Club + Resort Business April 2024

A LIFETIME OF HOSPITALITY

More than three decades at Winged Foot Golf Club serves as a career highlight for Colin Burns, but introducing a new club to the world and placing tomorrow’s leaders will only add to his legacy.

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Editorial Staff For Club + Resort Business

VP EDITORIAL

Greg Sanders gsanders@wtwhmedia.com

919-945-0713

EDITOR-IN-CHIEF

Rob Thomas rthomas@wtwhmedia.com 216-316-5294

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Phil Keren pkeren@wtwhmedia.com 216-399-9069

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Editorial Staff For Club + Resort Chef

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Robert Mancuso, CMC, DipWSET

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Stephanie Hulett shulett@wtwhmedia.com

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Patrick McIntyre pmcintyre@wtwhmedia.com 216-372-8112

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Tony Bolla tbolla@wtwhmedia.com 773-859-1107

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John Petersen jpetersen@wtwhmedia.com 216-346-8790

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MARKETING MANAGER, FOOD, RETAIL, HOSPITALITY

Jane Cooper jcooper@wtwhmedia.com 216-903-9475

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Matthew Claney mclaney@wtwhmedia.com

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Alexis Ferenczy aferenczy@wtwhmedia.com

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Virginia Goulding vgoulding@wtwhmedia.com

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Taylor Meade tmeade@wtwhmedia.com

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Ya'el McLoud ymcloud@wtwhmedia.com

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Olivia Schuster oschuster@wtwhmedia.com

Club + Resort Chef Editorial Advisory Committee

James Allen, CEC Executive Chef, Blackthorn Club at the Ridges Jonesborough, Tenn.

Lance Cook, WCMC, CEC, CCA, CFBE, FMP, CFSM Executive Chef, Hammock Dunes Club Palm Coast, Fla.

K. Scott Craig, CEC, CCA, WCMC Executive Chef, Cullasaja Club Highlands, N.C.

Laura Herman, CEPC Executive Pastry Chef, Shoreacres Lake Bluff, Ill.

Vincent Horville Executive Chef, The Metropolitan Club of the City of Washington (D.C.)

Michael Matarazzo, CEC Executive Chef, Farmington CC, Charlottesville, Va.

Robert Meitzer, CEC, CCA Executive Chef, Forest Lake Club Columbia, S.C.

Tim Recher, CEC, AAC, CWX Director of Culinary Operations, Quail West G&CC Naples, Fla.

Scott Ryan, CEC, AAC, Executive Chef, The Country Club

Pepper Pike, Ohio

J. Kevin Walker, CMC, AAC

INSIDE THIS ISSUE

A LIFETIME OF HOSPITALITY

More than three decades at Winged Foot Golf Club serves as a career highlight for Colin Burns, but introducing a new club to the world and placing tomorrow’s leaders will only add to his legacy.

(Cover photo courtesy of Winged Foot Golf Club. Photo above courtesy of APOGEE)

THE ROB REPORT This Is Why We Can’t Have Nice Things

THINK BACK TO THE summer of 2020. You were likely wearing a mask and wiping down your groceries before stocking your pantry. Covid was in full force and the world had changed.

In a time of insane news, one of the more unique stories came out of Tennessee. Two brothers—Matt and Noah Colvin—stockpiled 17,700 bottles of hand sanitizer and were accused of price-gouging.

In a settlement, the pair donated their supply to avoid prosecution and a fine but didn’t recoup the thousands of dollars they spent. Seems fair.

“Disrupting necessary supplies during an unprecedented pandemic is a serious offense,” Herbert H. Slatery III, Tennessee’s Attorney General, said in a statement at the time. “It became clear during our investigation that the Colvins realized this, and their prompt cooperation and donation led to an outcome that actually benefited some consumers.”

In (somewhat) related news from May 2020, The Wall Street Journal highlighted an emerging “shortage” during the pandemic—pushcarts.

“Having fallen out of favor due to the rise of motorized golf carts and popularity of caddies, pushcarts are now following the trend of toilet paper and hand sanitizer … hard to find,” The Wall Street Journal reported, noting that where the “once-disparaged device” is concerned, “warehouses are empty, retailers are out of stock and price gouging is now taking place.”

While the global pandemic has thankfully loosened its grip on society, another shady supply-and-demand story has

In a perfect world, autographs are for kids, pushcarts were never part of a shady plan, and tee times are available at an affordable price … from the intended “dealer.”

surfaced—this time in Los Angeles, Calif. It seems that brokers are buying hardto-secure tee times at city golf courses and charging a premium—up to $40 as a booking fee—to passionate golfers.

You may have noticed #FreetheTee trending on social media. That stemmed from Dave Fink, a teaching professional and L.A. native, who railed against the booming black market to his 200,000 followers on Instagram.

It looks like a Korean messaging app called Kakao is one of the offenders and now the L.A. Department of Recreation and Parks announced an investigation, bringing in the city attorney’s office and the staff at GolfNow, The Los Angeles Times reported.

Seems the meme, “This is why we can’t have nice things” would be appropriate at this point of the column.

Switching gears, I think back to my childhood. When I was a kid, it was a huge moment when a professional athlete would sign something for you … a baseball card, program, hat, whatever.

Go to any game today and you’ll still see dozens of kids jockeying for position in hopes of getting an autograph. Problem is, you’ll also see a bunch of adults. While the kids just want to be close to their athletic heroes, the adults are likely going to turn around and try to sell what gets signed. Knowing this, many athletes are now jaded, and it directly affects the kids.

I don’t like being cynical, but society has made it nearly impossible to, at least, wonder about everybody’s intentions. In a perfect world, autographs are for kids, pushcarts were never part of a shady plan, and tee times are available at an affordable price … from the intended “dealer.” In this world, however, none of that is true.

Rob Thomas

rthomas@wtwhmedia.com

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Getting A Head Start On The 2024 Golf Season

IN THE NORTHERN PART of the United States, April 1 is the unofficial start of golf season.

As someone who’s lived nearly his entire life in the colder section of our country, I’ve become accustomed to the rhythms of the changing seasons, and I typically don’t think much about teeing it up until the calendar has nearly reached April Fools’ Day. If, however, I had paid more attention to the unseasonably warm weather we often experienced this past winter, I might’ve been able to venture out in March to take a few swings. One of my three sons was mindful of the weather and already played his inaugural round of 2024.

This past winter was the warmest that I’ve experienced in my lifetime. I’ve definitely noticed multiple stories about golf courses in the northern section of the U.S. opening earlier than usual due to the mild winter weather. I decided to ask country club and golf club general managers if the warm winter was prompting them to open their courses sooner.

I heard from a familiar name: Jason Pearsall, Managing Partner at Warren Valley Golf Course and Banquet Center in Dearborn Heights, Mich., told me he had decided to open the course in the second week of March. I visited with Pearsall and his staff last August as they worked on restoring their Donald Rossdesigned golf course.

Pearsall says that opening the course each season is a “multifaceted endeavor.” I would imagine the process is accelerated when the decision is made to move up the opening date by a few weeks. According to Pearsall, the work on his to-do list includes clearing drainage systems, preparing course bathrooms, cutting pins, rolling greens, placing tee boxes and flags, and prepar-

ing the carts. Students often work in the golf services and food and beverage departments, and most of them won’t be available until their school years end. This means Pearsall must find temporary employees or adapt the club’s service offerings based on available staffing. Plenty of behind-the-scenes administrative work has to happen, too. The web site and other systems must be updated, and supplies need to be replenished.

“The early opening...is far from a simple task of ‘unlocking the doors and turning on the light switches,’” says Pearsall. “Our ultimate aim is to deliver an outstanding golfing experience, a goal that necessitates navigating a unique set of challenges to achieve success early in the season.”

