Thoroughbred Club of America: General Manager

GENERAL MANAGER: THOROUGHBRED CLUB OF AMERICA Lexington, Kentucky

et among the picturesque, rolling hills of horse country in entire United States. Members of the club come from all S Lexington, Kentucky, the Thoroughbred Club of America branches of the Thoroughbred industry and the organization is (TCA) resides in a stately 19th century manor on the grounds considered to be representative of the entire American turf. of Keeneland and is a vital and vibrant part of the Thorough- bred racing community. During race meets at Keeneland in AMENITIES AND ACTIVITIES April and October, the dining room is hopping at lunch (pre- The Thoroughbred Club of America offers a variety of ameni- race) and the scenic outdoor porch is a popular post-race drink- ties and activities on and off-season. TCA is open 51 weeks a ing and dining venue. This private club is unique in the ameni- year, but it is most active when sales (January, April, Septem- ties it offers its members: premier food and beverage opera- ber and November) and race meets are taking place at Keen- tions, pari-mutuel betting via teller and machine, and simulcast eland. Race meets are held throughout the months of April and horse races on flat screen televisions located in eve- October. ry room throughout the club. TCA primarily serves lunch. It is open from 11:00 HISTORY a.m. to 7:30 p.m. on Tuesdays through Sundays On a March day in 1932, a group of 15 men assem- (offering a la carte dining). During race meets two bled at the Lafayette Hotel in Lexington, and orga- buffet lunch seatings are offered in the Main Dining nized a club which, in April of that year, became the Room (11:30 a.m. and 1:30 p.m.) on Wednesdays Thoroughbred Club with the first election of offic- through Saturdays. The Main Dining Room has ers. The original thought was to limit membership to open seating and a la carte service beginning at Bluegrass and Kentucky horsemen and devote its noon on Sundays during race meets. The Main Din- activities to the furtherance and development of rac- ing Room seats 80 people. ing and breeding in Kentucky. But the group did not foresee that, within a year, the organization would The club is only open for dinner on select dates undergo such rapid development and acquire such during Keeneland sales events. Keeneland holds fame that the boundary line of a state could not be a “horses of all ages” sales in January; “two-year-olds restriction. -in-training” sales in April; yearling sales in Sep- tember; and breeding stock sales in November. The Club changed its name to the Thoroughbred Club of America, and the By-Laws were amended to Additional rooms at TCA include a charming parlor make any “turf man” eligible for membership, re- TCA amenities include with fireplace; and front, middle and back taverns gardless of where he lived. The Thoroughbred Club premier dining and pari- where regulars enjoy dining, drinking, the camara- mutuel betting. of America was conceived by Jack S. and Tom B. derie of friends, and simulcast races. Young, sons of Colonel Milton Young who served on Kentucky's first state racing commission and was one of the The clubhouse underwent major renovations in 2008 including state's most famous horsemen. In June of 1986 the club moved a larger kitchen and dining room. to its current location, the 19th Century manor located on land leased from the Keeneland Association. Other special events include summer and theme parties, wine tastings, and the Thoroughbred Club Testimonial Dinner Today the Thoroughbred Club of America has a vibrant and which is held annually to honor a person selected by the club active membership. It has grown in prestige and influence as for rendering outstanding service to or contributing toward the well as number of members. Members are located worldwide, betterment of Thoroughbred racing and/or breeding. from Europe to South America, Canada to Mexico, and the

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General Manager (GM) Position The General Manager (GM) has responsibility for day-to-day operations of the Thoroughbred Club of America. He/She di- rects and administers all aspects of the operations – the ameni- ties, staff and all programs and activities relating to food/ beverage operations, activities, and programs to ensure out- standing service delivery.

