SETTING THE STANDARD
Executive Chef Todd Kelly and the team at Cherokee Town and Country Club combine talent, precision, and a
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Editorial
FOSTERING UNITY IN A SEASON OF DIVISION
AS WE FIND OURSELVES in the heart of another election season, it's impossible to ignore the heightened emotions and the divisions that feel, at times, sharper than ever. As the season heats up, tension can impact our teams, our members, and the spaces we aim to keep welcoming. Yet, as leaders in these kitchens and clubhouses, we have an opportunity, and indeed, a responsibility, to remind ourselves and others of the importance of kindness.
In our industry, relationships are everything. The partnerships we create and the respect we build are essential to how our members and guests experience our service. And kindness— simple, genuine kindness—strengthens those connections.
Kindness isn't complicated; it doesn't ask for perfection or even agreement. It simply calls for a bit of thoughtfulness and the awareness that, while our opinions and experiences may differ, we're all human, and we all deserve decency.
At its core, food and hospitality are about bringing people together. We have the rare privilege of setting the tone and creating a place where everyone feels welcomed, respected, and even a little more at ease.
Let's make our kitchens and clubhouses a refuge from divisiveness, where our members and teams can come together without the constant reminder of the differences they see elsewhere.
With kindness at the forefront, model steady, thoughtful, and gracious leadership. The ripple effect will go well beyond the walls of your kitchens. It will resonate with your teams and with the members you serve.
We may not be able to change the temperature of the national conversation, but within our clubs, we can create a supportive and respectful space.
So, let's use this season to do what we do best: bring people together with kindness, creativity and delicious food as the key ingredients. After all, the connections we build and the culture we create speak volumes about who we are as leaders—and perhaps most importantly, as people.
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Executive Chef Todd Kelly and the team at Cherokee Town and Country Club are elevating club culinary through systemic change, hands-on learning, and a refined approach to fine dining and chef’s tables. (Cover photo and photo above courtesy of Cherokee Town and Country Club)
CLUB + RESORT CHEF
4 EDIT MEMO: Fostering Unity In a Season of Division
10 FOOD + BEVERAGE: Wine Dinners, Reimagined Wine dinners are evolving into immersive experiences that blend storytelling, culinary creativity, and member engagement. 22 BANQUET: When Tastemakers Become Space-Savers Club chefs don’t cut corners when rendering new floor plans to maximize space.
24 PASTRY: Students of Life: In the Kitchen and In the Classroom Club pastry chefs take on continuing education and advancement opportunities.
Setting the Standard
Executive Chef Todd Kelly and the team at Cherokee Town and Country Club are elevating club culinary through systemic change, hands-on learning, and a refined approach to fine dining and chef’s tables.
By Isabelle Gustafson, Senior Editor
WHEN TODD KELLY joined Atlanta’s Cherokee Town and Country Club as Executive Chef, Michael Wheeler, MCM, CCE, Cherokee’s COO and General Manager for nearly two decades, advised him not to make any changes the first 90 days. In hindsight, Kelly says, it took much longer to fully adapt to Cherokee’s culinary operation.
“There are so many nuances, and clubs are very cyclical,” says Kelly, who’d spent most of his career in independent restaurants and hotels. “Michael Wheeler says orientation is 90 days; [but] I think [it takes] at least a year until you really see what happens at a place like Cherokee.”
Cherokee is a massive operation, and food and beverage is its largest department. Spanning two clubhouses, 12 miles apart, F&B revenue today totals $17 million.
Cherokee has long been an example of excellence in food and beverage and beyond. The club has had its share of influential leaders through the
years, and many of its staff have been there for decades. Still, when Kelly joined mid-2017, following 11 years at the award-winning Hilton Cincinnati Netherland Plaza, he took the operation and his new team of 100 culinarians to another level.
BEST EXPERIENCE IN TOWN
One of Kelly’s preliminary objectives was to create consistency across Cherokee’s two clubhouses and vast array of dining venues. He began to streamline the club’s recipes, processes, and procedures. He then overhauled the chef’s table experience. The club’s original chef’s table was started in 2010 by then-Executive Chef J. Kevin Walker, CMC, AAC. At the time, it was called ‘Table One.’
Table One’s goal was to present creative dishes inspired by the culinary team. Each cook would work on a dish; if approved, they’d prepare it and present it to the table. The team hosted 16 of these dinners in 2010.
“When I arrived in 2017, they had never changed it, and it was going great,” Kelly clarifies. “[But] it had become less about the cook; they were doing 40 or 50 [per year] at that point.”
Kelly started rethinking Cherokee’s chef’s table process, refining menus and adding chef-inspired cocktails. By 2021, he and his team were hosting 190 chef’s tables per year—never duplicating a dish.
“It became taxing on the team,” Kelly admits. “I felt we weren’t delivering the experience I thought we should.”
He went back to the drawing board.
“On average, members would come in every six to eight weeks,” Kelly says, “so we [decided] to run a menu for six weeks instead of changing it every day.”
Kelly increased the number of courses from about five to 15. He also doubled the price.
He thought the move would cut the number of reservations in half—but his chef’s table experience is more popular than ever before.
“It kind of backfired because we’ll have members come in two Saturdays in a row,” he adds, “so we’ll change 15 courses, along with all of our regular, weekly menu changes. … We started to open three months of reservations at a time; if we don’t, people will book a year, two years in advance. It can add a bit of extra stress, but for the most part, it’s been amazing.”
“It’s still at a 97% occupancy rate even though we doubled the price. That was all [Kelly’s] doing,” notes Wheeler. “I personally take my wife to the chef’s table on our anniversary because I know full well it’s going to be the best experience she’s ever going to have in any restaurant in town.”
Kelly also uses chef’s tables as a training tool for his team.
“When we unleash a new menu, we go through it with the entire team; they’re seeing techniques and disciplines they wouldn’t normally see, even in our fine dining restaurant,” says Kelly. “I take it as a personal chal-
lenge to make sure there are a couple of components or ingredients that most people have never seen, or that they’ve never worked with.”
Kelly’s incredibly methodical in both his leadership and his culinary style. He is a self-taught chef with a quiet confidence and precision honed through decades of success in the fast-evolving world of fine dining.
“He’s very creative, and he’ll never let you rest on your laurels,” notes Scott Miller, who leads the culinary operation at Cherokee’s golf-focused clubhouse, the Country Club. “As soon as one thing is mastered, he’s thinking, ‘What are we doing next?’”
Kelly describes his culinary style as relatively minimalistic; he lets ingredients shine, careful to avoid overly manipulating products. Through the years, he adds, his cuisine has grown increasingly vegetable-forward.
“The longer I spent in kitchens, the more I realized that’s where the great opportunities are,” he says. “We have
this dish—sauteed morels, smoked chicken hearts, pomegranate, shimeji mushrooms, crispy chicken skin. The chicken skin and hearts are the meat protein, but the mushrooms are the true star. One of our sommeliers said, ‘It’s amazing how much people love morels so much that it outweighs their disdain for things like chicken hearts.’”
LOOKING FOR LONGEVITY
Cherokee’s leadership believes in hiring for culture. Every cook who applies works there for a day, a process Kelly sees as a two-way interview.
“We’re looking for longevity because we invest in our staff,” Kelly says.
Cherokee encourages certification and ongoing education for its culinary team. Kelly also hosts specialized, hands-on training sessions. Recently, he brought in two whole pigs for a butchering demo.
“I like to think of the big picture, utilizing every aspect [of a product],” he says. “The byproducts, I think, end up
Cherokee Town and Country Club Director of Culinary and Executive
his New York strip loin with marrow persillade tortellini, shiitake mushrooms, and bone marrow parmesan
being the most important. … Everybody will take a portion of that animal and start to own it, then we’ll go through the whole process. It teaches attention to detail and a different skill set. It also helps people to understand the importance of waste. When you spend six weeks making a three-pound piece of meat, you don’t waste any of it.”
Kelly does a major demo like this about every two months, but there are smaller versions that happen more regularly. The culinary team also takes trips, about once a month, to a market, a restaurant, different farms and breweries.
“It’s all part of engagement,” Kelly says, “and it’s what keeps people wanting to stay at Cherokee.”
Under Kelly, Cherokee makes its own butter. All of its pastas are made by hand. He and his culinary team cure and ferment a variety of product.
“On our new menu, we have hams that we cured and have been aging for a year,” he says. “We have the luxury of space. These hams are unbelievable.”
Thanks in part to Kelly’s experience and a few modifications, such as adjusting the length of service, formal dining at Cherokee continues to thrive, an increasing rarity in the industry.
“When I started, [the F&B operation] was two-thirds banquet, one-third
member dining and member events,” notes Wheeler. “Today, it’s two-thirds member dining and member events.”
LIVING THE STANDARD
“You hear ‘the Cherokee Standard,’ and you might think it’s just a saying,” notes Sam Stavely, Chef Tournant, who began his career at Cherokee as an intern. “It’s really a way of thinking—is it good, or is it great?”
From Stavely’s perspective, the culinary program at Cherokee has come “leaps and bounds” since 2017, the year both he and Kelly arrived.
“We take everything we do to the next level—food, service, cleanliness,” Stavely says. “We do almost everything from scratch. Everything’s been refined. Everything has a purpose.”
Kelly is calm. He’s strategic. He puts out fires before anyone smells smoke.
“Mother’s Day was a good example,” says Wheeler. “We had a cooler go out overnight—the banquet cooler for Mother’s Day. I said, ‘I think I have to tell the membership about this.’ Kelly said, ‘Give me 30 minutes.’”
“In that time frame,” Wheeler continues, “he confirmed what he already knew. He’d been working with our vendors to gather the product we’d lost. He said, ‘Don’t send anything to the membership. They’re never going
to know.’ And it was one of our best days of the year. A lot of people can’t recover from something like that—but [Kelly] and his team can.”