With the early opening, Pearsall says he’s noticed “a palpable sense of excitement and anticipation” among Warren Valley’s dedicated golfers.

“Reconnecting with these familiar faces, sharing stories of the winter months, and witnessing their excitement to start the season highlight the strong bond within our golfing community and reinforce the significance of our early opening,” Pearsall says.

There are definitely many passionate golfers across the country who are excited about dusting off their clubs sooner than expected.

Pearsall adds he hopes that opening in early March can become a regular practice.

“If the weather continues to favor us with mild conditions in early March, we are fully prepared to welcome golfers for ‘cart path only’ play,” Pearsall says.

Since the course is located in a flood plain, Pearsall says he and his staff must stay alert to environmental factors and keep a close eye on weather conditions when deciding on an opening date.

“While we are optimistic...about the possibility of continuing to open in early March in future years, our decision will always be guided by the condition of the course and the weather patterns at the time,” Pearsall says.

Due to Pearsall’s responses and other stories I’ve seen about northern golf courses getting an early start, I’ve wondered if the unofficial start of golf season in the north might soon become, say, March 15.

If you are a country club or golf club GM at a property in the northern U.S., did you open your course earlier than usual? Would you consider doing that in the future? Feel free to e-mail me at pkeren@wtwhmedia.com. Now it’s time to polish off the clubs and head to the range.

OPENING SEASON

Raychel Reed • Marketing Manager Champions Run • Omaha, Neb.

AT CHAMPIONS RUN, we are passionate about creating a vibrant community centered around all things video and social media. Our engagement on platforms like Instagram, Facebook, and TikTok is not just a digital presence but a lively extension of the experiences we offer. In 2023, we embarked on an exciting journey to kick off the summer season with our “Summer Open Video,” a strategy that not only excited our members but also brought our staff together in anticipation of the upcoming festivities.

The success of our “Summer Open Video” speaks volumes about the power of video content. With more than 5 hours of total watch time, 40 comments, and nearly 10,000 views, it became a cornerstone of our pre-summer campaign. The remarkable statistic of 100 shares is particularly significant as it suggests that our content resonated beyond our immediate audience. We believe that children shared it with parents, parents with spouses, and members with friends, creating a ripple effect that reached potential new members. This sharing culture is invaluable for building a sense of community and expanding our reach.

One of the key takeaways from this experience was the impact it had on our staff. Involving them in the creation of the video not only heightened their excitement for the upcoming pool season but also created a sense of unity and camaraderie. As the saying goes, a motivated staff translates to a better experience for our members. The enthusiasm was not just about the pool opening; it extended to the myriad activities and attractions associated with summer at Champions Run.

The “Summer Open Video” served as a visual showcase of the diverse range of activities awaiting our members. From birthday celebrations to food service, foam parties, special events, and various games and promotions, the video provided a glimpse into the dynamic and festive atmosphere that defines our pool during the summer months. By presenting these elements in an engaging video format, we managed to capture the attention and imagination of our audience, building anticipation for the upcoming season.

In addition to the major production, we maintain a continuous and interactive presence on social media to keep our members engaged throughout the year. Quick reels

“ Video, without a doubt, emerges as the most effective tool for hyping up an upcoming season, disseminating important messages, and fostering engagement with our members.”

and “stories” become avenues for members to participate in polls and share their thoughts. For instance, a yearly tradition involves posting a photo of our empty pool with the caption “500 likes and we will fill the pool tomorrow.” The response is swift and enthusiastic, with members eager to contribute to bringing the club to life.

Furthermore, we leverage video content to showcase the behind-the-scenes aspects of Champions Run. Fun golf videos featuring our pros, shots of the course turning green, glimpses of our hardworking team in action – these snippets not only highlight the professionalism of our staff but also provide a sneak peek into the dedication that goes into maintaining our facilities. It’s a personal touch that resonates with our members and reinforces the idea that Champions Run is not just a club but a community they can actively be a part of.

Video, without a doubt, emerges as the most effective tool for hyping up an upcoming season, disseminating important messages, and fostering engagement with our members. The visual medium allows us to convey the vibrancy and energy of our community, creating a connection that goes beyond the physical boundaries of our club. As we look forward to each new season, our commitment to utilizing video and social media remains unwavering, ensuring that our members not only anticipate the summer but actively participate in the excitement that Champions Run has to offer.

CREATING CULTURE TO WIN THE ‘WAR FOR TALENT’

ONE OF MY MOST cherished relationships is with a highly influential mentor in my life. He is on the East Coast, and I am on the West Coast. Despite different time zones and different stages of family life, we typically connect once per quarter. Every time we discuss professional topics, I always ask him “What are you working on that has you excited?”

Our most recent conversation was short because of time constraints, but he encouraged me to read two books – “Radical Candor,” by Kim Scott, and “Culture by Design,” by David Friedman. I just finished one book and am part way through the other.

There are two quotes that stand out to me from these reads:

“Most business schools teach leaders about marketing and strategic planning and finance, but not about culture … It’s never occurred to them that you can be as intentional and systematic about culture as you can about your sales plan or your financial forecast … My experience is that we can and should be intentional about creating and driving the culture we want.” – David Friedman

And

“No, the reason why the Silicon Valley turned out to be a good place to study the relationships between bosses and people who report to them is that the war for ‘talent’ there is so intense. So many great companies in the Valley are growing and hiring that there’s no reason to stay with a company if you are unhappy or think your talent is being wasted … if you don’t like your boss, you quit,

knowing 10 other companies will be lining up to hire you.”

– Kim Scott

There is a lot to “unpack” in those two quotes and how it relates to employee retention, which is more challenging and more important these days than ever. Truth be told, recruiting and retaining good employees is the most important thing any club manager will do. Great employees make the club and the member experience. The ability to both find and retain good club hospitality employees is THE success factor for any club.

In his book, “Culture by Design,” David Friedman, writes that we need to be intentional in creating culture. Culture is not an accident, it takes hard work, with intentional acts and efforts rather than chance. In “Radical Candor,” by Kim Scott, she references a “war for talent” with more open positions and opportunities than available quality employees.

I had a boss once tell me, if you can go one year keeping all of your department managers, it has been a really good year for retention. At Newport Beach Country Club, we are on a three-year streak of retention (insert knock on wood here) with all of our department managers. A manager has to make their club a great place to work. Some of the intentional acts to recruit and retain the “war for talent” that enhance our culture and make it a great place to work where we prioritize trust, commitment, and candor include:

1. Multiple Interviews – We require a minimum of three in-person interviews (we have done eight

Robin Shelton • CCM, PGA Master Professional, General Manager Newport Beach Country Club • Newport Beach, Calif.

interviews for some positions). This allows us to ensure we get to know the candidate, and at the same time, allows the candidate to get to know the people with whom he/she will work. Hiring is like having the first pick in a draft – we should be able to see multiple ‘plays’ and feel confident in the new hire. Great people want to work at a place that takes who is on their team very seriously.

2. Group Interviews – We invite and encourage multiple employees to participate in the interview process. This allows employees to be a part of the process and both ‘own’ and support the new hire. It also makes sure that a “red flag” or a “yellow flag” isn’t missed. I’d also suggest inviting someone from another department who will protect the culture, rather than just finding someone to fill a position (we’ve all been desperate for a short-term hire and ended up regretting it later).

3. Hire for fit over knowledge – Fit with your team, fit with your culture, fit with your current employees is everything. Skills can be taught. Being nice, being respectful, being courteous, and being a good person can’t be taught by the time someone is applying for a job at your club. You will spend more time with your employees than you will with your family – it is important you like them and enjoy their company.

