BERKSHIRE COUNTRY CLUB General Manager Candidate Search Profile

March 2012

KURT D. KUEBLER, CCM [email protected] 561-747-5213

The Club

Berkshire Country Club Mission Statement

The Berkshire Country Club is committed to providing our members and guests with exceptional dining, golf, social, and recreational experiences in a friendly, exclusive environment, while preserving our rich traditions and beautiful facilities.

Berkshire Country Club, Reading, Incorporated in April 1899, the Berkshire Country Club, was the first private golf course in Berks County. Its clubhouse and a six-hole course, designed by John Reid, were established at Wyomissing Boulevard, in Wyomissing, a small suburb minutes from Reading. In May 1902, the Club purchased 60 acres of land in Bern Township. John Reid then laid out a 3,000 yard, 9-hole course. Reid stayed on briefly as the Club's first golf professional. Additional land acquisitions were made in 1916, 1921, and 1928, which gave the club a total of 125 acres and the opportunity to expand the course to 18 holes and to build tennis courts. In 1916, world-renowned architect Willie Park, Jr. was hired to design an 18-hole course on the existing course and additionally purchased property. In 1947, 1948, and 1950, the Berkshire Country Club hosted the Reading Open Golf Tournament. The tournament drew players such as , professional at Reading Country Club; , professional at Hershey Country Club; , , , Jackie Burke, Lew Worsham, , and Bobby Locke. In 1954, the swimming pool and snack bar were built. In 1968, Harry Markel retired as Head Golf Professional, after serving 37 years. Harry's son, John, succeeded him as Golf Professional until 1986. Dave Rupp took over the title in 1987, followed by his assistant Barry Adams in 1993, who still serves as Professional - only four professionals in 70 years. In 1978, the back porch of the Clubhouse was enclosed, transforming it into a beautiful dining room and bar.

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In 1991, the ballroom was expanded, the kitchen was modernized and expanded, and the outside patio was completed. In 1998, refurbishment of the pool house and expansion of the pro shop and locker rooms began. In 2011, the Club completed a $3 million renovation project which included renovating and expanding the Ballroom; constructing a new circular bar in our new 1899 Room with multiple flat screen televisions; and rebuilding and updating the bathrooms . The patio was completely enlarged to allow for more outdoor dining space and a spectacular view of the golf course. An enlarged practice green was relocated adjacent to the driving range, along with a short game practice area. Most importantly, the changes present a updated and lovely inviting atmosphere for members and their guests. Club Facts:  At present, there are several membership classes, all combined totaling over 490 total members.  Membership Types and Fees: o Full member initiation fee - $8,000 ($4,000 ‘special’ at present) o The Club has an $1600 annual minimum charge. o There is $10 per month Capital Charge.  The Club is organized as a 501(c) (7) not for profit entity.  Gross Revenues are over $4.5M annually, with Food Sales of approximately $970K and Beverage Sales of approximately $690K.  Gross Payroll is approximately $1,900,000 per year.  Approximately 13,500 rounds of golf are played each year.  The Clubhouse has a large function/banquet area, a number of smaller dining areas and outdoor patio/viewing decks or pre-function space. Meeting rooms and administrative spaces are ample, and the Club features a large golf shop, ample and well appointed locker rooms. The dining and function areas of the clubhouse have been recently renovated and are among the nicest areas of their kind in the greater Reading area.  There is a seasonally operated pool adjacent to the Clubhouse.  There are three tennis courts adjacent to the clubhouse.  The Berkshire Country Club offers the best on-course pro shop and most beautiful locker rooms of any club in the area.  The outgoing General Manager had been with the Club for 20+ years.

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The Role

Berkshire Country Club (BCC)– General Manager (GM)

The GM, reporting to the President and Board of Directors, has ownership for all day-to-day operations of Berkshire Country Club. Specific emphasis on planning for the future of BCC is critical, recognizing that his/her role as GM provides continuity for the “relevant”, strategic and long-term well-being of the Club. He/She is responsible to manage all of the key assets (physical and staff) including golf, pool, tennis, food and beverage, and other operations to ensure consistency in execution and delivery to the expectations determined to be in the majority members’ interests, and as defined in conjunction with the President and Board of Directors. High levels of member satisfaction in all areas are key components of the GM’s focus, as is ‘driving’ the agreed upon business plan, which he/she is expected to be a key part of developing for Berkshire.

