How AI Is Transforming
Private Clubs
p.7
The Club at Mediterra Elevates Luxury Living p.18
A Look Inside PlateCraft p.34 plus
KING OF THE COURT
Jarrett Chirico’s leadership has reshaped Royal Oaks CC’s racquets program, increasing membership and making a powerful impact on the industry—all while building a team ready to rally.
On Par.
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THE ROB REPORT
LOOKING BACK TO MOVE FORWARD
ANOTHER YEAR HAS COME
AND GONE . While the end of the year is a good time to prepare for what’s ahead, it’s always helpful to take a moment to reflect on the days, weeks and months we just traversed.
Like every year, we began by reconnecting with industry friends and colleagues at the GCSAA Conference and Trade Show, which took place in Phoenix. We quickly turned our attention to Las Vegas and the CMAA World Conference and Club Business Expo. It’s always a pleasure to touch base with the people and brands we cover—and make new friends along the way.
Will you be in San Diego (GCSAA) or Tampa (CMAA) for the 2025 events? If so, let’s catch up.
On the topic of new friends, I returned to Nemacolin for the first time in a decade and met some amazing professionals, both from the resort and in the media. The Farmington, Pa., property completed a massive refresh, and I was blown away by what I experienced. We shared that feature in our August issue.
Which club or resort is a can’t-miss in 2025?
I’ve made an effort to provide our LinkedIn audience with weekly video updates on what’s taking place across the industry via my Thursday Three series. With that in mind, our most-read article on the website in 2024 was, by far, “Take Steps to Prepare for Potential Change in Overtime Pay Regulations.”
Do you watch the Thursday Three? If so, are there any changes would you suggest? If not, what would you watch?
I’ve posed a few questions to start conversations or continue talking to those of you who’ve interacted with me over the last six years. Club + Resort Business is for you, not me. I’m the conduit. How can I make our website, daily newsletter and monthly issues better meet your wants and needs?
EDITOR-IN-CHIEF
Rob Thomas rthomas@wtwhmedia.com
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Jarrett Chirico’s leadership has reshaped Royal Oaks CC’s racquets program, increasing member participation and making a powerful impact on the industry—all while building a team ready to rally.
(Cover photo courtesy of Sean Berry Photography and photo above courtesy of Royal Oaks Country Club)
From Recruitment to Retirement: The Evolution of
Resources 7 MEMBERSHIP + MARKETING: How AI is Transforming Private Clubs
8 CLUB PEOPLE ON THE MOVE: Kopplin Kuebler & Wallace Industry Leaders 16 CLUB PROFILE:
Staffing Success at Boca West CC
Boca West takes a holistic approach to attracting and retaining talent.
18 CLUB PROFILE:
Elevating Luxury Living
The Club at Mediterra’s master-planned community continues to enhance the member experience.
24 PODCAST HIGHLIGHTS:
Sweetens Cove GC: Expansion & Vision with GM Matt Adamski
26 GM TO GM:
Creating Community Beyond the Green GM/COO Bill Griffon, CCM, discusses how he balances tradition with fresh ideas, creates memorable experiences, and fosters a culture of constant improvement at Spring Island.
30 FOOD + BEVERAGE:
Perfecting Pizza
Muirfield Village GC’s chefs have spent the past decade refining their pizza-making process with housemade components and high-quality, on-trend toppings.
34 PLATECRAFT:
Where Collaboration Reimagined the Buffet When talented professionals come together, they can create something extraordinary—both on the plate and beyond.
FROM RECRUITMENT TO RETIREMENT: THE EVOLUTION OF HUMAN RESOURCES
By Larry Savvides, CCM, CCE, CAM • General Manager & Chief Operating Officer
Hunters Run Country Club • Boynton Beach, Fla.
GREAT TALENT DRIVES
GREAT member experiences, making Human Resources (HR) a vital component of modern club operations. Shifting membership expectations, evolving workforce dynamics, and advancements in technology have elevated HR from an administrative role to a strategic ally. By focusing on talent management, HR is now a critical driver of a club’s success.
Traditionally, HR focused on behindthe-scenes tasks like payroll processing, benefits management, and labor law compliance—a support role rooted in record-keeping and employee relations.
Over time, clubs have recognized that attracting, retaining, and developing talent is essential for gaining a competitive edge. Consequently, HR has evolved into a key player in shaping a club’s culture, enhancing engagement, and aligning talent strategies with operational goals.
THE ROLE OF TECHNOLOGY
HR software has revolutionized how HR professionals manage employee data, performance, recruitment, and development. By automating routine tasks, HR teams can dedicate more time to driving strategic initiatives.
For example, data analytics now plays a critical role in decision-making. Access to real-time data enables HR to provide insights into employee performance, turnover, and other metrics. This helps clubs anticipate trends, address issues proactively, and make informed hiring decisions.
Digital communication tools like Slack, Microsoft Teams, and Zoom have also transformed employee interactions, fostering collaboration and engagement. Building on this shift, HR has leveraged social media to further enhance communication, drive recruitment, and reinforce club branding, ensuring cohesive and meaningful interactions both internally and externally.
As technology continues to evolve, HR’s ability to leverage these tools will help clubs remain agile, connected, and better equipped to support their teams.
PRIORITIZING THE EMPLOYEE EXPERIENCE
As HR’s role has grown, so has its focus on the employee experience. Once centered on compliance, it now prioritizes creating a workplace where employees feel valued, supported, and engaged.
At Hunters Run CC, this evolution was clear during our search for a new HR leader. We sought someone to champion initiatives that elevate workplace culture and employee engagement. This led to the appointment of Emily Roeckle as our Director of People & Culture, a title that underscores the growing emphasis on employee well-being and connection.
[Roeckle’s] role involves creating programs that promote work-life balance, diversity and inclusion, and professional development. Her efforts are vital in a competitive labor market, where we must offer more than salaries and benefits to attract and retain top talent.
A LIFE-CYCLE APPROACH TO TALENT MANAGEMENT
HR must adopt a holistic approach to talent management, addressing every stage of the employee life cycle—from recruitment to retirement. This includes fostering positive experiences at all touchpoints, from onboarding to exit interviews.
By emphasizing the employee experience, clubs can build a culture that motivates employees to excel.
At Hunters Run, Roeckle does exactly this. She focuses on designing programs that empower employees to deliver exceptional service. This benefits both staff and members.
THE FUTURE OF HUMAN RESOURCES IN CLUBS
HR is set to become more strategic, data-driven, and employee-focused. AI-powered tools can analyze behavior, predict turnover, and recommend development plans, enabling precise decisions that benefit staff and members. Still, the human element remains crucial, ensuring technology enhances rather than replaces the trust built through personal connections.
Professionals like Roeckle are essential to shaping culture and driving success. By focusing on people, HR strengthens operations and enhances member and staff experiences, ensuring clubs remain competitive and thrive long-term.
ARTIFICIAL INTELLIGENCE IS NO
LONGER a concept reserved for tech giants or science fiction. It has permeated industries far and wide, including private clubs, offering transformative potential. In the private country club environment, AI is proving to be a powerful tool for enhancing efficiencies, elevating member experiences, and streamlining operations.
Recently, I had the privilege of moderating a panel on AI in the club accounting competency at the Golden State Chapter Fall Conference. I was joined by colleagues Paul Koojoolian, CCM, CHAE, Owner/CEO, and Blake Kennedy, MBA, Director of Operations for Club CFO.
During our session, we explored how finance professionals in the club industry are leveraging AI for far more than just creating content. AI is reshaping how data is gathered, analyzed, and utilized, driving meaningful improvements in decisionmaking and operational strategies.
ENHANCED DATA ANALYSIS FOR STRATEGIC DECISION-MAKING
One of AI’s most significant contributions is its ability to analyze vast amounts of data quickly and accurately. For instance, consider identifying the most popular drinks ordered during a particular month. AI can sift through transactional data and generate a detailed report within minutes, offering insights that can guide menu adjustments or seasonal promotions.