4. OCEANS Onboarding – We have developed an onboarding program for all new hire employees, which promotes and shares our culture. It ensures that every new employee understands our culture and how he/ she will contribute to our team. It also ensures a proper evaluation at 30 days and 75 days. Create an onboarding program at your club so the employee knows your culture.

5. TRUE NORTH Leadership Development – We want to hire from within and will do so every chance we get. To ensure that we have employees who are prepared for the next opportunity at our club, and to ensure they will succeed in their future, we have three leadership development programs at our club – for hourly employees, salaried employees, and food-and-beverage employees.

6. Relationships with Employees – If you make what is important to others, important to you … they will make what is important to you, important to them. Understand what is important to your employees as individuals. This could be vacation time, attending a child’s baseball game/ practice, schedule flexibility, being able to leave early for a yoga workout, etc. This matters far more than a foosball table or bean bag chairs in the break room.

7. Overcommunicate – It is human nature, in the absence of information or communication, members and employees will create their own information and communication. Overcommunicate so the message stays on focus – and consider doing all of the following:

1) Weekly management staff meeting, 2) Weekly event

meeting, 3) Biweekly staff newsletter or communication memo/update, 4) Weekly one-on-one with direct reports, 5) Twice yearly employee reviews, 6) Annual highlight summary.

8. Compensation Reviews – We have all been there –someone leaves the club, and the replacement candidate gets paid more without the knowledge of your club. I suggest doing an annual compensation review and comparison in the market of other positions and clubs. If your club has been giving employees an annual three percent raise, without comparing them to the market, you are missing the mark.

9. Build a Bench – Every great team has a bench, a bullpen, a minor league team, a farm system, a next class, etc. At clubs, we seem to lack the depth of having a bench. We work so hard to get our employee roster full and then the moment it gets full someone leaves, and your club is operating short staffed, which is not fair to your members and lowers morale of your employees. Have potential employees in your pipeline and interview before you have a need.

10. Manager visibility – I’ve never heard a member or an employee say, “I wish our manager spent more time in his/her office.’ Managers should spend as much time as possible on the floor during peak hours. A manager should ensure your vision is being achieved daily, and the best place to do that is on the floor, and not in the office. Employees will see your commitment and it will increase their trust in the club manager.

11. Team Buy In – Make decisions as a team. Get input. Ask for opinions. Take votes. If you share information, and share the desired outcome, you are more than likely to come to the same result as others. If you make decisions as a team, more people will ‘buy in’ and feel a part of the process. You’ll see more ownership and a higher level of commitment. Consider using a Team Consult process –more to be shared on this next month.

12. Hire from Within – It can be extremely disappointing to see a qualified employee passed over for a promotion for an external candidate. That employee will lose trust in you at the club. If an employee sees another employee get ‘passed over’ he/she will think the same thing will happen to them and they are less likely to stay at your club because he/she questions their future with the club. If someone can, and has the potential to do the job, he/she should be given a chance.

If you make your club a great place to work – people will want to come work at your club, and will stay at your club. Create a place that employees want to be. Intentional acts and efforts by club managers that promote trust, commitment, involvement, and care for your employees will create a culture in the ever-competitive hospitality industry.

A LIFETIME OF HOSPITALITY

More than three decades at Winged Foot Golf Club serves as a career highlight for Colin Burns, but introducing a new club to the world and placing tomorrow’s leaders will only add to his legacy.

By Rob Thomas, Editor-in Chief

COLIN BURNS HAS SPENT A LIFETIME in the club industry, dedicating himself to the advancement of the General Manager’s role and enhancing the lives of countless members and guests.

EARLY EXPOSURE TO HOSPITALITY

As the child of a successful restaurateur, Burns says he was fortunate to experience firsthand the profound impact of hospitality on guests.

“Our family restaurant served as a beloved community hub where people gathered to celebrate special occasions and enjoy exceptional food and service,” he recalls. “Witnessing the joy on guests’ faces as they were warmly welcomed and treated to memorable dining experiences left a lasting impression on me.”

When the opportunity arose for him to manage a club, it was a path Burns hadn’t previously considered. However, drawn by the prospect of continuing to create meaningful connections through hospitality while embracing the chal-

lenges of administrative and managerial duties, he eagerly seized the chance.

“I consider myself truly blessed to have found a career that allows me to pursue my passion for hospitality while embracing the diverse responsibilities of leadership and management,” he says.

While he may be best known for his time at the storied Winged Foot Golf Club in Mamaroneck, N.Y., his legendary journey began at Plandome (N.Y.) Country Club in 1987 when, at the age of 28, he was named General Manager.

“No one could ever ask for a more perfect first club,” Burns says. “The members of Plandome Country Club embraced me from the very first day … they were supportive, kind, and genuinely caring. At Plandome I witnessed a love of club and of each other – a true club community. I do not know of many clubs where members would anonymously pay the delinquent accounts of their fellow members … this is Plancome CC.”

STORIED START

Following a 4 ½-year stint at Plandome, Burns was tapped to be the General Manager of Winged Foot Golf Club. He says he had to pinch himself.

“How was it possible that a 32-year-old who interviewed against some much more senior and experienced club managers could be selected as their first choice?” he asks. “Funny enough, I said no when I was called. But, after more thought and some deeper insights, I agreed to take the position. And I am so glad that I made the decision to accept the position.”

There was added pressure taking over a property such as Winged Foot, but Burns loved it.

“I put a great deal of pressure on myself and the staff to continually perform at the very highest level,” he explains. “Every day I expected the club to look its best, and the staff to look and act their very best. I was meticulous about the cleanliness of the club, the clubhouse, the grounds, and the staff.

“The pressure provided a focus and challenge,” Burns continues. “I wanted every element and every day to be the very best. We worked tirelessly to enhance the club, build its brand, to be much more than just a famous local club, but a world-renowned club, as good or better than any of its peers.”

There was the pressure of maintaining very high standards, but it was also exciting to be part of such a prestigious and historic club, he says. The expectations were high, but so were the rewards.

Lily Braswell, General Manager at Trump National Golf Club Westchester (N.Y.), is one of many club professionals Burns has mentored over his career. She worked with him at Winged Foot for 11 years starting in 2010, being hired as Clubhouse Manager and finishing as Director of Operations.

“CB is known for his hands-on collaborative management style,” she says of Colin. “He fostered open communication, encouraged teamwork and empowered his team to take initiative. A big focus was always building strong relationships with both members and staff.”

As for what she took from Colin and now uses at her club … “Adaptability [the only constant is change!] and innovation to stay ahead of the competitive golf club industry,” she says. “No matter how great an event/tournament was, we always looked forward to raising the bar even higher.”

Colin Burns accepted the position of General Manager at Winged Foot Golf Club after a 4½-year stint at Plandome Country Club. Winged Foot was founded in 1921 and opened for play in June 1923.

Colin Burns put a great deal of pressure on himself and the staff at Winged Foot to continually perform at the very highest level. “The pressure provided a focus and challenge,” he says.

CAPITAL GAINS

During his tenure at Winged Foot, Burns oversaw significant capital projects that encompassed both the clubhouse and golf courses.

“Each undertaking posed distinct challenges stemming from the historical significance of the premises,” he explains. “Few clubs worldwide boast a pedigree comparable to Winged Foot, designed and constructed by luminaries like AW Tillinghast and C.Charles Wendehack. The foresight of the club’s founders in engaging these architectural titans is truly remarkable.”

The golf course restoration, spearheaded by Gil Hanse and his team, showcased meticulous craftsmanship.

“We were fortunate to have a committed cadre of members, notably Neil Regan, the club’s historian and Tillinghast expert,” Burns says. “Balancing this restoration work with the club’s bustling schedule proved to be our greatest challenge.”

Colin Burns received a lifetime achievement award from Albert II, Prince of Monaco during the Monte Carlo Celebrity Golf Cup.