The GM is responsible for the creation and implementation of all service standards and processes while providing leadership for key managers and staff at the TCA. Clearly, a primary ob- jective is for the GM to be the „face‟ of the Club to all constit- uencies, including the external community, and to ensure that goals and objectives are defined, understood, evaluated and The stately Thoroughbred Club of America clubhouse is located on Keeneland grounds. enhanced on a continuous basis, to meet the expectations of the membership as defined by the Board of Directors in con- The club is also used for member private parties, holiday par- cert with the GM. ties and weddings. It is intended that the GM provides continuity for the Thor- TCA sponsors the “Thoroughbred Club of America Stakes oughbred Club of America and exhibits strong executive lead- Race” which is a Grade II stakes event for fillies and mares. ership to all areas of the operation, including to the Board and The open race takes place in October at Keeneland. Committees, who govern and advise, respectively. The expec- tation is that the GM will provide reflective and visionary lead- ership to the Board of Directors and other constituencies, rec- MEMBERSHIP AND REVENUE INFORMATION ognizing and proactively anticipating trends and relevant im- TCA has approximately 1,338 current members (of those, ap- pacts to TCA. The successful candidate will ensure that TCA proximately 65% live in Kentucky). The initiation fee is $500 is consistently striving to provide „best in the area‟ service and and the annual dues are $350. programs.

Food and beverage revenue in 2011 was $485,000 with overall In addition to coordinating and supervising all of the manage- total revenue reaching just over $1M. ment and administrative functions of TCA, the GM will over- see the preparation of annual operating and capital budgets, The Club is organized as a 501(C) 7, tax exempt, not for profit supporting the strategic and tactical initiatives and expecta- entity. tions that he/she has established with the Board. The GM will be the primary Club representative to ensure that significant ORGANIZATIONAL STRUCTURE capital/asset/lease improvements are well conceived, thorough- The Thoroughbred Club of America will operate under the ly planned and executed, and that the status of such projects is General Manager organizational structure. The GM reports to consistently communicated to appropriate constituencies with- the Board of Directors through the Club President. in TCA.

TCA has 5 full-time staff members including the Executive (Continued on page 3) Director, Executive Chef/F&B Manager, and three full-time service staff. Additional part-time servers are used during race meets, sales events, and special club events and parties. The Executive Chef has a team of long-time contract employees.

The GM provides support and guidance to all Club Commit- tees, which are Advisory to the Board of Directors. Current Committees include: Finance, Human Resources, House, Events, Landscaping, and Membership.

For more information about the Thoroughbred Club of America visit: www.thethoroughbredclub.com.

For more information about Thoroughbred racing, click Keeneland’s Beginner’s Guide.

The Main Dining Room seats 80 and looks out over picturesque rolling hills.

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EMPLOYEE RELATIONS Primary Roles & Responsibilities  Recognizes, respects and supports the contributions of key MEMBER RELATIONS managers and staff, many of whom have been a part of The GM: TCA for several years, celebrating their successes but also holding them accountable for achievement of agreed upon  Provides “sincere and visibly engaged” leadership and in- annual and more frequently determined goals and objec- teraction with the membership and their guests. The GM is tives. a consistent and positive force behind the continuous en- hancement of all aspects of TCA.  Proactively works in concert with the Board, Executive Committee, and Club Committees, as appropriate, to  Is a proactive part of the process of strategic planning, keep them informed on all significant personnel actions. membership recruitment, retention and activities/services programming, ensuring that each of these areas of focus  Ensures that appropriately skilled and competent managers consider current and future membership input and de- are in place for key positions and that each of them does the mographics. The GM is the catalyst for examining and same in their respective areas of responsibility. Sets stand- forecasting trends of membership demographics and ser- ards of performance with each of them for their respec- vice desires. Membership recruitment and retention is a tive departments, and holds them accountable for main- very critical element toward success in the current Lexing- taining these standards within the Club, most especially ton, KY market and economy; the GM must be comfortable in member service areas. and competent being an integral part of „recruitment,‟ and  Conducts regular performance appraisals and provides on- effectively orienting new members so that their initial expe- going feedback relative to performance to each direct re- rience with the TCA quickly „hooks‟ them into more habit- port. Interacts with managers pursuant to the appraisal, ual use of the Club. discipline, and/or discharge, of their respective direct re-  Recognizes that all amenities at TCA are ports. unique and need to be consistently well-  Ensures that appropriate and necessary maintained, and that his/her primary mis- funds are available for on-going professional sion is to determine and ensure that quality development and training of staff. service and product levels are provided, and that the „team‟ at TCA consistently supports  Promulgates and maintains an environment this goal and delivery. The GM recognizes and overall atmosphere for staff that promotes that quality food and beverage operations and values appropriate and responsible contri- are primary „drivers‟ of the Club and, as butions to TCA‟s success. Additionally en- such, need to be commensurate with mem- sures that staff in all areas are focused on posi- ber expectations and support the traditional, tive, supportive relationships amongst them- A shuttle bus transports TCA mem- “genteel Southern” experience. selves and with the membership, and that inap- bers and guests from the clubhouse propriate behavior of any type is not tolerated  Ensures that members have consistent op- to Keeneland during race meets in in the workplace. Further ensures that all de- portunity to provide input, suggestions, April and October. partmental managers and supervisors are keen- observations and concerns about all aspects ly aware and understand these same expectations and are of the Club and that he/she in turn has multiple opportuni- consistently maintaining identical standards. ties for respectful and engaged communication back to each constituency.