But the capabilities don’t stop there. What if you wanted to uncover what items a member orders on Fridays during dinner service? AI delivers granular insights that empower clubs to personalize member experiences and anticipate preferences. During our panel, we showcased tools
REVOLUTIONIZING CLUB OPERATIONS: HOW AI IS TRANSFORMING PRIVATE COUNTRY CLUBS
By Ricky L. Potts, Jr., CCAM, CML, CMP • Executive Director of Marketing & Communications
The Lakes Country Club • Palm Desert, Calif.
like AI Partners, which allows club managers to run detailed reports like these effortlessly. Koojoolian shared a compelling example of how he leverages AIgenerated reports to craft narratives for committee and board meetings, ensuring the data he presents is both actionable and relevant.
OPTIMIZING CONTENT CREATION AND COMMUNICATION
AI is revolutionizing how clubs create content for newsletters, e-mails, and social media posts. Tools like ChatGPT, Microsoft Copilot, Jasper AI, Claude by Anthropic, and others can generate polished, brand-aligned copy in a fraction of the time it would take a human. However, while AI provides a strong foundation, the role of the user shifts to that of an editor. During the presentation, Russell Sylte, CCM, CMP, PGA Master Professional, and COO of The Santaluz Club (San Diego, Calif.), emphasized that we should no longer see ourselves as content creators but rather as editors, ensuring the information AI generates aligns with our club’s tone and brand standards.
STREAMLINING FINANCIAL MANAGEMENT
In the finance realm, AI is helping clubs stay ahead of the curve by automating repetitive tasks and offering advanced forecasting capabilities. Tools powered by AI can reconcile accounts, identify discrepancies, and even predict financial trends based on historical data. This functionality allows financial professionals to focus on higher-level strategy rather than getting bogged down in day-to-day tasks. Additionally, AI-powered dashboards
can provide real-time insights, empowering club leaders to make informed decisions with confidence.
IMPROVING MEMBER SERVICES THROUGH PERSONALIZATION
Members expect a high level of service, and AI is enabling clubs to meet and exceed those expectations. By analyzing past behaviors, AI can offer personalized recommendations, such as suggesting wine pairings, recommending events, or customizing fitness programs. AI-driven chatbots are another innovative tool clubs are adopting to improve communication. These virtual assistants efficiently handle routine inquiries—like booking tee times or answering FAQs—allowing staff to focus on more complex and personalized tasks.
While AI is not a new concept, it has become a buzzword that will continue to dominate discussions. AI is not about replacing human expertise—it’s about enhancing it. By leveraging AI, club operators can focus on what truly matters: delivering exceptional member experiences and driving their clubs forward.
As we enter this new era, I encourage club operators to embrace AI rather than resist it. Many of these tools are free or affordable, making them accessible even to smaller clubs. Create an account, experiment with different platforms, and discover how AI can help streamline your operations and elevate your club’s offerings. The possibilities are endless, and the benefits are too significant to ignore.
In the private country club environment, AI is not just a tool—it’s a strategic advantage.
CLUB PEOPLE ON THE MOVE
SCOTT BENDER
The epitome of resort-style living with unmatched luxury and a vibrant social ambiance, Grey Oaks Country Club nestled in Naples, Florida, welcomes Scott Bender as Director of Wellness. This gated haven boasts three championship golf courses, a cutting-edge Wellness Center, and exquisite dining venues. The expansive Wellness Center tailors fitness regimens to individual needs. More than amenities, Grey Oaks fosters camaraderie and exploration. Bender was most recently Director of Fitness at The Oaks Club in Osprey, Fla.
DEREK BUCKLEY, CCM, PGA
Listed in the top 100 golf courses in America by Golf Digest magazine since 2005, Hudson National Golf Club in Westchester County, New York, overlooking the Hudson River, welcomes Derek Buckley as General Manager/ COO. The club recently completed a major renovation project with Tom Fazio and features a 20-plus acre stateof-the-art practice golf facility. Members and guests also enjoy two guest cottages and seven overnight rooms in the clubhouse. Buckley was most recently Assistant General Manager and Golf Professional at Muirfield Village Golf Club in Dublin, Ohio.
TRAVIS CLEMENTS
CHRISTINA GUSELLA
Recognized as a Distinguished Elite Club of the World and a Platinum Club of America, Dallas Petroleum Club in Dallas, Texas welcomes Christina Gusella as General Manager. Founded in 1934, the Dallas Petroleum Club has grown from a group of prominent oilmen into one of the finest private city clubs in the country, serving professionals in various fields such as oil, gas, business, finance, education, and the arts. Gusella was most recently Assistant General Manager at Flint Hills National Golf Club in Andover, Kan.
EMILY ROECKLE, PHR
Hunters Run Country Club, a vibrant private community with top-ranked amenities by Club + Resort Business and located just minutes from everything Palm Beach County Florida has to offer, welcomes Emily Roeckle as Director of People & Culture. The club features 54-holes of championship golf, 30 racquet sports’ courts, 7 restaurants, and a state-of-the-art Fitness Center extending members a vibrant and active lifestyle. Roeckle was most recently Director of People & Cultures at L&R Hotels, Palm House in Palm Beach, Fla.
Renowned for its dedication to providing outstanding dining experiences, Idle Hour Club in Macon, Ga. welcomes Travis Clements as Executive Chef. Featuring wellmaintained and recently updated kitchens, the club serves as a retreat for its members. With an expansive range of recreational and social facilities, Idle Hour Club offers a dynamic environment for a culinary team to thrive and make a lasting impact. Clements was most recently Executive Chef at Ansley Golf Club in Atlanta, Ga.
KELLY GRABOWSKY
One of the largest subsidiaries of Club Management Association of America , the Florida Chapter of CMAA, welcomes Kelly Grabowsky, CCM, as Managing Director. With close to 7,000 members across all classifications, Florida Chapter members meet regularly for education and networking events in four geographic regions around the state: Everglades, Gator, North/Sunshine, and Seminole. CMAA has awarded the Florida Chapter the Large Chapter of Year in 2015, 2019 and 2024. Grabowsky was most recently General Manager at Sarasota National in Venice, Fla.
JONATHAN TARLING, CMDIP
Boyce Hill Golf Club, a cornerstone of the golfing community in Essex, England, welcomes Jonathan Tarling as General Manager Designed by golf course architect, James Braid, the 18-hole course offers a challenging yet enjoyable experience for golfers of all levels. The club has continuously reinvested in its infrastructure earning an esteemed reputation through exceptional facilities and a commitment to excellence. Tarling was most recently Club Operations Manager at Bishops Stortford Golf Club, Hertfordshire, UK.
KARIE TORROLL
The Cliffs, a collection of seven private luxury residential mountain and lake club communities encompassing over 20,000 acres in the Blue Ridge Mountains of the Carolinas, welcomes Karie Torroll as Chief Financial Officer. The Cliffs are composed of an unparalleled level of amenities, including seven clubhouses and seven nationally acclaimed golf courses. It has earned accolades like Best Residential Courses by Golfweek and Best Golf Communities in North America by Golf Magazine. Torroll was most recently Chief Financial Officer at Greenwich Country Club in Greenwich, Conn.