The GM will provide innovative and entrepreneurial inspired leadership relative to operating procedures, programming, events and activities at Berkshire, recognizing the need to lead in balancing multiple interests, perspectives and desires of members and staff with the Club’s business and financial objectives. Successful administration of the operation, while meeting annual tactical and strategic goals and expectations is critical, as is keeping a clear definition of the vision of the Club. The GM will be leading all aspects of the organization and will need to be diplomatically adept making necessary and sometimes bold decisions in the best interests of the Club, including encouraging the Board for actionable decisions, but with a strong focus on ‘return on investment’ for such decisions.

The GM is the clear leader in ensuring that the BCC ‘brand,’ which needs to be further and fully articulated, and is expected to be an active participant in the greater Berkshire community in order to ‘drive’ positive recognition of that brand. The GM is the ‘face’ of Berkshire Country Club and is expected to ensure that the best interests of the membership and community (both internal and external) are maintained and enhanced through his/her leadership. Of critical importance is the maintenance and further development of an effective and dedicated team of professionals, consistently defined AND delivered operating standards, superior execution, and overall leadership within the organization. Training of the team to meet defined and memorialized standards is critically important.

The Club’s top executive will lead the preparation of annual operating and capital budgets, and be a catalyst in emphasizing the strategic business/membership marketing planning goals and objectives for the Club. He/She will work with the President and Board to identify annual initiatives and budget objectives, presenting plans and recommendations to the Board for approval. These plans will be backed with reasoned, well-conceived tactics, which he/she will be accountable to attain.

The General Manager role is clearly the most significant and impactful role within BCC. This professional will be primarily responsible and ultimately accountable for all matters of importance and consequence at the Club, including the organizational structuring to ensure that details critical to this goal are consistently achieved, and is expected to ‘run the business’ of the Berkshire Country Club, allowing the Board to be the policy making and evaluation arm, and Committees to be advisory to the GM and Board in their efforts.

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Primary Responsibilities Member and Board Relations  Assures consistent, efficient, seamless daily operation of the Club, providing members and guests with an experience that meets defined and memorialized standards. Is a strong and proactive advocate, in conjunction with the Membership Marketing Director, in attracting and orienting new Members at BCC.  Attends and actively leads/participates in meetings of the Board and ensures that appropriate recording of all meetings occurs. Functions as a ‘partner’ with the Board to Berkshire’s long term success.  Works very closely with the President and Board and appointed Member Chairs to ensure that appropriate cooperation occurs within all operating departments, and that necessary and appropriate evaluation of products, programs and services occurs on a regular basis.  Works closely with the President and Board to advise on issues of Member discipline or rules violations, but handles and advises, when necessary, appropriate disciplinary issues with staff.  Actively consults with the President and Board on policy and strategy, as well as changes in the organizational structure, personnel and operation of each department, as well as the implementation of agreed upon changes and enhancements.  Is the positive, energized and upbeat leader of the Club who intuitively exemplifies the standards of integrity, decorum and quality expected by Members and Staff at BCC.  Is a proactive part of the process of strategic planning, membership marketing and activities/services programming, ensuring that each of these areas of focus consider current and future membership impact and demographics. The GM must be the catalyst for examining and forecasting trends of membership demographics and service desires. The GM must raise issues of note with the President and Board, providing realistic observations regarding their impact and importance and further providing recommended solutions.  Helps identify creative strategies for new member acquisition and orientation into the BCC environment.  Is the catalyst for orienting new Members, new Board and Committees to Berkshire, ensuring that each is aware of the culture, policies and expectations of someone in each of those roles. Business and Financial Acumen  Assures the integrity of financial assets and reports, working closely with the Club’s accountant, Treasurer and Finance Committee.  Oversees the preparation of the annual operating and capital budgets and, after Board approval, manages and controls the operation to attain the desired results, recognizing the need to apply a common sense approach to flexibility within the ‘roadmap’ of each budget plan. Creates and executes tactics to drive ‘top line’ revenue growth through member and sponsored functions, as well as increased existing member usage.

