AN AMERICAN DREAM
THE WOODLOCH STORY
DEDICATION
It is with extreme pride and appreciation that we dedicate this brief look at the history of Woodloch to our loyal guests... The guests who arrive as strangers and find life-long friends. The guests who arrive as skeptics and depart as believers. The guests who came as children and now return as parents with children of their own.
The guests who came to be entertained and became the entertainers. The guests who have returned visit after visit, often bringing back others to share their enjoyment. The guests who have given us encouragement through their confidence in investing when other sources said no.
The guests who have reserved their place for years ahead so we might grow today. The guests who have departed this life but will always remain in our hearts. Indeed, they are all our most valued assets and the finest people in all the world. Without them and the sincere concern and loyalty of our dedicated and talented staff, there would be a wilderness where there is now purposeful activity. Our deepest love and heartfelt gratitude go with them... always.
The Woodloch Family
HOW IT ALL BEGAN
WITH A STAKE & A PROMISE
In 1938, a twelve-year-old girl named Mary Mould was brought to Lake Teedyuskung, a shimmering, spring-fed jewel in the forested hills of the Pocono Mountains. Her family had arrived there on vacation. They’d borrowed their friend’s cabin, which was shy on luxuries. It boasted a coal stove and an outhouse. There was no electricity, and bats outnumbered vacationers many times over. Even potable water required a row across the lake. Still, to Mary, it was a pristine glimpse of paradise. Her family’s retreat to the mountain lake became an annual tradition, and Mary, in particular, couldn’t wait to return each year to swim in the pine-scented tannic waters.
Lake Teedyuskung has a storied history that predates Mary and Woodloch. The Lake derives its name from a Susquehanna Native American leader who became known as “King of the Delaware.”
As far back as the 1600s, the Lenni Lanape Native Americans called this lake home. They were a famously peaceful tribe. One of the oldest indigenous groups in the entire Northeast, the Lenni Lenape were often thought of as “The Ancient Ones” by other Native Americans. By the dawn of 1700, the Susquehanna had begun arriving from the north and west. Quickly, the Susquehanna outnumbered the Lenni Lenape, but the lake’s fertile fishing grounds and abundant surrounding forests provided sustenance for all.
Things changed when settlers of various European ancestries arrived from the east. A story that has become rote was all too specific here. The foreign colonizers claimed the land and began to drive all indigenous inhabitants away. Chief Teedyuscung united the region’s ten distinct tribes in a joint effort to resist the white invaders, retain their land, and preserve their ways of life, but the indigenous nations lost the battle for the lake. Chief Teedyuscung (1700-1763) was the strong-willed spokesman of the Susquehanna Delaware people. He and his people fought colonists for the land that he believed belonged to his tribe and he sought promise from the family of William Penn that the Wyoming Valley would be reserved for the displaced tribes of the area. Unfortunately, in 1762, Teedyuscung’s desperate battle for the land was lost and his requests for a home in the Wyoming Valley were denied.
In 1763, Teedyuscung was murdered along with many other members of his tribe, others were captured and relocated to reservation land, and the Pennsylvania Government assumed possession of the disputed land.
Eventually, the forests surrounding Lake Teedyuskung were divided into parcels and tracts, some of which were sold privately during the Great Depression. Still, for many years, the lake remained undeveloped, a secret known only to a handful of locals and vacationers.
Then Mary Mould vacationed here…
Mary Mould’s family lived in Long Island, 150 miles (and a world away) from Lake Teedyuskung. At Long Island’s Baldwin High School, Mary met Harry Kiesendahl, a talented football player with a wide grin and sparkling eyes. Mary loved his endless energy and enthusiasm, and before long, she loved him. She tried to tell Harry about Lake Teedyuskung, to describe the early morning mists clinging to the water and the specific way the lake reflected starlight on warm summer nights, but her words never did her memories justice.
Harry, however, was a man of action. He decided it was high time he got a first-hand look at this place his sweetheart kept talking about, so he rounded up his fellow football players, piled into a Willys, and headed for the mountains. The heavy load and steep roads were proving too much for the jeep. After a lot of pushing and coaxing, the group finally arrived on the shores of Lake Teedyuskung. Harry was impressed.
“What
a place,” he said, “it was beautiful, but then so is Mary.” Harry and Mary became engaged at the age of eighteen. They were deeply in love, but it was 1944, and the country was at war. Harry joined the United States Navy and was sent to Maryland for his basic training. The thought of separation was painful. Harry and Mary wanted to exchange vows before he deployed, but their families thought eighteen was too young to marry. They would not support a wedding until Harry returned. Mary prayed for him to make it back safely.
“When I got to port,” he remembers, “I found a letter from Mary. Her parents thought we ought to postpone the marriage for a while. I was really upset.”
No one expected Harry to appear so soon. After just six weeks at sea, his destroyer was torpedoed and brought back to Boston for repairs. For nineteen interminable days, the ship was towed slowly across the Atlantic. Harry had little to fill his time, and could think of nothing apart from his wedding to Mary.
Mary’s parents suggested they all go up to Lake Teedyuskung to talk it over. Harry, who was on leave, knew he had only thirty days to convince his future parents-in-law that he and Mary should be married without delay. “After all,” he said, “in those days, you never knew if you’d make it back home or not. Lots of guys didn’t.”
The summer days flew, each one bringing them closer to another separation. They savored the bittersweet interlude and reveled in the lake’s natural beauty. To them, the lake was a serene oasis in a world gone mad. They vowed to return someday to Lake Teedyuskung. To seal their vow, they took two stakes and pounded them into the earth, engraving the moment in their minds. Those stakes were an embodiment of their hope, love, and unlimited faith in the future. By the time Harry convinced Mary’s family that they should be married, his leave was almost over. There wasn’t time to send out invitations, so Mr. and Mrs. Mould invited the entire community of Baldwin, New York to the wedding by announcing the ceremony in the newspaper. The family made hasty arrangements, and Mary borrowed a wedding dress from a friend. On September 4, 1944, before a packed church, Mary Mould and Harry Kiesendahl united in matrimony. Then Harry shipped off to Boston, where he’d been assigned to another destroyer. Harry’s first and only tour of duty included both the Mediterranean and the Pacific. It was plenty, and as soon as it was over, Harry retired from the military and returned to his young wife.
Baldwin, Long Island
SWEET DREAMS
Harry and Mary wanted to start a family, and that required financial stability. Harry took all kinds of jobs. He was a Good-Humor man, delicatessen clerk, busboy, and milkman. He even sold popcorn at the racetrack. They had their first son, John, followed two years later by Nancy. Steven, their final child, wouldn’t arrive for another seven years. The young family moved from Baldwin to Wantagh, then about ten minutes further east to Massapequa. There, Harry was finally able to realize his personal dream of becoming a business owner.
He and a friend, Andrew Sarosy, bought a luncheonette known as Parkside Sweet Shop. Though Mary stayed home with the kids, she helped by making soups and pies for him to sell in the shop. The venture was a success, and Harry expanded the business three times before selling it. He then partnered with Arthur Waltham and used the proceeds from his previous business sale to purchase the Heins Confectionery in Huntington. Harry was able to add more stores to his holdings,
and eventually, he ran a successful chain operation known as the Town House Shops.
In Massapequa, the Kiesendahl’s rekindled an old friendship with Marge and Don Kranich. Harry and Mary had known Marge since elementary school days. Mary and Marge had been close friends in high school. After graduation, Marge took a secretarial job at the Sun Oil Company. Then she met a tall, handsome young man named Don Kranich. The two married, and Marge continued working as a secretary until their first child, Russell, was born. After a few years of diligent saving, Don and Marge purchased their first home in nearby Wantagh.