Executive Pastry Chef Alex Hwang, CEPC, is also well-known for her consistency, her talent and her commitment to ‘the Cherokee Standard.’
“Alex Hwang has spent over 20 years here at Cherokee,” says Kelly. “She is incredibly talented, and there’s nobody who could live the Cherokee culture more than her.”
Hwang began her career in her native South Korea. In 1999, she moved to the U.S. to attend the Culinary Institute of America (CIA) in Hyde Park, N.Y. Six months prior to graduating, in 2002, she was recruited by Walker. She began as a pastry cook at Cherokee; two-and-a-half years later, she became the assistant pastry chef. In 2011, she won the American Culinary Federation’s (ACF) Pastry Chef of the Year competition—coincidentally, the same year Kelly was named ACF’s Chef of the Year. In 2012, Hwang became Executive Pastry Chef.
It’s opportunities for growth and creative freedom that keep Hwang—and others—at Cherokee for decades. C+RC
Chef Todd Kelly is known for fine dining. Pictured (right) is
broth.
Wine Dinners, Reimagined
Wine dinners are evolving into immersive experiences that blend storytelling, culinary creativity, and member engagement.
By Joanna DeChellis, Editorial Director
FORGET PREDICTABLE PAIRINGS—today’s wine dinners are immersive journeys where food, wine, and story come together in unexpected ways. Club and resort chefs are transforming each course into an experience that connects members to both the flavors on the plate and the story behind each glass.
Here’s how five club chefs are redefining wine dinners with bold pairings, creative themes, and unforgettable experiences.
FROM FORMAL TO FUN
Alex Ochs, Executive Chef of The Peninsula Club (Cornelius, N.C.), has redefined wine dinners with the introduction of the “Chef and Somm” menu—an informal yet refined alternative to the club’s monthly wine events. This program offers members a creative, three-course tasting menu twice a month, allowing those who may not attend larger, more formal wine dinners to still enjoy expertly paired dishes.
The Peninsula Club’s Executive Chef Alex Ochs brings creativity to the table with his inventive ‘Breakfast for Dinner’ wine dinner (top), reimagining nostalgic favorites with refined, unexpected pairings.
Ochs works closely with Sommelier Richard Fuller to craft menus that spark curiosity and encourage members to try something unexpected. “Richard and I start by tasting the wines and bouncing ideas off each other, like ‘Breakfast for Dinner’ or reimagining childhood favorites. It’s not just about pairing—it’s about keeping members curious and coming back for something they didn’t expect,” Ochs explains. By pushing creative boundaries and offering a regularly rotating menu, Ochs ensures that members always have something fresh and exciting to look forward to.
This more accessible format balances the elegance of traditional wine dinners with the flexibility to explore new, playful concepts, expanding The Peninsula’s reach and appealing to a wider variety of members.
STORYTELLING IN EVERY SIP
Storytelling is more than an extra touch—it’s become a key ingredient in transforming wine dinners into immersive experiences at Ford Field & River Club (Richmond Hill, Ga.). Executive Chef Luis Young has mastered the art of combining rich wine narratives with inventive, regionally inspired menus, creating events that are far more than just a meal.
“We don’t just pair wines with dishes—we connect the flavors to specific ingredients or cooking techniques that bring the story behind each wine to life,” Young explains.
By weaving in the history, culture, and craftsmanship behind both the wine and the food, Young elevates these dinners into a sensory journey through regions and flavors. Adding interactive elements like live cooking demonstrations, winemaker talks, and behind-the-scenes insights transforms the evening into a personal experience, helping members connect more deeply with each course—and with the club itself.
A vibrant dish from Ford Field & River Club’s wine dinner, where Executive Chef Luis Young combines fresh crab, citrus, and herbs to showcase regional flavors and creative pairings.
EXPANDING THE TEAM’S ROLE
At The Country Club at Castle Pines (Castle Rock, Colo.), Executive Chef Andrew Wisnionski has transformed wine dinners into a fully collaborative effort that engages both the culinary and service teams.
“Our wine dinners have become more immersive,” Wisnionski notes, emphasizing the importance of teamwork in delivering a seamless experience. Pre-shift meetings with both front- and back-of-house staff ensure that everyone is aligned on the timeline, presentation, and story behind each course.
What sets Wisnionski’s approach apart is his decision to rotate leadership among his sous chefs for each dinner, giving them the chance to design and present dishes. This handson involvement boosts team morale and allows members to connect with different chefs, creating a deeper sense of community and pride within the club.
By empowering his entire team, Wisnionski ensures that each wine dinner is not just about the food but about creating a shared experience for both staff and members.
At BraeBurn CC, Executive Chef Pedro Sanchez and his culinary team make each wine dinner unforgettable by joining members at the end, sharing stories behind the dishes and creating a lasting connection.
UNCORKING COMMUNITY
Pedro Sanchez, Executive Chef of BraeBurn Country Club in Houston, has taken a unique approach to building a wine program that’s not only exclusive but deeply rooted in member collaboration. Recognizing the valuable connections some of his members have within the wine world, Sanchez has successfully leveraged those relationships into one-of-a-kind dining experiences.
“The former president of our wine club owns a winery in Napa, and other members have introduced us to boutique producers,” says Sanchez. This access to rare, hard-to-find wines has become the cornerstone of BraeBurn’s wine dinners, creating a buzz among members and quickly selling out events.
What sets Sanchez’s approach apart is how he’s turned members into active participants in the program’s success. These connections go beyond sourcing rare wines—they foster a sense of ownership among the members, who are eager to share their discoveries and bring unique bottles to the table.
This member engagement has transformed BraeBurn’s wine dinners from standard club events into highly anticipated affairs. The exclusive nature of the wines, coupled with the intimate dinners that winery owners and winemakers often attend, creates an atmosphere of discovery and ex-
Pistachio-crusted scallops with pickled beets and fennel beurre blanc are paired with Reynolds Family Chardonnay at BraeBurn’s wine dinner.
citement. The program has grown so popular that it now requires a second seating to meet demand, and members eagerly help promote the events among their peers.
BOLD THEMES AND PLAYFUL PAIRINGS
Many chefs are turning to themed dinners to inject excitement into their wine programs, and Elijah Pulley, CCC, Executive Chef of Northmoor Country Club (Highland Park, Ill.), is taking this concept to the next level with creative, seasonally relevant pairings. Pulley draws inspiration from the wine’s native region, crafting menus that not only complement the wine but also echo the culinary traditions of the area.
Pulley recently showcased this philosophy during a Bordeaux-themed dinner, where he paired a rich duck galantine with pistachios, cherries, and foie gras—each element carefully selected to enhance the wine’s earthy, complex character. He doesn’t stop at regional cuisine, though. Pulley also uses these dinners as a platform to push culinary boundaries, introducing trends like composed desserts and featuring innovative creations like foie gras ice cream.
“We use the wine as the gateway,” says Pulley, who often works with his
team to develop dishes that match the wine’s unique flavor profiles, creating unexpected, playful pairings that members can’t find elsewhere.
POURING PASSION
The ultimate goal of each of these wine programs is to cultivate a lasting wine culture within the club that goes beyond occasional dinners, creating a vibrant and engaged membership around shared passions.
At BraeBurn, Sanchez’s efforts have transformed the wine club into an eagerly awaited experience, complete with a waitlist, wine lockers for exclusive bottle storage, and a second night added to accommodate high demand. The members’ enthusiasm is unmistakable—these dinners aren’t simply meals but events they look forward to, deepening their sense of connection and ownership within the club.
This kind of community engagement is driven by more than just exceptional food and wine; it’s rooted in the inclusive and educational approach these chefs bring to the table. At The Peninsula Club, Ochs has found that involving the front-of-house team in wine knowledge and pairing discussions has significantly elevated the program. By ensuring his team can share the story behind each dish and wine, Ochs creates a more dynamic, interactive experience. “The passion our team has for the menu translates into a better experience for the guests,” he notes, highlighting how enthusiasm and knowledge enrich the event for members.
For clubs seeking to develop a rich wine culture, focusing on education, exclusivity, and fostering a true community feel can make a significant impact. Providing members with learning opportunities, insider access, and a sense of ownership can turn wine dinners into a defining feature of the club’s culinary program. C+RC
Executive Chef Elijah Pulley of Northmoor CC meticulously plates a course, highlighting his commitment to craftsmanship at the club’s wine dinner.
Menu Trend POWER PLAYS for 2025
IN 2025, CUSTOMERS WILL CONTINUE TO SEEK OUT THE NEXT EXCITING EXPERIENCE, but their expectations are evolving. It won’t just be about the latest dish or trending flavor, it will be about the story behind the food and the overall dining experience. Consumers will crave menus that offer a balance between familiar comfort and unexpected innovation, with a focus on sustainability and wellness. Incorporating these elements into a restaurant’s offerings will keep menus fresh and relevant and demonstrate a commitment to the values that matter to today’s diners. Staying ahead of these trends will ensure that restaurants remain top of mind and continue to excite loyal customers.
How Modern Consumers Are Eating Protein
Increasing value, taste, and nutrition.
According to Strategic Market Research, 70 percent of US citizens eat plant-based foods. However, the number of people who identify as vegan or vegetarian in the US is much lower. About 4 percent of the U.S. population identifies as vegan and about 5 percent as vegetarian.
This means there is a huge demand for vegetable-heavy dishes, but a small percentage want a meal solely of plants.
“There is a plant-forward movement,” says Chef Barbara Alexander, a consultant for Real California Milk. “It’s where the focus in the diet is primarily on plants, but being open to animal products like dairy or meat.”