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 Installs controls and procedures, where necessary, to ensure consistent, efficient delivery of member and staff services, utilizing technology where possible, while ensuring a ‘high touch’ environment in keeping with the personal expectations of Berkshire’s Members. Assures regular review of these procedures to ensure relevance and reliability of resulting information.  Is ultimately responsible for approval of contracts, payables and other financial commitments of Berkshire Country Club within the prescribed constraints of the budget and within the policies as established by the President and Board.  Is primarily responsible to ensure that appropriate safeguards are in place for BCC’s primary assets – its course and landscape surroundings, membership, staff, clubhouse and support building amenities, and so forth – whether it be for physical safety purposes, or for protection of information and intellectual property of the Club.  Is responsible for the execution of capital projects, ensuring that they are well constructed, meeting both immediate and long term needs, and are accomplished with appropriate controls to meet financial requirements.  Is actively involved in the external community, e.g. – Chamber of Commerce, service groups, etc. – so as to ‘position’ BCC as a positive community supporter, and to help make the external community better aware of the Club and its features.  Ensures that appropriate and necessary member profile information is captured and used to enhance membership satisfaction levels at BCC. Using technology in an effective, relevant and proactive manner is a priority for the GM and the Club.  Captures and uses multiple data sources to manage and anticipate trends that impact BCC’s business plan. Reports to the Board and appropriate Committees on a regular basis the likely outcomes and expectations of these trends, using a proactive “ROI” mindset to lead discussions and decisions. Communication  Champions a high quality program for actively engaging/orienting new members to ensure quick assimilation into the BCC experience.  Develops or further activates opportunities for member dialogue and rapport through active member recognition programs, focus groups, and other opportunities designed for consistent and relevant information collecting and dissemination. Is active in meeting and greeting BCC Members and their guests, and expects similar engagement from his/her staff.  Creates and executes systems to respond to input as necessary, recognizing that not all suggestions and requests can be accommodated, but must be acknowledged and handled. Initiates multiple means of capturing member input and desires through surveys, comment cards and technology sources.  Intuitively enjoys recognizing Berkshire Country Club members, their families and guests, and believes in the concept of sincere and engaged interaction. Sets an example and expects similar behavior from associates who share member interaction and “Moments of Truth” in performance expectations.  Recognizes that “no surprise” management means keeping the President and Board of Directors informed of all significant, or potentially significant staff performance and operating matters, achievements, or other situations of membership importance.

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 Focuses on staff communication, especially as it relates to the BCC’s primary mission, vision and core values. Seeks and implements ways of improving staff member knowledge, skills, and consistency in delivery and recognizes that a well-informed staff is respected, enabled and more effectively able to meet membership expectations. Makes this a top priority with his/her team.  Is the primary verbal and written communicator of necessary and important information for members, staff and external constituencies, and recognizes that the ability to convey information in an articulate, well-conceived and well-written manner is of utmost importance. Management Team and Staff Relations  Is an intuitive ‘lead by example’ leader, as well as having a ‘mentor’ mindset with his/her approach to the team at Berkshire.  Interacts on a regular basis with department managers pursuant to targeted and defined goals and objectives, performance evaluations, recognition and discipline. The GM is the ‘key’ motivator and ‘coach’ of the management team and needs to conduct himself/herself with the utmost integrity and appropriateness, bringing each critical operating department together for the common good of the entire operation.  Interviews and appraises applicants for key positions, and exercises final approval authority over all club hiring. (Hiring of certain Department Heads will be subject to ratification by the Board, but will be coordinated by the GM and with his/her strong influence on the final decision).  Acts as a key resource and facilitator on staffing matters to all direct reports.  Ensures that necessary and appropriate job descriptions are in place for all staff members and, as noted above, on-going evaluation of team members occurs on a timely and appropriately reflective and insightful basis, and is memorialized in their permanent BCC personnel files.  Develops, implements and evaluates staff member recruitment, orientation and training programs, as well as professional development of executive team members and staff on a regular basis. Provides multiple opportunities for mentorship and coaching opportunities. Challenges the team to ‘raise the bar’ in their respective areas, but also with their coordination and working efforts with one another.  Celebrates the long tenure of many BCC employees, but consistently holds both them and new team members to appropriate and consistent standards of expectation. Recognizes, with the support of the Board of Directors, that there are no ‘sacred cows’ in the organization and each member of the team needs to be accountable. Club Management  Is sincerely active and visibly engaged with members and their guests on a regular basis. Is readily approachable and responds to member input with grace and respect.  Recognizes and executes to defined member satisfaction standards, and ensures that front line staff members understand and execute to these levels as well. As necessary, develops and memorializes these standards, and truly holds the team at Berkshire accountable to work to them.  Addresses and evaluates products, events, activities, employee attitude and overall appearance of staff and facilities to ensure maintenance of desired standards.