The clubhouse renovations presented their own set of hurdles due to its age and previous modifications, according to Burns. “Uncovering complications became a recurrent theme whenever walls or ceilings were opened, revealing the fortress-like construction featuring three-foot stone walls, the absence of drop ceilings, and plaster interior finishes,” he explains. “Much of the clubhouse restoration efforts were focused on maintaining the original elements of the clubhouse. As part of this process, we sourced, for example, the foundry that created and installed all the metal work in the clubhouse– doorknobs, escutcheons, door stops. The property manager, Doug Fiedler, and I drove to Manhattan to track down the firm that we believed to be the original manufacturer of the clubhouse hardware. Still in business since the 1920’s, the firm in fact had produced the original hardware for the clubhouse. What a find!”

On another occasion, Burns and the Winged Foot team engaged a masonry forensic expert to help them understand the construction of the dormers on the clubhouse that were failing.

“One of the dormers was disassembled, laid out like a CSI investigation, and examined in detail,” he says. “We learned about the construction of the dormers, how they were anchored to the building, and the composition of the mortar that was used. All of it was so fascinating.”

NEW BEGINNINGS

When Burns decided it was time to end his career at Winged Foot, he was contacted by Michael Pascucci, the co-owner of APOGEE and the founder of Sebonack Golf Club.

“Mr. P” [as I still call him] and I have known each other for many years,” Burns says. “I have an abiding affection for him both as a remarkably successful businessman and, most importantly, as a caring, honorable person.

“The opportunity to be part of a groundbreaking project like APOGEE was incredibly enticing,” he continues. “Transitioning from a centennial club to a new, ultra-exclusive venture allowed me to bring my expertise to a different stage of development in the club industry.”

Burns’ primary role has been in membership introductions.

“The foundation of the club’s culture resides in these early Members,” he explains. “APOGEE has been very strategic and discerning in the selection of members.

“The biggest thrill was witnessing the vision for APOGEE come to life,” Burns adds. “From planning and construction to membership recruitment, seeing the club evolve into a reality was incredibly fulfilling.”

THE NEXT GENERATION

Once Burns had completed his career as a club manager, he wanted to remain active in the industry without having to work the countless hours he had for the past 30+ years. He admits that his real passion is in mentoring and coaching.

When Colin Burns decided it was time to end his career at Winged Foot, he was contacted by Michael Pascucci, the coowner of APOGEE (left) and the founder of Sebonack Golf Club.

“Transitioning from a centennial club (below) to a new, ultraexclusive venture allowed me to bring my expertise to a different stage of development in the club industry,” Burns says.

“I am hoping that as we develop the Executive Search business line [at GGA Partners], I will have opportunities to spend time ‘on the ground’ with club managers and their teams,” he shares. “Being with club managers, working with them, providing them guidance, and strategizing with them brings me a great deal of joy.”

Michael Gregory, Managing Director and Partner of GGA Partners, had Burns in mind as the company evolved.

“When we embarked on expanding the firm’s Executive Search services, the first person we thought of was Colin,” Gregory says. “He is a hands-on leader with a wealth of experience and a vast network of contacts. With Colin on board, we were confident our clients would benefit from his ability to strategically find and place C-level talent. Then once on board, these new club leaders would be able to tap into Colin’s more than 30 years of experience in strategy, operations and management to ensure success for themselves and their club.”

Today, as a Director at GGA Partners, Burns brings decades of experience and insights as he works with clubs looking to secure members of their senior management team.

“In a very real way, this next stage of my career is about giving,” he says. “My extensive experience in club management has provided me with a deep understanding of the industry’s nuances, challenges, and opportunities. This knowledge base allows me to

offer valuable insights and solutions to clubs seeking to improve their performance and elevate the member experience.”

Michael Leemhuis, a Partner at GGA Partners, has known Burns for many years and has the utmost respect for his leadership abilities.

“The knowledge and skill set he brings to GGA Partners from being on the ‘other’ side of the table will elevate the level of strategy and insight available to our clients,” Leemhuis says. “I suspect he will also serve as a go-to source to share his experiences and solutions with the next generation of club leaders. We are excited about the possibilities.”

Burns has volumes of advice for young club professionals, but one key piece is to “never forget you are an employee,” he offers. “Never get so comfortable that you forget that you are an employee who is being paid [often very well] to do a job and to do it well. Yes, we are in ‘the fun’ business, and we want our members, guests, and colleagues all to have a good time, but never forget that we are charged with running a business and this requires discipline and focus.”

Burns’ influence on the club industry is vast, and it’s a certainty that those he has worked with have taken a great deal from him … assuredly not forgetting the leadership and guidance he’s provided. C+RB

Cloud-based Communication Makes Two-Way Radios A Thing of The Past

Optimize golf course communication with this cloud-based radio system.

EFFECTIVELY MANAGING RESORT OPERATIONS HINGES ON ONE CENTRAL TOOL: COMMUNICATION.

Clear communication is essential for success in golf clubs, and managers seek modern solutions to outdated radio systems.

“We’re in a service-based business striving to be as efficient as we can, and communication is key to that efficiency.” says Jason Chick, director of golf at The Country Club Of Sapphire Valley, “I like using devices that can make my life easier, and in getting away from traditional radios, I felt like Relay was a value add.”

Chick oversees a seasonal country club of around 300 members in Cashiers, North Carolina. To improve communication, he upgraded from traditional radios to Relay, a cloud-based system offering unified communications through Relay+ devices, the Relay App, and its Dashboard.

“I could be in Asheville and still communicate with my staff at the club as if I was

on the property, and that’s not something that traditional radios could do.”Chick says, “Being able to operate different channels and adjustability was really nice.”

Relay excels in mountainous terrains like Sapphire Valley, where traditional radios face communication challenges. Relay has partnerships with all three major carrier networks in the US, and will automatically switch to the cellular carrier that gives you the best coverage in your area – no matter where you are.

“We have limited cell phone coverage, so my concern was how it was going to react, going from Wi-Fi to cell phone data coverage.” Chick says, “Because it works on the data network and not the voice network, I found that it functioned really well in our limited cell phone area.”

Relay+, a light, water-resistant, and durable device, shines with features like live translation, push-to-talk voice, and support for broadcast and emergency alerts

that are making two-way radios a thing of the past. “Relay+ is really beneficial.” Chick says, “We used to carry those old, big Motorola radios. Now, it’s a simple, small device that functions more easily.”

Designed with managers in mind, the Relay App complements Relay+ by enabling real-time indoor and outdoor tracking, communication for staff, setting up locations, assigning beacons, and more. Using these tools hand-in-hand has been beneficial in improving Chick’s daily operations.

“It’s a different functionality we didn’t have with traditional radios.” Chick says, “Now, I can look at the map and figure out if somebody has been to comfort stations or picked the range.”

Adopting Relay not only improved internal operations but also enhanced the guest experience. “Relay has totally changed my environment, making it more likely that my staff members use Relay+ to communicate,” Chick says, “It shows in how we provide service to our members and improve safety during events.”

Transitioning from traditional radios to Relay wasn’t just about embracing new technology; it’s about addressing communication challenges head-on. By streamlining service levels and improving communication efficiency, Relay isn’t just enhancing communication—it’s elevating the guest experience, one seamless interaction at a time.

- By Drew Filipski

For more efficient golf course communications, visit the www.relaypro.com/solutions/golf-courses/

Dock and Dine

Private waterfront dining is a hot ticket at this Central Florida facility.

By Pamela Brill, Contributing Editor

AS THE SUN DIPS BEHIND the horizon and night begins to fall, that’s when the magic happens at Winter Park (Fla.) Racquet Club. Members who have coveted a reservation at the club’s outdoor dining deck can now enjoy cocktails and dinner directly on the lake. It’s just one in a series of projects that WPRC completed last year to bring added value to its membership.