While increasing plant intake can have benefits, plant-only dishes can lack depth of flavor and may leave diners unsatisfied. Adding animal-based ingredients like dairy is an easy way to add flavor and nutrition and increase the perceived value of plant-forward meals.
“Without the richness and depth that comes from fat, these meals may leave diners wanting more. By incorporating dairy, chefs can address this gap,” Alexander says. “California cheese, for example, brings that element of umami, deliciousness, and craveability to plant-forward dishes.”
According to a 2024 California Milk Advisory Board study, 74 percent of operators rank the nutritional content of products as important or extremely important among purchasing factors of dairy products. Dairy products offer a good source of protein and essential nutrients like calcium, vitamin D, and potassium. With these benefits, operators can justify a higher price and attract customers seeking healthier meals.
“I think there are two ways to add perceived value to a dish: either by incorporating luxurious ingredients or by layering flavors,” Alexander says. “Too often, plant-based dishes like chickpea salads are basic, but you can elevate
them by adding components like yogurt or cheese, which brings texture and flavor to the next level.”
When sourcing dairy, Real California Milk stands out for its quality and reliability. With over 1,000 family-owned dairies and USDA-inspected products, California’s dairy industry offers a dependable supply of award-winning dairy year-round. The state’s favorable climate ensures a stable production process, keeping costs and product availability consistent for operators.
“I’m very confident in California dairy,” Alexander says. “I know that when I present it to chefs, they’ll be impressed with the quality.”
Real California Milk offers a diverse selection of over 200 brands, featuring everything from mozzarella and pepper jack to artisanal cheeses and a wide variety of Hispanicstyle cheeses.
“Hispanic-style cheeses are often boxed into Latin American cuisine, but they have so many other uses,” Alexander says. “California cotija is a fantastic and inexpensive Parmesan replacement, and California queso fresco can be used as a feta substitute. For example, a watermelon salad with cotija and crema adds a unique twist by pairing sweetness with salty, rich cotija and crema.”
By incorporating Real California dairy products into plantforward meals, operators can deliver delicious, nutrient-rich dishes that keep customers coming back—proving that plant-forward dining can be indulgent and satisfying.
- By Olivia Schuster
To taste award-winning dairy products, visit realcaliforniamilkfoodservice.com.
Elote — Fire roasted corn with spicy mayo, lime and California Cotija cheese at Elote Cafe in Sedona, Ariz.
Staying on Top of Beverage Trends
Flavors consumers want to see when dining out.
In 2024, restaurants are stepping up their beverage game. Starbucks is the second largest fast-food company worldwide, in terms of brand value in 2022, with a value of 61.7 billion U.S. dollars, according to Statista. For restaurants striving to stay competitive, creating a menu with specialty drinks and flavors catering to younger generations is a smart way to increase profits.
Gen Z and millennials are particularly drawn to beverages with a caffeine boost, such as coffee and tea. Whether at a cafe, restaurant, or drive thru, consumers are seeking out new and innovative drink options.
Matcha is a green tea powder that can be used to create a variety of caffeinated beverages, from lattes to lemonades. Matcha is predicted to outperform 99 percent of all other food, beverages, and ingredients over the next four years, according to Datassential. “People are always looking for the next flavor and the next big thing,” says Angela Thompson, senior beverage innovation director at Monin. “I’ve noticed matcha appearing more on restaurant menus. A few years ago, I didn’t think it would be this prevalent, but now it is.”
Traditionally, matcha is a powder that can be difficult to work with. It often requires multiple steps for preparation, including whisking in one container and transferring to another, which can lead to a grainy texture and inconsistent results. This process can be messy and time consuming.
A solution that is opening doors for restaurants is Monin’s Matcha Green Tea Concentrate. The liquid concentrate streamlines matcha preparation to more easily craft lattes, smoothies, lemonades, cocktails, and even baked goods.
“Since it’s already mixed and lightly sweetened, operators don’t have to worry about the messiness of powder or the risk of inconsistent mixing,” Thompson says. “It’s always going to be the same—one ounce of matcha concentrate with seven ounces of liquid. This takes out the guesswork and ensures every location serves a consistent and high-quality product, instead of having different recipes or variations depending on the individual making it.”
Monin’s Matcha Green Tea Concentrate has 40mg of caffeine per serving, making it the perfect alternative to coffee. “It still gives you a good kick with about half the amount of caffeine as coffee,” Thompson says. “Gen Z and millennials
tend to prefer tea-based drinks, and matcha has a health halo that coffee doesn’t, while adding variety to the menu.” It pairs nicely with coconut and other trending Asian flavors such as taro and yuzu.
Clean label and made with organic Japanese matcha powder, Monin’s matcha concentrate gives operators the ability to charge a higher price, and consumers are willing to pay. “It is understood that matcha is a luxury item on the menu,” Thompson says. “Highlighting it contains organic matcha is an important point, especially for younger customers like Gen Z and millennials.”
For operators looking to serve more beverage options, offering a trendy, versatile, and caffeinated product like matcha can drive customer interest, and boost profits. “Customers are used to getting premium drinks at specialty shops, now they can get high-quality matcha in more convenient locations as well,” Thompson says. “It’s nice to see everyone stepping up their game.”
- By Olivia Schuster
To cater to growing consumer demands, visit monin.us/products/matcha-green-tea-concentrates
Gen Z and Millennials are Demanding These Trends
How to cater to younger consumers’ demands in fusion flavors.
As Gen Z and millennials continue to dominate the food market, operators and chefs are under increasing pressure to adapt to their evolving tastes. Favoring bold, innovative, and authentic ethnic flavors while prioritizing sustainability and health, Gen Z and millennials are driving significant changes in how the industry develops menus.
According to a study by Gordon Foodservice, 61 percent of millennials want to try unique and innovative foods. Meanwhile, Gen Z is the most diverse generation, which is reflected in its food preferences. Restaurants must meet this growing demand by offering exciting flavor experiences that captivate customers.
Chef Mitchell Aboujamra—the owner and executive chef at Evette’s, located in Chicago—is a first-generation LebaneseAmerican who grew up immersed in three food cultures that serve as his foundation: Lebanese, Mexican, and Midwestern. Chef Aboujamra is constantly innovating and offering new dishes to consumers. “My restaurant is a Lebanese and Mexican fusion,” Aboujamra says. “My dad and his friends played a role in everything I learned. The result is a restaurant that’s 70 percent Lebanese and 30 percent Mexican, with the taco as the vessel for everything else.”
Fusion food restaurants—like Chef Aboujamra’s—are great for highlighting authenticity while providing bold innovations younger consumers are hungry for. Conversations about fusion cuisine have increased more than 18 percent over the past year, with the dominating diet being vegan, according to Tastewise.
A whopping 79 percent of Gen Z reported being “eager to go meatless” a few times a week with 60 percent saying they are ready to base their diets on “plant-forward foods,” according to a new survey by YouGov and WholeFoods Market.
“Introducing plant-based options like MorningStar Farms® just feels like a natural evolution. My mom grew all our vegetables on a farm, so we always had fresh produce,” Aboujamra says. “Meat was important, but there were always natural meat replacements like eggplant and Halloumi in our diet.” Plant-based proteins are a good way for restaurants to indicate they are innovative while
offering consumers a familiar format to experiment with plant-based proteins.
For Chef Aboujamra, finding ways to innovate and be creative while remaining true to his brand are at the core of his fusion offerings and ideals. Because of that and with the rise in demand for plant-based meat alternatives, Aboujamra began the search for a vendor that could cater to consumers’ and his needs as a chef and operator.
“It’s about smart options. I wanted a variety that fit the brand and made sense for what I was doing,” Aboujamra recounts. “Over the years, I’ve introduced something new each year targeting different communities.” This year brings the introduction of MorningStar Farms Plant-Based Chik’n Tenders in October, which Aboujamra will be introducing in multiple formats.
These chik’n tenders will be incorporated into his menu, catering to a variety of palates while staying consistent with his brand’s unique fusion style. “Consumers are looking for ways to safely experiment with new foods, and brand recognition is key, especially with vegan and vegetarian options,” Aboujamra says. “It makes it easier to introduce new options when the brand is trusted.”
Aboujamra’s strategy of incorporating plant-based options into his offerings has proven successful in the past. “When we launched falafel, it took off more than I could have anticipated,” Aboujamra says. “We’re going through more and more every month, and the same happened with our sweet potato fries. I think this new option with MorningStar Farms will follow a similar path.”
The rising demand for plant-based options isn’t just a passing trend—it’s becoming a permanent fixture in menus across the foodservice industry, especially as Gen Z and millennial consumers increasingly seek out alternative proteins. Restaurants that cater to this demand are attracting these younger consumers but also positioning themselves as forward-thinking and adaptable.
For Chef Aboujamra, adding MorningStar Farms products to his menu is about maintaining the authenticity of his brand while giving diners the choice to enjoy familiar dishes in plant-based formats. “MorningStar Farms fits perfectly into
that approach, giving me more options without compromising on the brand’s identity,” Aboujamra says. “It’s all about giving everyone the same experience with just a different protein choice.” This approach ensures his menu appeals to a wide range of dietary preferences while maintaining the core identity of his Lebanese-Mexican fusion concept.
The versatility of MorningStar Farms products also allows for creativity in the kitchen, something that’s important for chefs looking to expand their offerings without dramatically altering their operational flow. “We’re using those chik’n tenders as an option for everything, and I hope, after October, this becomes permanent,” Aboujamra says. He plans to incorporate the MorningStar Farms Plant-Based Chik’n Tenders in a variety of dishes, from tacos to bowls, offering consumers the same flavorful experience they’ve come to expect from his restaurant, but with a plant-based twist.