 Is responsive to members‟ requests for menu selections, BUSINESS ACUMEN AND EXPECTATIONS event planning, etc., and strives to find creative ways to  Oversees the preparation of the annual operating and capital accommodate reasonable member requests. Believes in the budgets and, after Board approval, manages and controls the service philosophy: “the answer is „yes,‟ now what is the operation to attain the desired results, clearly and effectively question?” reporting on results to the Board and appropriate Commit-  Recognizes the on-going desire of TCA to uphold a tradi- tees. Maintains a multi-year operating and capital budget tion of casual elegance and outstanding dining and social plan that supports the strategic long-term objectives of TCA. operations, and provides necessary focus on these core val- The GM is innovative when it comes to capital project fi- ues to ensure that the majority of members‟ interests are nancing, looking for multiple alternatives toward reinvest- ment in TCA facilities, while being a strong advocate of the consistently met. majority of members‟ needs and desires.

 Ensures that staff who have contributory responsibility for projecting and developing budgets and expending TCA funds are fully aware and understand the goals and expecta- (Continued on page 4)

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INFORMATION EXCHANGE AND UNDERSTANDING  Places great importance on staff communication and under- standing, especially as it relates to TCA‟s primary mission and goals, essentially being the protector and promoter of the TCA „brand.‟ The GM is continuously look for ways of improving staff knowledge, skills, and consistency in deliv- ery by recognizing that a well-informed staff is respected, enabled and more effectively able to meet member expecta- tions.  Clearly understands and enjoys recognizing TCA members, their families and guests, and believes in the concept of sin- cere and engaged interaction.  The GM is a primary „two way‟ conduit for information Holiday for Kitten won the Thoroughbred Club of America exchange, and must be consistent, positive and able to Stakes (Grade II) race held at Keenland Race Course on „listen‟ in this process. He/She must be a true listener who 10/8/2011. The purse was $200,000. places great importance on personal interactions with all constituencies of TCA. Gathering and disseminating infor- mation/data is critically important to help determine the long tions of the Club, as set forth by the Board of Directors. The term, „majority‟ interests and desires within the Club, as GM is expected to hold the „team‟ accountable for their re- well as to promote Board initiatives and to dispel incorrect sults, as he/she will be to the Board. Short-term and annual goals and objectives for each department must be clearly information from being passed among members and staff. conceived, articulated and evaluated on a regular basis.  Is the primary verbal and written communicator of necessary and important information for members and staff, and recog-  Proactively identifies strategic projects and business trends nizes that the ability to convey information in an articulate, that are important to the long-term well-being of TCA and well-conceived and well-written manner is of utmost im- offers recommendations and solutions to the Board and/or appropriate Committees for consideration. The GM, working portance. closely with the Board, is most critically aware of club in-  Is responsible for ensuring frequent and ongoing communi- dustry, economic, membership-related, and Thoroughbred cations with members regarding updates, issues, and upcom- industry trends that may impact TCA, and is a catalyst in ing marketing of events via email, letters, and monthly „staying ahead‟ of expected negative impacts. newsletters. The GM is also responsible for gathering infor- mation and feedback from members via annual surveys and  Is ultimately responsible to ensure that appropriate safe- service and topic-specific mini-surveys. guards are in place for all TCA’s primary assets – mem- bership, staff, amenities, assets and so forth – whether it  Recognizes the importance of membership orientation, re- be for physical safety purposes, or for protection of in- tention and overall satisfaction, and is therefore a critical formation and intellectual property of TCA. player in creating and leading this effort, working closely with the Membership Committee. Takes an active role in  Ensures that effective control systems are in place to moni- developing key contacts and relationships in the greater Lex- tor and identify the flow of work, receipts and expenditures, ington, KY community, which in turn aids the process of and that all are accomplished with the highest degree of in- new member recruitment. tegrity and accountability.