“We are the only club in the area with a waterfront and much of our utilization is centered around aquatics, lakefront and outdoor dining,” explains General Manager/Chief Operating Officer Ian Munroe, CCM. “We wanted to create another special space that allowed our members to socialize and enjoy our

famous sunsets in style.” And since several members live on Lake Maitland and access the club by boat, the need for additional dock space became more apparent.

Under the direction of Rob Carter, WPRC Board of Governors President, the club invested in a $70,000 renovation that included a new fixed dock with six boat slips, four jet ski slips and a 12 x 24-foot covered deck. In a few short months, these additions have generated a steady stream of reservations and helped emphasize the club’s prime location.

EASY-BREEZY

Touting its instant access from dock to dining, the new structure is located at the

In a few short months, the addition of a dock for dining at Winter Park Racquet Club has generated a stream of reservations and helped emphasize the club’s prime location.

far end of campus where boaters can tie up right to the composite deck and head to dinner. An estate table features seating for 10, with four extra bar-height lounge chairs overlooking the water. “It’s west-facing, so every night, you get to experience the amazing sunsets that we are blessed to have,” notes Munroe.

Sturdy high-end polywood furnishings are tempered by the soft glow of market string lights and the whirring of fans overhead. Further enhancing the ambiance is music playing from a private speaker system to which members can connect via Bluetooth.

Because the deck is covered with a UVresistant sail cloth, dining is weather-permitting (a back-up space is available if needed). But when there’s no rain in the forecast and it’s smooth sailing—and dining—ahead. Upkeep is a team effort that begins each morning. The facilities and aquatics crews

clean, hose and wipe down any debris and bird droppings, while the F&B team sets the deck for service. Aquatics also play a key role in maintaining safety, with deep watercertified lifeguards trained to respond to any lakefront mishaps.

The remote location of WPRC’s dining deck—the farthest point from the kitchen— created its own set of challenges, prompting the F&B crew to establish a tailored service plan. Tapping into the club’s POS and member database, they can retrieve member preference information to select the right wines, liquors, beers and drinks; stock a mobile bar cart and bring the items directly to the dock. The team also reaches out to the host in advance to inquire about any special wine or appetizer requests to have on hand.

“This is a great way to get them something to snack on while we work on getting their orders and first courses fired,”

says Munroe. And once the food is ready to serve, a rolling hotbox maintains the optimal temperature during transport from kitchen to deck.

Since the dock’s opening last October, member usage has been solid, with reservations booked every weekend for all occasions: corporate dinners, anniversaries, birthdays and even for an engagement. Later this year, the club plans to expand the new waterfront’s versatility by offering sunset cruises and private charters for members who do not have their own boats.

In the meantime, the table is set and ready for its next set of guests and Munroe couldn’t be more delighted.

“It has added so much value to our members and has opened up a new experience that we did not have before,” he says. “There simply isn’t a better table.” C+RB

Clubs Open the Door to Expanded Casual Dining Rooms

Refreshed restaurants are enticing more members and their guests to eat, drink and be merry.

By Pamela Brill, Contributing Editor

A CELEBRATORY DRINK with golfing buddies or a quick bite before hitting the courts. Whatever the sport—or the reason—diners appreciate a comfortable place where they can break bread with friends in a comfortable, relaxing atmosphere. As clubhouses undergo building-wide renovations, casual dining spaces are transformed to balance contemporary styling with functional design.

LINCOLNSHIRE

“Because we are seeing increased traffic, we have been able to expand our menu and offer more varied entrée choices.”

— Rob Walls, General Manager

HOLIDAYS AND BEYOND

While the clubhouse dining room at Lincolnshire Fields Country Club had served as a popular spot for Easter, Mother’s Day and other special occasions, it remained largely unused outside of these events. So, when the club board of the Champaign, Ill. facility decided to update the underutilized, outdated space back in 2021, they were more than ready for a total refresh. The renovation, which also included private event rooms, began in January 2023 and was completed six months later. It has since outpaced both staff and member expectations.

“The new dining room feels like an upscale sports bar,” says Rob Walls, KemperSports General Manager at Lincolnshire Fields. Tall standard and banquet-style seating with warm wood tones peppered throughout the space provide ample accommodations. Durable laminate flooring

FIELDS COUNTRY CLUB Champaign, Ill.

features a sound-dampening inlay to minimize noise volumes, as do the dark ceiling’s acoustic beams. Modern lighting fixtures are balanced out by natural light pouring through windows, sans treatments. Access to the kitchen is available via multiple service doors, with three separate POS service stations to keep things moving.

Since the renovation, Lincolnshire Fields has received an 18-percent boost in F&B sales. “Because we are seeing increased traffic, we have been able to expand our menu and offer more varied entrée choices,” notes Walls, adding that the club had its best December on record with 95-percent increased revenues from the previous year. A surge in private event bookings include bridal and baby showers, holiday parties and book clubs. “We hosted our first wedding in five years in the new space last September,” he notes.

Membership has also grown considerably, with the recent addition of 65 new families and overall satisfaction rates climbing from 73 to 82 percent. Also of note are improved F&B satisfaction rating (64 to 80 percent) and the club’s 2023 NPS score (11 to 48.6 percent). “The board and management feel great about the renovation and are very happy with the results,” concludes Walls.

“We saved time and money by doing it all over two years in two phases and made it less disruptive to members.”

— Mary Jane “MJ” Chappy; Director of Membership & Marketing

UPPING THE ‘WOW’ FACTOR

Small updates can make for big rewards, as is the case at Palmira Golf Club in Bonita Springs, Fla., where a clubhouse renovation encompassed a redecorated Grill Room last summer. “We saved time and money by doing it all over two years in two phases and made it less disruptive to members,” explains Director of Membership & Marketing Mary Jane “MJ” Chappy of the multistage project. Spacing out the construction allowed the club to create a thoughtfully planned makeover, resulting in a more aesthetically pleasing and welcoming dining space.

Prior to the renovation, the Grill Room featured a traditional gold color scheme with wood paneling. Wall art showcased outdated golf course shots, while conservative sconces did little to instill a sense of ambiance. “We wanted a refreshing and upscale casual feel to enhance the social experience for our members and their guests,” she adds.

The club dining room’s color palette now mirrors the clubhouse in various shades of blues and greys. Lighting is more robust, with adjustable high hats and an eye-catching, LED three-ring chandelier that accents the wood vaulted ceiling. Valence window treatments provide a simple, yet effective solution. “They were installed mainly to hide the pull-down shades at the top of the front windows, which are used to ward off the very bright late-afternoon sun,” notes Chappy.

Underfoot, commercial-grade, patterned carpeting in blues, greys and tans complements the rest of the Grill Room’s décor and expertly covers any dirt. Meanwhile, the hall that leads to the Grill Room, as well as the bar area, is enhanced by new luxury vinyl tile. Not only does this style reduce wear and tear in a high-traffic area—particularly with members donning golf shoes—but bar chairs can swivel much more easily, reports Chappy.

PALMIRA GOLF CLUB Bonita Springs, Fla.

Speaking of furnishings, high-top tables near the bar were swapped out for two booths, providing a cozier setting. Vinyl-covered chairs are a practical choice for easy cleaning and feature castors on the front side for effortless mobility. To further set the scene, wall art of the golf courses was replaced with more contemporary pieces. The entry way to the

Grill Room was also updated with refinished wood paneling, new entry tables, a chandelier and other decorative accessories.

While Palmira’s updated casual dining spot has not necessarily improved club operations, it has boosted member satisfaction. “There is a new ‘wow’ factor they are proud of,” notes Chappy.