Aboujamra emphasizes that the texture and quality of plant-based products play a critical role in their success. “I think the best options will start to stand out as the trend grows. For me, it’s about the quality and texture, which MorningStar Farms nails. The versatility of their products makes it easier for me as a restaurateur to create something that resonates with my customers while keeping loss low,” he explains.
As plant-based eating continues to rise in popularity, chefs like Aboujamra are paving the way for its seamless integration into menus without compromising on taste or quality. Consumers—especially younger consumers, making up a larger portion of the market than ever before—are demanding options and innovations that suit their lifestyles. For Aboujamra, it’s all about balance—offering bold, innovative dishes that reflect his heritage while providing smart, plant-based alternatives that cater to modern dietary preferences.
With the plant-based trend gaining traction, it’s clear that chefs and restaurateurs who embrace this movement will not only attract a broader customer base but also strengthen their brand’s reputation for innovation and sustainability. As Aboujamra continues to experiment with new ingredients and products like MorningStar Farms, his restaurant serves as a model for how to offer inclusive and exciting dining experiences that meet the evolving tastes of today’s consumers.
- By Ya’el McLoud
For more information on how to level up your menu, visit www.morningstarfarmsfoodservice.com.
An Easy Way to Increase Quality, Not Costs
High-quality pork at stable prices for food service.
When inflation bites and supply chains get tangled, some operators cut corners where it counts the most—sacrificing quality and flavor for cost. But choosing cheaper, lower-quality products could mean losing the very thing that keeps customers coming back: real, premium protein and honest-to-goodness taste.
According to the recent TouchBistro Diner Trends Report, 68 percent of diners said food quality is their top priority when deciding where to eat. Today’s consumers crave clean, allnatural, and organic ingredients, and operators are feeling the pressure to deliver without breaking the bank. It’s a delicate balance—sourcing high-caliber, cost-effective ingredients that satisfy discerning palates and work across multiple SKUs.
When it comes to working with pork, particularly bacon, it can be a handful—requiring extensive back-of-house labor from storage to preparation. North Country Smokehouse’s newest innovation, Applewood Smoked Bacon Crumbles®, is designed to address consumers’ growing demand for highquality proteins without compromising the bottom line.
“There’s no extra work involved,” Mattera says. “Employees simply open the package and plate, keeping operations moving without sacrificing flavor. Operators aren’t giving up anything to save money; they’re leveling up while saving on labor.”
Known for being a premium brand that doesn’t cut corners, North Country sources its pork from its independent, family-run farms. From feed to finishing and further processing, they control the entire process. This vertically integrated approach sets the company apart and ensures steady pricing and a seamless supply chain for its customers, while others are left riding the waves of market fluctuations.
Finding the right fully-cooked bacon crumble to round out a menu adds value when done right. Traditionally, bacon bits can be dry, dusty, and artificial in flavor and appearance. Many brands are bland and don’t meet the savory, fatty, and satisfying bacon flavor consumers crave. “What’s most notable about the new crumbles, in particular, is their exceptional flavor and meaty mouthfeel,” says Mattera. “It has the same low and smoked flavor as the signature smoked strips we’re known for.”
In today’s challenging market, sourcing quality ingredients while managing costs is essential for operators looking to remain competitive. North Country Smokehouse, with its commitment to vertical integration and product excellence, provides a food service solution that ensures high-quality products, stable pricing, and a consistent supply chain. By offering premium options like Applewood Smoked Bacon Crumbles®, operators can elevate their menus with products that enhance flavor and satisfy customers’ expectations for quality and customization.
- By Ya’el McLoud
For more information on North Country Smokehouses products visit
Operators are tired of dry, flaky bits that sort of resemble bacon – but not really. So, we handcrafted a premium yet unpretentious crumble that honors the art of meat mastery. We knew they had to taste just as good as our signature smoked strips and be free from all the fake stuff.
We selected the finest pork bellies from our very own farms and bathed them in our New England made maple syrup brine. Then, we crumbled them into hearty, irregular shaped pieces that actually solve industry challenges. The results are in.
Worlds apart from the bland bits you’re used to, these savory smoked crumbles have a balanced flavor and perfect bite. Better yet, they help to lessen labor costs, enhance menu efficiencies, and will never diminish a dish. Available in humanely raised and organic recipes.
Meaty Mission Accomplished.
SCAN HERE TOREQUEST ASAMPLE
WHEN TASTEMAKERS BECOME SPACE-SAVERS
Club chefs don’t cut corners when rendering new floor plans to maximize space.
By Pamela Brill, Contributing Editor
REAL ESTATE COMES AT A PREMIUM
, and not just in the housing market. For club and resort chefs who must make every square foot count, designing a kitchen for maximum efficiency is essential. Whether it’s an opportunity to keep pace with an expanded dining operation, a kitchen that has outgrown its usefulness or a main kitchen whose last update was nearly 80 years ago, chefs share their space-saving strategies in their newly redesigned facilities.
A ROSE IN THE DESERT
The kitchen at the Arizona Biltmore Golf Club in Phoenix is satisfying the appetites of hungry members and guests. It’s all because of a new clubhouse that opened its doors this past May and unveiled the Adobe Bar & Grille, along with a new kitchen, to service its burgeoning clientele. Now that the restaurant is open to the public, the culinary team must balance its banquet service with a la carte dining seven days a week—and that means taking advantage of every cooktop, countertop and corner imaginable.
The 1,800-square-foot kitchen has become a veritable workhorse for Executive Chef Jacob Ellis and his team. He credits this major upgrade not only for being well-equipped to handle increased demand, but to serve new and returning guests in a comfortable, yet luxurious fashion.
“We wanted to showcase the sophistication of the club in a new light reflecting our vision,” he explains of the recent renovation.
To truly maximize the space and accommodate a sizable crew, Ellis collaborated with designers to create what he describes as a brigade-style workflow. A larger, open-back kitchen allows staff to concentrate on catering, while new equipment helps define key work zones and create order in a busy environment. “We can designate appropriate stations and delineate tasks flowing from vegetables to proteins and plating,” he notes. Other key highlights include a medium-sized deck
oven, which is used for the club’s new pizza program and to char vegetables for dinner prep, as well as a combi oven that is well-serviced for mise en place and banquets.
Storage concerns in Ellis’ kitchen have not been overlooked; a new layout enables line cooling all the way through via prep decks and under-counter shelving. “This means we are always able to be proactive when specials and substitutions come our way,” he says, adding that above and under prep spaces are essential for curbing clutter and giving teammates their space. Since the new kitchen opening, overall ticket times have decreased by 20 percent.
FUNCTIONALITY FIRST
The holidays are bound to be a bit merrier this year at Bull’s Bridge Golf Club where a new kitchen will be serving a bustling dining room. Prompted by strong 2020 and 2021 membership sales and the promise of unrelenting member interest, the South Kent, Conn.-based club scheduled a facilitywide upgrade, including a new kitchen, which reopens this fall.
A major boost from the original 12’ x 14’ space, the expanded culinary space will nearly double in size at 22’ x 25’, which comes with tremendous advantages. “This upgrade not only addresses demand, but also enhances efficiency and functionality,” says Executive Chef David Breton. “The expanded
Arizona Biltmore Golf Club’s Jacob Ellis says the club’s new restaurant and kitchen is wellequipped to handle increased demand.
area allows for improved food safety, increased in-house production capabilities and greater culinary creativity.”
Breton worked with a design consultant and project architect to establish a floor plan that prioritized workflow, while balancing the inclusion of new equipment. A 24-foot ceiling-hung service counter, outfitted with integrated heat lamps, establishes a central station that maximizes the workspace and reduces any unnecessary movement among kitchen staff.
In order to enhance overall performance and increase output, a slew of new machinery has been incorporated into the layout. Featured equipment includes a 24-foot line with two-door convection oven, dedicated seafood fryer, 10-buner stove with two ovens, chargrill and a flat-top with built-in refrigeration. Two large fryers with a floor drawer-freezer, three-bay steam table, 16-item bain-marie and dual worktables (one with refrigeration and one with a freezer) round out the equipment list.
For clubs that are planning a kitchen redesign for the sake of enhanced productivity, Breton recommends focusing on two key areas: optimizing space utilization and minimizing crosscontamination risks.
“A well-thought-out layout is crucial for efficiency, even in compact areas,”
he says. “Prioritize effective organization, modular equipment and streamlined workflows to make the most of limited space and meet evolving culinary demands.”
ENERGIZED BY EFFICIENCY
The idea of a well-humming kitchen operation arguably had a different meaning back in 1947—the last time the main kitchen in The Detroit Athletic Club underwent a significant renovation. Not only has technology since emerged and membership blossomed, but the original culinary space was well past its prime. “As the club continued to elevate itself, we knew we needed to pause and get better equipped for the many different things evolving with food and beverage,” says Executive Chef Shawn Loving, CMC.
Loving and his team took a hard look at their equipment to see what was no longer fully functional. Designers then visited the club to gain a better understanding of basic operations. “They watched the flow, the stewarding, the culinarians, the breakdown process,” explains Loving.
After back-and-forth collaboration, Zoom calls and a follow-up walk through, Loving was ready to present a well-tweaked design to the board of directors for approval.
“I didn’t just design it for my own needs; I tried to make sure that attention was paid to everything that veteran staff who predate me were
passionate about,” says Loving of the final design’s team effort.
By focusing on efficiencies, the game plan was to strategize on what equipment updates would be most sensible. An original combi oven, with lowboy convection ovens down the line, was replaced with combi ovens that can handle either 100-percent steam or 50-percent steam and 50-percent dry heat. Because the ovens are enhanced with digital technology, recipes can be embedded into the screens and panel boards, simplifying the cooking process. Clean-up has also been improved, thanks to an industrialsized pot and pan machine.