Don, who was working for Beechnut Baby Foods at the time, happened to run into Mary one day at the grocery store. Don had also served in the United States Navy. He’d trained at the Naval Amphibious Base in Little Creek Virginia before being assigned to the U.S.S. L.S.T. 700 as a
quartermaster. Don spent two-and-a-half years in the South Pacific. He survived several harrowing events. His ship was hit by a kamikaze and towed to the Admiralty Islands in the Pacific. But there, the ship was bombed while in dry dock. Of the 130 men onboard, Don was one of only thirty survivors. When his tour of duty was over, he was relieved to return to civilian life.
Parkside Sweet Shop
The Kiesendahls and the Kranichs began getting together on a regular basis. By this time, Don and Marge had two children, Russell and Serena.
Don also wanted to own his own business, so left his job with Beechnut to open a Sunoco station in Massapequa Park. Eventually, Don acquired a body shop, Don’s Park Sunoco, as well as another service station in Huntington. That station was one of the largest in Nassau County. The station wasn’t far from Harry’s sweet shop, so Don and his employees would often lunch at Harry’s. When Harry’s partner wanted to sell his half of the business, Don agreed to buy it.
people happy, and to raise their own kids in the country. They agreed it sounded wonderful, and playfully toasted each other, “to our future as resort owners.” Their glasses clinked as their vacation came to a close. They each faced a very full workweek ahead.
The couples got along so well, they planned a week vacation together at Split Rock Lodge in the Poconos. They enjoyed themselves immensely and felt continually impressed by the way they were treated by the innkeeper. They mused on what it would be like to work in hospitality, to create a haven for hard-working folks who needed a break from their hectic schedules, to make
Back in Massapequa, Harry began scanning the papers to see what kind of resorts were for sale. He checked upstate New York and the broader New England area, but nothing fit his criteria. Then one day, he saw a tiny ad in the New York Times. It mentioned a resort on a lake in Pennsylvania. The ad didn’t identify the town or the lake, but it offered a local phone number, so Harry called. The seller warned him that the area was not one anyone had ever heard of; it was a tiny lake near a small town in the Poconos…
THE LOCKWOODS
Mary learned the resort for sale was on the old summer estate of the Lockwood family. She knew the place immediately and could picture the property in her mind. Back when her family had summered at Teedyuskung, the Lockwood’s waterfront estate had been private and therefore off limits but she had glimpsed the grounds both from the lake and the road.
Louise and George Lockwood were a wealthy couple from Waverly, Pennsylvania. They had owned the property since 1918, and had even switched their last name around to properly christen the estate “Woodloch Pines.”
In those early days, they had three full-time groundskeepers. Their property included numerous lawns, gardens, fishponds, fountains, and of course, a stable. The only way to get to the country back then was by horse and buggy, so a stable was a necessity.
gowns, fending off snakes with a shepherd’s crook. With that job done, she’d sit in her attractive stone “tea house” and look out over the lake.
Mrs. Lockwood was a tall, eccentric woman who often strode about her property in long, flowing
She and her husband entertained a parade of guests throughout the summer season. Their parlor which is now the Staircase Lounge was ornately furnished and crowded with Indian rugs, imported steins, and cranes hanging from the ceiling on glass chains. A large portrait of “The Five Nudes Bathing at the Spring” was just one of many paintings adorning their living-room walls.
There were homegrown treasures as well. The couple kept taxidermized owls, pheasants, and deer heads which they mounted on the walls. They also had an astonishing collection of rattlesnake skins. The room had exposed beams, and flickering fires in the two brick hearths threw ominous shadows on the dark-green walls. The Lockwoods were world travelers. They’d developed a curious flair, and Woodloch Pines reflected their flamboyant lifestyle.
THE SVENNINGSENS
In 1946, Olga and George Svenningsen, a Scandinavian couple, bought the Lockwood Estate and turned it into a summer boarding house. They catered primarily to Scandinavians and would host about thirty people at a time for “fun and relaxation in an atmosphere of hominess and comfort.”
George Svenningsen was a chief engineer on a Texaco tanker and so was away most of the time, leaving his wife to run the business. Olga had some hired help, but she relied on guests to pitch in. All she had to do was start splitting wood, and she would be besieged with offers of assistance.
the hall. In the morning, guests would line up and wait for their turn to shower and do their morning constitutional.
The guest accommodations were primitive by today’s standards. Guests stayed in one of two cottages Twin Pine or Buckhill or in a converted barn they called “the Annex.” The converted barn (which was renamed “Pocono House”) had fourteen small, cell-like rooms with walls so thin, guests would converse through them. There were only two bathrooms for the entire annex, one at either end of
And yet, Olga’s loyal clientele returned year after year, enthusiastically anticipating their sojourn in the country. They came here so they could enjoy the beauty of the lake and surrounding woodlands and feast on homemade, bountiful meals. By 1958, after twelve years of running the estate, the upkeep became too much for Olga. She developed health problems, and she and her husband reluctantly decided to sell the property. They placed an ad in the New York Times.
Woodloch Pines, 1958
When Harry called that number to inquire about the mysterious property, Mary was right there, overhearing the conversation. Harry repeated familiar names like Hawley and Lake Teedyuskung. His voice swelled with excitement.
“Well,” she said to the kids before he’d even hung up, “we might as well start packing. We’re going to be moving.”
Harry couldn’t wait to show the boarding house to Don, so, in the dead of winter, they drove up to look at the property. Three feet of snow slowed them down. They had to follow a plow for the last few miles just to reach the grounds. Don looked around the main room with its spooky stuffed animals and rattlesnake skins. He gazed out the window at the bleak, frozen lake. “I don’t think we’re quite ready for this yet,” he concluded.
By the time Harry called, several potential buyers had been turned down. The Svenningsens were deeply concerned about the future of Woodloch Pines. They wanted to find people who would be compatible with their guests, and they interviewed prospective buyers very carefully.
The decision was easy for Harry and Mary. They remembered their early days together on the shore of that lake and were convinced that fate was on their side. It didn’t matter that it was February and everything was covered in snow; they knew what Teedyuskung was like in the summer.
Harry and Mary knew they were ready. They wanted to move before John entered high school. Every day, they felt more confident in their direction. Every night before bed, their confidence wavered and they reassured each other that buying the property was the right choice. The buildings were in good condition, and the Svenningsens seemed to be lovely people. But Harry and Mary were trepidatious about wintering with only squirrels and deer for company. “Sometimes at night,” Harry admits, “we would chicken out.” But the next morning, they’d wake up full of plans. “If it is not meant to be,” Mary decided, “something will stop it.”
It was meant to be. Mary and Harry had not forgotten the two stakes they’d pounded into the ground on the opposite side of the lake.
Teedyuskung had played a vital role in their lives. They remembered the sunsets and quiet evenings of conversation. They were convinced a place so full of formative memories would not let them down. They took the plunge and purchased Woodloch Pines. It was a monumental step in their young lives. It meant uprooting the family and carving out a new life in the wilds of Pennsylvania. Mary’s parents, Grandma (Gigi) and Grandpa Mould, decided to accompany them and remake their own lives beside their daughter and grandchildren in the rural mountains.
Kiesendahls’ honorary Scandinavians. The Svenningsens were helpful and cooperative at every point, and the charitable spirit of the closing stunned the lawyer. When he pointed out that the Kiesendahls should pay for the partial tank of oil on the property, the Svenningsens said the new owners were welcome to whatever oil remained.
