Club + Resort Business November 2021

November 2021

www.clubandresortbusiness.com

®

Shops That Sell Themselves Pro Shops

Also in this issue: November 2021 www.clubandresortchef.com

Overand

Above After a major kitchen renovation, Executive Chef Stephen Pribish and his team implemented a series of ambitious culinary initiatives at Overbrook Golf Club.

INSIDE:

INSIDE Bench Strength at The Broadmoor Building a Self-Aware Service Culture

Lancaster CC’s Defining Moments Keys to Keeping Happy Course-and-Grounds Crews Designing Stimulating Golf Practice Facilities

Great Camp Adirondac k Chair in Wenge + Teak sutherlandfurniture.com

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food and beverage $4,353

turf equipment $3,185 clubhouse needs $2,475 fertilizer/chemicals $1,375 general maintenance $770 pro shop supplies $485 course accessories $350

How much could you save next year?

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Editorial

Advertising

Digital Media/Web/Development

Events

EDITOR

VICE PRESIDENT - GROUP PUBLISHER

VP, DIGITAL MARKETING

EVENTS MANAGER

vgoulding@wtwhmedia.com

josborne@wtwhmedia.com

Joe Barks

Tom McIntyre

jbarks@wtwhmedia.com 610-688-5666 office 610-416-3550 cell 175 Strafford Ave., Suite 1 Wayne, PA 19087

tmcintyre@wtwhmedia.com 216-533-9186 PUBLISHER

John Petersen

jpetersen@wtwhmedia.com 216-346-8790

SENIOR EDITOR

Rob Thomas

rthomas@wtwhmedia.com 216-316-5294 1111 Superior Ave., 26th Floor Cleveland, OH 44114

SALES DIRECTOR

Tony Bolla

tbolla@wtwhmedia.com 773-859-1107

EDITOR, CLUB + RESORT CHEF

REGIONAL SALES MANAGER

jdechellis@wtwhmedia.com 412-260-9233

aburk@wtwhmedia.com

Ashley Burk

Joanna DeChellis

REGIONAL SALES MANAGER

Jake Bechtel

CONTRIBUTING EDITORS

jbechtel@wtwhmedia.com 440-465-1914

Course + Grounds:

Betsy Gilliland Jeff Bollig

REGIONAL SALES MANAGER

Design + Renovation:

Patrick McIntyre

Pamela Brill

Virginia Goulding

DEVELOPMENT MANAGER

EVENT MARKETING SPECIALIST

Dave Miyares

Olivia Zemanek

dmiyares@wtwhmedia.com

ozemanek@wtwhmedia.com

SR. DIGITAL MEDIA MANAGER

Video Services

pcurran@wtwhmedia.com

VIDEOGRAPHER

DIGITAL PRODUCTION MANAGER

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rhall@wtwhmedia.com

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DIGITAL MEDIA SPECIALIST

gmccafferty@wtwhmedia.com

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Finance

DIGITAL PRODUCTION/ MARKETING DESIGNER

CONTROLLER

Pat Curran

Reggie Hall

Nicole Lender

Samantha King

sking@wtwhmedia.com

CUSTOMER SERVICE MANAGER

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shulett@wtwhmedia.com

WEBINAR COORDINATOR

mrook@wtwhmedia.com

CUSTOMER SERVICE REPRESENTATIVE

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CREATIVE DIRECTOR

jcooper@wtwhmedia.com

VP, CREATIVE SERVICES

Mark Rook

bkorsberg@wtwhmedia.com

jmilton@wtwhmedia.com

Production services Stephanie Hulett

Brian Korsberg

jhopper@wtwhmedia.com WEBINAR COORDINATOR

Creative Services

Garrett McCafferty's

ACCOUNTS RECEIVABLE SPECIALIST

pmcintyre@wtwhmedia.com 216-372-8112

Marilyn Odesser-Torpey Lauren Sasala Tad Wilkes

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VP STRATEGIC INITIATIVES

Jay Hopper

Food + Beverage:

Jen Osborne

Jamila Milton

Halle Kirsh

Kim Dorsey

Jane Cooper

Erin Canetta

ecanetta@wtwhmedia.com ART DIRECTOR

NOVEMBER CLUB INDEX

mclaney@wtwhmedia.com

Club and resort properties featured in this issue

Matthew Claney

DIRECTOR, AUDIENCE DEVELOPMENT

Bruce Sprague

bsprague@wtwhmedia.com

WTWH MEDIA, LLC

1111 Superior Ave., 26th Floor Cleveland, OH 44114 Ph: 888.543.2447

2011 - 2020

SUBSCRIPTION INQUIRIES To enter, change or cancel a subscription: Web (fastest service):www.ezsub.com/crb Phone: 844-862-9286 (U.S. only, toll-free) Mail: Club & Resort Business, P.O. Box 986, Levittown, PA 19058 Copyright 2021, WTWH Media, LLC Club + Resort Business ISSN 1556-13X is published monthly by WTWH Media, LLC, 1111 Superior Avenue, 26th Floor, Cleveland, OH 44114. Copyright ©2021. Periodicals postage paid at Cleveland, Ohio, and additional mailing offices.

Subscriptions: Qualified U.S. subscribers receive Club + Resort Business at no charge. For all others the cost is $75 U.S. and possessions, $90 Canada, and $145 all other countries. Per copy price is $3. Postmaster: Send change of address notices to Club + Resort Business, P.O. Box 986, Levittown, PA 19058. Club + Resort Business does not endorse any products, programs or services of advertisers or editorial contributors. Copyright© 2021 by WTWH Media, LLC. No part of this publication may be reproduced in any form or by any means, electronic or mechanical, or by recording, or by any information storage or retrieval system, without written permission from the publisher.

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BallenIsles Country Club, Palm Beach Gardens, Fla. ........................25 Bonita Bay Club, Bonita Springs, Fla. ..........................................................24 The Bridges at Rancho Santa Fe, Rancho Santa Fe, Calif. .......14, 16 Cattail Creek Golf Club, Glenwood, Md. ..................................................22 Chimney Oaks Golf Club, Homer, Ga. .....................................................34 The Club at the Dunes, Naples, Fla. .....................................................12-13 The Country Club of Detroit, Grosse Pointe Farms, Mich. .............45 The Country Club of St. Albans, St. Albans, Mo. ...............................38 Dormie Club, West End, N.C. .........................................................................42 The Golf Club of Georgia, Alpharetta, Ga. ................................................10 The Haven Country Club, Boylston, Mass. ............................................45 Heritage Oaks Golf Club, Northbrook, Ill. .........................................36 The Hills of Lakeway, Austin, Texas ..........................................................9 Lancaster Country Club, Lancaster, Pa. ..................................................28 The Landings Club, Savannah, Ga. ...........................................................26 Rich Harvest Farms, Sugar Grove, Ill. .......................................................45 Sea Pines Country Club, Hilton Head, S.C. ..........................................37 Sharon Heights Golf & Country Club, Menlo Park, Calif. ...............45 Silver Creek Valley Country Club, San Jose, Calif. ............................48 The University of Texas Golf Club, Austin, Texas ..............................20 www.clubandresortbusiness.com

.