In terms of storage, the redesign concentrated on up cabinetry as opposed to lower-level positioning. Islands with shelving units can hold hotel pans or sheet trays in grooved slots. Refrigerators underneath the islands now serve as storage units in lieu of walk-ins. In addition, a former 18-foot hotline has been bumped up to 36 feet and can accommodate three plates instead of two.
At the end of the day, the kitchen layout is a testament to Loving’s willingness to incorporate input from his staff. He recommends that chefs looking to overhaul their kitchens take their team’s opinions into consideration.
“If I had said, ‘It’s my way,’ as a chef, I would probably fail,” says Loving. “I have some sharp people. Engage your staff; they are silent experts.” C+RC
Executive Chef Shawn Loving, CMC, and his team worked with designers to reminagine the club’s main kitchen, which hadn’t been fully renovated since 1947.
Bull’s Bridge GC’s new kitchen is nearly double the original size, which Executive Chef David Breton says addresses demand and enhances efficiency and functionality.
Detroit Athletic Club
Students of Life: In the Kitchen and Classroom in the
OPEN THE DOOR OF A PASTRY CHEF’S LOCKER, and you can expect to find a good set of knives, a fresh apron and a pair of sensible shoes— but you might also spy a laptop, notebook and student ID. Ambitious culinary professionals are finding time to take classes, develop programming and make themselves indispensable resources for the kitchen. And it’s traits like these that get them hired in the first place.
RESUME REVIEW
Executive Chef Corey Heyer of Canoe Brook Country Club in Summit, N.J., has a clear understanding of what it takes to be a pastry professional in his kitchen. Having recently hired a pastry chef fresh out of culinary school, he knew right off the bat what he was looking for in a candidate. “I often find that pastry chefs excel in a la carte desserts and also in cake-making,” he says. “We were looking for someone who could blend those two worlds.”
Finding the right fit was essential, given the equal emphasis between a la carte and member events. Heyer notes a recent weekend at the club where pastries were prepared for a 200-guest father/daughter dance, followed by a mother/son roller-skating party. “I look for someone who can balance that level of production, while ensuring consistency and timeliness,” he says. During the hiring process, Heyer is keen on seeing a chef’s portfolio but believes that a tasting is especially tell-
ing. “I like to watch someone work in the kitchen: Are they clean, do they follow the recipe’s steps properly, do they leave a trail?” he poses. “And when they go to plate, did it visually land and taste the way it was supposed to?”
At the Saint Louis Club, extensive experience isn’t the only essential ingredient in Executive Chef Mathieu Lefebvre’s eyes. “I look for reliability, ambition and a willingness to learn,” he says. Having recently posted an ad for an assistant pastry chef, he is intent on cultivating new talent for the long haul. “Our goal is to make sure they love what they do and stay as long as possible,” Lefebvre shares. “For that, we will support them in every way we can.”
Club pastry chefs take on continuing education and advancement opportunities.
By Pamela Brill, Contributing Editor
OPPORTUNITY KNOCKS
For Selene Puchoon, Head Pastry Chef of Isla Del Sol Yacht and Country Club (St. Petersburg, Fla.), leaving a job she already loved was daunting. But for the former server who’d spent six years at the club while running a small cake-making operation on the side, her ambition superseded her concerns.
“I didn’t just want to be a home baker,” Puchoon explains. “I desired to earn the chef title.”
Last January, Puchoon went back to school and completed her pastry certification. After talking to Executive Chef Dan Hilbert about becoming a pastry chef, she was asked to present her signature key lime pie to GM Robert
Canoe Brook CC Executive Chef Corey Heyer (left) Saint Louis Club Executive Chef Mathieu Lefebvre (right) share their respective experiences hiring pastry chefs at their clubs, including the traits they look for and the skills they value most.
Rinkin, F&B Director Paul Simpson and club board members. As an indicator of how herpastry was received, Hilbert designated a section in the kitchen for Puchoon, while Rinkin and Simpson presented her with an industrial mixer. Members were soon raving about Puchoon’s desserts and requesting her to bake for their events.
This summer, Puchoon was named Head Pastry Chef, a title she does not take for granted. “Everything Isla has done for me has let me know that my intuition was right,” she says. “This was my home all along.”
POP-UP PASTRIES
For Beth Waldron, Pastry Chef at Overlake Golf and Country Club in Medina, Wash., starting a series of pastry pop-ups has given her a more wellrounded culinary experience.
The concept first came to Waldron in 2020, when she and other team members were brainstorming seasonal offerings. They decided to host a holiday marketplace, enabling members to order a range of to-go options, from cookies to a prime rib dinner. “It was a place to offer fun, different options [outside of] our restaurant or banquet selections,” she explains.
After strong reception, the marketplace continued post-pandemic, in a reduced format. Waldron used it as a gateway to monthly pop-ups. Offering a myriad of choices allowed Waldron to widen her repertoire, from bagels to ice cream novelties and more.
“I was lucky to have a part-time pastry cook for all of 2023 and most of 2024,” Waldron says. With the recent departure of her pastry cook, pop-ups have been put on hold. Still, Waldron hopes to bring them back in a modified format.
Waldron says the pop-ups are a testament to management’s support. She praises Executive Chef Alex Nemeth and Executive Sous Chef Chaz Olsen for bringing her on board and launching Overlake’s pastry department. “In the beginning of my tenure [seven years ago], none of us were sure what was in store for the program or what the level of engagement would be,” she says. “As the program found its footing, I’d often open conversations with, ‘I have a great idea.’ They’ve always taken the time to hear me out.” Waldron credits these projects for keeping her engaged and energized.
“In our field, where creativity and technical skill converge, advocating for ourselves is essential,” she adds. “We ensure that our work is acknowledged and valued, which fosters a culture of respect and collaboration.”
LEARNING ON THE JOB
Going back to school wasn’t just a way to advance Executive Pastry Chef Rebecca Freeman’s career, but also a means to forging a new path. Having spent nearly six years at The Club at Las Campanas in Santa Fe, N.M., she now has a clearer picture of her future self. It all started when she turned 30 and decided to return to school.
“I wanted more than to go to work and check off my to-do list,” she says. “I needed a goal, a direction, a destination.”
Freeman decided to pursue an MBA and began taking classes, while maintaining her role in the kitchen. But the grueling schedule inevitably took a toll. “When I was working 12-hour days, I would do my homework on my days off, usually with tears running down my face from pure exhaustion,” she admits.
Freeman scaled back her schedule, from 60-70- to 45-50-hour work weeks. She admits to feeling somewhat guilty, but she’s encouraged by the vote of confidence she’s received from management and colleagues.
“I have a team who will bake breakfast pastries for me and an incredible pastry cook who works the a la carte service making plated desserts,” Freeman says. “I realized that doing something extraordinary takes extraordinary measures.”
This semester, she is enrolled in one class—managerial marketing—and completing an online program, which gives her flexibility to complete assignments on her own time. It also frees up her time for other achievements, including redesigning the club’s banquet menu. Members can now book via a tiered pricing option, a process that took Freeman three months to research and create. And as her 34th birthday nears, Freeman finds solace in her career shift.
“I feel pastry chefs are pigeon-holed,” she says. “The only way I see moving forward is to make myself more marketable so I can be in an upper management. I have no intention of leaving the hospitality industry. I just need to find a way to adapt as I get older.” C+RC
Selene Puchoon secured her role as Isla Del Sol Y&CC’s Head Pastry Chef with her signature key lime pie. Find the recipe at recipes.clubandresortchef.com.
Find Overlake G&CC Pastry Chef Beth Waldron’s recipe for ginger molasses cake with maple ice cream at recipes.clubandresortchef.com.
EARLY BIRD RATE: $2,850 (until 12/31/24) ATTENDEE RATE: $2,950 (after 12/31/24)
LATE REGISTRASTION RATE: $3,200 (after 3/8/25)
REGISTRATION INCLUDES:
• Taste of Charm City’s Club Culinary Scene Kickoff Party at Baltimore Country Club
• Breakfast, lunches and breaks on Monday and Tuesday
• Conference sessions and live cooking demonstrations
• Networking opportunities
• 2025 Club Tours
• Chef to Chef Crab Fest
• Club + Resort Chef of the Year culinary competition and reception
• Continuing-education credits
MARYLAND • MARCH 23 - 25 2025
RAIN OR SHINE,
GOLF’S FINE
Clubs add simulators for year-round play, revenue growth, and vibrant social spaces that elevate member experience.
THE ROB REPORT
Recovering From Chaos
LONG BEFORE HURRICANE
HELENE REACHED the Big Bend region of Florida’s Gulf Coast, rain began to fall in North Carolina. And it didn’t stop.
We soon read words like “catastrophic” and “biblical devastation.”
The Sunshine State was still recovering from Helene when Hurricane Milton began forming in the Gulf of Mexico. It quickly grew from a Category 3 to a Category 5 and threatened to overwhelm Southwest Florida.
I realize this is hurricane season, and that region of the country is on high alert every year, but it doesn’t make it any easier for the people affected. As hard as it is to watch from the comfort of my home in Ohio, I can’t imagine the fear so many people must experience and the crushing sense of dread once all that’s left behind is destruction.
I spoke with Aaron James, General Manager of the Country Club of Asheville, shortly after he was able to return to the club following Helene. While storms are a familiar occurrence on the East Coast, the mountainous region of Asheville was caught off guard by the intensity of Hurricane Helene, compounded by multiple tornadoes.
“We weren’t prepared for this. The sheer force of the storm wasn’t something anyone in this area was ready for,” James explained. Despite widespread damage, ensuring the safety of his family, staff, and club members remained his top priority. “The club and staff are all accounted for and safe,” he said.
In the wake of the destruction, the focus quickly shifted to recovery. Teams prioritized cutting down trees, clearing fairways, and removing debris. “We’re trying to give people that sense of normalcy,” James noted, highlighting efforts to clean up the course and restore some semblance of routine.