PEOPLE FOCUSED, QUALITY DRIVEN
"
Michel Adams | Executive Chef Cherokee Country Club
Douglas Anderson, CCM | General Manager/COO Coral Bay Club
Albert Antonez, CCM, CCE | GM/Executive VP Fiddlesticks Country Club
Bryan Aumiller | General Manager/COO The Country Club of Jackson
Don Bahneman | Director of Wellness John's Island Club
Keegan Barkley | Head Racquets Professional Lakeside Country Club
Andrew Boughner | Director of Agronomy New Orleans Country Club
Justin Campbell | Executive Sous Chef The Los Angeles Country Club
Michael Chaffee | Chief Financial Officer Port Royal Club
Logan Christensen, CEC | Executive Chef Edina Country Club
Ryan Cole | Director of Agronomy Meadow Club
Salvatore DeGeorge | General Manager Corinthian Yacht Club
Jack Dykstra | Executive Chef The Los Angeles Country Club
Leslie Evans | Director of Human Resources Bonita Bay Community Association
eoffrey Fisher, CPA | Chief Financial Officer St Andrews Country Club
D’Anthony Foster | Executive Chef The Point
Bruce Furman, CCM | General Manager St Petersburg Yacht Club
Daniel Giroux | Assistant General Manager Port Royal Club
Corbin Hanes-Bagford | Director of Membership & Communication Coldstream Country Club
Cameron Hayes | Assistant General Manager Mariner Sands Country Club
Peter Hurley | Chief Executive Officer Professional Tennis Registry
Mike Kordonsky | Chief Financial Officer Trout National - The Reserve
Jordan Kovalcik, CAM | General Manager Highland Woods Golf & Country Club
James Kremer, CEC, AAC | Executive Chef Berkeley Hall Club
Marco Lombardini | Executive Chef Willoughby Golf Club
Joe Macke, CCM | Director of Operations Monterey Peninsula Country Club
Caio Mendes de Oliveira Bardauil
Head Pickleball Professional Bonita Bay Club
Colby Newman | General Manager/COO Ridgemoor Country Club
Jeffrey Nichols | Director of Food & Beverage The Ocean Club of Florida
Sean Pakenham | General Manager Belvedere Tennis Club
Christine Pooler, CCM, ECM | General Manager/COO Windstar on Naples Bay
Ulises Rodríguez Corona | Executive Chef Laredo Country Club
Rob Saliers | Chief Financial Officer/Controller The Harmonie Club
Harmukh "Molly" Sandhu, MBA | GM/COO Quincy Country Club
Tammy Shoffstall | Director of Finance Kelly Greens Golf & Country Club
Yev Supeko, MBA | Director of Racquets Colonial Country Club
Gayle Trame | Director of Finance Coldstream Country Club
Risalyn Van Lent | Director of Finance Collier's Reserve Country Club
Jason Warren, MBA | Director of Finance The Forest Country Club
Paul Williams | Membership Administrator Royal Wimbledon Golf Club
Justin Wright, CCM | General Manager/COO Eau Gallie Yacht Club
Julie McElduff | Director of Fitness & Wellness Willow Oaks Country Club
Bruce Zahn, Jr , CCM, CCE | GM/COO Royal Oaks Country Club
KING OF THE COURT
THE COURT IS JARRETT
CHIRICO’S CANVAS, and he’s painting a masterpiece at Royal Oaks Country Club.
What began as a quiet movement has morphed into a racquet revolution. The meteoric rise of pickleball has infused excitement across the field of racquets, and Chirico, the Dallas club’s Director of Racquets, is leading the charge—and bringing an entire industry along for the ride.
Not only has Chirico (pictured opposite) overseen the jump in participation at his club, but he’s also been a driving force in the introduction of The Directors’ Club of America—an association dedicated to educating, communicating, and illustrating the continued path to success in the racquets and hospitality industry.
TRADITION MEETS EVOLUTION
Royal Oaks is “a special place,” says Chirico. “At its core, it was founded as a golf club that offers one of the most classic, traditional layouts in the country,” he explains, noting that it has been home to World Golf No. 1 Scottie Scheffler for the past 20-plus years. “However, to me, it is an incredible place where members want to laugh, hang out and share unforgettable experiences together. Royal Oaks is not just a club, but an intricate part of all members’ lives.”
Jarrett Chirico’s leadership has reshaped Royal Oaks CC’s racquets program, increasing membership and making a powerful impact on the industry—all while building a team ready to rally.
By Rob Thomas, Editor-in-Chief
It is that love and pride for their club that has allowed Royal Oaks to welcome a racquets program that is now the biggest and most notable in the country.
“Royal Oaks is a family club founded in tradition ... It continues to evolve and grow, and that is 100 percent due to the incredible culture that can be felt the minute you drive through the gates,” Chirico says. “We have an almost-10-year waitlist for golf and a three-year waitlist for racquets, and that number continues to grow every month.”
The club boasts an 18-hole golf course, multiple restaurants, full gym and workout facility, driving ranges, putting and chipping, practice areas, 13 outdoor tennis courts, two indoor tennis courts and six pickleball courts, all fully lighted and packed 365 days a year.
Behind Chirico’s vision—and the support of General Manager/COO Todd Harbour—Royal Oaks went from a racquets program that brought in under $1 million in revenue to one that is inching toward $3 million in revenue.
More than 500 Royal Oaks members watched an annual pickleball exhibition featuring the Top 5 players in the world.
Photo courtesy of Sean Berry Photography
“We didn’t raise prices; we simply provided more value for members through limitless opportunities,” Chirico explains. “It was also incredible because the staff was motivated again. They were busier, they had a pathway to grow into their careers, and their eyes were opened to the limitless opportunity that is now surrounding us in the racquets industry.”
A TEAM EFFORT
Harbour says Chirico’s experience, ideas, communication, ability to lead his team by example, knowledge of current programming, and network are just a few of his strengths.
“[Chirico] is a very caring and motivated person. He has a deep desire to continue to create the best racquets
program in not only the Metroplex, but also the state,” he explains. “He consistently comes up with leagues and programs, whether competitive or social, to drive more people to racquets. By doing this, we have seen an incredible movement of golfers blend over and enjoy pickleball. ... [Some of them] had never been to the racquets area.”
It’s not just golfers expanding into racquets, according to Harbour. He points to Chirico creating a mahjong/pickleball/ market event, which sold out in about a day. “He transformed the indoor courts to create an incredible environment of shopping, food, and mahjong. It was an incredible event.”
Chirico is also consistent in his—and his team’s—messaging, Harbour adds.
“This is crucial in order to create con-
Every three months, Royal Oaks brings a Top 10 pickleball player (like World No. 1 Collin Johns) to the club to conduct clinics for members.
sistency across the racquets program,” he says. “He will also listen to ideas and make sure it doesn’t just benefit a few, but accommodates all members.
“[Chirico] understands the culture that we have developed at Royal Oaks and has bought in 100% to this culture,” Harbour adds. “At the end of the day, [Chirico’s] goal—as is the entire team’s— is to always make decisions to further enhance the member experience, and he continues to do an incredible job at this.”
Chris C. Molina, Royal Oaks’ Head Professional of Racquets, refers to herself as Chirico’s right hand and, jokingly, his “consigliere.”
“Being a female in a predominantly male industry for many years has at times been difficult, but it has never been an issue with [Chirico],” Molina says. “He listens and is never afraid to try new ideas. He has patience with his staff and truly cares about their individual growth. He is a true believer in continuing education and is always ready to help his staff with the advancement of their careers.”
Molina, who has been at Royal Oaks for 32 years, says Chirico brought a vision of the importance of racquet clubs becoming multifaceted.
“The minute [Chirico] arrived, I remember the excitement I personally felt as he shared his ideas of where our club could grow and where I could learn and grow myself,” she says. “I honestly was contemplating retiring, but I was filled with a newfound enthusiasm for my job. Jarrett made sure our staff was immedi-
From left: Collin Johns, Royal Oaks General Manager/COO Todd Harbour, Jarrett Chirico, and Ben Johns after a pro exhibition in front of 500 members at Royal Oaks CC.
JOIN THE CLUB
For Chirico, The Directors’ Club started out of the desire to solve a problem and help others succeed. It now has almost 1,000 members at the biggest clubs across North America. It also offers continuing education hours with RSPA, formally known as United States Professional Tennis Association (USPTA) and racketpro and, hopefully soon, with the Club Management Association of
America (CMAA), according to Chirico.
“The Directors’ Club continues to blow me away. It is an incredible community of leaders with the sole purpose to help each other do better and go further together,” Chirico explains. “It is through The Directors Club that racquets has become national, and leaders all over the country, all over North America, are finally connecting and helping each other and genuinely wanting to see each other succeed. The
Directors’ Club is all about connection.”
Brock Orlowski, Director of Racquet Sports at Fort Wayne (Ind.) Country Club, joined the Directors’ Club because it was what he felt was missing from the industry—an organization that did not rely on titles, certifications, hierarchy or power.
“The Directors’ Club is an organization that promotes all that are within it and seeks to move the industry forward by bringing individuals together when often they are divided,” Orloski says. “It’s a group of professionals who check ego at the door and strive to help each other reach new heights and grow together.”
Orloski says Chirico has a unique eye to see things differently and see opportunities where others would not.
“His value to the racquets industry cannot be quantified in profit/loss statements or gross revenues, but rather in the people he impacts on a day-to-day
This star-studded practice session at Royal Oaks CC featured, from left: Jarrett Chirico, Ben Johns, Collin Johns, World No. 1 golfer Scottie Scheffler, AJ Koller, and Branden French.