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 Recognizes that the culture of BCC is one of ‘teamwork’ and mutual support between departments is critical to the overall success of the Club. Works to ensure this outcome is consistently vocalized and achieved.  Oversees top-flight food and beverage operations, with exemplary service commensurate with the area of the Club in which it is being delivered. Moreover, does so at an appropriately priced level with innovative and creative design and presentation.  Knowledgeable of and able to institute consistent, appropriate standards of employee decorum, interaction as well as workplace standards, ensuring that each operating department is working to similar standards, holding the management team accountable ensure understanding and compliance.  Understands the value of latest club based technologies and trends, as well as 21st century social media applications and their use in today’s world of connecting with members and residents.  Primarily responsible to ensure the setting and maintaining of protocols for the general care, maintenance, and upkeep of the physical plant and facilities; and budgets appropriate monies for said upkeep. Proactively works with the BCC Board of Directors to ensure that they understand these financial needs as well, making recommendations, with appropriate supporting information, for regular and on-going R & M and reinvestment.  Focuses on social, cultural and educational enjoyment within the Berkshire Country Club environment to support and reinforce the pride Members have in their Club and community, and thus delivering an innovative, exciting array of activities, programs and member events.

Organizational Structure: Berkshire Country Club operates under the General Manager (GM) organizational structure. The GM reports to the Board of Directors through the Club President.

Direct reports to the GM position include:  Director of Membership and Marketing  Golf Professional  Golf Course Superintendent  Assistant General Manager  Club Accountant  Pool Manager  Executive Chef  Locker Room Manager

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Initial Priorities of the General Manager With the expectation that the new GM will commence his/her role following the Spring 2012 ‘season’, several key and necessary priorities have been identified as being likely primary areas in which to focus. These key priorities are broadly grouped into five categories:

 Increase Club Usage  Attract New Members  Implement Fiscal Management & Controls  Train and Mentor Staff  Assist Board to Become Advisor not Micro-Manager

Some of the areas wherein these priorities will focus are:

 Review each area of the operation for seasonal efficiencies, review revenue growth potential strategies and develop implementation plans that are then fully vetted through with the Board and President. In essence, “Build the Business” as it relates both to member ala carte usage and the opportunities available in the new and renovated ballroom and various meeting rooms within the clubhouse.  Review and identify key strategies for Membership Marketing, overall Membership Satisfaction Levels, and initiate community involvement and coordination, becoming the clear ‘face’ and ‘ambassador’ of the Club within the greater local business community; ensure that internal marketing via the website, emails and other forms of member communication have a foundation of consistency and professionalism. o Complete a competitive club community study to determine the ‘differentiators’ and how BCC can further enhance its positive positioning for future members. o Review and update, where appropriate, technology uses and quality of communication delivery on website and other areas within the operation. o Review the year round family programming plan and revise/enhance as necessary to ensure a steady array of exciting family events are part of the annual calendar at BCC.  Review food and beverage operations for innovations and possible improvement; implement and execute agreed upon changes. o Ensure that the Club’s wine offerings is reviewed and enhanced to drive sales in that area the operation.  Review operating processes and procedures, working in conjunction with each key department head, both individually and collectively, to develop memorialized standards of operation, training, job descriptions, recruitment and hiring standards, and on-going execution of operating goals and objectives. o Spending necessary and appropriate time developing positive relationships with members and staff. o Ensure that an effective organizational chart is in place, with an appropriate distribution of duties while focusing on delivering a positive member experience and ‘growing’ the BCC business. Review the labor and staffing plans to ensure appropriate levels and standards are in place. o Ensure that an effective ‘train the trainer’ program is in place.  Create a Board Policies Manual to ensure that memorialization of BCC policy standards are in place and regularly updated.