“And by the way,” Mr. Svenningsen added, “I have some tools in my garage in Bayshore that will come in handy. I have no use for them now, so the new owners might as well have them.”
The purchase went smoothly. In fact, it was a highly unusual real estate transaction. The Svenningsens had searched for their successors and were more concerned with the Kiesendahls’ attitude than they were with money. They were convinced Harry and Mary would get along well with their guests, going so far as to proclaim the
Mrs. Svenningsen offered the Kiesendahls all sorts of suggestions so that they could smoothly transition into owners. The transaction felt more like a friendly changing of the guard than it did a standard business deal. The spirit of the closing set the tone for years of caring relationships and became a cornerstone of the Woodloch philosophy.
In April 1958, for the princely sum of $45,000, the Kiesendahls became the proud owners of twelve acres of land. The property included two hundred feet of lakefront, a main lodge, the annex, and two cottages. All together, they could accommodate about forty guests. For a short time, Harry kept his business on Long Island. He lived with the Kranich family during the week and commuted home to Woodloch Pines on the weekends.
The isolation of that first spring was challenging, but it was soon forgotten once the weather warmed. The Kiesendahl family, including the children and Grandma and Grandpa Mould, all pitched in to plant, mow, paint, repair, and clean the property in preparation for Memorial Day Weekend, the date they’d open to their first guests.
Grandma Mould did the “cut–up” in the kitchen, making uniforms for the waitresses. Grandpa Mould gardened and did the bookkeeping. Much like it had been with Olga and George, Harry was gone all week, leaving the brunt of the boarding-house workload to Mary.
By that time, in addition to the Town House Shops, Harry was managing a restaurant at Roosevelt Raceway. The money from the track was important, but it soon became apparent that Harry’s help was needed full time at Woodloch Pines. Harry decided to sell his interest in the restaurant. It was a significant decision, one that meant he was making a total commitment to the family’s new enterprise. The kids emptied garbage cans, watered flowers, washed dishes, and ran errands. Mary was in charge of all reservations. She served as the property’s hostess and social director. Harry was a genial host and head chef.
May and the Kiesendahls had similar values. They laughed a lot and saw the virtue in hard work. When May finished in the Woodloch kitchen, she would go home to care for her mother, chop wood, and milk her fifteen cows. During that first busy summer, May and the Kiesendahls forged a relationship that proved to be rich and enduring.
For extra help, Mary and Harry asked May Marshall, the Svenningsen’s cook, to stay on and work for them. They relied heavily on May, who baked bread, concocted Scandinavian specialties, wallpapered bedrooms, and gave other general help to Mary and Grandma Mould.
Still, the adjustment to Woodloch life wasn’t all smooth transitions. The family arrived when Woodloch Pines still buried under several feet of snow, and worse—it didn’t matter if they couldn’t get out—there was nowhere nearby to go. No one else lived within five miles. Harry was still working in Long Island most of the time, Mary missed her friends, and school officials didn’t see any point in enforcing John’s attendance until the following autumn since the school year would be ending soon anyways. A barrage of letters from John’s Long Island friends, some written on long rolls of toilet paper, made him yearn for home.
But by the arrival of summer, Mary and kids found themselves too busy to be lonely. Guests came and went. Harry moved up by midsummer, and the Kranichs started coming to Woodloch most weekends to help out.
Harry’s memories of those first six months were certainly trying. The Town House Shops had done very well, but with everincreasing responsibilities, including overseeing more than eighty employees on Long Island, Harry had got into the routine of working seven days a week. He was rarely with his family. His kids were growing up, and he was missing it.
his wife and kids even while he worked long hours. Friends questioned the move, wondering what he was going to do up there in the wilderness, and what the fallout would be if the business didn’t succeed. But Harry had no doubts at all. “If the business doesn’t work out,” he said, “I’ll find something else. I could always hire out as a cook or do any kind of work. Somehow I’d make a living.”
His goal in buying Woodloch Pines was to find a business more suited to family, something that allowed him to be with
Massapequa Park
THE MECHANIC BAKER
Marge and Don weekended at Woodloch Pines for most of that first season. They pitched in, helping wherever they were needed. The couples’ shared dream of going into the resort business was now possible; Harry and Mary had already chosen their course. Marge and Don wanted to be part of the business, but it was a big step, and they had to be very sure.
about it, starting small and growing over the years was ideal for us. If it started out as big as it is now, I would have been petrified because I didn’t have any experience in this type of business.”
“It was harder for Mary,” Marge remembers, “because she started out alone. At least when I came, I knew Mary would be here. I was not used to living way out in the country. My first reaction was, ‘Oh my gosh! I’ve got to drive twenty minutes to the store.’”
But both Don and Harry had worked extensively with the public. They knew exactly how they wanted to treat people just as they wanted to be treated. “Harry and I were both in service businesses back on Long Island. That desire to serve the public properly is just something that’s in you.”
At first Don thought of Woodloch Pines as a side deal. “I had my business,” he said. “And it was doing pretty well. In the beginning, the resort was for Marge and the kids in summer. We had no idea it would ever develop as it has. But when I think
The original plan was for Don, who was a skilled mechanic, to handle all maintenance, but the resort was in good shape. There wasn’t enough to keep him busy, and help was needed in the kitchen.
Those first summers, he was head of dirty pots and pans. When he arrived at Woodloch each Friday night, his hands were a grease-covered testament to his auto repair job; they looked permanently stained. But after spending an entire weekend in soapy water, they were immaculate.
Don really enjoyed being in the kitchen. He strove to improve his baking skills and learned everything May Marshall was willing to teach him. He asked questions of the salesmen and came up with new culinary ideas from visiting other resorts in the area. His time in the kitchen was not without its minor disasters, though. One memorable day, he forgot to add yeast to the raisin-bread dough. When he saw thirty lifeless lumps on the counter, he realized his error. He frantically threw away the entire mess and made another batch before May could find out.
needed to be done.” Soon enough, Marge found her niche in the housekeeping department. “It was just right for me,” she said. “I loved housework.
Don always called me Mrs. Buster because I’m so particular. I felt really good about my work because one of the things the guests always commented on was how spotless we kept everything.”
For Marge, the early days of helping at Woodloch were the hardest. Her children were small, and she was cognizant of neglecting them to help meet the needs of the guests. She also worried endlessly about their safety near the water.
“It was all so new. I had been a secretary and didn’t know exactly what I would do here. Of course, when we started out, both Mary and I worked as waitresses and did anything else that
For the first and second season, the Kiesendahls had a small apartment right off the kitchen in the Main Lodge. By then, the Kiesendahls had three children, John, Nancy, and Steve. The family of five already took most of the space in the cramped quarters. Yet, they were delighted to be joined for the month of August by Don, Marge, and their young children Russell and Serena. Harry and Mary increasingly relied on the Kranich’s help to run their burgeoning business. This was a trial period for the Kranichs to see whether they were ready to commit to Woodloch Pines.
By this time, the two families were used to operating as a team. The decision-making process in those days was fairly simple. The four adults would go over to a cottage, sit across from each other on the beds, and talk things over. Everything worked so well that on Labor Day, 1959, the Kranichs decided to become partners with their friends. They built a house next door to the resort, and the following spring, they moved just in time to be ready for Woodloch’s third summer season.
What a moving day it was! A spring thaw followed a terrific snowstorm, and Woodloch Pines was a morass of ankle-deep mud. The moving men worried the heavy van would become permanently stuck and so insisted on parking on the main road. The families laid wooden planks and everyone turned out to help, with the smallest children struggling along the makeshift path, hauling boxes bigger than themselves.