Royal Oaks CC hosts several parties (like this surprise pickleball birthday party) each week that range from 40 to 200 people.
Jarrett Chirico is not only interested in growing the racquets program at Royal Oaks CC, but also strengthening the role of racquets directors across the industry.
basis at his club and within our industry—of which I am one,” he says. “I am fortunate to call [Chirico] a friend, and I am always excited to see what big ideas he has cooking next.”
As for what’s next, Chirico talks to Harbour daily and is not shy about his wishlist: more indoor courts, a Padel court, a redo of the pro shop, new deck and furniture for viewing and updates to all bathrooms, including adding a bath-
room and bar by the pickleball facility.
As always, though, Chirico’s goals go beyond the tangible.
“I want to continue to bring staff to conferences, invest in programs like CRSE
[Certified Racquet Sports Executive] and help them open their eyes to what is possible,” Chirico says, “and then give them the ability to shine at Royal Oaks and beyond.” C+RB
STAFFING SUCCESS AT BOCA WEST CC
The team at Boca West takes a holistic approach to attracting and retaining talent.
By Rob Thomas, Editor-in-Chief
IN THE COMPETITIVE HOSPITALITY INDUSTRY, staffing has emerged as one of the greatest challenges facing clubs. Boca West Country Club in Boca Raton, Fla., however, has established itself as a leader in employee retention and engagement by implementing thoughtful strategies across all departments. This approach has enabled the club not only to weather the disruptions of the pandemic but also to create a thriving work culture that continues to attract and retain top talent.
LEADERSHIP AND SUPPORT THROUGH CRISIS
Matthew Linderman, President, GM, and COO of Boca West, attributes much of the club’s success to the strong leadership and support they received during the pandemic. Unlike many clubs and hotels that furloughed or laid off employees, Boca West’s Board of Governors backed management’s decision to retain all full-time employees. “Our membership was fully on board—no one was cut short,” Linderman explains. Employees were kept on a reduced
schedule to limit exposure, but they continued to receive full pay.
Coming out of the pandemic, Linderman and his team recognized the need to focus on employee retention. They hired a Director of Quality, Development, and Engagement, a role that works closely with the HR department to onboard and develop staff while enhancing engagement and retention. At the core of their efforts is the Boca West ‘PROMISE,’ a set of values—Passionate, Refined, Ownership, Mindful, Innovative, Safe, and Empathy—that defines the club’s commitment to members and staff.
Linderman emphasizes that the Director of Quality, Development, and Engagement is also certified to train employees through the Florida Ready to Work Soft Skills Certification Program, which enhances the employees’ qualifications. Additionally, through the Boca West Cares Program, employees engage in community service and mentoring opportunities, further solidifying their commitment to the club’s values and mission.
A CULTURE OF FUN AND GROWTH
For Travis Wehrs, Director of Golf, the key to staffing success is cultivating a positive work environment that emphasizes fun and growth.
“Our team consists of 80 staff members, all with different backgrounds, tenure, and career ambitions,” Wehrs says. “The overall positive work culture embraces work-life harmony, promotes continuing education, welcomes change, and has developed a specific career path for every team member.”
This focus on individual growth has helped Boca West retain current staff while also attracting new talent. Wehrs believes that
the club’s culture of fun is infectious, not only boosting morale among staff but also enhancing the experience for members.
REFERRALS AND THE POWER OF COMMITMENT
Jeremiah Lockhart, Director of Agronomy, has found that one of the best recruitment tools is the satisfaction of existing employees. “A lot of staff that we attract comes from referrals from our own team,” he notes. This speaks to the club’s commitment to its employees’ success and well-being. Boca West’s Family Promise, which is lived out every day, ensures that staff members feel supported and motivated to excel.
A FAMILY CULTURE OF LONGEVITY
In the culinary department, Director of Culinary Paul Griffin sees Boca West’s family culture as the key to employee retention. “Hiring quality people is an important job here at Boca West,” Griffin says, noting that the HR team, along with the newly appointed Director of Quality, Development, and Engagement, plays a crucial role in onboarding and welcoming new employees.
Griffin is particularly proud of the club’s ability to retain staff over the long term. “We have many employees that have been here for 20, 30, and even 40 years,” he notes. This level of loyalty is a testament to the supportive and welcoming environment Boca West has fostered.
Boca West’s approach to staffing is both comprehensive and thoughtful, combining a deep commitment to employee wellbeing with opportunities for growth, fun, and engagement. From leadership support during challenging times to creating an environment of inclusion and personal development, Boca West sets the standard for what it means to take care of staff in the country club industry. Through a combination of career advancement, a family-oriented culture, and a strong set of values, Boca West continues to attract and retain top talent, ensuring a bright future for both employees and members alike. C+RB
Boca West CC has established itself as a leader in employee retention and engagement by implementing thoughtful strategies across all departments.
Director of Culinary Paul Griffin sees Boca West’s family culture as the key to employee retention, with many employees staying at the club for decades. This level of loyalty is a testament to the supportive environment the club has fostered.
ELEVATING LUXURY LIVING
The Club at Mediterra’s master-planned community continues to enhance the member experience.
By Rob Thomas,
Editor-in-Chief
THE CLUB AT MEDITERRA IN NAPLES, FLA., completed a transformative, multi-year enhancement project across its main clubhouse and Beach Club, aiming to elevate member experiences and accommodate a growing membership. The project, completed in multiple phases, underscores the club’s commitment to luxury, functionality, and innovation.
Repeatedly honored for its best-in-class amenities, the club boasts 36 holes of championship golf and expanded practice facilities, a Sports Club with eight Har-Tru sub-surface irrigated clay tennis courts; a world-class fitness center and fitness studio; spa; sauna; outdoor heated pool; four Har-Tru bocce courts; and seven pickleball courts. Multiple dining options, ranging from casual to exquisite, and stunning sunsets over the white sands of Bonita Beach and warm waters of the Gulf of Mexico spoil its members.
Under the direction of Carmen Mauceri, CCM, ECM General Manager/COO, The Club at Mediterra has repeatedly been honored for its world-class offerings.
FROM TEE TO GREEN
Golf at Mediterra includes two 18-hole championship golf courses designed by Tom Fazio, a double-ended practice facility with more than 60 hitting stations, designated short game practice area with multiple greens and practice bunkers, a large putting green and a two-bay learning center. The learning center is equipped with advanced launch monitors and teaching software that integrates multiple cameras and technologies for a comprehensive training experience.
Kevin Swan, PGA Master Professional and Director of Golf Operations at the club, leans on PGA Professionals Christine Meier and Adam Bazalgette to offer players of all skill levels opportunities to improve their game. Offerings include weekly clinics for beginners, on-course instruction for the advanced players, which cover course management and strategy, as well as special multiday golf schools throughout the season.
“In addition to our normal offerings, we started to add a ladies’-
minutes of instruction on the range followed by three holes on the golf course. The purpose is to help with the transition from the range to the course. Topics include swing analysis, rules of golf and etiquette tips.”
Over the past several years, the club has taken initiatives to assist in the tee sheet compaction due to the increase in players, as well as the volume.
“Our intervals moved from 10 minutes to 9, which added several tee times as well as select high-volume days switching to split-tee starts,” Swan explains. “This creates more tee times in the high-demand times of day. In addition to the adjustments to the tee sheet, we put a focus on pace of play and rangering to make sure the on-course experience is enjoyable. We proudly still hold to a four-hour round for 18-holes.”
Thomas Lively, CGCS Director of Agronomy, is charged with maintaining the two Fazio designs.
“The meticulous maintenance of the golf courses is essential to providing a premium experience for members and guests. The dedication to detail ensures that the playing surfaces meet pro-
Thomas Lively, CGCS Director of Agronomy, says proactive communication with members about golf course conditions is essential in maintaining a positive relationship.
The reopening of the popular Beach Club moved some usage away from the main clubhouse, but Carmen Mauceri, CCM, ECM, General Manager/COO, says the “shift has proven to be complementary rather than competitive.”
fessional standards, reflecting the club’s commitment to excel lence,” Lively says. “Daily mowing of greens, along with frequent rolling, guarantees optimal playing conditions. Special events may prompt even more intensive care, highlighting the flexibility and responsiveness of the grounds team. The daily raking of bunkers, whether by hand or machine, is indicative of the thorough approach taken to course upkeep, ensuring that every aspect of the course is in prime condition for players each day.”