Throughout the crisis, communication was a major hurdle. Power outages and infrastructure damage left the club without cell phone reception and internet for several days. Despite this, James and his team found ways to connect with members and staff. “My Communications Director, my Executive Chef, my Superintendent, my Director of Golf, and I were all out in front of the club, talking to people, making sure they knew we cared,” he shared.
Amid the chaos, the club staff has gone above and beyond, with McConnell Golf orchestrating supply drives and providing daily hot meals to ensure employees are taken care of. “Watching this team come together has been one of the proudest moments of my career,” James reflected.
As the Country Club of Asheville begins to recover, plans for fortifying the club’s infrastructure are already underway. James acknowledges that this storm exposed vulnerabilities, but it also provided a valuable learning experience. “We’ve got to look at fortifying our infrastructure ... McConnell Golf and I are creating new operating procedures as we go forward,” he said. Emergency communication
systems, staff safety protocols, and tools for recovery will all be enhanced as part of this process.
While the club remains temporarily closed due to damage to the local water infrastructure, James is optimistic. “We’ll be just as strong, if not stronger,” he stated confidently, as he looks forward to reopening and welcoming the community back in the coming weeks.
If you’re looking to help and have it in your means, please consider donating to some reputable organizations that are actively involved in relief efforts:
• American Red Cross: Provides shelter, food, and essential supplies to affected areas.
• Salvation Army: Offers emergency services, including shelter, food, and support.
• United Way: Supports local organizations and communities in need.
• Feeding America: Provides food assistance to those affected.
• Habitat for Humanity: Helps rebuild homes and communities damaged by the hurricane.
And don’t forget about all of the affected animals. The Humane Society of the United States does wonderful things.
Rob Thomas • Editor-in-Chief rthomas@wtwhmedia.com
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Great days of golf all begin in one place: the tee box. Give your members and guests the start they deserve by furnishing yours with luxurious items from Landmark. Our Rinowood™ products are designed to withstand the elements—and look
TEE SIGNS
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TEE MARKERS
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BENCHES
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THE LEVEL OF CLUB DOES NOT DETERMINE THE QUALITY OF LEADER
Search committees beware: Preconceptions could cost you the ideal leader.
By Joe Smith • General Manager/COO Countryside Golf and Country Club • Naples, Fla.
BEFORE I GET INTO THE SPECIFICS, my intent with what I share is always to generate conversation and thought among my audience. Although this is primarily focused on the club industry, I assume it applies to other industries, especially those in which public perception, demographics and stature play a role in recruitment decisions.
In a recent conversation I was having with a peer on the topic of executive recruitment in clubs, he said something to me about a fairly high-end club that was looking for their next General Manager and Chief Operating Officer. Early in the process, this club ruled out a highly recommended and very strong leader. In fact, a first interview wasn’t even offered.
“They probably have a case of ‘PR phobia,’” he told me. He went on to explain that the board or search committee was probably envisioning pushback and questions from their membership or the surrounding community if they had to announce their next executive leader is joining them most recently from a B- or C-level club.
It took a while for me to digest this, but the more I thought about it, the more I was able to relate to situations where something like this happened, either having heard about it in other clubs or having dealt with it in my own career. Some of my very best hires over the years were questioned by members before they even started.
I think it’s a common occurrence, and in today’s age, where we preach so much about “it doesn’t matter what others think,” it shouldn’t happen. Clubs might miss out on quality leaders who can make
a substantial difference in the culture and future of the club.
I’m not saying that where you’ve worked or what type of club you’ve led isn’t important. I’m not discounting experience at top-tier clubs at all. But where someone has led most recently is only a small piece of the puzzle and should be considered as such. Top-tier leaders can lead B-level clubs. Furthermore, the sooner clubs realize that there is value in the person’s experience regardless of the type of clubs they’ve been at, the sooner clubs will start to find better and more long-lasting alignment and success in their executive leaders.
I’ll use myself as an example. When I was recruited to my current role, I was given an interview but not invited back for a second. The reason: All my experience was on the corporate/developer side of our business, and I had never worked directly for the members. Any of you who have worked for developers or management companies and have made the transition to memberowned clubs know this is a very real hurdle.
Meanwhile, six years later, and my corporate experience has allowed us to build a team of professionals that have delivered the highest member satisfaction scores in the club’s 37-year history. My corporate experiences with cost reductions, cash management and downturns led the club very successfully through the pandemic, and nearly all of the practices implemented came from my experience going through bankruptcy during the housing downturn. My corporate experience kept us on track with our strategic plan and capital infusion as I implemented strict targets and metrics for keeping
the club on track with an aggressive (and much-needed) improvement plan. My corporate experience with negotiating large purchase agreements and multi-unit buying programs has saved this club hundreds of thousands of dollars in various equipment and infrastructure costs. The very thing that nearly caused me to get overlooked is what ultimately added so much value to my current club.
These are just a few examples, and I know there are so many others out there. This oversight in recruitment happens all the time. From an operations standpoint, what’s truly ironic is that lower-tier clubs, many times, have higher expectations with fewer resources to deliver those expectations and many more moving parts, requiring leaders to be more adaptable and effective. Leaders with corporate backgrounds are accustomed to much stricter performance metrics and financial targets. There’s value in all of that—value that would help any club.
At the end of the day, it’s about people, whether you’ve worked for a developer, a management company, a hotel chain or the like. It’s all about people and about hospitality.
So what’s the message I’m trying to get across? If you’re on a search committee, beware of ‘PR anxiety.’ If your initial reason to disqualify a candidate is because of the type of club they’re presently leading, let that be the reason to offer them an interview—it could be the best decision you make for your members and employees.
WHY HAS RECOVERY BECOME SUCH
A HOT TOPIC? There are several reasons why, but the primary one is that fitness professionals have learned it is vital to emphasize all aspects of wellness. They have become educated on the benefits of recovery and are passing that knowledge on to their clients.
The vast use of social media is contributing to the explosion of wellness and recovery programming. Furthermore, biohacking is quickly becoming mainstream. Lastly, the increase of boutique recovery franchises, along with better equipment, is contributing to the exposure.
What is recovery and biohacking?
‘Recovery’ refers to the physiological and psychological processes that help someone who has done physical activity restore the body and mind to a pre-exercise state after intense physical activity. These processes aid in repairing tissue damage, replenishing energy stores, and reducing fatigue, ultimately facilitating enhanced performance and injury prevention. Biohacking is the process of altering the body’s physiology passively, as opposed to exercise, which is active. So, using something as simple as a sauna is a bio-hack.
How is recovery aligned with your current fitness and wellness offerings?
Wellness and recovery programs are consistent with the overall fitness goals of your club because they deliver results, increase longevity, and assist in minimizing injury. Furthermore, these programs expand the club’s service offerings and drive revenue, thereby becoming a club profit center.
HOW TO IMPLEMENT AND LEVERAGE WELLNESS, BIOHACKING, AND RECOVERY PROGRAMS IN YOUR CLUB
By Frank Guengerich • President/CEO Club Wellness Advisors
How does recovery affect athletic performance and longevity?
Recovery is vital to maximizing athletic performance for sports such as golf and tennis. Recovering enhances speed, power, and agility. It also creates durability, enhances range of motion (ROM), prevents injury, and boosts endurance.
BASIC AREAS FOR RECOVERY
One baseline area your club should already be offering to your members is nutritional consultation to educate them on the importance of understanding macronutrients and hydration.
Other basic areas to focus on include sleep, stress reduction through meditation/ mindfulness, stretching to release lactic acid, and modifying training volume.
SERVICES
AND EQUIPMENT TYPES AND BENEFITS
There are many recovery tools clubs can add to their offerings: massages and massage guns, cupping, dry needling, compression, cryotherapy, massage loungers with cryotherapy functions, red light therapy, hyperbaric chamber therapy, injections (e.g., B12, fat burner, tri-amino), IVs (e.g., recovery, hangover, immune boost), muscle stimulation, and cold plunge cabinets for inflammation reduction.
MEDICAL
Medical programming and services are becoming the norm and very popular as club operators realize they are safe, beneficial, and easy to offer. There are a variety of popular services, such as injections (B12, fat burner, tri-amino), medical-
ly supervised weight loss (GLP-1 agonist), TRT, HRT, peptides, PRP, exosomes, sexual health, and sleep/stress therapy.
These programs require medical supervision and must follow state guidelines, but, in many cases, can be offered by telemedicine.
FINANCIAL CONSIDERATIONS
In most cases, you can use existing space in the fitness center for recovery programs and even medical services, so you may not have any new occupancy costs—just equipment. But if you need to add space, construction and FF&E (furniture, fixtures, and equipment) can vary greatly depending on the space available and level of finishes. Ideally, between 500 and 2,000 square feet should be dedicated. The amount of space available will dictate the services that can be provided. Additionally, more space and services will necessitate more equipment. I always start with $500 per square foot for construction and FF&E combined.
You should expect to make a net profit of 30% of gross revenue. Labor costs should be 50% of gross revenue, and operating costs 20%.
FINAL TIPS AND TAKEAWAYS
It’s important to get professional assistance to avoid mistakes and pitfalls. Develop a strategic plan that includes how to market to your members.
Demos, displays, packages, promotions, introducing your professionals, and using member testimonials are just a few ways to market your programs.
Lastly, dedicate time and resources to educating club leadership, staff, the board, and especially members.
A PLAYBOOK FOR MEMBERSHIP GROWTH
C+RB’s Membership/Marketing webinar series outlines how a strong online presence, well-crafted branding, innovative experiences, and creative event planning drive long-term member satisfaction.