“Harry and I were very fortunate to have Marge and Mary,” Don said. “Without them, it wouldn’t have worked. Each of us had made an essential contribution.”
Harry agreed. “Mary and Marge were totally dedicated. Mary walked around with the reservation book under her arm. She even slept with it because the phone rang in our apartment. And Marge set standards of excellence in the housekeeping department that are still with us today.”
Don kept his thriving service station on Long Island. It was a handy source of income since the couples were pooling their money along with their talents.
Harry and Don operated the first two years on a handshake. As Woodloch Pines grew, they decided to get an agreement on paper. When Harry and Don finally drew up legal documents, the lawyer was astounded by how trusting the families were of one another. Everyone knew it would take each other’s maximum effort to make Woodloch Pines successful. The four adults made one joint decision that made life easier for everyone. “We decided when we came up, we were going to enjoy what we were doing,” Harry proclaimed.
“And now I couldn’t imagine a better business to raise children in,” Marge added thoughtfully, “They learned responsibility and had a chance to meet so many wonderful people. All of us got along. That’s the secret of the whole thing,” she said, pontificating on Woodloch’s early success.
After establishing themselves as partners, the families had another decision to make. The Kranich’s house was built, and that afforded them the opportunity to rent out the small apartment for the summer, expanding their accommodations during the peak season. The families reasoned that they had all survived during their one-month stay together in the tiny apartment, so could certainly manage living together in the Kranich’s brand-new home.
“I couldn’t have asked for a nicer person to work with than Mary. She’s always been so easy to be with. We were together so much; she’s like another sister to me. In fact, many of our guests always assumed we were sisters.”
Every summer for the next five years, the two families moved into the Kranich home. The facilities were slightly strained since nine people shared three bedrooms and one bathroom, but no one seemed to mind.
“We had it pretty good over at the house,” Harry said. “We looked at it as pioneering.”
Marge agreed. Through work and play, they all experienced a rare feeling of unity.
Don continued to commute to Long Island for the next five years. The service station income was indispensable for the growing resort, and Don was building business by encouraging his customers to spend their summer vacations at Woodloch.
Marge Kranich’s parents, Mr. and Mrs. Avery, built their retirement home across the road from Woodloch. Then Mary’s brother, George, a retired United States Army Major, added his talents to the accounting department.
As the resort life demonstrated its merits, other Kranich and Kiesendahl family members moved to Woodloch. Harry’s dad, “Pop” Kiesendahl, was the first to relocate here. He brought charisma that guests clamored for. “Pop” always had a steady stream of guests lined up to be his dance partner.
Frances Westervelt, a good friend of Mary Mould’s mother, never missed a summer. “Aunt
Frances” offered invaluable help, especially with the children. She babysat and took the older children shopping while “Pop” chauffeured the kids to Sunday school, ball games, and dentist appointments.
Everything ran as smoothly as it did, in part, because the owners were involved in every detail from the day they took possession of Woodloch. They worked right alongside their staff, often seeming to be everywhere, because they were. During those first few summers, Harry never left the property. He didn’t drive until after Labor Day, and he even had a barber come to him to cut his hair.
The owners spent very little time in the office and only did paperwork after hours. They cooked every meal, and then took off their aprons in time to greet the guests as they entered the dining room. They helped serve, then circulated in the dining room to get feedback on the night’s menu.
When Don finished baking, he’d manage the bar. Eventually, he was also in charge of the gift shop. The staff observed the families giving everything of themselves, and this reiterated the owner’s ethos that guest happiness was their prime concern. That attitude proved to be contagious. Just as the Kiesendahls and Kranichs made friends with the guests, their children befriended the guests’ children.
The children ran alongside the cars, promising to write during the winter. One time, John hugged a guest goodbye so enthusiastically that he cracked two of her ribs. He found out when the woman called after having her soreness diagnosed by a doctor. He felt terrible, and yet, she continued to frequent the resort for many more years.
In the early days, everyone left at the same time on Saturday. Harry rang the goodbye bell, and a procession of cars crawled past, giving the Kranichs and Kiesendahls the opportunity to bid farewell to their guests.
The scene was always emotional. Precious vacation days were over. The guests were heading back to their bustling city lives with another summer’s memories behind them, and all that was left was to shout, “see you next year!” Rarely did anyone avoid tears.
The warm friendships formed in those early years continue to flourish, and now those guests’ children return to Woodloch Pines with their own families. When John Kiesendahl tries to put his finger on what makes Woodloch Pines special, he repeatedly comes back to the staff. “They have always been our friends,” he says. “Many were in school with us. They started part time, but they stayed with us, and their responsibilities grew as we grew. They were with us when Woodloch was small, and they know firsthand the warm feeling of hospitality we shared with our staff and guests. They passed it forward to people who work for them today.”
ROOM FOR GROWTH
THE UPGRADES BEGIN
Initially, the small boarding-house concept worked well. The tasks were endless, but the rewards were great. Guests quickly reserved rooms to return each summer at rates that are generally unheard of in hospitality, starting out at $6 a day!
And yet, everywhere the families looked, they saw opportunities for improvement. From the onset, they formulated plans to upgrade and expand various aspects of Woodloch Pines.
They added a new cottage before the second season even opened. It was named Split Rock, an homage to the destination that had inspired the foursome’s dream to become resort owners.
In quick succession, they converted the dining room’s side porch to a giftshop and office, enlarged the beach area, drilled a new well, reorganized the kitchen, constructed a shuffleboard court, and purchased a new motorboat and jeep. The upgrading of facilities became a Woodloch tradition.
In 1960, they added a new lounge and game room. They expanded the dining room and built another new cottage. This one was called Oak Tree, for the towering Oak that shaded the cottage. Despite the additions, though, by the third summer there was already more demand than Woodloch Pines’ could accommodate. Both families were excited about the idea of expansion, so in 1961, they purchased the girls’ camp, which bordered their property.
The financial commitment to purchase the girls’ camp was a huge, scary step, but the families were equally weary of disappointing so many potential guests due to Woodloch’s lack of space.
Overnight, the decision to purchase the camp doubled Woodloch’s size and marked the initial transformation from boarding house to resort. The property cost $60,000 and included a large dining hall – known today as The North Lodge, cabins, more water frontage, canoes, floats, rowboats, and motorboats.
Bankers didn’t have any interest in talking to Woodloch in those days. “The banks didn’t have confidence in seasonal businesses,” Harry recalls, “If you had a bad summer, you might fold. Right after we bought the girls’ camp, we got a $100,000 line of credit with the lumberyard, but we still needed money to meet payroll during the winter. So we wrote to our guests offering Woodloch bonds for sale, and their response was immediate. That was probably one of the greatest things that had ever happened to a small business. All through our history, we went to our guests when we needed financing. Their response is one of the most gratifying things that could have happened. Other hotel people just can’t believe the trusting relationships that we have with our guests. The bonds were always very personalized and extremely flexible. Anyone who needed the money had only to write, and they knew we’d cash the bond.”
spend a dime on advertising, nor did they pay travel agents to send them business (Woodloch’s word-of-mouth reputation generated a steady stream of guests), so they routed those savings into amenities such as top-quality food and upgraded facilities.
The Kiesendahls and Kranichs felt strongly that if they preserved their hospitality, Woodloch had a solid opportunity for growth. They never had to
Over the years, the foursome’s philosophy of sincere care earned them a fiercely loyal clientele. Guests not only returned each season, but they also brought their friends. Those friends later brought their own friends, all of which made for a truly congenial group of guests. The addition of each new guest started its own tree of people who would eventually visit Woodloch.