Lively keeps in close contact with members to monitor their feelings on the courses.
“Proactive communication with members about golf course conditions and playability is essential in maintaining a positive relationship and enhancing their overall experience,” he explains. “Regular updates on course maintenance, potential disruptions, and improvements can significantly reduce the need for members to seek out information, as they feel in-
formed and involved in the club’s operations. This approach not only demonstrates transparency and commitment to quality but also acknowledges the dedication of the staff. By anticipating the needs and questions of members, the management can ensure that the high standards of the course are both met and communicated effectively.”
OFF-COURSE ACTIVITIES
As the racquets industry experiences an increase in participation, Mediterra is meeting those demands behind the leadership of Mike Baldwin, RSPA Elite Professional, Director of Racquets.
With eight meticulously maintained Har-Tru tennis courts, seven cushioned pickleball courts, beautiful landscaping, numerous shaded viewing/socialization areas, a comprehensive and active program, an outstanding team of RSPA-certified professionals, and welcoming members, the Mediterra racquets experience is first-class, friendly and fun, Baldwin notes.
“We offer instructional, social and competitive activities for all ages and abilities,” he says. “We also have a full-service pro shop with the latest fashions, accessories, and equipment.”
Mediterra uses an online application to manage court reservations, as well as program and event registrations. Members can make reservations up to seven days in advance.
“The members work together to most efficiently use the peak-demand court times,” Baldwin explains.
Mike Baldwin, Director of Racquets, manages the increased demand for courts.
“We ask that everyone reserve from 8 to 9:30 a.m. or 9:30 to 11 a.m. This avoids the problem of a 9 a.m. reservation tying up two prime slots. Our singles players and ball machine users play outside of peak times for the greater good of their fellow members. We have most of our league matches start around noon. We also offer night leagues and other evening programs to spread out the utilization.”
Alissa Wagener, Director of Fitness, keeps members healthy and engaged.
“Our fitness center is 5,200 square feet and filled with top-of-the-line equipment, including every type of machine you would need for a cardiovascular workout, as well as strength machines and free weights for a resistance training program to meet anyone’s fitness goals,” Wagener says. “We also have a 1,200-square-foot fitness studio for regular fitness classes and four new balance body reformers.”
Wagener notes that Mediterra employs three highly qualified, full-time trainers on staff, including the Fitness Director, Assistant Director, and full-time Sports Trainer. On top of this, the club keeps a handful of independent contractors to offer individualized and specialized training for its members.
DINING AT THE BEACH
This summer, the club reopened its Beach Club, showcasing a transformative renovation that sets a new standard for leisure and luxury.
“Since completing the renovation in late June, the Beach Club has returned as a popular destination, with many members excited to enjoy the new facility, expanded views, and enhanced dining experiences,” Mauceri says. “The reopening has naturally shifted some usage from the main clubhouse to the Beach Club. However, this shift has proven to be complementary rather than competitive, with both locations enhancing the overall member experience and offering unique, diverse settings.”
Vesela Tyler, Clubhouse Manager, explains the differences between this offering and the clubhouse.
“The Clubhouse menu strikes a balance between traditional and modern cuisine, with offerings that range from simply prepared meats and seafood to elevated takes on classic comfort foods,” Tyler says. “At the Beach Club, the focus shifts to seafood and Mediterranean-inspired fare, with an emphasis on fresh, light, and flavorful dishes. The culinary team’s goal is to create meals that evoke the essence of coastal dining, perfect for the Beach Club’s relaxed yet upscale atmosphere.”
Overall, she says the club’s culinary philosophy revolves around extraordinary dining experiences that blend traditional and modern cuisine, driven by a commitment to using the highest -quality ingredients and innovative preparation methods, all while maintaining a focus on freshness and seasonality.
STAYING INFORMED
Max Passino Deboer, Director of Marketing & Membership, is tasked with keeping members informed. The biggest assists she has in reaching members is targeted emailing, the private app, and texting.
“We are all under information overload and oftentimes overwhelming changes in technology,” she says. “To stand out, you must make it easy. Keep it simple.”
For emails, Passino Deboer recommends members create an email account that is solely for the club; that way, they won’t miss anything that might be buried under their other mountain of emails.
The Club at Mediterra also uses subscription lists, which ensures members receive emails on the areas that mean the most to them.
“Our private app is incredibly helpful,” she adds. “A large majority of our members are on Safari and iPhones. They use the
Alissa Wagener, Director of Fitness at Mediterra, leads a 5,200-square-foot facility with top equipment, fitness classes, reformers, and expert trainers.
Clubhouse Manager Vesela Tyler oversees Mediterra’s dining venues, offering modern clubhouse cuisine and fresh, Mediterranean-inspired dishes at the Beach Club.
app far more than they use the website. In designing an app, the interface is hugely important. The easier it is for members to find information, the more connected they feel.
Tools she’d like to use more in the future are cross-marketing, auto-responders, geo-fencing/location-based services and onebutton service, such as clicking on a button to alert valet you are coming for your car.
With its enhanced facilities, The Club at Mediterra continues to set industry standards for private club hospitality. Its investments in both the clubhouse and Beach Club demonstrate a dedication to sophistication, exclusivity, and member satisfaction. But there’s more in store.
“The renovations at both the main club and Beach Club were key initiatives identified in our long-range facilities master plan that was established in 2015,” Mauceri explains. “These projects were carefully designed to align with the evolving needs of our current membership while also anticipating future trends.”
Each enhancement was thoughtfully planned to accommodate the club’s growing community, he says, as well as delivering versatility and lasting value for members.
“Looking ahead,” Mauceri continues, “we are excited for several additional projects that will further elevate the Mediterra experience. These projects include the upcoming expansion of our Sports & Lifestyle Center—which is currently in the final planning stages—the development of a new short game and practice facility at our Golf Learning Center, and upcoming enhancements to both our North and South golf courses.” C+RB
SWEETENS COVE: EXPANSION & VISION WITH GM MATT ADAMSKI
By Rob Thomas, Editor-in-Chief
SWEETENS COVE GOLF CLUB in South Pittsburg, Tenn., has captured the hearts of golf enthusiasts with its distinctive charm and commitment to delivering a unique experience. In a recent interview on the Club + Resort Talks podcast, Matt Adamski, PGA General Manager at Sweetens Cove, sat down with Rob Thomas, Editor-in-Chief of Club + Resort Business, to share insights into the club’s evolution, exciting expansion plans, and vision for the future.
A UNIQUE APPROACH TO GOLF
Adamski started by describing Sweetens Cove’s current layout and its celebrated simplicity. “We’ve got just nine holes, a shed, a pavilion, and a big Himalayas-style putting green,” Adamski noted. Despite its minimalist amenities, Sweetens Cove has built a reputation for being a “no frills” experience focused on pure enjoyment. The course, designed by King-Collins Golf Course Design, offers golfers an unparalleled architectural experience with unique design elements and two flags per green, allowing for varied play.
Adamski emphasized Sweetens Cove’s unconventional approach. “We don’t have tee times. We sell a limited number of day passes—60 on weekdays and 45 on weekends—encouraging golfers to play as much as they can and enjoy their day with friends.”
EXPANDING THE EXPERIENCE: A NEW VISION
Sweetens Cove’s upcoming expansion is set to elevate this laid-back atmosphere without diluting its charm. “We have an additional 78 acres on top of the existing
72.5-acre course,” Adamski said. With the support of Reef Capital Partners, known for their involvement in high-profile projects like the Black Desert Resort, Sweetens Cove will introduce a diverse set of amenities, including new course layouts and innovative experiences.
“We’re exploring options like a 12-hole layout that could be played as a par-3 course or combined for other formats,” Adamski explained. “The course will also be equipped with lights for night play and infused with music to create an unforgettable ambiance.”
The expansion will feature a 4.5-acre putting green that connects to the current course, adding even more ways for players to engage with the property.
“It’s going to be wild but feel cohesive with what we have now—tightly mown areas, waste bunkers, and a distinct, treefree landscape,” Adamski said.