By Rob Thomas • Editor-in-Chief
ATTRACTING AND RETAINING MEMBERS requires innovative strategies, creative branding, and a strong sense of community. Club + Resort Business’ annual Membership/Marketing webinar series highlights these key areas through presentations from industry leaders—all available on-demand.
This series explores advanced marketing techniques, strategic branding, and new ways to enhance the private club experience, giving club professionals actionable insights to improve member engagement and retention.
THE MEMBERSHIP PLAYBOOK: CUTTING-EDGE STRATEGIES FOR TODAY’S CLUBS
The series kicks off with Melissa Hansen, Director of Membership and Marketing at The Club at Olde Cypress in Naples, Fla., who stresses that 50-70% of a prospective member’s decision-making process happens before they even contact a club. This makes a club’s online presence more critical than ever.
Today’s club buyers are tech-savvy and socially connected, with expectations for instant access to information across platforms like Facebook, Instagram, and TikTok. Hansen encourages clubs to carefully consider how they present themselves online. One tactic she advocates for is the use of gated content, which allows clubs to share basic membership information while collecting contact details from serious prospects who want in-depth access. Hansen also emphasizes the importance of post-joining integration to foster member retention. Clubs personalize the onboarding experience and introduce new members to both staff and other members. Tools like new-member microsites streamline communication and provide a seamless introduction to the club’s culture and offerings.
CRAFTING A BRAND IDENTITY: THE POWER OF DESIGN IN BUILDING A SUCCESSFUL CLUB
The second session features Kasey Dormanen, Creative Design Manager of Interlachen Country Club in Edina, Minn., who focuses on the transformative power of a strong brand identity. Dormanen explains that a well-crafted brand is much more than just a logo—it’s a reflection of a club’s values, personality, and mission.
Through examples like The Lodge and a golf course restoration emblem, Dormanen showcases how thoughtful design elevates a club’s brand and creates lasting impressions. The key to successful branding, she notes, lies in creativity and consistency. Clubs invest in talented design teams, embrace innovative ideas, and ensure their branding aligns with their target audience’s values. She emphasizes the importance of tracking brand performance through metrics like social media engagement and website traffic to ensure long-term success.
BEYOND THE TEE: HOW CHAMPIONS RUN IS DEFINIING PRIVATE CLUB MEMBERSHIP
In the third session, Ben Lorenzen and Raychel Reed of Champions Run in Omaha, Neb., shared their innovative approach to membership that goes beyond traditional club offerings. Champions Run is a vibrant community where entertainment is a core focus, with themed events, live music, and even whimsical promotions like “hot dogs from heaven.” This event-driven strategy has helped foster a strong sense of belonging and has drawn new members to the club.
Champions Run also excels in personalized engagement, using direct communication methods like text messaging and social media to stay connected with members. By catering to members’ preferences and providing a more interactive, personal experience, the club has created an inclusive and responsive environment.
Finally, Lorenzen and Reed discussed how Champions Run’s dynamic marketing strategies, including social media and targeted ads, have broadened their reach and attracted prospective members. By consistently showcasing unique experiences, the club has set a new standard for what private club membership can be.
CREATING A YEAR-ROUND CALENDAR OF EVENTS FOR PRIVATE CLUBS AND RESORTS
In the final session of the series, Megan Johnson, Director of Resort Events at Omni PGA Frisco (Texas) Resort, shares insights on planning successful event calendars for private clubs and resorts. Johnson emphasizes understanding your goals, such as increasing membership or revenue, and tailoring events to your target audience’s preferences. She highlights leveraging unique property features, like scenic golf courses or dining, to create memorable experiences.
Johnson recommends a diverse event mix, including holiday celebrations, live music, food tastings, sports clinics, and family-friendly activities.
To structure events, she suggests a tiered system: Tier 1 for large signature events, Tier 2 for standalone or recurring events, and smaller Tier 3 and 4 activations.
Collaborating with local partners enhances these events, while keeping events fun, updating them regularly, and focusing on value are keys to success. These strategies boost member engagement and attract new guests.
KEY TAKEAWAYS FROM THIS SERIES
Throughout the four sessions, several critical themes emerge. First, maintaining an engaging and active online presence is no longer optional—it’s a necessity for reaching potential members early in their decision-making process. Clubs must ensure their digital channels are informative, attractive, and accessible, as this is where prospective members form their initial impressions.
A strong, well-defined brand identity is equally important. It’s not just about logos or slogans; it’s about clearly communicating the club’s values, personality, and unique offerings in a way that resonates with both current and prospective members.
A club that stands out is more likely to attract and retain members who feel a connection to its brand.
Offering innovative and tailored experiences is another key to long-term success. Members expect more than just traditional amenities—they want events and activities that align with their interests and provide value beyond the basics. Clubs that can personalize their offerings and adapt to changing member preferences will maintain higher levels of engagement and satisfaction over time.
By embracing these strategies, clubs can not only attract new members but also deepen their relationships with existing ones, fostering a community that feels genuinely connected and invested in the club’s success.
The webinar series offers in-depth insights and practical strategies to enhance club membership and marketing. Each on-demand session provides expert advice, helping clubs refine their strategies, boost member engagement, and achieve growth. Access the webinars at www.clubandresortbusiness. com or scan the QR code for easy access. C+RB
Rain or Shine, Golf’s Fine
Clubs add simulators to keep members entertained and engaged regardless of the weather.
By Rob Thomas • Editor-in-Chief
A RAINY DAY or a foot of snow doesn’t have to keep golfers away from the club. With indoor simulators, clubs are giving members and guests a reason to visit the property, while also boosting revenue.
INDOOR GOLF PARADISE
Whether it’s raining, snowing, dark, or too hot to play outside in Gallatin, Tenn., members can still enjoy a round of golf or practice in the comfort of the Performance Improvement Center (PIC) at Tennessee Grasslands. The facility features five state-of-the-art simulators, providing an opportunity to play or practice year-round.
“Simulators also offer the convenience of playing at any time that suits your schedule, day or night,” says Rick Grewe, PIC Manager. “You don’t have to worry about tee times. You can simply turn on the simulator and start playing or practicing whenever you want. This flexibility lets members fit golf into their lives,
enjoying the game whenever they have free time.”
Between lessons, fittings, practice and play, the simulators are used every day, Grewe says.
“The weather dictates much of the changes in simulator involvement. When the days are beautiful, usage naturally declines, and when the weather is nastier, the more the bays are utilized,” he explains. “Based on data from the simulators, our bays are utilized 25 hours per week.
“The [PIC] is also a great casual meeting place for members for a drink and some food later in the evenings,” he adds.
Ongoing maintenance costs include a software subscription of $100 per year, projector bulb replacements at approximately $1,000 annually, and projector filter replacements costing around $500 each year. The hitting screens last for a little over two years, Grewe says, and they cost $3,000 to replace. But revenue is “absolutely” flowing in.
TENNESSEE GRASSLANDS
Gallatin, Tenn.
“This flexibility lets members fit golf into their lives, enjoying the game whenever they have free time.”
- Rick Grewe, Performance Improvement Center Manager
“[The simulators] have also strengthened members’ trust in our club fitting services, as they recognize that the experience and data they receive on-site are superior to those offered at private fitting studios.”
- Elvis Gooden, General Manager/COO
“The club has realized additional revenue from the simulator spaces,” Grewe explains. “We charge for bay usage by the hour, and that amount depends on membership status. We also sell subscription packages for bay usages that adds additional revenue. And we encourage members to bring guests who are not members for an additional revenue stream.”
Golf club sales from club fittings using the simulator are another large source of revenue, he notes.
TAVERN WITH A TWIST
The Club at The Strand in Naples, Fla., found a unique opportunity when deciding to add a golf simulator (and much more) to its property. The vision for Tavern 59, a dining and entertainment space, was shaped with input from Kenneth Hart, an esteemed member and Managing Director for the Naples office of a respected architecture and design firm based in North Palm Beach, Fla. With his experience as an architect and certified interior designer, Hart brought a deep understanding of the club’s culture and values to the project. The firm’s expertise in crafting refined spaces for private clubs made them a natural partner, resulting in a design that aligns with The Strand’s vision and enhances the overall member experience.
Elvis Gooden, General Manager/COO of The Club at The Strand, emphasizes the benefits of the simulators, which create a controlled environment for members to sharpen their skills while also offering a fun entertainment option and social gathering spot. “This addition reflects our
THE CLUB AT THE STRAND Naples, Fla.
dedication to providing innovative, top-tier amenities to our members,” he says. “Moreover, it enables our golf staff to offer custom club fittings with the latest and most advanced equipment, enhancing the overall member experience at our club.”
The space that now houses Tavern 59 and the simulators was previously occupied by the club’s men’s and ladies’ locker rooms, which were “oversized and underutilized,” according to Gooden. “With our club’s highly active member private cart program, many members store their items in their golf carts, reducing the need for traditional lockers,” he explains.
“Recognizing this, we saw an opportunity to repurpose the space for better use, leading to the creation of Tavern 59 and the installation of the two indoor simulators.”
overall
Elvis Gooden, General Manager/COO of The Club at The Strand in Naples, Fla., says the simulators enable the golf staff to enhance the
member experience at the club.
Denver, Colo.
“An overarching goal of our recent clubhouse renovation was to provide amenities that would allow the club to be more of a year-round experience despite the winter weather conditions that impact regular golf.”
- Lance Sabella, CCM, ECM, General Manager/COO
Maintaining the simulators requires ongoing investment, including annual software licensing fees, occasional hardware updates, cleaning, and the cost of fitting components like shafts and club heads. “We’ve allocated approximately $40,000 annually to cover these expenses,” Gooden notes. “We conduct regular calibration and software updates quarterly to ensure accuracy and performance.”