The families worked all winter to have the girls’ camp cabins renovated in time for their upcoming season. They pounded every nail themselves with the children helping on evenings and weekends, whenever their school schedules allowed. Four family cottages were ready in time for the 1962 summer season, and the remaining few were ready by the following year.
Woodloch continued to grow and gradually extended its season. First, the resort was open only in the summer; then it stayed open into the fall and reopened for Thanksgiving weekend. The families always had a few friends up for New Year’s Eve, and those friends convinced them to open officially for New Year’s weekend. They started opening on long holiday weekends, such as over Washington’s Birthday. They did not advertise, and they only extended their year to keep up with guests’ demands.
In later years, there were even more to come.
Greenbriar gained an additional sixteen rooms, and four time-sharing lake houses were constructed. The Kranichs and Kiesendahls were never in the position to have to create demand; rather, they extended their offerings to accommodate the demand that already existed.
A look at the modern comfort of today’s facilities shows how far Woodloch Pines has come since the days of Pocono House with its paper-thin walls and communal end-of-hall bathrooms.
Even additional cabins and longer seasons didn’t ease the competition for rooms, so the families built more guest units on a regular basis. Since 1964, the growth has been exponential. Ripple Cove added twelve units. Then Timberline was erected, offering twelve more. Gateway brought eight additional units. Finally, with the completion of Greenbriar’s eighteen units, the resort now offered a total of one hundred rooms.
In 1977, the families and the staff designed a completely new kitchen to serve Woodloch’s expanding clientele. Russell and John had learned a great deal about kitchen design from their Hotel School courses at Cornell. They also had years of practical experience working in that very kitchen. Through sheer determination, the staff managed to serve three meals a day even with construction crews hammering and sawing around them.
From facilities for tennis, bocce ball, miniature golf, and trap shooting, to the purchase of entire fleets of snowmobiles, paddleboats, and sailboats, there was always something new to anticipate. Woodloch sent newsletters to the guests to celebrate the improvements, and to let loyal patrons know what they could expect in the coming year.
Whenever the opportunity arose to buy adjoining land, the Kiesendahls and Kranichs took it. From time to time, a neighbor would offer to sell a cottage to the resort. Woodloch acquired sixteen acres formerly owned by a Christian Science
Camp, and they were able to purchase what had once been the only other boarding house on the lake. They continued to plow profits back into new and better facilities for their guests. The foursome’s original vision was realized. They had turned a
boarding house into a destination resort, and in 1978, Better Homes and Gardens Magazine selected Woodloch as one of the top forty family resorts in the entire United States.
BY LEAPS & BOUNDS
The foundation for Woodloch’s success was laid by the first generation, who were deeply committed to giving guests a memorable and personalized experience, adapting as needed to meet the changing desires of travelers. Their focus was on ensuring every visitor felt like a cherished guest, with accommodations expanding incrementally to meet demand. However, it was the second generation that embarked on a more ambitious vision of full-scale growth. From 1978 to 2018, Woodloch underwent a transformative journey, evolving from a charming, family-run resort into a premier destination recognized for its world-class offerings and innovative spirit.
With careful foresight, they began strategically acquiring additional land, recognizing that physical expansion was key to future success. This foresight not only increased Woodloch’s footprint but also created a canvas for the development of new amenities, diverse entertainment options, and a variety of accommodations designed to elevate the guest experience to new heights.
Under the leadership and guidance of John Kiesendahl and the second generation, Woodloch expanded significantly over this 40-year period, a testament to their bold entrepreneurial mindset.
The Kiesendahl family demonstrated a keen willingness to embrace risk and innovation, ensuring the resort’s evolution aligned with the ever-changing demands of the hospitality industry.
What had started as a quaint, humble getaway spot has developed into Woodloch, Legacy Resort Collection, a premier vacation destination in the country. What truly set Woodloch apart during this time of immense growth was the unwavering commitment to the resort’s core values—values that were deeply rooted in family and community. The extended Woodloch family, comprised of dedicated and loyal staff members, has always been the backbone of the resort’s enduring success.
Unlike many large hospitality establishments where executives are distanced from daily operations, the Kiesendahl and Kranich families adopted a hands-on approach, personally nurturing the business and fostering a culture of genuine, heartfelt hospitality. There were never executive offices or a corporate atmosphere; instead, the family worked alongside the team, creating a culture where guests and staff alike were treated with care and respect.
The essence of this approach was reflected in a mission passed down by the first generation: “Treat each and every guest as if they’re company in your own home.” This philosophy was not just a guiding principle for guest interactions but permeated throughout the organization. Staff members were seen as an extension of the family, fostering a collaborative and supportive environment that has become the hallmark of Woodloch’s culture. This commitment to treating both guests and employees with warmth and respect is what distinguishes Woodloch as more than just a destination—it’s an experience rooted in genuine connection and hospitality.
As the second generation took the reins in 1981, they did more than just expand; they transformed Woodloch into a multifaceted haven for relaxation, recreation, and reconnection. “At Woodloch, we don’t just hear our guests—we grow with them” remarked John, always striving to improve and innovate, ensuring the resort stayed ahead of industry trends while remaining true to its core values. With this in mind, they embarked on ambitious expansion projects, more than doubling the resort’s physical footprint over the years. This growth allowed for the introduction of new recreational facilities like golf at The Springs at Woodloch, expanded dining options, enhanced spa and wellness offerings, and an even wider variety of family-friendly activities, all while maintaining the personal touch that made Woodloch beloved by so many.
The combination of visionary leadership, a passionate team, and a relentless pursuit of excellence ensured that Woodloch not only kept pace with the evolving hospitality landscape but often led the way. Strategic innovation and an unwavering commitment to guest satisfaction transformed a humble boarding house into a beloved family resort—one where generations return for the same warmth, care, and attention to detail.
By the mid-1990s, Woodloch had entered a new chapter. The Kranich family, who helped shape the resort’s foundation, stepped away from daily operations. The Kiesendahl family assumed sole ownership, continuing to honor the shared vision of Harry, Mary, Don and Marge, while leading the resort into its next phase of growth.
Through it all, the second generation stayed true to the mission—embracing change while preserving tradition. It’s this balance that keeps Woodloch thriving: a place to unwind, reconnect, and experience genuine hospitality that feels harder to find with each passing year.
Woodloch’s success can be attributed to the family’s dedication to exceeding guest expectations, and golf quickly became a key interest. By the late 1980s, as more affluent clientele began visiting the resort, demand for a golf course surged. A study revealed that 2,800 guests were interested in a Woodloch-owned and operated golf community, prompting the development of Woodloch Springs. The process began with the purchase of four land parcels, totaling 438 acres, and the vision extended far beyond just a golf course. Entering the 1990s, Woodloch embraced a new chapter, and in 1992, Woodloch Springs—a world-class golf course and residential community—opened its doors. The community featured a championship 18-hole course surrounded by elegant residential and vacation homes, a well-appointed clubhouse, and over time, developing indoor and outdoor
swimming pools, tennis, and numerous other recreational amenities, all nestled within a breathtaking natural landscape.
Now, The Springs, Golf Resort at Woodloch offers a unique resort lifestyle with over 400 homes spread across the hillside, attracting a blend of year-round residents, second homeowners, and vacation property owners.
Despite their diverse backgrounds, they all share a common bond: the “Woodloch spirit.”
Most homeowners were once guests, carrying that sense of belonging and community into their new lives at The Springs at Woodloch. This sense of continuity has been the foundation of the community’s lasting success.