THE ROB REPORT

An Affordable Affection AS A KID GROWING up in Northeast Ohio, I dabbled in all sorts of sports, but mainly focused on the big three—football, baseball and basketball. The summer before my freshman year of high school, though, I was introduced to golf and immediately became hooked.

While I started out at a 9-hole, par-3 course (Twin Oaks), I quickly moved up to a “big boy” course. Maple Ridge stretched to a whopping 6,001 yards … which was more than enough for me at the time.

Because I also enjoyed tennis, my buddies would give me a hard time about playing “country club” sports while they were at Wenner Field, sweating out two-a-days for the football season.

Sure, golf and tennis are popular at clubs across the country—but the courts at the park were free, and I got an annual membership at the public golf course for about $150 (with unlimited play Monday through Friday).

Times have changed, of course, and you can certainly spend crazy amounts of money on memberships and equipment.

Heck, there are some clubs that are so exclusive that no amount of money will get you through the door without an invitation and extensive background check. And don’t get me started about the $70,000 set of sticks from Honma!

That said, golf is still extremely afford-

Golf is still extremely affordable compared to similar activities.

And it’s not just comparative affordability—grow-the-game initiatives like First Tee and Youth on Course make golf accessible and affordable for the most important demographic, kids. Children are the future dues-paying members, after all. able compared to similar activities. Take skiing, for example. The National Golf Foundation recently released a “Cost of Golf” comparison and noted that the average lift ticket is around $62, while an 18-hole round of golf at a public course is only $38. Nine holes at the same course will only set you back around $21.

Want to see a Major League Baseball game? The average ticket is $34, which is a bargain compared to the NBA ($56), NHL ($78) or NFL ($105). Want something to eat or drink at one of those games? Be prepared to dig deeper into your pockets.

And it’s not just comparative affordability—grow-the-game initiatives like First Tee and Youth on Course make golf accessible and affordable for the most important demographic, kids. Children are the future dues-paying members, after all.

Looking back, I wouldn’t trade anything for those days spent in the sun at Twin Oaks or Maple Ridge. And many of the same guys who teased me about my sport of choice in high school are now playing even more golf than I play.

Their glory days under the “Friday Night Lights” have evolved into weekly leagues or member-guest weekends.

While exclusive clubs still exist and require a high six-figure initiation—IF you’re invited to join and accepted into the fold—many wonderful clubs have waived initiation fees or set them at a very affordable price.

Far be it for me to tell anyone how to spend their entertainment dollars—but doesn’t 18 holes with friends sound better than paying to watch an overpriced slugger strike out with a runner on third and less than two outs?

Rob Thomas • Senior Editor

rthomas@wtwhmedia.com

www.clubandresortbusiness.com

November 2021 l Club + Resort Business l 5

EDITOR’S MEMO

Of Kingdoms and Atomic Ranges When the Topgolf “entertainment venue” concept first made its way onto U.S. shores from England—and this wasn’t that long ago—it was initially dismissed as a gimmick that would never catch on here. Then, as it quickly generated the same kind of popularity—and profits—over here as it had amassed across the pond, it drew scorn as nothing that “golf purists” or anyone else who had true love and appreciation for the game would want anything to do with.

Now, barely a day goes by when we don’t come across industry news about new versions of the concept that are being launched throughout the country.

The other day, in fact, we combined four into one report, on new venues with names like Optimum Golf, Golf Lounge 18, Five Iron Golf and BigShots Golf.

Then, not surprisingly at all, as Vegas got into the act, it wasn’t enough to limit the attraction of these places to just hitting into simulators and having your shots tracked as you “played” courses from around the world in a relaxed atmosphere while enjoying food and drinks with family or friends. We also recently ran a report—which got especially high readership, it should be noted—about the “Atomic Range,” a four-story, 92,000sq. ft. monstrosity that will span seven acres near The STRAT Hotel, Casino & SkyPod at one end of the Vegas strip. The $70 million venue, scheduled to open by the end of 2023, will include 103 separate golf hitting bays, in addition to four bars, meeting space and a 12,000-sq. ft.

“Astrocade” for other gaming.

The fervor for these kinds of facilities has even morphed into other sports that have been gaining newfound popularity at clubs. There are now similar venues for pickleball, including “Pickleball Kingdom,” a 16-court indoor facility in Chandler, Ariz. that is set to open sometime in the first quarter of 2022 and will include a lounge and room for parties and events. Its owner-operator, 6

l Club + Resort Business l November 2021

The initial scoffing and scorn about the TopGolf concept has clearly been replaced by scrambling to find ways to get as much a piece of it as possible—and to expand it beyond golf to other popular sports as well.

Mike Rodrigues, thinks providing climatecontrolled space will gain favor as the game’s appeal keeps growing and players find it tougher to find places to play outdoors—and also as they get frustrated by battling the elements and how wind can affect pickleball shots.

There really seems to be no end to how far this is all going to go. Just as I was writing this, in fact, I heard from an industry contact who wanted to tell me about a “multi-sport pickleball/golf/ fitness-wellness/food and entertainment complex” that he’s involved in building.

(I’m guessing he might have added a few more areas that it will include, too, but ran out of slashes.)

So what’s the bottom line about all of this for the club and resort industry?

Clearly, all that initial scoffing about the concept has been replaced by scrambling to find ways to get as much a piece of it as possible. BigShots is ClubCorp’s entry

in the field, and Troon just announced a new partnership with Golfzon, the South Korean-based leader in the simulator space, to open ZSTRICT facilities in the U.S., starting in New York.

Both ClubCorp’s David Pillsbury and Troon’s Tim Schantz have made it clear that they see entertainment venues as part of the “new normal” of golf learning/instruction, play and enjoyment that promises to remain part and parcel of the game, and industry, going forward.

(National Golf Foundation research now projects “off-course” golf play will soon surpass what’s played on courses.)

And I can’t recall any independent private club I’ve talked with over the last few years that hasn’t told me about their success with, or plans for, creating similar amenities for their members. In this issue, see our feature on Lancaster CC (pg. 32), and our Design + Renovation feature on golf practice facilities (pgs.

36-41) for some of the latest examples we’ve seen. (Take note, too, of how Lancaster CC set up its simulator venue to be part of a casual-dining setting, and how it could be used by kids for baseball games as well.) No doubt, we’ll soon hear much more about clubs of all types adopting the same kind of approach for pickleball and other activities, too.

