchasing power and nearly $2.2 billion in retail sales to the event. Additionally, more than 1,100 media, including some 200 content creators and social media influencers from 22 countries reported from the trade-only PGA Show, offering an exclusive inside look to the game’s newest innovations for millions of consumers around the world. Industry professional attendance came from 94 countries and all 50 U.S. states with Canada, the United Kingdom, China, Japan and Mexico topping the list of international attendees and Texas, New York, Georgia, California and North Carolina representing top states, outside of the host state of Florida.
The game’s most recognizable brands and veteran manufacturers, along with nearly 400 exhibitors new to the PGA Show, created an unparalleled marketplace to showcase the latest innovations that will enhance the golf experience and drive the business of the sport. Thousands of products and services were introduced among some 10 miles of show aisles.
“We had a feeling heading into the PGA Show that this year’s event was going to be special, and we couldn’t be more pleased with the overwhelmingly positive response from attending golf industry professionals and exhibiting brands,
The Clubhouse section of the annual PGA Merchandise Show boasted vendors servicing the entire industry and was energized by two pickleball courts.
Racquet sports are a growing part of The PGA Show, as seen at the Fashion Show (above), while clubs looked at the latest styles and placed orders (right).
many who called it the ‘best show ever,’” said PGA Golf Exhibitions Vice President Marc Simon. “The largest PGA Show in 15 years, combined with really strong industry attendance, is a tremendous start to the new year for the golf industry. Our global golf community relishes the opportunity to connect in person and we leave the PGA Show with renewed friendships, new business opportunities and a recharged outlook moving into 2025.”
A dynamic 2025 PGA Show Floor featured interactive destinations to personally engage attendees with company products and services including: The PGA of America Hub where members accessed Association and partner benefits and programming; the Equipment Test Center, which featured 44 testing bays and a 3,750 sq.-ft. putting green; the Innovation District featured the New Product Zone for a one-stop shopping of the newest golf merchandise and the Inventors Spotlight exhibitor pavilion for patented products not yet available at retail; the Golf Fitness, Health & Wellness area; an Adaptive Golf Center; Career Zone, Golf Travel Pavilion, The Clubhouse with two Pickleball Courts for racquet demonstrations, and THE | RETREAT, a new premium brand and event experience space in Hall E, also home to the Industry Welcome Reception & Fashion Show and PGA Show Winter Jam concert.
AWARDS ANNOUNCED
The 2025 PGA Show also shined a spotlight on new products and talented
inventors in the New Product Zone and Inventor’s Spotlight Pavilion. Innovations in the New Product Zone, a one-stop pavilion of the newest golf merchandise, were judged by a panel of award-winning PGA of America Golf Professionals and golf buyers. The judging panel selected three overall “Best New Product” Award winners – Pinned Golf portable GPS golf tablet, Heathlander golf shoes and knitwear, and Volle Golf/GreenUp biodegradable golf tees made from coffee.
The Inventors Spotlight pavilion, organized in partnership with the United Inventors Association (UIA), showcased new golf products developed by independent inventors within more than 50 pavilion exhibits. Products were reviewed by UIA experts and top inventions were
presented with one of four awards: Most Innovative to UpSwing Golf, Best Marketing to PuttBuddies, Best Product Pitch to VannyVee Sports, and the Overall Award to Tübr Storage.
The Wednesday night live Fashion Show offered attendees the opportunity to vote for the “People’s Choice Awards” in three categories. Among the standout brands presenting were A. PUTNAM for People’s Choice Best Dressed Women’s Brand. The People’s Choice Best Men’s Brand went to Rhone and Bubble Lifestyle won the People’s Choice Best Dressed Outfit.
PGA Golf Exhibitions will next hold the mid-season PGA Buying Summit, July 2830, in Frisco, Texas and the PGA Show will return to Orlando, Jan. 20-23, 2026. C+RB
More than 33,000 golf industry professionals from 94 countries and 50 U.S. states came together to meet with more than 1,100 participating brands.
How can racquets professionals foster a strong sense of community among members through social tennis events and leagues?
“We might think people only join country clubs for the amenities, but the reality is, people join country clubs for the community that comes along with the amenities. One of the best ways to build meaningful member community is via racquet sport events and leagues.
Racquets professionals can create dynamic and engaging events that not only draw players but provide a way for members to socialize and interact. The level of play in your events matters, but it pales in comparison to the environment you create, ensuring members are delighted while they are there.
Members will want to join leagues and participate in events that allow them to rub elbows with new people, but also to do so in a fun and stress-free experience. Think outside the box and push the envelope. Members won’t remember or tell their friends about events that are cookie cutter. Bring life to your club through spectacular racquets leagues and events and your members will be left asking, ‘when’s the next one?!’”
BROCK ORLOWSKI I DIRECTOR OF RACQUET SPORTS FORT WAYNE COUNTRY CLUB I FORT WAYNE, IND.
“Building a community among members takes time. First, the staff must earn the membership’s trust. This entails running level-appropriate clinics for members, so they feel comfortable and cared for. The professional in charge should aim to make player introductions, take charge of creating pairings and run team-oriented games. Once members know they can expect a good product and feel welcomed by others, they become more willing to join social events and leagues. You, as the professional, have a duty to foster these relationships by knowing the subsets of people who will enjoy being at an event together and you can even use information about who is registered to get others to buy in.”
TAYLOR NEWMAN I ASSISTANT DIRECTOR OF RACQUETS
CHEVY CHASE CLUB I CHEVY CHASE, MD.
“Socials and leagues provide racquets professionals with the opportunity to create a strong sense of community within our membership. These offerings are the hook that demonstrates that racquet sports go beyond the individual – it is a way to foster deeper connections with others, engage in an entertaining, shared experience with friends and family, and triggers the individual’s natural desire to improve. These events offer members and teammates the opportunity to support each other in their quest to progress to the next level, which ultimately deepens the bond between members through encouragement and a shared love of the game.”
NOBU TANAKA I DIRECTOR OF RACQUETS BETHESDA COUNTRY CLUB I BETHESDA, MD.
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