To design a golf course that reflected Woodloch’s commitment to quality, the team enlisted acclaimed international golf course designer Rocky Roquemore, who had already made his mark by overseeing the construction of Disney World’s first golf courses. The 18-hole championship course Roquemore crafted spans over 6,500 yards of dramatic, rolling terrain, offering a par-72 challenge that provides both memorable experiences and strategic tests for golfers of all levels.
The signature 14th hole, known as “Hell’s Gate Gorge,” features a dramatic 220-yard shot over a stream-cut gorge 200 feet below, making it an unforgettable challenge. Beyond the course itself, The Springs offers an expansive 16-acre practice facility, complete with driving ranges, pitching areas, sand traps, and an oversized putting green, making it a top destination for golfers looking to refine their skills.
Since its debut, The Springs has garnered accolades, earning a 4.5-star rating from Golf Digest’s “Best Places to Play” since 1992 and now being recognized as one of Forbes Travel’s “Distinguished Golf Destinations.”
“The Springs at Woodloch has been one of the most meaningful extensions of Woodloch and has helped carry our values beyond the resort—into people’s everyday lives.” Matt Kiesendahl, of the third generation, says.
While the golf course was the initial draw, the broader community vision quickly took shape.
The second generation of the family seized the opportunity to acquire a local construction company, allowing them to seamlessly manage home construction and expand Woodloch’s real estate footprint. The newly formed Woodloch Builders and Real Estate division became an integral part of the organization’s growth, catering to the needs of residents while maintaining the resort’s distinct lifestyle offerings.
The Springs consistently prioritizes the “Woodloch spirit” in every aspect of community life. The Springs Sports Complex, opened in 1997 serves resort guests as well as bonus opportunity for residents. It boasts an indoor pool, an outdoor pool with a children’s play area, and state-of-the-art fitness facilities for both individual workouts and group classes. However, the year-round gem of the resort lifestyle is the Grille Room and Overlook dining rooms at the clubhouse. These restaurants, with their seasonal menus and elegant settings, provide a space for every occasion—from casual family dinners to private celebrations.
The Springs, Golf Resort at Woodloch remains a vibrant, ever-evolving community, where the commitment to quality and the enduring Woodloch spirit continue to inspire and welcome all who come to visit, live, and play.
A decade after the successful debut of The Springs at Woodloch, the ever-evolving expectations of guests sparked a bold new idea: a destination spa that would elevate wellness and luxury to new heights. The vision centered on seventy-two acres of untouched land adjacent to The Springs, property acquired years earlier thanks to the foresight of the second generation of the Kiesendahl family.
Known for their ability to unite passionate people under a shared vision, John and Steve Kiesendahl leaned into their extensive network to bring the concept to life. They enlisted leading destination spa experts and partnered with the Genirs and Weissenberger families, longtime Woodloch guests and trusted supporters, to help shape the foundation of what would become The Lodge at Woodloch.
The goal was ambitious: to build a sanctuary that blended nature’s serenity with refined luxury, all while maintaining the warmth and personal touch that defined the Woodloch experience. With collaboration from industry professionals and the family’s deep-rooted commitment to heartfelt hospitality, Woodloch’s footprint expanded once more.
In 2006, The Lodge at Woodloch opened its doors. Tucked into a private woodland across from The Springs, the retreat overlooked the peaceful waters of Little Lake Teedyuskung. With a comprehensive menu of spa services and a robust schedule of wellness classes, from yoga and tai chi to mindfulness and creative expression—the Lodge quickly earned acclaim as a world-class wellness resort.
But beauty and accolades weren’t enough. Despite its elegance and promise, occupancy hovered around 25%. At the heart of the issue was a fundamental departure from the Woodloch philosophy. The original management team sought to create an ultra-exclusive destination, one that turned away guests who weren’t staying at the Lodge, an approach that clashed with the inclusive, welcoming spirit Woodloch was built on. Coupled with the economic downturn of 2008, the result was a business in distress.
By 2010, with the Lodge facing critical strain, The Kiesendahl family, backed by the Genirs Family and the Lodge’s partnership group, stepped in to make a change. The managing partners were relieved, and a new era began. With John’s strong leadership, a return to Woodloch’s core values, and a renewed sense of purpose, the Lodge righted the ship.
Today, The Lodge, Destination Spa at Woodloch stands as a thriving, healthfocused retreat, offering guests not just luxury, but a path to renewal. It reflects the very essence of Woodloch: innovation rooted in connection, care, and a belief that true hospitality should always feel like home.
The Lodge’s offerings are thoughtfully designed to nurture the whole person, body, mind, and spirit. Each day, guests are invited to participate in a full schedule of wellness and personal development classes, including yoga, tai chi, Pilates, and guided meditation. Every touchpoint has been curated with intention.
The culinary experience at Tree, the Lodge’s signature seed-to-plate restaurant, furthers that journey. With a focus on locally-sourced, nutrient-rich ingredients, Tree blends indulgence with nourishment, turning every meal into an opportunity for mindful eating.
Equally impressive are the Lodge’s world-class spa facilities, which include hydro-massage waterfalls, saunas, a horizon-edge whirlpool, and a variety of pools and soaking tubs designed for both rejuvenation and relaxation. Treatments span traditional massage to innovative nature-based therapies, while fitness opportunities range from indoor equipment to outdoor adventures like hiking, biking, and kayaking, each one connecting guests to the healing power of the surrounding landscape.
As the new harmony of management came together, they reestablished a guiding principle: wellness here is not just a service, but a way of life. That belief continues to guide the Lodge’s evolution. Over the years, the commitment to nature-based wellness has only deepened. Signature experiences like forest bathing invite guests to slow
down and reconnect with the natural world, while the serene labyrinth, tucked into the quiet woods, offers space for reflection and mindfulness. Recent additions such as the snow room and Himalayan salt sauna bring modern innovation to ancient practices, further aligning the Lodge with its holistic wellness mission.
At the heart of the Lodge’s connection to nature is Blackmore Farm. What began as a humble herb garden has blossomed into a full-fledged sustainable farm, complete with high tunnels, orchards, shiitake mushroom logs, and an apiary. The farm’s thoughtful design even includes a sophisticated composting system that supports ecological stewardship. This farm-to-table approach ensures that the freshest produce is available for guests, enhancing both their culinary experience and their understanding of sustainability. Visitors are welcomed into the garden, where the resident farm and botany team share their knowledge freely. They explain the methods behind their farming techniques and offer advice on how guests can replicate some of these practices in their own home gardens.
The farm has become a centerpiece of the Lodge’s wellness programming. Guests can participate in hands-on garden talks that flow seamlessly into other activities like yoga in the garden, herbal tea crafting, and cooking demonstrations that highlight the fresh produce harvested that day.
The farm’s influence extends beyond the kitchen; it plays a vital role in shaping the Lodge’s wellness offerings by grounding guests in the natural environment and reminding them of the interconnectedness between the food they eat and their overall health. When ingredients aren’t grown on-site, the Lodge emphasizes local and sustainable sourcing to ensure that every meal aligns with its wellness philosophy. This commitment to providing guests with a culinary experience that is both healthconscious and indulgent ensures that dining is not only nourishing but also memorable. While nature is the tangible core of The Lodge at Woodloch,
the spirit of the experience is derived from the unrivaled hospitality that has become synonymous with the Woodloch name. The Kiesendahl family has instilled a simple yet profound belief: every guest, whether staying at The Lodge, The Pines, or The Springs, should be treated “as if they are company in your own home.” This ethos is a cornerstone of Woodloch’s hospitality, ensuring that each guest feels welcomed, valued, and cared for. Service is one of the most critical components of any luxury experience, and at The Lodge, the approach to service is refreshingly personal. The balance of attentive yet relaxed care allows guests to feel pampered without the formality that often accompanies high-end resorts. It’s this balance that keeps guests returning year after year.