ELEGANT. DURABLE. STACKABLE.

CUSTOM WOOD CHAIRS

SHORECLIFFS GOLF CLUB

San Clemente, Calif.

“The restaurant was designed to provide the ultimate country club experience at this southern California daily fee facility.”

— Aron Bagatta, Executive Chef

A SHORE THING

SoCal golfers have a new spot to grab a bite at Shorecliffs Golf Club in San Clemente, Calif., where a recent beautification project at the Troon-managed club resulted in a new casual dining spot. The 501 Restaurant and Bar, which opened its doors to the public last October, has been a gamechanger for the coastal community, where good food and good vibes go hand in hand.

Fittingly named for Shorecliff’s street address, the 5,200-sq.-ft. 501 features an indoor bar and restaurant area, along with an outdoor patio and firepit area. “The restaurant was designed to provide the ultimate country club experience at this southern California daily fee facility,” says Executive Chef Aron Bagatta, who runs the restaurant and events department. As part of this project, the kitchen was updated with new equipment and an open layout, including a wide entrance that facilitates access for servers. In addition, dinner guests can watch the chefs at work from the comfort of their seats, while enjoying a relaxing meal.

The purposeful design of the kitchen does not detract from the stylish look and feel of the dining area. “The environment is warm and welcoming in a décor that fits the San Clemente community’s Spanish coastal style,” describes Bagatta. The 501 is outfitted with a mahogany bar and tabletops, creamy eggshell white walls, and espresso brown wood beams. Custom-designed black leather chairs complement warm wood butcher block tables and wood tile flooring. Large canvas photographs of Shorecliffs adorn the walls, and green plants are scattered throughout to promote “a healthy and relaxed atmosphere,” he adds.

The bar area carries over the dining room’s modern accents with Spanish tiling along the entry dome ceiling. Two golf simulators situated in this space, along with six overhead television screens, provide entertainment for guests. Meanwhile, the outdoor patio area has cushioned seating and a firepit for after-dinner drinks and nighttime gatherings. Designed in turquoise, orange and rust, the patio furniture is a nod to the exterior and interior tile accents.

The 501’s aesthetically pleasing environment has translated into a solid revenue stream for the club, with a 300-percent increase over pre-renovation sales. As such, Bagatta has been able to expand his menu, which now includes chef’s benedict, frittata primavera and avocado toast with pecan wood bacon. Having earned multiple five-star reviews on Yelp and Google, the 501 has secured its reputation as a well-received San Clemente dining spot. C+RB

SUMMING IT UP

> Casual dining spaces are undergoing renovations that tie into clubhouse design for a cohesive look.

> Furnishings such as carpeting and seating are chosen not only for their style, but for their ease of maintenance.

> Enhanced dining room facilities translate to a boost in F&B sales and overall member satisfaction.

PRO SHOP 2.0 HAS ARRIVED

Pro shops offer items for golfers and non-golfers.

By Phil Keren

CALL IT PRO SHOP 2.0.

Pro shops and golf shops are much different than they were a generation

ago.

Clubs now offer a wider range of products and services in their shops, including items that appeal to both golfers and non-golfers. Clubs are cashing in on members’ and guests’ allegiances to college athletic teams, as well as offering a variety of brands to a broader age range of members and guests. Golf performance centers provide instructional and club fitting services to members, and nongolfing members will find apparel they can don in multiple settings. With the rise in popularity of pickleball, clubs are doing plenty to meet the needs of racquet sports participants, too. Here’s a look at what the 2024 Club + Resort Business Model Club selections for pro shops are doing to attract and retain members.

THE LANDINGS GOLF AND ATHLETIC CLUB CHANGES WITH THE TIMES

The Landings Golf and Athletic Club in Savannah, Ga. has five different golf shops, each with its own specialty products, according to Scott Justman, the club’s Director of Golf. The five shops are Deer Creek, the Golf Performance Center, Marshwood, Oakridge, and Palmetto.

“We strive to create an assortment [at each shop] so it allows members to choose their shopping experience both off of style… and their needs,” Justman says.

The changing demographics of the club has led to the creation of different branding and a new retail strategy inside the shops.

“Fifteen, 20 years ago, the Landings Club was looked at as a golf club for retirees, and that has changed,” Justman says. “We changed our name, we re-branded to the Landings Golf and Athletic Club as we are much more than just simply golf, although golf is a main focus and a key part of our club. We’ve seen those families with children enjoy the gated club experience, the different activities, the junior programs, and that’s all tied into the retail strategy.”

The club has a large number of families with children and teenagers, and Landings’ shops offer products to those younger members.

Haley Pickering, Landings’ Golf Shop Retail Manager, adds that one shop sells onesies for infants.

“It’s definitely not something you would normally see in a golf shop, but [the members] love it,” Pickering says.

Justman adds it’s important for the club to offer products and services to the 50% of members who are non-golfers.

“They still are proud of their club,” Justman says. “They want to wear the logo. They want items that have the logo…they want to support their club.”

While offering non-golf apparel in golf and pro shops has been an industry trend, the new products also materialized due to member feedback and the club’s location on an island. As a result, Landings leaders focus on keeping members on the island grounds by trying to meet as many of their needs as possible.

“You’re 30 minutes into downtown to go to boutiques,” Pickering says. “So, [we asked] ‘what can we do to service that so you don’t have to leave [the island]?’”

There are five different golf shops at The Landings Golf & Athletic Club in Savannah, Ga. Above, a variety of products are available at the Oakridge shop. At right, the Golf Performance Center provides instructional and club-fitting services.

Justman adds, “We strive to provide services to prevent members from needing to venture off of the island. In addition to our wine and spirit shops, we also stock our golf shops with a wide assortment of gifting items and non-golf lifestyle attire ranging from athletic attire to ladies’ dress wear.”

Pickering notes that providing a variety of products is beneficial to the club’s bottom line.

“It’s going to expand your business if you have more to offer,” she says. “Luckily, we have a huge membership, so there’s plenty of different people that have different needs.”

Many members enjoy visiting the five different shops via golf cart.

“The member that is really looking for that lifestyle product, they don’t need to go between four-plus shops,” Justman says. “They can go to a specific shop of brands that they really support. They also enjoy the shopping experience. It’s an activity to do here at the club.”

Golf instruction and golf club fitting are the two main pieces of Landings’ Golf Performance Center. The facility, which opened in

2022, has three bays that are used for club fitting and golf instruction, and three additional bays where members can practice and view data about their swing. The club employs three coaching professionals and a full-time club fitter.

“Having the right club fitter and being able to provide service to make sure our members have the right fit clubs, the greatest technology working with our club manufacturing partners for those fitting packages, [and] special fitting days... have all been a really big success and very welcomed by our membership,” Justman says.

Justman describes the fitting service as “brand-agnostic,” meaning the process is “focused on matching the best fit with each member regardless of brand.”

ATLANTA ATHLETIC CLUB

CAPITALIZES ON SCHOOL SPIRIT

After living in New Jersey most of her life, Kristen Everard says she wasn’t very familiar with Southeastern Conference (SEC) football when she moved to Atlanta in May 2021 to become Director of Retail at Atlanta (Ga.) Athletic Club.

“It didn’t take long to realize the SEC is about so much more than football,” Everard says. “It is a culture, a lifestyle. The energy surrounding the conference is infectious and our members are very passionate about all things SEC.”

When Everard arrived in Atlanta, she says the golf shop carried some collegiate team apparel which would often prompt friendly banter among members and guests. To capitalize on this school spirit, Everard in late 2021 created a section of the pro shop called The Collegiate Corner to display and sell college team apparel and merchandise from schools in both the SEC and the Atlantic Coast Conference (ACC). Shop visitors can find the area by looking for the team pennants appearing in the backdrop of the section.