 Is ultimately responsible to negotiate contracts, approve final (Continued on page 5) projects and other expenditures while overseeing the day-to- day operations of TCA. Recognizes the responsibility to maintain strong relations with vendors and other service providers by creating mutually reasonable standards of con- duct and process with each group that helps TCA achieve its business goals.  Performs a thorough review of standard operating pro- cedures in accounting, controls, and staff training and development.  Develops and continues to update training manuals and pro- grams as necessary to ensure service excellence and con- sistency.  Analyzes the current FOH/BOH software and hardware sys- tems and puts processes and software (as necessary) in place to integrate FOH and BOH systems. www.thethoroughbredclub.com Page 4 Thoroughbred Club of America: General Manager

 Develops and continually fosters relationships with external and in an honest and forthright manner, and conducts him- constituencies including Keeneland, the City of Lexington, self/herself in an identical manner. the University of Kentucky, and Fayette County officials.  Provides day-to-day supervision of significant strategic and  Recognizes the importance of setting „norms and expecta- capital projects, as approved by the Board and Membership. tions‟ in all areas of responsibilities by defining core values,  Recognizes the need to continually improve existing mem- and specifying scope of authority, with the support of the ber services, and introduce new programs and services to Board, for all constituencies. enhance member satisfaction and the overall value of mem-  Recognize that ‘no surprise’ management means keeping bership at TCA. the President, Board of Directors or appropriate TCA  Is familiar with applicable local, state and federal laws as Committees or Committee Chairs informed of all signifi- they pertain to the Club and its employees, and assures that cant, or potentially significant operating matters, TCA is operated in accordance with such laws. achievements or other situations of membership im- portance.  Attends and coordinates meetings of the Board of Directors and Club Committees, on which he/she is an ex-officio  Develops new board and committee member orientation member. The GM is viewed as a key „partner‟ with the programs to ensure understanding of roles and responsibili- Board to proactively identify and effectively address all is- ties and to engage member participation. sues of importance to the well-being of TCA.

 Arranges for proper memorializing of meeting minutes, criti- LEADERSHIP AND MANAGEMENT CHARACTERISTICS cal decisions and action plans.  Recognizes the need and responsibility to be the „leader‟ of the Club in terms of visioning, plan- ning, „brand‟ enhancement, and tradi- Candidate Specifications tion protection and development, by providing proactive leadership to the GENERAL QUALIFICATIONS & Board, Committees, members and EXPERIENCE staff. Candidates should have:  In addition to traditional skill sets and  A minimum of 5-7 years of progres- competencies in general management, sive leadership/management experi- human resources, accounting and fi- ence in an active, private, member- nancial management, marketing, food owned club environment, or similar & beverage operational management, Dubai Majesty won the 2010 Thoroughbred Club hospitality environment. Prior experi- and building and facilities manage- of America Stakes race at Keeneland. ence in city and/or dining club envi- ment, the GM must be a catalyst in ronments is especially helpful, as is a developing strategies for effectively recognizing trends and general (or stronger) knowledge of the Thoroughbred racing internal and external influences that impact operations so as industry. Further preference will be given to those candi- to ensure successful perpetuation of TCA goals and objec- dates with knowledge in this area, as well as familiarity with tives for the long term, foreseeable future. the greater Lexington area and its economic „drivers.‟  Sets accountabilities for „the team‟ and ensures understand-  A career track that demonstrates a record of tenure and com- ing and compliance with these expectations. mitment to previous employers, and that career moves were for enhancement of skills and experiences as opposed to  Proactively reviews and recommends to the Board and/or „unplanned‟ career changes. appropriate Club Committee on policy and strategy changes in the structure and operation of each department and gov-  Strong general management skills with verifiable ernance structure of TCA. strengths in team development, financial performance, quality food and beverage programming, exceptional  Is primarily responsible for setting and maintaining proto- member/guest service programming, membership mar- cols for the general care, maintenance, and upkeep of the keting, and most importantly the ability to consistently physical plant and facilities, to ensure that appropriate mon- define and achieve goals and objectives both for himself/ ies are available for said upkeep. herself and direct reports.  Creates and maintains an organizational structure that en-  Proven and verifiable leadership qualities with demonstrated sures appropriate, necessary and reasonable distribution of ability to direct, coordinate and control all facets of a private duties and responsibilities; must delegate to direct reports club with an over $1M operating budget. and staff as necessary, but follow up as appropriate to ensure that details critical for success are completed.  Exceptionally strong communication and facilitation skills, both written and verbal, with the appropriate personal pres-  Ensures that all TCA operations are managed with the ex- ence, passion for the position and ability to interact effec- ceptional integrity, sound business practices and principals (Continued on page 6) www.thethoroughbredclub.com Page 5 Thoroughbred Club of America: General Manager