MORE THAN JUST GOLF: EMBRACING A FULL EXPERIENCE
Beyond golf, Sweetens Cove is evolving into a broader recreational destination. The expansion plans include stay-and-play cabins, a distillery, skeet shooting, and fishing docks, enhancing the club’s reputation for hosting unique events. Adamski highlighted the club’s tradition of creative gatherings like the “Burger Open” and “Fish Camp Open,” which inspired new offerings.
A key aspect of this expansion is Sweetens Cove’s renowned bourbon, a partnership involving Peyton Manning, Andy Roddick, and other notable figures. “What started as a fun tradition—a shot of whiskey before a round—grew into a branded experience. Now, we’re bringing the bourbon home
with a new distillery and restaurant on-site,” Adamski shared. This new facility will be open to the public, featuring a tasting room, yard games, and communal spaces designed to foster connections.
SUSTAINABILITY AND ACCESSIBILITY
Sustainability is a core value at Sweetens Cove, and the expansion will adhere to these principles. Adamski emphasized that local resources and low-maintenance design elements would be utilized, maintaining a commitment to environmental responsibility. “Out of 72.5 acres, only about 36 are mowed; the rest is native grass and waste areas,” Adamski noted. This approach maximizes labor efficiency while preserving high-quality playing conditions. Despite its growth, Sweetens Cove remains committed to accessibility. “We want people to stay on property and enjoy their time here without being priced out,” Adamski said. The club’s unique pricing strategy ensures guests can experience the full range of amenities—including unlimited golf and night play—at an accessible rate.
LOOKING AHEAD
Adamski and his team are excited for the future, envisioning an experience that stays true to Sweetens Cove’s roots while offering new ways for golfers and visitors to engage with the property. “In five or 10 years, we want to keep this place fun and magical, even with the new additions,” he said. The expansion, expected to begin in 2025 with the possibility of a completed course by the end of the year, will reinforce Sweetens Cove’s standing as a beloved destination for golf purists and experience seekers alike.
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Creating Community Beyond the Green
GM/COO Bill Griffon discusses how he balances tradition with fresh ideas, creates memorable experiences, and fosters a culture of constant improvement at Spring Island.
By Joanna DeChellis, Editorial Director
NESTLED OFF THE COAST OF SOUTH CAROLINA, Spring Island is more than just a golf community; it’s a nature sanctuary, an arts haven, and a place where intentionality is woven into every experience. Bill Griffon, CCM, General Manager and Chief Operating Officer, shares how his leadership shapes the unique culture of Spring Island and ensures that every member experience is memorable and meaningful.
Club + Resort Business (C+RB): You’ve been at Spring Island for quite some time now. Tell us a bit about what makes this place unique.
Bill Griffon (BG): Spring Island is a 3,000acre private island, and about half of it is held in trust as a nature preserve. We aren’t a golf club with a nature preserve
attached; we’re a community within a nature preserve. It’s incredibly intentional— there are only four paved roads on the entire island, and houses are set back so that you hardly even see them. The idea is to preserve the Lowcountry’s natural beauty, and our members embrace that.
C+RB: How do you maintain this balance of tradition while keeping things fresh and appealing for new members?
BG: It’s a balancing act, for sure. We’ve got members who joined 20 or 30 years ago, and they still want that same sense of community and tradition. At the same time, we’ve got new members coming in, and they’re looking for new experiences. The key is to start small and build trust— prove that new ideas can work while staying true to our core values.
Bill Griffon, CCM, GM/COO, Spring Island
For example, we introduced “glow pickleball” recently. Five years ago, if I suggested that, people would have thought I had three heads. But as the demographics have shifted, we’ve been able to make it happen. We started by having a casual tournament, keeping it low pressure, and it was a hit. Now, members look forward to it every year, and it’s become a great way to bridge the gap between our longtime members and the newer folks.
C+RB: It sounds like you’re focused on elevating experiences—can you give us some examples?
BG: Absolutely. Take our annual oyster roast. When I first got here, we were cooking the oysters off to the side in a makeshift kitchen. It didn’t look great— there were propane tanks and things just scattered around. The members loved the event, but I knew we could make it better.
So now, when members arrive, the centerpiece is an old-fashioned oyster roasting structure—bricks, an open fire pit—with the bar set up behind it. It’s about creating an atmosphere that feels intentional and authentic. We also made a small but impactful change by adding galvanized steel sinks for people to wash their hands instead of using wipes. It might seem minor, but it shows we’re thinking through every detail to enhance the experience. Little touches like that make members think, “Wow, they really thought this through.” That’s the reaction we want every time.
C+RB: Keeping the staff motivated to go the extra mile must be crucial for this kind of success. What’s your approach to leading your team?
BG: My philosophy is that I should be the ‘dumbest’ guy in the room. I hire talented people, and my job is to create an environment where they can thrive. I believe everyone has creativity in them— it’s just about providing the right tools and opportunities.
For example, I saw a great idea for wooden tabletop frames on LinkedIn. I sent it to my clubhouse operations director, Deb, and her response was, “I’m on it, but I need you to help me figure out where to store it.” That’s exactly the kind of conversation I want. I want my team asking practical questions because it means they’re already thinking about making it happen.
C+RB: What are some of the biggest challenges you face in maintaining this culture?
BG: Bringing in new blood can be tough. Younger managers come in with different expectations, and it’s a challenge to get them to buy into the idea of continuous improvement. Just because something was successful this year doesn’t mean it can’t be even better next year.
We always have to be evolving—if we don’t, we risk becoming irrelevant. It’s like
Executive Chef Jeremy Halker (pictured) and the team at Spring Island Club are responsible for continuously elevating member experiences. The club’s recent salmon bake event, for example, was sold out.
the Blockbuster story—they didn’t adapt, and look where they ended up. We don’t want to be the Blockbuster of clubs. So, we work hard to instill a culture of curiosity and improvement in our new team members. We encourage them to ask questions, push boundaries, and always look for ways to elevate the member experience.
C+RB: What’s next for Spring Island?
BG:We’re in the middle of a $10 million capital plan, which includes several exciting projects. We’re building a new Golf Performance Center with state-of-the-art tech and swing analysis tools, to take our golf program to the next level. We’re also renovating our kitchen, which will help our culinary team continue to push boundaries and serve our members in new and exciting ways.
Another project I’m particularly excited about is the member pantry. During COVID, we saw a lot of success with to-go meals and pre-packaged items, and we realized there was a demand for it. The new member pantry will build on that by offering fresh produce from our community farm, local eggs, and even meats. It’s all about making our members’ lives easier while still providing quality.
We’re also working on a long-term facilities plan. As we approach full build-out, we need to ensure that our infrastructure keeps up with the needs of our members. The goal is to continue evolving while keeping our core—that connection to nature and community—intact. We don’t want to lose what makes Spring Island special, but we also want to make sure we’re staying ahead of the curve. C+RB
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Perfecting Pizza
Muirfield Village Golf Club’s chefs have spent the past decade refining their pizza-making process with housemade components, fresh herbs, and high-quality, on-trend toppings.
By Isabelle Gustafson, Senior Editor
WHEN MUIRFIELD VILLAGE GOLF CLUB (MVGC), a seasonal, 300-member club in Dublin, Ohio, remodeled its clubhouse in 2013, the team added a small gas pizza oven, which fits roughly five pizzas at a time. Despite space limitations, Executive Sous Chef Nathan Hall and the culinary team have made the most of the opportunity, steadily refining the club’s pizza program, testing new processes and ingredients, one housemade element at a time.
Today, MVGC’s pizza style is Neapolitan meets New York, Hall says—personal-style, about 12-14 inches—thin but perfectly chewy, with minimal, high-quality toppings. The club’s sole pastry chef, Kayla Holbrooks, makes pizza dough fresh every other day, in addition to daily focaccia and other bread for service.
“Our pizza dough has a two-day shelf life,” notes Holbrooks. “But I also utilize it for other products because I do service bread every single day. I’ve made pizza loaves, which members and staff love. I’ve made parmesan pull-apart bread and personal focaccias.”
While pizza is specifically offered in one dining venue, MVGC’S members are welcome to order it whenever—and wherever—they’d like.