The simulators have also created new revenue opportunities through private lessons, group play rental fees, and special events. “They have also strengthened members’ trust in our club fitting services, as they recognize that the experience and data they receive on-site are superior to those offered at private fitting studios,” Gooden says. “This increased confidence has significantly boosted our club sales, making it one of the most beneficial impacts of the simulators’ installation.”
Members have embraced the simulators, appreciating the ability to maintain their skills throughout the
year. “Our members’ feedback has been overwhelmingly positive, with many highlighting the fun and flexibility it adds to their golfing experience,” Gooden shares. “They particularly appreciate the realistic play and high-quality graphics, making the simulators a favorite feature of our club. With the two simulators, we built a winner in our design of Tavern 59.”
MILE-HIGH AMENITY
Though the Rocky Mountains are known for world-class skiing, Cherry Hills Country Club in Denver is committed to offering year-round activities for its members.
“An overarching goal of our recent clubhouse renovation was to provide amenities that would allow the club to be more of a year-round experience despite the winter weather conditions that impact regular golf,” says Lance Sabella, CCM, ECM, General Manager/COO. “Our ‘Swing Lounge,’ consisting of four indoor hitting bays, is an integral part of this initiative.”
CHERRY HILLS COUNTRY CLUB
All the maintenance and updates are currently still under warranty, and cleaning and upkeep have been relatively minimal, considering the extensive usage.
“In the months of November through mid-April we are open six days per week from 8 am to 9 pm and are at 95% capacity every day,” Sabella says. “We created a Wednesday Night League [team format] to further meet demand. It had a waiting list.”
Cherry Hills introduced the simulators as a complimentary amenity but will charge a modest guest fee this year. Some indirect revenue (club sales from fitting or lessons) can be attributed to this area, however.
As for promoting the simulators: “Of course, word of mouth is always one of, if not the best forms of communication,” Sabella explains. “Additionally, we use our internal club communication resources, emails, newsletter, and our golf staff does an excellent job promoting it as well.”
Sabella jokes that members are clamoring to get in the Wednesday league this year; kidding aside, the addition
has been welcomed with open arms.
“It is one of the most popular and well received additions to the club,” he says. “The Swing Lounge also has a bar and a large TV. We offer dining services and members love to spend time there on Saturdays and Sundays watching football.”
This success story is part of a larger trend: indoor golf simulators are more than a backup plan for bad weather—they’re a smart investment for keeping members active year-round. By converting underused spaces into practical venues like Tennessee Grasslands’ Performance Improvement Center, The Strand’s Tavern 59, and Cherry Hills’ Swing Lounge, clubs are showing that these tools can keep members playing regardless of the weather. They boost revenue through rentals and fittings while creating new places for members to gather. Simulators add convenience, foster connection, and help members maintain their skills, making them a win for both the club’s finances and the member experience. C+RB
CUSTOM WOOD CHAIRS
COUNTRYSIDE GOLF & COUNTRY CLUB’S BOLD VISION
Editor-in-Chief Rob Thomas spoke with GM Joe Smith about Countryside
2.0.
ON A RECENT EPISODE OF CLUB + RESORT TALKS, Rob Thomas, Editorin-Chief of C+RB ,welcomed Joe Smith, General Manager and COO of Countryside Golf & Country Club, to discuss the club’s transformative $14 million renovation, dubbed “Countryside 2.0.” Located in Naples, Fla., Countryside boasts 1,133 homes, 850 of which are bundled with golf memberships. With a strong financial foundation and a strategic approach to long-term planning, Smith and his team are navigating an ambitious renovation to position the club as a leader in member satisfaction and innovation.
Smith reflected on the club’s journey since his arrival in 2018. In just six years, Countryside has undertaken a $5.5 million golf course renovation and invested another $1 million in upgrading its golf maintenance facilities. But the centerpiece of their current efforts is the Countryside 2.0 clubhouse renovation, designed to provide state-of-the-art amenities for a growing and evolving membership.
“Member feedback has been critical to shaping the project,” Smith explained, pointing out how a member-led committee was integral in defining the renovation’s priorities. The club worked with an
architect to translate member desires— gleaned from surveys and community engagement—into a practical vision, ensuring the plans addressed current member needs while also catering to future trends. “It’s been a year-and-a-half process just getting from ideas to concepts,” he said.
Among the most exciting aspects of Countryside 2.0 is the addition of new dining and social spaces, such as the Lakeview Lounge and an outdoor bar overlooking the practice range and a resort-style pool. Smith noted how these changes cater to both the traditional desires of longstanding members and the more casual, experience-driven preferences of younger, incoming members.
The golf course, already renovated, remains a key highlight. Smith shared that the course underwent a full-scale transformation, including regrassing, new irrigation and drainage systems, and a natural caprock aesthetic replacing the previous wooden bulkheads. “It was overdue,” Smith admitted, adding that the member response has been overwhelmingly positive.
Another focal point of the renovation is video communication. Smith shared how Countryside has leaned heavily into video updates, not only for project-related communications, but also for regular club operations. “Our members love it. Especially those who are up north. They treat the weekly updates like a TV show,” Smith said, emphasizing how the club’s commitment to transparency has fostered strong member engagement.
Beyond the physical changes, Smith and his team have embraced creative member engagement initiatives. Drawing inspiration from viral food review trends, the club introduced a “One Bite” segment where members and staff review new menu items on camera. “It’s been a hit,” Smith
said, laughing about how members are now asking to join in the fun.
Looking ahead, the club plans to complete the clubhouse renovation by May 2025, with the addition of four lighted pickleball courts slated for completion by the end of the year. Beyond these projects, there are plans for further expansions to the pro shop and Wellness Center.
As the conversation concluded, Smith reflected on the club’s recognition as one of the top financially stable clubs in the country. He attributed this success to the strategic long-term planning led by Countryside’s boards and the expertise of their CFO, Jeff Jacob. “We don’t let the strategic plan sit on a shelf. It’s always on my desk, and it’s always part of our conversations,” Smith said, underscoring Countryside’s commitment to maintaining its financial health while continuously investing in its future.
Smith’s parting thoughts pointed to an exciting future for Countryside members, grounded in a holistic approach to well-being that extends beyond fitness to mental health and community engagement. With innovation at the forefront, Countryside Golf & Country Club is proving that it’s not just about the amenities—it’s about creating a lifestyle that members can enjoy for years to come. C+RB
Statement of Ownership, Management and Circulation of Club + Resort Business
Publication Title: Club + Resort Business
Publication Number: 23658
Date of filing: September 26, 2024
Frequency of issue: Monthly No.of Issues Published Annually: 12
Annual Subscription Price: $75 per year
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Editor: Rob Thomas
WTWH Media, LLC, 1111 Superior Ave. Suite 2600, Cleveland, Ohio 44114
Executive Editor: Phil Keren
WTWH Media, LLC, 1111 Superior Ave. Suite 2600, Cleveland, Ohio 44114
Owner: WTWH Holdings, LP 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114
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Requested and Paid Electronic Copies:
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Elevate your club’s game with the Model Clubs program, designed to inspire and uplift the industry.
This program celebrates excellence and encourages clubs to share best practices, adapt proven strategies, and continually improve. It’s an opportunity to learn, grow, and showcase what makes your club unique.
This January, Club + Resort Business will recognize exceptional clubs in five key categories:
• Membership/Marketing
• Clubhouses
• Pro Shops
• Racquets
• Patios
Ready to see if your club has what it takes to be a Model Club? Apply today.
www.clubandresortbusiness.com/model-clubs
What changes do you see in club staffing over the next five years?
Training and retention will be a priority over recruiting and hiring. As the opportunity for choice among employees and job prospects grow, we have to create environments where people want to work and continue to work. We will need to train our employees to enjoy the job and perform at the highest level, and also find ways to retain these employees. Areas of retention focus could be benefits, 401k, culture, internal promotions, formal leadership development programs, recreation and wellness opportunities, meal programs, employees perks, employees parties, etc. The need to keep good employees will be more important than ever.
ROBIN SHELTON, CCM, PGA MASTER PROFESSIONAL | GENERAL MANAGER
NEWPORT BEACH COUNTRY CLUB | NEWPORT BEACH, CALIF.
In the next five years, I think we’ll see clubs moving toward flexible and specialized staffing. With members expecting more personalized experiences, clubs will likely shift to hiring a mix of full-time experts and part-time specialists, allowing for a more tailored approach. We’ll also see more automation, thanks to AI, handling the repetitive administrative stuff, which means staff can focus more on making members’ days special. On top of that, with everyone craving better work-life balance, offering flexible hours and chances for career growth will be a big win in keeping top talent happy and engaged. Professional development has recently been cited by our team as a fundamental value.
ROBERT D. PODLEY, CCM, CAM | GENERAL MANAGER, CHIEF OPERATING OFFICER COLONIAL COUNTRY CLUB | FT. MYERS, FLA
I anticipate a few material changes to dawn upon the private club industry in the next five years:
1. Our industry prides itself on paying closer attention to work-life balance, and I expect the pendulum to continue to swing in that direction (less work, more balance, no replies or emails during that 48-hour ‘off’ period—truly off and unplugged). But be careful because like anything in life—fashion, politics, economics, trends—that pendulum might swing back in the other direction.
2. Because of the rise of the gig-economy and related jobs—Uber, Amazon driver, Lyft—I anticipate private clubs using temp agencies and per diem staff more. As time goes on, we will have less career club waiters with tenures in excess of 20-plus years and instead a fleet of staffers who do ‘a little of this and a little of that.’
3. Shorter tenure for C-suite employees. Less of ‘our GM has been here for 30 years.’
KEVIN DANIEL LALUMIERE, CCM | GENERAL MANAGER, CHIEF OPERATING OFFICER THE COUNTRY CLUB OF NEW CANAAN | NEW CANAAN, CONN.
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