Joe Barks • Editor jbarks@wtwhmedia.com

www.clubandresortbusiness.com

INSIDE

November 2021 • Vol. 17 • No. 11

THIS

ISSUE

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LANCASTER CC’S DEFINING MOMENTS

The Pennsylvania town known for horse-drawn buggies and shopping outlets now has a new attraction—a 121-year-old club with a classic golf course that has reimagined its facilities and repositioned itself for an exciting new period of growth and distinction. (Photo Courtesy Lancaster CC)

ALSO IN THIS ISSUE

Ranked Pro Shops 18 Top SHOPS THAT SELL

THEMSELVES

Leading examples of operational excellence for golf, tennis and other retail shops.

Design + Renovation 34 SWINGING INTO ACTION

Stimulating approaches to creating indoor golf practice facilities with broad appeal.

5

The Rob Report

6

Editor’s Memo

9

Golf Operations

10 12

November 2021 www.clubandresortchef.com

14 16

Overand

Above After a major kitchen renovation, Executive Chef Stephen Pribish and his team implemented a series of ambitious culinary initiatives at Overbrook Golf Club.

INSIDE Bench Strength at The Broadmoor Building a Self-Aware Service Culture

49 Club + Resort Chef

OVER AND ABOVE

4 Club Index 8

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AN AFFORDABLE AFFECTION OF KINGDOMS AND ATOMIC RANGES

MAKING THE RIGHT CONNECTIONS

Membership + Marketing

BALANCING CREATIVITY AND TRADITION Management

A CALL FOR KINDNESS Golf + Fitness Technology

BUILDING A SUCCESSFUL JUNIOR PROGRAM Golf + Fitness Technology

STARTING THEM YOUNG

42 Design Snapshot

44 KEEPING A HAPPY CREW Course + Grounds

How superintendents are finding inventive ways to attract and retain employees for the profession they love .

76 Product Showcase

COMING FULL CIRCLE

48

Idea Exchange

MAKING SOMETHING OUT OF “NOTHING”

82 Ad Index www.clubandresortbusiness.com

GOLF OPERATIONS

MAKING THE RIGHT CONNECTIONS

By Loren Forney • Head Golf Professional The Hills of Lakeway • Austin, Texas

LOREN FORNEY HAS BEEN in the golf industry for 17

years—starting out as a golf cart attendant at the age of 12 and working her way up to her current role as Head Golf Professional at The Hills of Lakeway in Austin, Texas.

Along the way, the need to effectively communicate with members in a variety of ways has evolved and continues to do so, especially with the recent surge in golf interest and how lifestyles and communication preferences are changing.

Club + Resort Business: How often do you communicate with club members?

Loren Forney: Our team communicates with club members on a weekly basis for club-wide information. If the club member is a part of other social clubs, then they will receive more communication in that particular group.

C+RB: What communication methods do you use?

Forney: We use e-mail, the Clubcorp App, member websites, Facebook and Instagram.

C+RB: Do you target specific groups with messages (i.e., people who don’t golf won’t receive golf-specific messages, women-only, youth golf information only to members with kids, etc.)?

Forney: Yes, we do target specific groups with messages when we promote events that are particular to those groups.

C+RB: Do different departments send their own communications (golf, racquets, F&B, course maintenance, etc.), or all they all centralized?

Forney: Communications throughout the entire club are centralized within our marketing team. If there is an event, the department plans and coordinates it, then asks marketing to distribute the promotion or information.

C+RB: Do you differentiate based on generational differences (i.e., older members may prefer physical mail or e-mail, vs. texts)?

“ There seems to never be enough

information that can be given to members, but the way it is communicated through one output method can be exhausting and diminish its effectiveness.

”

Forney: We do not differentiate between generational differences when it comes to the output of communication.

However, we do try to put out pictures and videos on multiple social-media platforms, to promote and inform all family members at our club.

C+RB: In your opinion, is it possible to communicate too much?

Forney: I do believe there can be too much communication to membership regarding how many daily or weekly e-mails are put out by the club. In previous roles, I’ve seen members opt out of e-mail communications because they receive too many a week. There seems to never be enough information that can be given to members, but the way it is communicated through one output method can be exhausting and diminish its effectiveness.

C+RB: How, if at all, has COVID changed the way you communicate with members?

Forney: Before COVID, a lot of information was communicated by e-mails, mailed newsletters and face-to-face contact with staff. Now information is more accessible through social media, QR Codes and videos. I believe COVID has certainly made us become more creative in how information can be presented.

www.clubandresortbusiness.com

November 2021

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MEMBERSHIP + MARKETING

BALANCING CREATIVITY AND TRADITION

By Evan Keimig • Membership Director The Golf Club of Georgia • Alpharetta, Ga.

“CREATIVITY” CAN BE AN overused

buzzword in the club and resort world. But when harnessed correctly, it can be one of the most valuable tools for your membership department. It opens the door to fresh member experiences, showcases assets that set you apart, and tells a more cohesive story about your club.

STAYING IN GROWTH MODE To help frame my discussion of creativity in the club and resort industries, I enlisted the help of our club’s Communications and Marketing Manager, Sarah Fulton. Here’s what she said about what the word, and concept, means to her: “Creativity plays a major role in my day-to-day role as a communications and marketing manager. I am constantly working to create content and run social media. Both require me to think of new and unique ways to do each task, while working towards the goal of growing The Golf Club of Georgia’s presence and reach to potential customers, as well as building and showcasing a positive brand.”

Sarah’s integration of creativity into her role works is very similar to my approach in the membership department—in both cases, our commitment is to avoid settling for the status quo. Collaboration and forward thinking help us tell a cohesive brand story that will attract people to the property and impress them once they get there.

BUILDING ON WHAT’S BEEN BEST A quote from actor Sam Waterston summarizes my creative approach in a few words: “If you’re not moving forward, you’re falling back.” I see a lot of truth in this simple statement. If I allow myself to get caught up in the way things have always been done, I am limiting the growth 10

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important to acknowledge the difference between moving “It’s

forward and straying from what your club has historically done best. Creativity does not require abandoning your strengths.

To the contrary, updating the member experience should celebrate and capitalize on the noticeable highlights of the club.

”

potential of the club and its members.

It’s important, though, to acknowledge the difference between “moving forward” and straying from what your club has historically done best. Creativity does not require abandoning your strengths. To the contrary, updating the member experience should celebrate and capitalize on the noticeable highlights of the club.

Acknowledging that there are established forces resisting creativity and fresh ideas, it is helpful to aim for a balance between respecting tradition and inspiring new experiences. One of the ways we achieve this balance at The Golf Club of Georgia is through the onboarding experience for our new members.

When a new family joins the club, they are greeted with a digital welcome letter, which kicks off a series of informational materials to highlight our greatest assets.

This takes the form of periodic e-mails and videos that are sent to their inbox and introduce them to features like our golf instructional and practice facilities, the fitness center, Friday night dinners, etc.

These allow our members to confidently direct questions to the proper staff, familiarize themselves with the property, and develop a sense of fluency in a low-pressure environment at their own pace.

Building and using a new member onboarding experience like ours is a great way to balance creativity (through a digital, adaptable introduction to the club) with tradition

(highlighting popular events, favorite menu items, and unique pieces of club culture).