Today, The Lodge at Woodloch has evolved into a world-class wellness retreat, fulfilling its original vision and continuing to innovate. It has earned consistent acclaim from prestigious publications like Travel + Leisure, Conde Nast Traveler, Wine Spectator, and US News & World Report, establishing itself as one of the world’s finest destination spas. Its reputation for excellence is built not only on its luxurious facilities and comprehensive wellness offerings but also on those personal connections it fosters.
THE COMMUNITY AND HOPE CURES
Woodloch’s success is deeply rooted in the unwavering support of its broader community and the inclusive spirit that defines the Woodloch Family. At the heart of this community connection is the Kiesendahl family, whose strong local ties have been instrumental in shaping both the region and the company. They are active participants in numerous community initiatives, serving on boards for schools, hospitals, libraries, the United Way, tax committees, tourism councils, and more. Their engagement isn’t limited to large-scale efforts; they are also involved at the grassroots level, from organizing local clean-up drives and coaching youth sports teams to contributing to the PTA. Through their influence in local policy and community initiatives, the Kiesendahls work tirelessly to ensure that the community thrives alongside Woodloch, allowing the keystone industry they lead to raise up the entire region.
This commitment to community extends far beyond Woodloch’s leadership. It is embedded in the culture of the entire organization, from the Kiesendahls, to team leaders, to frontline staff. The dedication to philanthropy, community activism, and local support is a hallmark of the Woodloch Family, demonstrating a top-to-bottom commitment to neighborhood well-being and charitable causes. Whether lending a hand in community projects or leading key initiatives, there is a consistent and powerful Woodloch presence within the ranks of local leaders, ready to step in whenever help is needed.
One shining example of this commitment is the BK Hope Cures Foundation, which was established in 2000 to bring hope to cancer patients and their families. Inspired by Bob Kiesendahl’s own battle and recovery from aggressive leukemia, the foundation has raised over $2 million as it celebrated its 25th anniversary. The foundation’s mission is not just about funding individual treatments but about making a larger impact in the fight against cancer. “It’s about optimism in defeating cancer. Every dollar we raise isn’t just about one individual or procedure, it’s about how we can use that dollar to make a broader difference in the fight,” says Bob Kiesendahl. The foundation’s humble beginnings can be traced back to a modest golf tournament held at Woodloch Springs, where both the local and Woodloch communities guests, employees, and business partners alike rallied around Bob’s mission to spread hope.
As BK Hope Cures grew, so too did its partnerships. In 2014, the foundation joined forces with the For Pete’s Sake Cancer Respite Foundation (FPS), an organization that provides respite experiences for cancer patients and their loved ones. FPS works with oncology professionals at over 100 hospitals and cancer centers to offer transformative getaways for patients (ages 21-55), their caregivers, and their children. These experiences help families deepen their relationships and, most importantly, remind them that it is love, not cancer, that defines their lives. Each month, Woodloch welcomes eight to ten families affected by cancer, offering them a nurturing environment, family-centered activities, and customized group therapies. These retreats provide much-needed moments of respite, creating lasting memories for both patients and their families.
Guests often reflect on how their time at Woodloch deepened their relationships, gave them renewed confidence, and allowed them to temporarily set aside the stresses of their battle with cancer.
The impact of this program extends well beyond the families who participate. The volunteers and Woodloch staff involved in these retreats also experience the profound sense of purpose that comes from supporting such a powerful cause.
The program showcases Woodloch’s unwavering commitment to helping those in need, reinforcing its dedication to making a difference beyond the company’s immediate community. They are actually making the world a better place simplistically through their mission statement of “treating guests as if they’re company in your home”.
BEYOND A LEGACY
THE STORIES CONTINUE
As the calendar turned to 2019, the third generation of the Kiesendahl family had firmly established themselves within the organizational structure of Woodloch, demonstrating not only their commitment to the business but their readiness to lead. Over the years, they worked diligently to define their leadership roles, earning the trust and confidence of both the staff and the extended Woodloch family. Their hard work and dedication signaled that the time had come for a significant transition—the passing of the torch from one generation to the next. The second generation had long prepared for this moment. John Kiesendahl, his wife Patti, and Steve Kiesendahl had not only upheld the values and vision instilled by the founders but had driven the family business to new heights. With a blend of strategic vision and an unwavering commitment to excellence, they guided Woodloch through times of change and expansion. Their leadership ensured that the resort grew not just in size but in reputation, becoming a beloved destination for families and individuals seeking relaxation, recreation, and connection. By embracing both tradition and innovation, they created a solid foundation that set the stage for continued success and future growth.
In 2019, ownership officially passed to the third generation. While the second generation may no longer hold the deed, their wisdom and presence remain vital to the resort’s day-to-day operations. They continue to be actively involved, not just in decision-making but in the heart of guest interactions, often seen greeting guests in the main dining room with the same warmth and hospitality that has always been a hallmark of Woodloch. This collaborative, hands-on approach, is what has made Woodloch thrive for decades. Working side by side with hospitality at the core of every decision, the family has navigated the complex dynamics of running a multi-generational family business, ensuring that its values remain intact.
The true strength of the family’s unity was tested in the spring of 2020, when the world faced the unprecedented challenges of the COVID-19 pandemic. For the third generation, this crisis was an early test of their leadership abilities. It forced them to have honest, difficult conversations about the future of the business and how to navigate the unpredictable landscape ahead. Yet, these discussions only strengthened their collective decision-making process and reaffirmed their commitment to the business and to one another.
and determination not only helped the business survive but set it on a path to thrive once again. “When I saw how everybody jumped in and not only dedicated themselves to getting through that challenge but brought the business and team back as quickly and safely as possible, I couldn’t be more proud of them,” John said.
“If I had any doubts about whether the family was dedicated enough or could handle life’s challenges, they were all dispelled after we went through COVID together,” John Kiesendahl reflected. The pandemic was one of the greatest trials Woodloch had ever faced, with governmental restrictions forcing the resort to close its doors for more than ninety days and adapt to constantly changing safety guidelines. Despite the immense pressure, the third generation rose to the challenge. Their resilience, adaptability,
The ongoing success and growth of Woodloch also rest on the shoulders of its remarkable staff, many of whom have dedicated decades of service to the resort. The Kiesendahl family has always understood that their employees are the backbone of Woodloch’s success.
More than a third of the staff have been with the company for more than ten years, a figure that far exceeds industry norms.
This loyalty is a testament to the unique culture of respect, camaraderie, and shared purpose that permeates every aspect of the resort. The leadership team, many of whom have spent their careers at Woodloch, embodies a deep commitment to the resort’s mission and values, fostering a sense of enthusiasm and dedication among their teams. While the third generation now leads the company, their focus is very much on the future. The fourth generation, with nineteen members and growing, is already being prepared for the responsibilities that lie ahead with Zach, Bob’s eldest son, is already back in the business. However, while the idea of establishing a lasting family legacy is important, it’s not the sole purpose driving Woodloch. The resort transcends the Kiesendahl family itself; it represents a broader sense of community that includes the dedicated staff, loyal guests, and the surrounding region all providing an environment that brings people closer together.