“We’ll have members who want eight to 10 pizzas, all at once, to go,” Hall says. “If you’re on the property, and you want a pizza, we’re going to give it to you. We have a big ‘not saying no’ motto here.”
Club + Resort Chef (C+RC): Tell us about the process for testing and improving pizza at MVGC.
Nathan Hall (NH): We don’t have a ton of members, so it’s not like we’re cranking out pizza like Papa John’s, but that’s given us the ability to really develop the [program]. Every year, we’ve thought about how we can increase the overall quality of our pizza program.
When we first started in 2013, we bought the pizza dough. Eventually, we
decided to develop our own dough recipe. Over the years, we’ve gone through various iterations of the recipe and the processes of folding and fermenting and how long it holds. Today, [Holbrooks] makes our pizza dough every other day.
We also went through different styles of cheeses and various ingredients. We were buying a frozen sausage crumble product when we first started. Now we make and crumble all of our own sausage in-house. Later, we started looking into making pizza sauce in-house, [rather than] buying a canned product.
We’ve started following food trends as well, like breakfast pizzas and hot honey pizzas.
C+RC: How many pizzas do you typically sell per week?
NH: We’re selling, on average, 100 pizzas a week throughout our busy season, which
is not something we ever thought we would have done, especially with such a small oven.
C+RC: What have you found makes for good housemade pizza sauce?
NH: For the most part, it’s all about the tomato products you use. We’ve been using Stanislaus, specifically Alta Cucina, for over a decade because they’re consistent in the sweetness and in the consistency of the tomato product. We try to keep it simple—season a little bit but let the tomato speak for itself.
C+RC: What are the most popular toppings on your pizzas?
NH: The two we sell the most of are Italian Meat Lovers (which features spicy capicola, Italian sausage, pepperoni, onions, and banana peppers) and Hot Honey Pepperoni (fresh mozzarella, chili
Muirfield Village GC’s two most popular pizzas are Hot Honey Pepperoni (pictured page 32) and Italian Meat Lovers (above), which features spicy capicola, Italian sausage, pepperoni, onions, and banana peppers.
own pizza.
We also offer a brunch pizza in the morning—ricotta and house Canadian bacon, crack an egg on it.
We keep an extensive garden here at MVGC as well, so we dry all of our own oregano and crush that on top of our pizzas prior to service.
C+RC: Have you always done personal pizzas? Have you tried other sizes?
NH: We started smaller and slowly expanded. We had a great personal woodworker who made all of our pizza boards for us, so we try to fit it to that board, which is about 12 to 14 inches.
Our pizzas are eight small slices, or six medium slices. It’s not necessarily comparable [in size] to a pizza you’d get at a typical [pizza] shop, but that’s what gives us the ability to put so much time and effort into it—because it’s so individualized to our membership.
has evolved?
NH: The more we sold, the more time and effort we could put into [the process], and we slowly increased the price over time, [alongside] the quality of what we’re able to offer. Our pizza starts at $16 and can go as high as $21, depending on toppings.
Making your own dough is cheaper than buying dough. And having a pastry team—in our case, having [Holbrooks]— makes it more doable.
We use a specific mix of [different flours], but at the end of the day, it’s flour, water, a little bit of oil, and yeast—and that’s not that expensive.
From there, we’re not buying premade sauce; we’re buying a specific tomato, which might cost a little bit more, but we’re conscious about the amount of ingredients that go on a pizza.
We’re in the Midwest, we’re in Ohio, which I think is the capital of over-complicating pizza. But we rein it in and make
made. You have to factor in labor, but [for us], it’s inexpensive and a little bit more fun.
We have put more money into sourcing [certain products], especially cured meats. But it’s not that expensive at the end of the day.
C+RC: What final piece of advice would you give a chef who’s wanting to create a pizza program? What do you wish you knew when you started?
NH: The bigger oven, the better—a big oven, consistent tomato product, and making your own dough.
If you’re able to sell a lot of pizza, it might be a good way for you to implement a pastry program if you don’t have one, strictly because you need someone to work dough on a consistent basis.
This will be cheaper in the long run, and you will be able to provide new, high-quality, housemade products for your members. C+RB
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
WHERE COLLABORATION REIMAGINED THE BUFFET
When talented culinary professionals come together, they can create something extraordinary—on the plate and beyond.
By Joanna DeChellis, Editorial Director
In early November, nearly two dozen club and resort chefs gathered in Highlands, N.C., for an immersive educational experience hosted by Club + Resort Chef, focused on collaboration, creativity and the art of the buffet.
This year’s PlateCraft, held November 3-5, challenged chefs to rethink what a buffet can be and learn from each other in the process. The result was a striking blend of creativity and teamwork that left a lasting impact.
FROM INSPIRATION TO EXECUTION
PlateCraft is designed around a “whole-part-whole” philosophy, ensuring attendees gain both a comprehensive understanding and hands-on experience. The event begins with education sessions, then moves into workshops, and culminates in a grand finale that ties everything together.
To kick off the education this year, Scott Craig, WCMC, Executive Chef of Cullasaja Club, broke down the essentials of highquality buffets, emphasizing smart menu design, creative sourcing, and unique themes. Shawn Loving, CMC, Executive Chef of Detroit Athletic Club, focused
Geo
on flavor—teaching chefs how to layer and balance ingredients for dishes that resonate. Geo Lanez, CEC, MBA, Executive Chef of The Patterson Club, took things a step further with modern platter techniques, including floating elements using magnetic levitation.
On the pastry side, Susan Notter, CEPC, Pastry Coach of the USA Culinary Olympic Team and Owner of Elizabeth Moore
From left to right, PlateCraft’s presenters: Andy Chlebana, CMPC, Pastry Chef Instructor at Joliet Junior College; Shawn Loving, CMC, Executive Chef of Detroit Athletic Club; Scott Craig, WCMC, Executive Chef of Cullasaja Club; Susan Notter, CEPC, Pastry Coach of the USA Culinary Olympic Team and Owner of Elizabeth Moore Chocolate Company; and
Lanez, CEC, MBA, Executive Chef of The Patterson Club
PlateCraft was designed to ensure attendees gain both a comprehensive understanding and hands-on experience. The event began with education sessions, then workshops, and culminated in the Grand Buffet, the pastry portion of which is pictured above.
Chocolate Company (Pelham, Ala.); Andy Chlebana, CMPC, Pastry Chef Instructor at Joliet (Ill.) Junior College, showcased how desserts can tie a buffet together. Notter demonstrated how to craft showpieces that balance flavors, colors, and garnishes. Chlebana followed with practical tips on elevating everyday desserts, showing how simple tools and creative thinking can make familiar pastries extraordinary.
On day two, PlateCraft shifted from education to action as chefs moved into the kitchens to apply the lessons from day one. Guided by Craig, Loving, Lanez, Notter,
and Chlebana, attendees collaborated to create dishes that highlighted their creativity while embracing smart design, cohesive flavors, and stunning presentation.
The event culminated on Monday evening with the Grand Buffet that
showcased teamwork and talent at its finest. Every dish, from intricately plated terrines to a striking dessert display, was a testament to the creativity and effort of the chefs who collaborated throughout the event.
More than just a final presentation, the grand buffet brought the entire PlateCraft experience full circle. It wove together everything learned over the two days into a cohesive and compelling whole.
As Chef Craig put it, “It was incredible to see how all the pieces came together—each bespoke dish told part of a larger story.”
A NETWORK OF IDEAS AND INSPIRATION
PlateCraft’s value extends far beyond its agenda. The event fostered a unique environment where chefs could connect, exchange ideas, and draw inspiration from one another’s experiences. From casual conversations about plating techniques to in-depth discussions on the complexities
of kitchen management, the networking at PlateCraft—and the connections that continue long after—proved to be a powerful resource.
“Connecting with other chefs was a highlight for me,” said Sam Brod, CEC, Executive Chef of The Landings Golf & Athletic Club (Savannah, Ga.). For others, like Jackie Silk, Chef de Cuisine of The
Nelson Millán, Executive Chef of Vaquero Club, owner of Del Encanto Foods and PlateCraft attendee
Jackie Silk, Chef De Cuisine of The Landings Golf & Athletic Club, and PlateCraft attendee
Susan Notter, pastry coach, owner of Elizabeth Moore Chocolate Company, and PlateCraft pastry presenter
Susan Notter, CEPC, Pastry Coach of the USA Culinary Olympic Team and Owner of Elizabeth Moore Chocolate Company, and Andy Chlebana, CMPC, Pastry Chef Instructor at Joliet Junior College, showcased how desserts can tie a buffet together.