The tradition, culture, and structure of a club are assets worth capitalizing on, and shouldn’t limit creativity. Clearly defining those assets through discussions with staff, members, and guests provides a launching point for creativity. I have spent time soaking up suggestions from those sources, as well as keeping an eye on similar clubs, to customize my approach to creatively positioning our club.

Another example of this is the digital golf shop, a project that we planned to fully unveil this fall. The concept is centered around an e-commerce site that is custombuilt for our members and their guests.

The store will be available on digital tablets housed in an ordering room attached to the physical golf shop on club property.

Inside the digital shop, users can create custom orders using our logos, brands, and curated items, ranging from polos and headwear to leather items and drinkware.

The project will incorporate the tradition of familiar brands and logos with the creative twist of an online store housed within the warmly decorated ordering room.

Projects like this make my role fun and allow me to think outside the box for the betterment of the club and its members.

Optimizing processes like new member onboarding and golf shop sales are small changes that can leave an impact and create a new story to tell. www.clubandresortbusiness.com

Customer Spotlight Club Name:

Conway Farms Golf Club

Member Made Reservations in ForeTees: 92% Members logins through the App: 91%

ForeTees Systems Used:

App, Website, Dining, Simulator, Golf & Caddie Management

ForeTees is the connective tissue between the Conway Farms membership and staff. Fully integrated between golf, dining, the app and website, the ForeTees language is instrumental with our Club’s success – communication, ease of use, and most important – exceptional customer service. No call or email goes unanswered within minutes.

ForeTees is our one stop shop for all things Conway Farms.

- Robin Martin, Operations Director

Club Software Made Simple Reservations Tee Times, Dining, Tennis, Pickleball, Simulators, Fitness and more.

Member and Staff Apps Easy Reservations, Food Ordering, Push Notifications, Club Branding and more.

Club Management Point of Sale, Financial Reports, Member Reports, Banquet Events and more.

Website and Communication Member and Public facing website, email campaigns, custom designs, and more.

www.foretees.com

sales@foretees.com

MANAGEMENT

A CALL FOR KINDNESS Sending a frank and proactive message to members about the realities of today’s staffing issues has gone a long way in setting a supportive stage for a Florida club’s new season.

By Robert D. Podley • CCM, CAM, Club General Manager The Club at the Dunes • Naples, Fla.

THE OFT-SAID “MOTIVATOR” IN

our industry is that we are only as good as our last shift—or in F&B, only as good as our last meal. There is a tendency among people in general (and not just members) to focus on the negative. We can do 100 things right, but we will be remembered more for the one thing we did wrong—and especially, in our business, if that one thing happened to a high-profile member.

Current world dynamics have flipped much of what we know on its head and forced the industry to adapt at a record pace. With no end to the COVID-19 crisis seemingly in sight, and its toll on the mental well-being of all becoming increasingly apparent, perhaps it’s time we go to work on not only improving the tangible aspects of our operation, but also driving change in the way situations are approached by our club leaders and by the members themselves.

When a difficult interaction occurs, it can be easy to be dismissive and imply that those on our team just need tougher skin—because after all, that’s how many of us came up in the industry, and perhaps even part of why we excelled. But that brings us dreadfully close to the “That’s the way it’s always been” path. Does it need to continue to be like that, or is there a better way?

Here is a recent letter that I sent to our membership as our new season began, to reinforce the commitment that all of us at The Club at the Dunes have already made to go about changing this dynamic.

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“ ‘Practice Kindness.’ It’s the simple motto Troon has preached over the years, and it’s placed at the bottom of all our club associates’ e-mail signatures. It’s simple, yes—but one of increasing importance in today’s environment. It is also a virtue that tends to be forgotten quickly in times of heightened stress. Too often the people we care about the most are not spared; even worse, they may even be the first to feel the wrath.

We are all humans, and currently we are all experiencing arguably the strangest times in over 100 years. The “C word” has not only impacted a breathtaking number of lives physically, but it continues to exact a mental toll on the population of the world that will likely never be fully understood or appreciated.

If “Ghostbusters 2” (a solid 3-out-of-5-stars movie from 1989) were nonfiction, the Earth would conceivably be covered in that spooky, stress-fed, pink slime by now. And as an industry that is reliant on people and is heavily impacted by their moods, hospitality would likely be contributing to the growth of that pink slime significantly more so than any other.

We have all seen article after article and news clip after news clip talking about the hiring shortages across the country—and in particular, within restaurants. The hiring environment is more challenging than ever.

At The Club at the Dunes, we are hiring every body that walks through the door. We are seeing approximately 10% of our applicants show up for interviews. A record number of people have left the industry completely, and the younger generation is finding more reliable, less-stressful work alternatives.

For so many, it is no longer considered a viable career path or even considered as a temporary option. This isn’t meant to be a sob story; these are the facts.

So what is a food-and-beverage operation to do? Many restaurants, including places like Starbucks, are reducing hours or shutting down for entire days.

Other places are restricting reservations and creating longer wait times. Some facilities have chosen to increase the average number of guests per employee, creating experience challenges.

Others, such as The Club at the Dunes, have managed to (mostly) avoid these operational adjustments thus far. But this can always change, and it can change quickly. We have to stay ahead of this as much as is reasonably possible. I have been asked twice in recent days by seasoned hospitality professionals what our “secret” is. It’s simple—practice kindness, for culture is king.

The hospitality associates that have remained in the industry can always make more money somewhere else. There is always a job that is closer to home. There is always another restaurant that has more of their friends working there. There is always a new spot that is trendier. But in our industry, there aren’t many places that focus on the happiness of the associates as much as on that of members and guests.

www.clubandresortbusiness.com

When we remember that no one here is necessarily better than the next person, we treat humans like humans. When we coach our people through mistakes and treat them as learning opportunities, rather than as cause for scorn and shame, incredible things happen. You start to see people truly become happy at their workplace—or at the very least, more likely to stick around. And when the associates are happy, your experience is better.

Our days are filled with showing appreciation for the team, be it through a round of applause, verbal expressions of gratitude, random acts of kindness, public praise, etc. But there is always more that can be done. One aspect of club employee culture that is rarely discussed is that the kindness from the members is as important, if not more so, than anything else in contributing to every associate’s decision to remain here.

We are infinitely better today than we were at this time last year. And while we want to continue improving (and certainly won’t stop trying to work our way up the pyramid), just opening up with enough bodies is the real struggle in the current environment.

We ask for our members’ and guests’ help in welcoming each and every associate this season, new and old, and helping them feel like a part of the Dunes family. The majority of individuals who are working at our club chose this line of work because they genuinely want to make people happy.

Enthusiastic gratitude from each of you motivates them beyond anything we could say or do internally.

It is inevitable there will be times where your burger might not be cooked just right, the drink may take a bit longer to refill, or an item takes a few extra minutes to get delivered. When this occurs, as one member likes to say, “Just remember, we live in paradise.” This goes for the leadership team, too.