tively with diverse constituencies of members, staff, vendors  Possessive of strong organizational skills and an obsession and other people who are part of the success of TCA. Com- with covering the details necessary to consistently achieve munication with members and staff, and „engaged‟ personal high levels a quality, satisfaction and outstanding member visibility is of immense importance at TCA. experiences.  Has had an exposure and responsibility to oversee and lead a  A broad knowledge of U.S. and International wine appella- high quality operation in all areas of his/her previous posi- tions, vineyards, and wineries, as well as an understanding tions---amenities, service and overall club ambience. It is and talent for wine and food pairings, is important. Also the critical that the GM personifies the level of quality and con- ability and interest to share that knowledge and enthusiasm sistency that is commensurate with expectations at TCA. with staff is important.  A network of people for contact within the hospitality indus- try for networking in a wide range of functional skills and MISCELLANEOUS disciplines.  A charismatic individual with a sense of humor and style  Business, creative and entrepreneurial sense for the overall that is commensurately appropriate with the culture and ex- evaluation of programs and services provided at TCA. Addi- pectations of a friendly and supportive membership group. tionally, having the ability to recognize the quality and type  On a verifiable, positive career track, unblemished by inap- of service that the majority of members (or future majority propriate behavior of any sort that would be potentially det- of members) expect, and which will continue to enhance the rimental or embarrassing to the membership of TCA. Some- value of membership at the Thoroughbred Club of America. one who has been a “difference maker” wherever he/she has  Strong financial and accounting acumen and technology been in the past. skills in order to review current accounting systems, evalu-  Preferably, a college graduate. ate FOH and BOH systems and integrate the two.

TRAITS, SKILLS & COMPETENCIES The candidate must be: Learn More  A “Team Builder.” A person who embodies the persona of For more information or inquiries, or to make your ultimate coach and motivator; someone who brings out the interest known to the firm, please present your very best in those around him/her by setting clear goals and credentials along with a cover letter detailing your expectations, providing consistent feedback and support, and interest as well as your alignment with the above who is respectful and professional in all interpersonal deal- noted qualifications and expectations to: ings.

 A confident, diplomatic and competent professional who is a „doer‟ and take-charge person and who recognizes the im- portance of accountability and “being there.” A creative problem solver who commands respect because of the way he/she interacts with others and lives up to his/her word. Nan Fisher OPPLIN UEBLER  A person who understands and effectively functions in a non K & K -profit, volunteer Board and Committee environment. Some- 7349 Via Paseo Del Sur #202 one who is a strong consensus builder, and who embodies Scottsdale, AZ 85258 the behavior and skills one needs to be successful in this 480-443-9102 type of governance model. [email protected]  Capable of a high degree of initiative and resourcefulness in directing the activities of a busy and somewhat seasonal www.kopplinandkuebler.com club; able to present a consummately professional image to the staff, membership, and the general public at all times. www.twitter.com/k2update The true “Ambassador” of TCA.  Decisive, visionary, committed, energized and passionate about TCA and the role that he/she has assumed, while rec- ognizing his/her role as a „partner‟ with the Board for suc- cess.

Purpose of the Thoroughbred Club of America The objects and purposes for which this corporation is organized are to promote, foster, and encourage closer co-operation and better business relations in the Thoroughbred horse industry; to provide a forum for the discussion and interchange of ideas, methods, and information relating to the breeding, racing, and marketing of Thoroughbred horses and to encourage public interest therein; to gather and disseminate such knowledge and information pertaining to the breeding, raising, and racing of Thoroughbred horses in of interest and value to persons having a common interest therein; and in general to endeavor in every proper and lawful way to promote better www.thethoroughbredclub.com business conditions in said industry. Page 6