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Performance Metrics  Annual operating and capital budget plan achievement.  Meeting or exceeding membership goals – new and retention.  Employee effectiveness and retention. The Individual

BCC GM Candidate Specifications

General Qualifications & Experience

 A college graduate with a Bachelors Degree in Business Administration or Hospitality Management with a minimum of 7 years of experience in increasing roles of management responsibility and experience in a similar club operation, preferably as the top executive (GM) for a number of years.  The Club will strongly consider candidates who have worked in a top tier club environment in a #2 capacity, wherein verifiably strong mentorship and professional development has occurred.  A verifiably unblemished career track that demonstrates a record of tenure and commitment to previous employers, where career moves were for enhancement of skills and experiences as opposed to ‘unplanned’ career changes.  Knowledgeable in “best practices” in top performing and high member satisfaction clubs around the country.  A record of providing ‘value’ and being prudent with expending Club funds, but with a strong focus on membership satisfaction and a clear understanding and ability to deliver on ‘core’ fundamentals of club success.  Strong general management skills with verifiable strengths in inspirational leadership, financial performance, “people” and team building skills, and recreational amenity management. Especially strong credentials are preferred in quality food and beverage programming, membership marketing, highly regarded golf operations, member/guest service programming, strategic business planning, and the ability to consistently define and achieve goals and objectives.  Excellent financial skills, with the ability to quickly assimilate numbers and reports important to understanding how the business is performing, trends to consistently aware of, and be able to convey same to the Board and key management team.  Knowledgeable regarding typical club financial issues of funding, cash flow, project analysis, and so forth. Is aware of critical benchmarking and club industry financial metrics that lead to proactive response to trending curves.  Proven ability to be a clear, consistent and ‘calm’ communicator. Exceptionally strong communication and facilitation skills, both written and verbal, with the appropriate professional and personal presence, desire and ability to interact effectively before diverse and varying size constituencies of members, staff, vendors and other people who are part of the success of Berkshire Country Club.

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 Experience in coordinating and overseeing major club improvement projects, including the ability to build consensus for support, to design development and execution of plan to budgeted expectations.  Someone who can assist the Board at BCC to develop a clear ‘mission’ and articulate it to the members and staff.

Traits, Skills and Competencies

 A respectful and respected (which must be earned) professional who exhibits a consistently balanced and ‘no favoritism’ approach to both members and staff.  An adaptable, flexible, yet clearly focused professional.  A proven ‘leader’; not simply a manager, nor someone who is looking to be a ‘caretaker’ manager. The need is for an innovative, entrepreneurial-minded individual who can both conceive and ‘drive’ the execution of goals and priorities.  A leader able to accommodate the peaks and valleys of seasonal operational cycling; able to function effectively and with a consistent positive attitude during the height of season, when significant hours and personal time commitment is necessary for success. A high energy, “positively infectious” personality is most desirable.  A “Team Builder.” A person who embodies the persona of ultimate coach and motivator; someone who brings out the very best in those around him/her by setting an example with clear goals and expectations, providing consistent feedback and support, and who is respectful and professional in all interpersonal dealings with each constituency. Someone who can “consistently raise the bar” and who instills such thinking and execution in the minds of the team.  A diplomatic and competent professional who is a ‘doer’ and take-charge, hands-on person and who recognizes the importance of accountability. A creative problem solver who commands respect because of the way he/she interacts with others and lives up to his/her word, and confidently puts forth recommendations to the Board and Staff.  Personally capable and comfortable with technology and incorporates its use, as appropriate, in his/her everyday role, while never losing sight of the need for ‘high touch’ relations with the Board, Members and Staff.  Ultimately, an enthusiastic supporter of Board decisions and directives.  Armed with a high degree of creative, relevant and innovative ideas relative to food and beverage operations, member activities and programs.  Decisive, visionary, committed, energized and passionate about BCC and the role that he/she has assumed.  Someone who is able to appropriately delegate, but who never loses sight of the need to provide necessary input, be aware of what is happening in all areas of the operation, and ‘inspects what he/she expects.’  Possessive of strong organizational skills and an obsession with covering the details necessary to consistently achieve high levels of quality, satisfaction and outstanding member experiences.

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Miscellaneous

 A person with strong integrity who knows how to build the trust and confidence of his/her Board, the Members and the Staff.  A personable, outgoing individual with a style that is commensurately appropriate with the culture and expectations of a friendly, fun and supportive membership group and staff.  On a verifiable, positive career track, unblemished by inappropriate behavior of any sort that would be potentially detrimental or embarrassing to the membership of Berkshire Country Club.  Preferably possessing either a Certified Club Manager (CCM) designation or similar professional development achievements.

For more information or inquiries, or to make your interest known to the firm, please present your credentials along with a cover letter detailing your interest as well as your alignment with the above noted qualifications and expectations to:

Kurt D. Kuebler, CCM Jupiter Office 561-747-5213 [email protected]

or

Nan Fisher Scottsdale Office 480-443-9102 [email protected]

www.kopplinandkuebler.com www.twitter.com/@k2update

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