We’ve got the right people in place—now let’s give them the encouragement and support they deserve to continue the process of making The Club at the Dunes the best it can be. This doesn’t mean feedback should never be delivered. But taking the time to think it over and make sure it is both constructive and kind will go a long way. The more ambassadors we have for the club, the community and the team, the stronger we will be.

Our associates are the lifeblood of our business, as are you.

See you at the club!

Rob D. Podley, CCM, CAM Club General Manager #practicekindness #wearetroon

The Club at the Dunes is fortunate to have an incredible membership. So not surprisingly, reactions to this message after it was sent out were swift and overwhelmingly supportive.

Nearly instant responses were received from current and past Board members expressing agreement with the approach and the message it conveyed. Other Board members conveyed their hope that we would continue to strengthen and expand the message through frequent reminders on the same topic.

Colleagues in the industry who read the message when I posted it online texted with enthusiastic agreement, and at times commented on the lack of kindness at their own properties as of late. In addition to sharing it on LinkedIn and sending it to over 1,000 members, each of our associates received a copy, so they too could see what we want to achieve culturally. Associates offered sincere expressions of gratitude and some mentioned sharing the letter with their spouses.

Perhaps the lesson here is that there isn’t a proton pack-wielding group of heroes that’s going to pull up at our clubs and change our industry’s staffing woes for the better (if they could even make it through the gate). Instead, it is up to each of us to practice kindness regularly, and to take the lead in encouraging members and staff alike to do the same.

www.clubandresortbusiness.com

November 2021

l Club + Resort Business l 13

GOLF + FITNESS TECHNOLOGY

BUILDING A SUCCESSFUL

JUNIOR PROGRAM

By Matt Kilgariff, Director of Player Development, The Bridges at Rancho Santa Fe (Calif.)

(First in a two-part series) IT ALL BEGINS WITH FUN! When building a junior program at your club, there are many things that must be considered, including safety, communication, education, results and FUN, just to name a few.

START WITH THE FUN FACTOR Of course, it is extremely important that you take the time to understand your clientele and what phase of growth they are presently in. You also need to communicate clearly and effectively with parents and students by defining program guidelines, expectations and desired outcomes.

But if you do not include the fun factor as part of these initial conversations, you may lose the student and the parent before you’re even given a chance to start.

It’s a fact that we all learn better and faster when learning is made fun. The best way to break the ice with children and their parents is to set an expectation and assure them that your program “guarantees fun…and results!” Strive to create a learning environment where juniors of all levels and abilities feel welcome and can enjoy the game while building a solid foundation.

It’s a fact that we all learn better and “ faster when learning is made fun. The best way to break the ice with children and their parents is to set an expectation and assure them that your program “guarantees fun… and results!” Strive to create a learning environment where juniors of all levels and abilities feel welcome and can enjoy the game while building a solid foundation.

”

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The more fun a child has learning and playing the game, the more they will want to learn and play. Take this opportunity to share with and show your students why you love the game. Your excitement and enthusiasm about golf, and the life-guiding principles it provides, can inspire a child.

Our youth are the future of golf! Creating a positive environment in your programming can be a turning point that can turn a new golfer into one that has a lifelong love of the sport.

CREATING THE FUN How do you make sure your program is fun? There are two key components: the environment, and the programming.

• Environment—Start with a safe and stress-free environment. This is a key to a child’s development when learning anything new or challenging.

Create a kid-friendly space that is warm and welcoming and where a child versus an adult will feel comfortable. Think about how simple changes or additions to your existing facility can make it more inviting to a child.

Provide a quality practice facility, and hire professionals specifically trained to instruct juniors.

• Programs—Structure your programs in a way to keep it light and fun for the students, without sacrificing a commitment toward development. Create a diverse junior program by offering camps, leagues such as the PGA Junior League, and competitive events such as Operation 36 play days. And collaborate with other club department heads to create additional kid-friendly activities that can include games, food, etc.

(Part 2 of “Building a Successful Junior Program” will look at the key factors of instructors, instruction, and program design.)

Matt Kilgariff is a PGA professional who spent much of his career working for Butch Harmon and the Harmon Family. He is currently the Director of Player Development at The Bridges at Rancho Santa Fe in Rancho Santa Fe, Calif. Prior to joining The Bridges, Kilgariff was Director of Player Development at The Olympic Club in San Francisco. Matt has also been part of TaylorMade’s National Advisory Staff since 2012.

www.clubandresortbusiness.com

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GOLF + FITNESS TECHNOLOGY

STARTING

THEM YOUNG

By Keke Lyles

ACROSS THE COUNTRY, PARENTS ARE looking to find more ways to get their children involved in activities that can help them excel in sports. Golf and tennis are great sports for children to get involved with at any age, as they are lifetime sports, and clubs offer comfort and safety as a great place for learning them.

But parents often miss the bigger picture of learning any sport, which is to help develop athletic qualities that their children can use and that can translate not just to golf or tennis, but any sport. Fitness for youth sports, and even golf training, can take on many different looks.

It is not uncommon for children around 3 and 4 years old to sign up for golf clinics at a club. But how golf instructors choose to instruct this age group can prove to be quite the challenge. Activities should focus on teaching children to move properly and in more efficient ways.

At this age group, it is far more important for children to learn motor control or coordination than any specific skill. The fact of the matter is, if children at this age learn how to move better and develop force in efficient ways, they will become much better golfers as they age.

Activities such as balance-beam walking, single-leg balance activities, learning to properly throw balls, and very basic bodyweight strength movements are great ways to start children off in fitness. The key word is “activities.” They should not be exercises and should not be drills, but fun activities that help keep the children engaged and having fun.

As children move through the ages of 5 to 10, they can start to progress through exercises that help them further their 16

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development. But these exercises should still look similar to fun activities, and really possess many of the same qualities as what was done when they were younger kids.

These would include body-weight exercises, learning to control their bodies through space, strong balance and coordination, and then beginning to teach proper movements in specific exercises. Examples include teaching kids to properly hip-hinge, hold the bottom of a squat position, and start to develop core strength and stability.

It is important to remember that strength is relative to any person, so any bodyweight movement pattern that is difficult for someone to perform may still have strength qualities in it. Someone else who may already have a fundamental baseline for strength may require some small external resistance to train strength, such as a weight vest.

This is an important age group to start introducing the concept of proper movement patterns and to develop the prerequisite stability. For youth golf clinics I would highly encourage having a member from the fitness staff participate with all age groups, but especially starting at these ages.

As children age through 11 to 17 years old, there is a massive opportunity to really start physically training them. That doesn’t mean you start at the same point with two 12-year-olds, especially if one has been “training” from age 7 and for the other it’s their first day.

Consider the person who is standing in front of you, and know what kind of experience and background they have, regardless of their age. If someone walks into the gym or is a first-time participant in a golf clinic that includes fitness as well, I would start

with them in a similar way as with a 5- or 6-year-old.

