ADMINISTRATIVE MANAGER’S COLUMN
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General Manager Norman Rich nrich@themac.com Facilities Director/AGM Elsa Lemoine elemoine@themac.com Senior Executive Assistant Melania Oppat moppat@themac.com Executive Assistant Lindsay Halley lhalley@themac.com Security Manager Dennis Wright dwright@themac.com Controller Heather Bulloch hbulloch@themac.com Purchasing Manager Barry Kaufman bkaufman@themac.com Acting Athletic Director Lisa Virtue lvirtue@themac.com Gymnastics Manager/Acting AAD Meg Doxtator mdoxtator@themac.com Aquatics Manager Jason Amos jamos@themac.com Dance Manager Laura Haney lhaney@themac.com Court Sports Manager Dan Baggett dbaggett@themac.com Fitness Manager Darrell Duvauchelle dduvauchelle@themac.com Outdoor Manager Chad Failla cfailla@themac.com Squash Manager Ashley Read aread@themac.com Tennis Manager Paul Reber preber@themac.com Youth Programs Manager Cathy Heinke cheinke@themac.com Marketing Director Jen Scott jscott@themac.com Communications Director Michole Jensen mjensen@themac.com Communications Manager Tony Roberts troberts@themac.com Maintenance Manager Larry Shoop lshoop@themac.com Housekeeping Manager Tony Arrington tarrington@themac.com Food & Beverage Director Cameron McMurry cmcmurry@themac.com Executive Chef Philippe Boulot pboulot@themac.com Catering Manager Dorcas Popp dpopp@themac.com Human Resources Director Alison Beppler abeppler@themac.com Member Services Director Josie Henderson jhenderson@themac.com Guest Services Manager Christine Natonek cnatonek@themac.com Member Events Manager Abby DenUyl adenuyl@themac.com Membership Manager Dave Hanna dhanna@themac.com Member Services Asst. Manager Kevin Pollack kpollack@themac.com Mporium Manager Tonya Mitchell tmitchell@themac.com www.theMAC.com
ur staff is the heart of our clubhouse. It is the blood, sweat and tears of our organization. We have thousands of cumulative years of experiences collectively among our team. While vast experience and Norm Rich GENERAL MANAGER longevity can be a wonderful asset, it also can be a liability. We always want to improve and avoid getting stuck in a rut. There are always new and better ways of improving our buildings and our programs. We cannot improve without believing that we can be better. In my years working in the corporate world, we always wanted to grow sales, increase productivity and improve the returns on investments. The club industry, however, prides itself on improving its “return on service.” We want to be the most member-friendly organization we can be while creating and maintaining great facilities. Our members have a great deal of say, and make some wonderful suggestions on how to improve the club. I pride myself and our team on bridging the wants and needs of members and staff with a balanced approach. I have asked our Board of Trustees to create a draft of a strategic plan that gives us a roadmap to our longterm future. It is the common wisdom of the partnership between members and staff that allow for the best thoughts, plans and ideas to advance. We have existed successfully for 125 years, and it is the job of our board and staff to continue to lead the club, ensuring we get even better at the things we do well and improve upon what is not working. Committees have always had a big role in sharing wants, needs and ideas with management and the board. A reluctance to admit shortcomings is a fault. Admitting a shortcoming can be a formula leading to future successes.
communications, helping us stay in touch with members and finding the best ways to communicate everything the club has to offer. We are our own worst enemy when we fail to clearly communicate with membership. It’s not for the lack of trying; rather, we offer so much that it’s difficult to promote it all. The total number of members has remained the same for nearly 20 years, but over the past several years, the number of members entering the club has risen significantly. This positive trend tells us more members are enjoying the club on an everyday basis. Jen will look at data as we begin to have discussions on future strategic planning. Hard numbers help us determine where we should spend capital and operational funds. We currently are interviewing for our new athletic and wellness director; we have changed the title to be more inclusive of wellness. We have two excellent internal candidates and some outstanding external ones. I am uncertain where this journey will lead, but I know we will fill this position with an outstanding director who will partner with committees, athletes and staff for the betterment of our club. We also have given Elsa Lemoine additional responsibilities, promoting her to the combined role of facilities director/assistant general manager. She will serve as acting general manager when I am out of the building or unavailable. We are realigning some departments to bring similar activities together by providing more services to our members. More specifically, we are merging member events and catering into one unified department, managed by Abby DenUyl, who will partner with Dorcas Popp to create even better member events and parties or business meetings. At Your Service will soon assist in member billings and member account inquiries, making a trip to the fourth floor Business Office obsolete. We will continue to realign departments to ensure we are being as member-friendly as possible. Watch for future enhancements to benefit members in the next few months.
New Direction
Finally, in April, we will partner with ride-share service Lyft in an effort to reduce parking congestion around the club. Members will receive discounts on rides to and from the club, and can receive a discount for signing up for the service. For more details, see page 16. WM
I want to thank our directors staff for their partnership and picking up extra responsibilities over the past several months as we realigned job duties that fit best within our organization. We welcomed Marketing Director Jen Scott, who will oversee all
Catch a Lyft
APRIL 2017
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