“The Georgia Bulldogs get most of the love from our member-

ship but, in SEC Corner, there is plenty of other team pride,” Everard shares. “We carry logoed polo shirts, hats, outerwear, belts, tumblers, keychains, sunglasses, and much more…The Collegiate Corner has become a spirited section of the golf shop and we’ve been able to expand the merchandise offerings.”

The expansion of available products will continue when Texas and Oklahoma join the SEC later this year.

The Atlanta Athletic Club in early 2022 added a big and tall section to its shop in response to requests from members.

“We had several members tell us they loved our merchandise offerings, but felt that we didn’t carry enough of their size which include 2 and 3 XL [and upwards] and if we did, [they] found it a bit daunting to have to sift through everything seeking their size,” Everard recalls.

A big and tall section with signage was set up inside the shop, and the area included traditional golf polo shirts, swim trunks, shorts, athletic gear, and outerwear.

“We offer a full range of styles from traditional to bold prints,” Everard says.

The response from members has been positive.

Above, a men’s apparel display is shown inside the golf shop at Atlanta (Ga.) Athletic Club. At right is a merchandise display that pays tribute to golfing legend Bobby Jones, who learned to play the game at the club.

“It’s really gratifying to hear the compliments we’ve received as our members genuinely appreciate that we have listened to [their] needs,” Everard says.

There is a historical component to the club. The golf shop pays tribute to golfing legend Bobby Jones, who learned to play the game at the club. Some of the club’s apparel bears a Four Trophies logo that recognizes the Grand Slam that Jones won in 1930.

“We have a private label apparel brand exclusively decorated with both the AAC and Four Trophies logo,” Everard shares. “Our Bobby Jones displays are a bit of an ode to his historical accomplishments. We decorate our tables with replicas of clubs that he played, plus an amazing collection of photographs taken throughout his amateur career.”

Though the golf shop offers many non-golf items, golf instruction and club fitting is a focal point at Atlanta Athletic Club. Bud Taylor, Director of Golf, estimates that the club’s six full-time golf instructors gave more than 8,000 lessons last year. Those same professionals also provide members with custom club fittings.

“The element of a member already having a relationship with the fitter—and maybe even more than one of our instructors/club fitters—makes what we do at the R.T. Jones, Jr. Golf Instruction Center unique,” Taylor says.

A junior golf leader provides club fitting services to junior mem-

bers and a female instructor handles custom fitting for female members.

“When you add it all up, it’s easy to understand why so many of our members take advantage of our custom club-fitting capabilities,” Taylor notes.

Club manufacturers come to the club for fitting days that are well-attended events. The TaylorMade Tour Van Experience recently visited the club and company representatives reported it was the most successful fitting day they’ve had so far this year.

“It was over 40 ‘builds’ in one day and the great thing is that if a member purchased a new wood, they walked away with it that day,” Taylor says.

While noting the club has offered custom club fittings for several years, Taylor says the equipment is constantly changing.

“The exotic shafts and different lie angles of the clubs, plus the advent of interchangeable heads and shafts, have added an entirely new realm to club fitting,” Taylor says. “It makes for hundreds of combinations available for our members, not to mention a heightened, first-class club fitting experience for them.”

Racquet sports receive plenty of attention at the club, too. The club assumed ownership of the pro shop at the tennis center in October 2023. Employees have spent the past few months revamping the space and product offerings.

At left is a women’s apparel display at Atlanta (Ga.) Athletic Club. To the right, a section of the club’s golf shop is dedicated to Southeastern Conference and Atlantic Coast Conference collegiate team merchandise.

“We now carry the latest apparel and lifestyle brands for both tennis and pickleball,” Everard says. “We logo most of the apparel which is a fresh and welcome addition to the new shop.”

UNIVERSITY OF TEXAS GOLF CLUB HOOKS MEMBERS WITH COLLEGIATE MERCHANDISE, GOLF SERVICES

Like the Atlanta Athletic Club, The University of Texas Golf Club in Austin, Texas also offers collegiate merchandise.

“After reviewing the standard merchandise offered in collegiate stores, we chose to concentrate on high-quality brands and provide more golf-centric collegiate product than was available

elsewhere,” explains Tara Termeer, Buyer at UT Golf Club.

Men’s and women’s apparel, headcovers, towels, divot tools, custom golf ball packaging, and golf bags are among the items that can be found inside the UT golf shop.

UT Golf Club has offered an online store for the past 16 years.

“We knew the exclusive quality and selections of our collegiate merchandise would be well-received and, over time, we would increase our sales each year as word got out and our e-mail database grew,” Termeer says. She adds it works in the club’s favor that the University of Texas Longhorn is a highly recognized logo. The club has the exclusive license for golf balls with the orange Longhorn logo on them, and offers other Texas football-themed merchandise.

“We also have a ‘Swinging Bevo’ Texas golf collegiate logo that is quite popular on bags, hats, and apparel,” Termeer says. “We recently introduced cowhide club headcovers that have been a big hit.”

UT Golf Club has also utilized the relationships it has with vendors to offer club fitting in its teaching academy.

The University of Texas Golf Club in Austin, Texas sells apparel with the script Texas label on the items (left). Above, the site also has a variety of golf apparel and products.

“Our staff is trained to do club fitting, and we also partner with the club manufacturers to schedule their fitting services for our members as new products launch,” Termeer says.

The club has a tennis pro shop offering athletic apparel, as well as equipment for tennis, pickleball and fitness.

If members and guests don’t find what they’re looking for in the shops, they can use the kiosk on the pro shop floor to make purchases from the club’s online store.

“Not only does this increase revenue, but it helps them to get exactly what they are looking for,” Termeer says.

The club has received praise from members and guests for the offerings inside the golf and tennis shops.

“They appreciate and understand the time and effort it takes to work with different companies to design creative and stylish collegiate products,” Termeer says. C+RB

The University of Texas Golf Club sells merchandise carrying the University of Texas Longhorn logo.

Club Chefs Embrace Brunch

Morning menus are an oft-overlooked opportunity for creativity and refreshed cuisine that reflects an increasingly globalized culinary landscape.

By Isabelle Gustafson, Senior Editor, Club + Resort Chef

BRUNCH SERVICE IS DITCHING ITS tired reputation, transforming into a vibrant showcase of global flavors. Creative club chefs now see this meal as an opportunity for culinary experimentation and cultural exploration.

“Most chefs hate brunch,” says Elijah Pulley, CCC, Executive Chef of Northmoor Country Club in Highland Park, Ill. “But I was a brunch cook for three years—and I really enjoyed it.”

Pulley believes a certain set of valuable

and transferable skills are required for brunch, and he welcomes any chance to hone his own.

“Brunch is an opportunity to be more creative,” says Pulley. “It’s also fastpaced. With dinner service, everything’s coursed out, whereas brunch is in-yourface busy. ... A lot of people think it’s just eggs, but there are hundreds of ways to cook eggs—and they have to look nice. Being able to do that at a high volume is an important skill.”

Eager to embrace new challenges across any service, Pulley stepped into the role at Northmoor CC at the beginning of 2024, succeeding a chef who had dedicated over four decades to the kitchen.

Northmoor averages about $2.8 million in annual food-and-beverage revenue. The club has 750 members and serves 70-80 covers for lunch six days a week, about 60% of which are brunch-related.

“I’ve been slowly changing the menu rather than changing the whole thing in one go,” notes Pulley. “[For] a lot of these members, [the former] chef cooked their fifth birthday, their bar mitzvah, their graduation and their wedding. He was their chef their entire life.”

While at Chicago’s Columbia YC, Executive Chef Elijah Pulley successfully introduced many innovative brunch features, including breakfast ramen with house-made dashi. Recipe available at recipes.clubandresortchef.com.