In the fitness industry, we commonly refer to this as a client’s “training age.” If they have only been training for a year, then their training age is 1. But if they have been training for five years, their training age is 5. It is critical to start clients off at an appropriate level.

Assuming you get a teenager with some training experience, I would recommend starting with a physical assessment to identify their areas of strengths and weaknesses. From those results you will be able to develop a more personalized plan that will create a more efficient program.

At this age you will start to develop more eccentric strength—the ability to stop and control movement. This is a critical aspect in golf performance, and given the fact that they should have developed a good sense of body control and stability by now, this eccentric strength will provide them with a solid foundation to stay healthy as their performance increases. Alongside the technical training, golfers will really start to add clubhead speed and distance in their overall game.

The real icing on the cake comes when the fitness professional is connected with the golf professional, so they are teaching with synergy. When this happens, the golfer will have exponential growth. And the cherry on top is that they will likely stay healthy during the process, too. Implementing a synergistic approach for youth training between golf and fitness will really develop happy and healthy kids.

Keke Lyles is recognized as a leader in human performance, with experience with professional athletes and Navy Special Warfare operators. www.clubandresortbusiness.com

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Shops That Sell Themselves CLUB + RESORT BUSINESS HAS RELEASED its list of Top Ranked Pro Shops (including golf shops, tennis shops and other retail shops at club and golf course properties) for 2021.

The table below shows the rankings of club and resort properties that submitted entries, as judged independently by a panel of industry professionals.

The rankings reflect the judges’ scoring of data provided on shop square footage; annual sales revenues; number of stockkeeping units (SKUs); percent of revenues from hard-goods and soft-goods sales, and from online sales; whether clubfitting service

Ranking

Club

is provided; the number of vendor demo days held; and shop ownership.

Entries also included descriptions submitted by the club and resort properties on why their pro shops should be top ranked, and a full complement of supporting photos. The judges weighted the data and material provided to score all entries.

In addition to the profiles of the Top 5 ranked shops included in this issue, details about all of the Top Ranked Pro Shops will be presented online at clubandresortbusiness.com and across our socialmedia platforms.

Location

Pro Shop Total Sq. Ft.

Annual Revenues

No. of SKUs

% Revs.

Hard Goods

% Revs.

Soft Goods

% Revs.

Online Sales

Clubfitting?

# of Demo.

Days

Shop Ownership

Austin,, Texas

1,400

961,267

720

36

64

24

Yes

15

Club

Glenwood, Md.

1,200

1,000,000

1,500

55

45

0

Yes

10

Club

Bonita Springs, Fla.

3,000

1,500,000

60

40

55

0

Yes

50

Club

1

The University of Texas Golf Club

2

Cattail Creek Country Club

3

Bonita Bay Club

4

BallenIsles Country Club

Palm Beach Gardens, Fla.

2,225

1,088,114

9,800

28

72

0

Yes

42

Pro

5

The Landings Club

Savannah, Ga.

5,000

1,500,000

250

31

69

0

Yes

16

Club

6

Kenwood Country Club

Cincinnati, Ohio

2,200

850,000

2,500

60

40

0

Yes

15

Club

7

Baltimore Country Club

Lutherville-Timonium, Md.

1,500

1,299,999

1,000

40

60

0

Yes

24

Pro

8

Circling Raven Golf Club

Worley, Idaho

2,500

1,900,000

425

23

72

5

Yes

12

Club

9

Fiddler's Elbow Country Club

Bedminster, N.J.

1,800

2,500,000

986

30

70

0

Yes

3

Club

10

Lexington Country Club

Fort Myers, Fla.

4,000

500,000

1,200

35

65

5

Yes

35

Club

11

Sawgrass Country Club

Ponte Verde Beach, Fla.

1,050

800,000

550

40

60

0

Yes

16

Club

12

The Bridgewater Club

Carmel, Ind.

6,000

700,000

1,295

65

35

0

Yes

20

Club

13

Lakewood Ranch Golf & Country Club

Lakewood Ranch, Fla.

800

854,000

850

55

31

1

Yes

23

Club

14

Sycamore Hills Golf Club

Fort Wayne, Ind.

1,600

608,173

1,200

47

52

0

Yes

8

Club

15

Mizner Country Club

Delray Beach, Fla.

1,101

350,000

230

6

11

0

Yes

1

Club

16

The Wigwam Golf Club

Litchfield Park, Ariz.

2,000

900,000

415

54

46

0

No

4

N/A

18

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www.clubandresortbusiness.com

Pro Shops

Ranking

Club

Location

Pro Shop Total Sq. Ft.

Annual Revenues

No. of SKUs

% Revs.

Hard Goods

% Revs.

Soft Goods

% Revs.

Online Sales

Clubfitting?

# of Demo.

Days

Shop Ownership

17

Lubbock Country Club

Lubbock, Texas

1,300

750,000

92

35

65

0

Yes

27

Club

18

Detroit Athletic Club

Detroit, Mich.

250

550,000

6,250

30

70

5

Yes

4

Club

19

Quail West Golf & Country Club

Naples, Fla.

2,250

923,236

175

35

65

5

Yes

6

Club

20

Waynesborough Country Club

Paoli, Pa.

1,350

550,000

850

17

38

0

Yes

16

Club

21

Bonita Bay Club Sports Center

Bonita Springs, Fla.

1,619

774,000

5,000

20

80

0

Yes

6

Club

22

Bradenton Country Club

Bradenton, Fla.

1,080

451,627

493

48

52

0

Yes

10

Pro

23

Brooklawn Country Club

Fairfield, Conn.

1,200

400,000

250

40

55

5

Yes

20

Pro

24

The Bridges at Rancho Santa Fe

Rancho Santa Fe, Calif.

1,000

900,000

80

30

65

5

Yes

12

Club

25

Atlantic City Country Club

Northfield, N.J.

1,000

500,000

10,845

30

70

0.1

Yes

6

Club

26

Belmont Country Club

Belmont, Mass.

800

410,000

1,500

65

30

0

Yes

10

Club

27

Kalamazoo Country Club

Kalamazoo, Mich.

1,400

624,999

250

30

70

0

Yes

6

Pro

28

We-Ko-Pa Golf Club

Fort McDowell, Ariz.

2,000

1,330,000

290

16

51

1

No

2

Club

29 30

Spring Run Golf Club

Bonita Springs, Fla.

2,065

380,000

1,000

10

90

2

Yes

10

Club

The Milbrook Club

Greenwich, Conn.

847

275,000

650

59

41

2

Yes

4

Pro

31

Reunion Golf & Country Club

Madison, Miss.

1,300

250,000

227

30

70

0

Yes

8

Club

32

Pretty Lake Golf Club

Plymouth, Ind.

675

162,000

222

48

38

0

Yes

3

Pro

www.clubandresortbusiness.com

March 2021

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Club + Resort Business l 19

Pro Shops

1

THE UNIVERSITY OF TEXAS GOLF CLUB AUSTIN, TEXAS

THE ICONIC LONGHORN LOGO OF the University of Texas is internationally recognized—and The UT Golf Club brings an element of luxury to the brand.