Landings, the openness of these conversations stood out. “Connecting with likeminded chefs who were willing to share their knowledge and be vulnerable about the challenges we face was incredibly valuable,” she said.
These connections often led to practical takeaways. Hyewon Kwon, Executive Pas-
try Chef of Broken Sound Club (Boca Raton, Fla.), shared how networking inspired her to rethink her plating strategies and streamline kitchen operations. Others, like Phillip Nusinov, Executive Chef of The Country Club of Harrisburg (Pa.), left PlateCraft determined to push their boundaries and try new approaches.
A PLATFORM FOR GROWTH
At its core, PlateCraft is about fostering a culture of collaboration and continuous improvement among chefs. This year’s event showed how working together can lead to remarkable results, both creatively and professionally.
For chefs like Deon Willis, Sous Chef of Augusta (Ga.) National Golf Club, the lessons learned at PlateCraft are lifelong. “The passion and intensity here are unmatched,” he said. “The techniques I learned will stay with me forever.”
Loving reflected on the unique energy of the event, saying, “There’s a vibe here, like the last day of camp when you’re energized but know it’s time to head back to life. Events like this—where we learn, coach, and share ideas—remind us why we love what we do. It’s easy to get stale in the dayto-day, but taking this energy back to our kitchens keeps us moving forward.” C+RB
On day two, attendees moved into the kitchens to apply the lessons from day one. Guided by chef presenters, they collaborated to create dishes that highlighted their creativity while embracing smart design, cohesive flavors, and stunning presentation.
Attendees on the pastry track (above) studied chocolate and sugar work. Meanwhile, attendees on the savory track learned about smart menu design, layering flavor and modern platter techniques, including floating elements using magnetic levitation (right).
MARYLAND • MARCH 23 - 25 2025 CHARM
AGENDA AT A GLANCE
SUNDAY, MARCH 23, 2025
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 Kent Johnson, CCM, CCE | Baltimore Country Club
7:30PM Taste of Charm City’s Club Culinary Scene at Baltimore Country Club
MONDAY, MARCH 24, 2025
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 | San Antonio Country Club
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 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 | Tideline Ocean Resort & Spa
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
Mastering Chaos: Continuity and Innovation During a Major Renovation
Zeb Hartline | Houston Country Club
1:45PM Redefining Mastery: Understanding the New Certified Master Chef Exam
J. Kevin Walker, CMC, AAC
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 C+R Chef of the Year Culinary Competition & Reception
PRIVATE CLUBS: A CRITICAL ECONOMIC DRIVER WORTH BILLIONS
A new study reveals that private clubs generate $32.6 billion in direct revenue, employ 573,000 workers, and contribute to a $157 billion total economic footprint, positioning them as vital economic drivers at both local and national levels.
By C+RB Editorial Staff
PRIVATE CLUBS IN THE United States have long been regarded as exclusive social spaces, but a groundbreaking new study shows they are also a critical part of the nation’s economic engine.
Conducted by Club Benchmarking, the Club Management Association of America (CMAA), and the National Club Association (NCA), the new report quantifies the extensive financial and community impact of private clubs across the country, revealing their influence extends far beyond their grounds.
In 2023, the 3,887 private clubs analyzed generated $32.6 billion in direct revenue, employed 573,000 workers, and supported a $17.4 billion payroll, including $2.8 billion in payroll taxes and benefits. These numbers position the club industry alongside major corporations like FedEx, UPS, and Marriott in terms of workforce size.
When indirect and induced economic
effects are factored in, the total impact grows to $157 billion in revenue, 1.5 million jobs, and $65 billion in payroll, underscoring the industry’s far-reaching role in the broader economy.
Unlike large corporations, private clubs are inherently local. Most employees live in the same communities as the clubs they serve, and the majority of club spending stays within those communities. Flexible employment opportunities, ranging from seasonal and part-time roles to year-round positions, make clubs key contributors to local economies and significant employers for individuals with diverse scheduling needs.
The study also highlights regional differences. The South leads in economic contribution, generating $13.9 billion in revenue and employing 218,000 people, with Florida alone hosting the highest concentration of clubs. The Northeast contributed $7.4 billion in revenue and
supported 140,000 jobs, reflecting the prevalence of city and athletic clubs in urban centers like New York and Boston. The Midwest and West regions, while smaller, demonstrate similarly robust contributions tailored to their unique demographics and economies.
Joe Trauger, President and CEO of NCA, notes that this report is a milestone for the industry: “Private clubs have always been a fragmented industry, making it difficult to grasp their overall impact on the economy. This study brings us together and provides the best baseline we’ve ever had for understanding the significance of private clubs. It offers a broader perspective for professionals in our industry.”
The report not only measures the direct contributions of clubs but also examines their ripple effects. Trauger explains, “Going beyond the direct impact of revenue, payroll, and employment
PRIVATE CLUB
ECONOMIC
IMPACT REPORT
into the indirect and induced economic activity created by clubs paints a detailed picture of the overall market. Over time, this research will help us better measure how clubs influence real estate values and local economies.”
Jeff Morgan, President & CEO of CMAA, emphasizes how clubs can use the data: “This research helps clubs quantify their impact in their local communities. It positions them as essential employers and consumers of goods and services, showing their critical role in local economies.”
Morgan also highlights the breadth of opportunities available in clubs.
“Clubs offer diverse employment roles, from culinary and golf to marketing, administration, and wellness,” he says. “Many don’t realize the variety of careers clubs provide, making them a key part of the U.S. workforce.”
For club managers and industry professionals, this report is a valuable tool for
advocacy and strategic planning. The data can strengthen relationships with local governments, support zoning and funding requests, and enhance member communications. Clubs can also use the findings to benchmark their performance and identify areas for growth.
Looking ahead, the study sets the stage for further research into topics such as real estate impact, payroll trends, and market dynamics.
“This is the most detailed baseline we’ve ever had,” Trauger concludes, “and it will shape future conversations and strategies. It’s exciting to have definitive data not just for golf and country clubs but for city, athletic, and yacht clubs as well.” C+RB
EDITOR’S NOTE: For those interested in a deeper dive, a webinar hosted by CMAA on December 17 will provide additional insights and explore practical applications for the data.
Soyoung Park, PhD. Florida Atlantic University SoJung Lee. Ph.D. Iowa State University Jinwon Kim, PhD. University of Florida Jim Butler, Ph.D. CEO, Club Benchmarking Ray Cronin, Founder, Club Benchmarking Bryan LaBlue, Data Management Specialist, Club Benchmarking
Funded by National Club Association, Club Benchmarking, Club Management Association of America
How do you empower your team to grow?
“Forgiveness is essential. When we’re young, we all make mistakes. I judged someone harshly and, years later, realized how wrong I was. I told them, ‘I’m so sorry. You were doing the best you could.’ As leaders, we’re like parents to our teams. We must love them unconditionally, even when they make mistakes. Coaching behavior while supporting the person builds trust, and trust is the foundation of growth.”
SCOTT CRAIG, WCMC | EXECUTIVE CHEF | CULLASAJA CLUB (HIGHLANDS, N.C.)
“I believe in transparency. I let my chefs know what I’m doing in the office. It’s about being open and approachable so they feel connected and valued. They need to know that I’m not just giving orders—I’m working alongside them, supporting their growth, and showing them how their work fits into the bigger picture.”
“I tend to root for the underdog—those who might feel like they haven’t quite measured up. That’s where my focus lies. You’ll have some diamonds, but it’s just as important to nurture and develop those hidden talents. That’s the generation that will sustain and carry forward the joy and passion in this field.”
SHAWN LOVING, CMC | EXECUTIVE CHEF | DETROIT ATHLETIC CLUB
GEO LANEZ, CEC, MBA | EXECUTIVE CHEF | THE PATTERSON CLUB (FAIRFIELD, CONN.)
Westbrook Country Club, Mans eld, OH
Glen Eagles Country Club, Delray Beach, FL