Lantana GC’s brunch menu features housemade sourdough donuts with cream cheese frosting, Baileys caramel sauce, toasted coconut and cinnamon sugar. Recipe available at recipes.clubandresortchef.com.

Northmoor is a predominantly Jewish club, and while it’s not strictly kosher, menus reflect the culture. Brunch features several variations of gravlax in addition to frittatas, omelets, French toast and more, with a growing emphasis on scratch-made items.

“I really like the challenge of coming in and reinventing an operation,” says Pulley, “[starting with a], ‘If it’s served at Northmoor, it’s made at Northmoor’ philosophy.”

MY TIME TO SHINE

Like Pulley, when Executive Chef Carlos Matos joined Lantana (Texas) Golf Club at the tail end of the year, he assessed the food-and-beverage program for oppor-

tunities for improvement. First order of business: brunch.

“In talking to the members,” Matos says, “they’d asked for brunch before, and no one made it happen. This was my time to shine.”

On his first weekend on the job, the club’s grill offered a brand-new brunch menu on Saturday. The crowd that day was lacking, but Matos was undeterred. “The following day, Sunday, we were packed,” he says. “We had a waitlist.”

While Lantana GC is significantly smaller than Matos’s former club (Cowboys Golf Club in Grapevine, Texas), Matos sees this as an opportunity to spend more time making items from scratch.

“Basically everything on the brunch

menu is made in-house—and the membership loves that.”

This includes breads and other pastries, run by a member of Matos’s team.

“One of my cooks is doing a sourdough starter,” he says. “We are doing our pizza doughs and desserts in-house. The next step is making all of our own bread. It will take a little bit of time, but that’s the goal: I want 99% of what we provide in the club to be made in-house.”

At Northmoor CC, Pulley is currently making breads and pastries himself in an effort to show the cost savings, as well as the member enhancement opportunity. He hopes to pass the task along to a dedicated pastry chef soon.

“We ended up saving $800 [per month on bread service] by making the focaccia and making some rolls rather than buying them,” Pulley says, as an example. “It also tastes better, and it’s a nice story to be able to tell your membership. ... I think we’re [reaching] a turning point, where most clubs will expect to have a pastry chef.”

IN FAVOR OF FUSION

At Eaglewood Golf Course in North Salt Lake, Utah, Executive Chef and Kitchen Manager Justin Field is tasked with getting golfers on the course as quickly as possible, especially in the mornings.

“It’s a lot of grab-and-go during the week,” he says, “But it’s a far more refined menu on the weekends.”

Member-favorite menu items include sausages and breakfast burritos, which incorporate Field’s 16-hour-smoked brisket, one of the club’s most popular offers.

“[BBQ is] something that I’ve always had a knack for, and I take it everywhere I go,” Field says. “When I started here, before we even opened, I [requested] a custommade smoker from Georgia; that’s how important BBQ is to me.”

Action stations such as Eaglewood GC’s luxury waffle bar are popular on weekends and special occasions.

“We’ll have four or five different waffles to pick from, plus premium toppings like duck or pork belly, and you can mix and match to build your waffles,” says Field.

Elijah Pulley, Executive Chef of Northmoor CC, is in the process of updating menus to meet member preferences, but with increased focus on house-made items, such as the beet-cured lox (pictured above).

“There’ve been some crazy waffle designs, and I took a couple to refine a little bit for a more regular menu item.”

Among them is Field’s duck confit and buckwheat waffles with orange vinaigrette, which he describes as savory and rich yet deceptively light.

Field generally foresees a shift away from sweeter breakfasts and toward protein-heavy dishes and savory flavors.

“I have a sweet tooth, and I love French toast, but when I eat a plate of French toast, I feel terrible for the rest of the day,” Field says. “Members want to eat something that’s going to give them sustained energy throughout the day, especially when it comes to golf. They don’t want to be weighed down or have that sugar rush and then crash by the time they get to the turn.”

This shift lends itself well to certain international cuisine, which tend to feature fewer sweet items on morning menus compared to classic American breakfasts.

“The same global influence I apply to my menus, I try to [incorporate] on every meal, whether it’s lunch, brunch or dinner,” says Northmoor CC’s Pulley. “Memberships are usually well-traveled. Their backgrounds are very cultural. I try to make a menu that reflects the culture of the club rather than [solely] traditional club food.”

At his last club, Chicago’s Columbia Yacht Club, Pulley successfully introduced a new style of cuisine to members as well as staff, including the club’s brunch cook,

who’d been there 30 years.

Brunch features included a banana bread fritter, made with challah and topped with peanut butter-infused maple syrup; a Columbia McMuffin, an elevated version of the McDonald’s classic, made with pastrami instead of Canadian bacon; Indian-style scrambled eggs; and breakfast ramen, with a house-made dashi.

“Teaching the [staff at Columbia YC] how to make a dashi stock, showing them how you can blend different cultures together creates a better brunch experience

Eaglewood Golf Course Executive Chef and Kitchen Manager Justin Field (left) works with Sous Chef Lucas Eiting to menu innovative items, such as duck confit waffles (above). Recipe available at recipes.clubandresortchef.com.

Since its debut at the first brunch service, Executive Chef Carlos Matos’s breakfast poutine at Lantana GC has become a favorite among members and a menu staple. The dish features black pepper gravy, smoked brisket, sharp cheddar and a sunny-side-up egg.

than just putting eggs on a plate with hash browns,” says Pulley.

Like brunch, Pulley feels ‘fusion food,’ as it was once more widely referred to, gets a bad rep.

“In the ‘90s, they called it fusion cuisine, and people hated fusion,” he says. “But I feel like clubs have the best audience for fusion. It’s about presenting [dishes] to [members] in a way that they understand and accept.”

CONSIDER THE CHILI CRISP

Lantana GC’s Matos features international flavors in his cuisine, including from his native Peru.

“I like to incorporate a little bit of my culture and some of those flavors” he says, though of course there are trials and errors. “We tried to incorporate anticuchos, which is beef heart, and I think I went a little bit overboard with that.”

For brunch, Matos hopes to menu pan con chicharrón, a classic Peruvian

breakfast sandwich made with crisp fried pork and a pickled onion slaw called salsa criolla in a Peruvian bread.

“My grandparents had a bakery in Peru, and they made this bread,” Matos says. “It’s like a French bread; it’s very airy and soft on the inside and crunchy, but not too crunchy, on the outside. I haven’t been able to master it yet.”

House-made brunch items at Lantana GC include biscuits with salted whipped butter and berry jam; sourdough donuts with cream cheese frosting; breakfast poutine with black pepper gravy and smoked brisket; and a trio of sourdough cinnamon rolls, with choice of cream cheese: cinnamon, bacon or garlic chili oil.

Members were a bit intimidated by the chili oil option at first, Matos notes, so he sent complimentary rolls to tables to try.

“Eighty percent of the members who tried it liked it and asked us if we were going to make it the following week,” he says.

Because Lantana GC updates menus

frequently, there’s plenty of opportunity to learn members’ preferences and adjust accordingly.

“We get to see who likes sweet stuff, who likes savory and who just wants eggs and bacon,” says Matos.

Some items stand the test of time.

Breakfast poutine, for example, (pictured above) is a Day 1 favorite.

Special occasions spell yet another opportunity for Matos to push himself and his team. Lantana GC’s Easter brunch features a seafood bar, with citrus-poached shrimp, snow crab claws and spicy tuna on rice cakes, in addition to a carving station as well as more traditional brunch options.

“I always come up with ideas, and when it comes to the day of, I’m like, ‘Man, what did I do?’” Matos jokes. “But it’s fun. If we are not pushing ourselves, if we are not trying something different every day, I don’t think we are doing our jobs.” C+RC

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