The club’s golf shop carries upscale, highquality products for the avid golfer—from classic drivers and stitched leather belts to sterling Longhorn wine glasses and Christmas ornaments, it is a one-stop shop for golf and gift needs.

The UT Golf Club has built on its shop’s onsite success by enjoying an explosion of growth in online sales, with each year breaking the previous year’s record. Online sales now account for nearly a quarter of the shop’s nearly $1 million in annual revenues—an unprecedented statistic for a private golf club.

In an interview published in the November 2020 issue of Club + Resort Business, Kayli Lopez, who also manages UT Golf Club’s on-site casita lodging operation in addition to directing the shop’s online sales efforts, provided these insights into how that part of the shop’s business was boosted out of necessity during the pandemic, and has continued to grow ever since: How were sales at the UT Golf Club impacted in the immediate wake of the pandemic?

As in-person sales declined, our online sales increased. We saw around a 20% increase of online visitors in March 2020 when stores were forced to shut down, and then about a 30% increase in May. The number of visits to our site continued to rise each month, as an option for safe shopping from home.

How did you initially address the decline of in-person traffic?

We promoted to our members the option of shopping online in conjunction with curbside pick-up, as the safest options.

Online sales are still fairly uncommon in the club industry; what’s been your thought process in emphasizing them?

As the University of Texas has alumni all over the U.S., we knew we had to promote online to garner the attention of our 20

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nationwide network. And with the pandemic, you had no choice but to reach your audience through online promotion.

What are the most effective ways to increase online traffic?

We are in a new age where information travels faster than wildfire. On top of increasing our digital presence, we also have great members who are out there representing and promoting our brand by word of mouth. We have also established a presence on social media, through which we enjoy sharing our content with all of our followers and fans. They get to keep up with what’s new, along with restocks as soon as they drop. We send a weekly newsletter and e-blast to our members with any and all updates, to ensure our network base is most informed.

You can follow us on @shop.utgolfclub & @utgolfclub.

Do you offer online exclusives?

While we do have a few items that we carry both in-store and online, we offer exclusives in both realms from time to time, favoring both types of clientele.

How are you striving to increase in-person traffic?

We continuously update our pro shop with fresh merchandise, so our members always have new items to pick up. On top of this, our golf tournament and club events tend to draw the social members to the club. Everyone knows where to get the hot gifts! www.clubandresortbusiness.com

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Pro Shops

2

CATTAIL CREEK COUNTRY CLUB GLENWOOD, MD.

THE CATTAIL CREEK COUNTRY CLUB pro shop has now reached $1,000,000 in sales for five consecutive years, and has also been named the #1 Green Grass account for TaylorMade over that same period. Corporate-order revenue has increased by 50% over each of the last four years.

The club offers an award-winning Mill River program for its membership and has earned top 100 Pro Shop status from the Association of Golf Merchandisers.

The Cattail Creek shop features lifestyle brands not typically found in most pro shops, including loungewear, apparel and blankets from Barefoot Dreams, and fragrances, candles, lotions, soaps and other products from Thymes.

Overall the shop maintains a wide variety of 1,500 SKUs that are well-balanced between hard (55%) and soft (45%) goods.

The shop also features a private, clubbranded bourbon label from Woodford Reserve.

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www.clubandresortbusiness.com

SPECIALIZING IN PRO SHOP AND SIM STUDIO DESIGN-BUILD 2Hemispheres recently partnered with Portland Golf Club to remodel their pro shop to mirror the look and feel of the main club house, creating an integrated member experience. The project included a full business assessment that led the custom design process, a refined space-plan to visually open up the shop, and an improved member services zone. The result was a stunning makeover that aligns with the Portland Golf Club’s vision for the future.

LEARN MORE AT WWW.2HEMI.COM OR EMAIL INFO@2HEMI.COM

Pro Shops

3

BONITA BAY CLUB BONITA SPRINGS, FLA.

THE BONITA BAY CLUB IS recognized as a leader in the industry for customer service, amenities, programs and a forward-thinking approach. These attributes remain consistent within the club’s retail operations, which also include a separate shop (ranked #21) in its Sports Center complex.

Bonita Bay Club’s golf shop carries a wide array of apparel brands, accessories, and lifestyle offerings year-round. Regular trunk shows, promotions, and ever-changing dynamic displays keep members excited about returning to the golf shop on a recurring basis to see what’s new.

Three to four times a week, the golf staff ’s clubfitters are set up on 24

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the club’s driving range to market and fit the latest equipment using TrackMan, GC Quad, and Toptracer technology. On other days, private clubfittings are available by appointment.

The club’s overriding retail philosophy is “Our members should never need to leave the property to purchase apparel and equipment”— and its shops’ performance prove it is more than a motto; it is reality.

www.clubandresortbusiness.com

Pro Shops

4

BALLENISLES COUNTRY CLUB PALM BEACH GARDENS, FLA.

BOTH THE TENNIS AND GOLF shops at BallenIsles CC are operated with the pride of consistently delivering exceptional customer service and satisfaction through all facets of the golf and tennis operations. Whether it’s the day-to-day operation in the shop, trunk shows, or fitting and demo days, the shops’ staffs continually strive for five-star service for members and guests, 365 days a year.

The Pro Shop Concierge provides warm, friendly, and personalized service customized to each member’s personality, needs and budget. The merchandise team offers “personalized shopping consultations” and assistance for gift-giving ideas for special occasions and holidays. The special-order business in the Golf Shop alone represents close to 20% of total revenue, highlighting a year-round dedication to personalized shopping.

The assortment of merchandise carried in the BallenIsles shops caters to what its membership likes, while also featuring what is new, exciting, and current. Most recently, the shops have introduced “lifestyle” lines that have proved to be very successful, including in-demand brands such as Lululemon, Lilly Pulitzer, Alashan Cashmere, Peter Millar and Lucky in Love.

The offering of golf club hard goods, with the newest and the most up-to-date technology, has put the club on the cutting edge for having several exceptional fitting/demo days. And the depth of the BallenIsles’ shops’ assortment and offerings—12 men’s lines, 15 ladies’ lines, 5 headwear vendors, and golf bags, balls, gloves, tennis rackets, stringing services, accessories and youth items—all contributed to doing over $1 million in annual sales.

It all starts in the BallenIsles’ pro shops with a warm welcome, a customized five-star experience, and ends with a fond farewell.

www.clubandresortbusiness.com

November 2021

l Club + Resort Business l 25

Pro Shops

5

THE LANDINGS CLUB SAVANNAH, GA.

THE LANDINGS CLUB’S RETAIL OPERATIONS are driven around the club’s strategic mission to “Attract, Retain, and Engage Members.” The focus is on retail being both an amenity and a service that enhances the lifestyle of the membership.