Bradley Kiesendahl, Woodloch’s CEO, emphasizes a low-pressure, nurturing approach to preparing the next generation. “For me, with my kids, it’s about exposure,” Bradley explains. “If you’re going to be a leader of anything, you need to know what responsibility means. The goal in life is to follow your passion, and if Woodloch becomes their passion, that’s great. But this is not something they can do unless they truly love it.” Bradley’s focus is on instilling a strong work ethic and an understanding of responsibility in his children from a young age. As early as seven or eight years old, they take on small responsibilities in the kitchen, gradually expanding their roles as they grow older.
to be done.” This sense of humility, dedication, and hands-on involvement has become a cornerstone of the family’s approach to running the business. The commitment to guest satisfaction and the family’s dedication to Woodloch’s mission have only grown stronger with the third generation. The values instilled by the first and second generations remain deeply ingrained in the culture of the resort. Despite the immense changes in the world since 1958, the essence of Woodloch remains unchanged: a genuine commitment to treating every guest as if they were family.
Bob Kiesendahl, offers sage advice to the next generation. “I tell them they need to earn it and work harder than anyone else. Eyes will always be on them, whether that’s fair or not. We learned that by the third generation because we grew up here, too. I give a lot of credit to the second generation for showing us that we don’t get to pick and choose what tasks we do. We do whatever needs
While the “Woodloch experience” may be difficult to define in words, its impact is clear and tangible. Across all aspects of the resort, from The Pines and The Springs to The Lodge at Woodloch and future developments, the same core values endure. Every property and every team member share the same commitment: to treat each guest, visitor, and resident as if they were cherished company in one’s home. This spirit of genuine hospitality is what binds the entire Woodloch experience together and ensures its continued success.
The third generation now leads with pride, carrying forward the legacy and paving the way for even more generations to come, preserving the heart and spirit of Woodloch for the future while embracing the challenges and opportunities of today’s ever-changing world.
Despite the growth and evolution Woodloch has experienced over the past half-century, what remains most important are the smiles, kind words, and friendships shared with guests. The Kiesendahl family and the staff throughout the Woodloch destination feel nothing but profound gratitude for the loyalty, support, and love shown by their guests and the community. It is this sense of appreciation that fuels the ongoing success of Woodloch, ensuring it remains a cherished destination for generations to come.
THE THIRD GENERATION
As the first-born son of the family, Bob serves as the Food & Beverage Director for both Woodloch Pines and The Lodge at Woodloch. A graduate of the Cornell University Hotel School, Bob honed his expertise with the Four Seasons before returning home to the family business. His impact extends far beyond the resort as a cancer survivor and the founder of BK Hope Cures. Dedicated to cancer research and patient care, his nonprofit has raised over $2 million to date, a testament to his deep commitment to the community. An outdoor enthusiast, Bob finds his greatest joy in spending time with his three sons, who share a common bond as University of Pittsburgh Panthers: Zach, who recently returned home after working for the Pittsburgh Penguins; Luke, and Drew who are following in the Pitt tradition.
As the second oldest son of the family, Matt serves as the Director of Services at The Springs at Woodloch. A graduate of Muhlenberg College with a degree in Business, Matt’s leadership is built on a “boots-on-the-ground” foundation; he began his career at the resort working across various departments, gaining a deep understanding of the Woodloch experience before stepping into his current role. Today, he oversees the golf and sports complex operations, food and beverage, as well as The Market at Woodloch.
Outside of the office, Matt is a dedicated Philadelphia sports fan and an avid traveler. He cherishes time spent with friends and family, particularly his two children: Devon, a Penn State University alum, and her younger brother, Sam.
As President and CEO of Woodloch Properties, Bradley leads the resort’s vision and strategic direction. A graduate of Cornell University’s Hotel School, Brad spent eight years honing his expertise with the Four Seasons Hotel Corporation, serving in Washington D.C., Los Angeles, Philadelphia, and Prague. This global perspective has allowed him to bring a highly structured, world-class approach to Woodloch as it thrives under its third generation of family management.
Brad is deeply committed to the local community, serving on the Board of Directors for Wayne Memorial Hospital, Lackawaxen EMS, and the Hawley First Presbyterian Church, in addition to his years as a youth sports, and High School football coach. His family is equally woven into the Woodloch fabric; his wife, Jennifer, has been a staple of Woodloch’s Broadway-style theme shows since 2005. They reside locally with their two sons, Edward and Anthony, both of whom are standout student-athletes at Wallenpaupack, competing in football, basketball, wrestling, and track. An avid Philadelphia sports fan, and outdoor enthusiast, Brad enjoys nothing more than spending time with his family in any setting.
As the eldest daughter of the Kiesendahl family, Brooke James brings a unique blend of corporate expertise and lifelong resort heritage to her role. After graduating from Muhlenberg College, Brooke built a successful career in pharmaceutical sales in the Philadelphia area before returning home to the family business in 2010.
Today, as Vice President of Sales, Marketing, and Hospitality, her leadership is defined by a “peoplefirst” philosophy, ensuring that the signature Woodloch warmth is felt by every guest and staff member alike. Beyond her professional roles, Brooke is a dedicated member of the community, serving on the Wayne Memorial Hospital Foundation Board. She resides locally with her husband, Mark, and their two daughters, Annie and Nora. When she isn’t cheering the girls on at their Wallenpaupack field hockey or basketball games, Brooke loves escaping to Disney with her family to relax and reconnect.
As Operations Director and the youngest son of the family, Patrick oversees Woodloch’s social, safety, bar, and water departments. A Business Management graduate of St. Joseph’s University, he is the driving force behind the resort’s legendary entertainment, striving to ensure every guest enjoys the “best vacation ever.”
Patrick’s connection to Woodloch is uniquely personal; he met his wife, Jenette, while she was a guest at the resort. Today, they are raising three energetic boys, Thomas, Rome, and Dean. A die-hard Eagles fan, Patrick finds deep gratitude in creating the same joyful memories for guests that his family has provided for generations.to offer some sage advice.
John Kiesendahl is the eldest son of Harry and Mary and currently serves as Managing Partner at The Lodge at Woodloch after serving as President and C.E.O. of Woodloch Resort for over 38 years. He attended Cornell University’s Hotel School and joined the Navy before deciding to make Woodloch his career. He is known for greeting guests personally during meals and wearing the “funny” pants, (he has custom-tailored pants featuring many different children’s characters). John’s involvement, alongside the rest of the 2nd generation, continues today as a guidepost for his children.
Patti Kiesendahl, John’s wife, plays a dynamic and integral role in the Woodloch properties, bringing her keen eye for detail and design to every aspect of the guest experience. She oversees and directs the décor, interiors, room renovations and design across all Woodloch properties. In addition to her design responsibilities, Patti manages the Woodloch gift shops at both The Pines and The Lodge at Woodloch, curating selections that offer guests unique and memorable items that capture the spirit of their stay. Patti and John have seven children, with five, Bob, Matt, Brad, Brooke,
and Patrick, leading the business operations.
Alongside sisters Megan and Olivia, they are joined by a growing fourth generation of 19 grandchildren who continue to carry the family spirit forward.
John and Patti enjoy maintaining their homestead in their time off, are avid gardeners, enjoy traveling, but mostly love spending time with their family in the third generation and the grandchildren (which is sure to grow again as soon as this book prints).
Steven Kiesendahl, the youngest son of Harry and Mary, is the Director of Sales at Woodloch. Steven graduated from the University of Scranton with a degree in business administration, and pursued a master’s degree in psychology from the University of Maryland before returning to the family business for the long-term. Steve and his partner Jim like to travel as much as work time allows, and Steve enjoys bringing that perspective back to Woodloch with him.
IN LOVING MEMORY
OF THE COUPLE WHO STARTED IT ALL
MARY ELISABETH KIESENDAHL
1926-2010
HARRY WILLIAM KIESENDAHL
1926-2006 &