The Landings Club, one of the largest private clubs in the country with over 7,500 total members and 3,500 golf members. features four unique golf shops across six championship golf courses: Marshwood, Palmetto, Oakridge, and Deer Creek. With the size of the club, it is seen as important to focus on the membership’s retail needs that stretch beyond golf and into lifestyle, aesthetics, and home. The emphasis is on ensuring that the club’s retail operations are servicefocused, providing desired products for many parts of life without a requirement to leave the club gates, thus also serving one of the club’s key goals, of member retention.

Member engagement is a key part of why people join a private club, and The Landings Club’s retail operations play a key role in pursuing this objective, through the creation of yearlong retail social events and programming. Events are driven around the enhancement of not only the shopping experience, but the lifestyle for members. They range from fashion shows, with members as models, to classic demo days.

With four independent golf shops, creating a wellbalanced vendor/partner matrix is also an important part of the club’s retail philosophy. This balanced matrix allows each shop to have its own unique identity and allows them to collectively attract, retain, and cater to the vast and varied preferences of such a large membership. Creating unique offerings and a unique DNA for each shop allows for deeper vendor partnering, while still providing a vast variety of brands, styles, and accessories across the club.

Service is a staple within all club operations, including retail operations. Focusing on special orders, proactive sales, and personalized touches are key in the fundamentals of retail operations and life at The Landings Club.

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www.clubandresortbusiness.com

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9/16/21 3:29 PM

» Lancaster CC

LANCASTER CC’S DEFINING MOMENTS

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The Pennsylvania town known for horse-drawn buggies and shopping outlets now has a new attraction— a 121-year-old club with a classic golf course that has reimagined its facilities and repositioned itself for an exciting new period of growth and distinction.

By Joe Barks, Editor

www.clubandresortbusiness.com

November 2021

l Club + Resort Business l 29

» Lancaster CC

The Sunset Bistro in Lancaster CC’s new Pavilion combines casual dining with simulator stations that can be converted for non-golf activity such as baseball pitching (below), to appeal to younger users along with golfers. A separate golf simulator room is located off to the side of the Bistro for private instruction and functions.

LOOKING OVER THE LATEST LIST issued by U.S. News & World Report of “Best Places to Retire in the U.S.” doesn’t prompt any eye-rubbing—until you get down to #5. There, under the expected listings of Florida locales such as Sarasota, Naples, Daytona Beach and Melbourne— and ahead of the next three that are also in the Sunshine State (Tampa, Fort Myers and Port St. Lucie)—is Lancaster, Pa. Yes, Lancaster—with a population of under 60,000 and known to most (even to many from within the state) as just a place to take a weekend drive to go to shopping outlets and open-air markets, share the road with the Amish and Mennonite communities’ horse-drawn buggies, and eat big Pennsylvania Dutch buffet meals.

Its tourist attractions and throwback vibe certainly helped Lancaster earn such a prominent and surprising spot on the list.

But the town shouldn’t be typecast as just a place to enjoy quiet golden years, either.

And the description accompanying the U.S. News listing made it clear there’s more to what the area has to offer: “Lancaster, Pennsylvania, offers a balance between natural and commercial 30

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spaces that residents appreciate. Expansive farms rub elbows with manicured suburbs, which lead right into the bustling city.

Each area boasts its own unique groups of inhabitants: farmers, families, college students and young professionals. From close-knit church communities to the indie coffee-shop scene, Lancaster holds something for everyone.”

EMBRACING THE CHANGE Lancaster Country Club (LCC), which was founded in 1900 and features three distinct and classic nine-hole golf courses designed by William Flynn, is a 400-plusacre property with a story that mirrors the town’s traditions, transformation and newfound prominence. For much of its history, the club thrived as the center of Lancaster’s social and recreational fabric.

But as with many clubs of its type and age, and especially those in the Northeast that saw major shifts in their economic and demographic bases, it became more difficult over the years to maintain its connections with the community and keep its facilities, and relevance, in step with the times.

The club did draw acclaim when Lancast-

er CC hosted the 2015 U.S. Women’s Open and drew record attendance, with 135,000 spectators for the week, while also generating renewed interest in the area, and its attractions, as they were shown during the tournament broadcast.

Still, the forces, inside and out, that had been eroding the club’s standing and viability remained at work. And by 2017, when Ryan Granruth, CCM, arrived to be the club’s new General Manager/Chief Operating Officer, the warning signs had become increasingly hard to ignore.

“Our average age was 69, and the next year brought a real low point,” says Granruth, who was taking on his first GM position after assistant GM roles at Baltimore Country Club, Denver Country Club and The Lodge at Ventana Canyon.

“We were a very old, traditional club with an identity tied primarily to our rich history and championship golf.

“History and tradition are great, but you can’t hang your hat just on those things,” Granruth adds. “Our facilities were on life support, with $5 to $6 million needed just for infrastructure projects that members wouldn’t even see. And to attract new www.clubandresortbusiness.com

and younger members, it was clear we needed to become more of a year-round club with a full range of amenities. It was time to get the club going in a new direction.”

CLEAR DEFINITION Granruth and the LCC Board set to work to fashion a plan for addressing both the pressing issues behind the scenes and for improvements that members, current and potential, could see as immediate enhancements. After an initial proposal only drew support from 57 percent of the membership in May of 2018, everything was “reexamined and repackaged,” Granruth says, and a new plan drew 87% approval a year later.

That put things in motion to schedule the start of construction in March 2020 for what was branded (through a staffnaming contest) as “A Defining Moment”

The Lancaster CC management team now has a fully defined slate of amenities to provide to members throughout the property on a year-round basis. Left to right: Michael Jordan, Director of Racquets; Steve Wettig, Facilities Director; Tanner Seipp, Executive Chef; Meghan Stambaugh, Director of Membership; Dan Garner, CFO; Ryan C. Granruth, CCM, GM/COO; Josh Saunders, Director of Grounds; Rick Gibson, Director of Golf; Rachel Shelley, Director of Communications; Ryan Huesman, Assistant General Manager; Amanda Boughter, Fitness & Wellness Specialist.

» Lancaster CC

AT A GLANCE:

Lancaster Country Club

With features and comforts that include a fountain and splash pad, in-water chaise lounges and a terrace set aside for those seeking “peace and quiet,” the new Lancaster CC pool complex rivals experiences to be found at the most exclusive resorts.

Lancaster, Pa. Founded: 1900

Ownership: Member-owned Membership: 400 Regular (Full). 620 Total Members Golf Course Design: William Flynn Annual Rounds of Golf: 23,000 (27 holes) Main Clubhouse: 45,000 sq. ft.

Activities Pavilion: 24,000 sq. ft.

Project Architect: RLPS Architects General Contractor: Wohlsen Construction Owner’s Rep.: Fidevia Construction Management General Manager/COO: Ryan C. Granruth, CCM Director of Golf: Rick Gibson, PGA Director of Grounds: Josh Saunders Director of Racquets: Michael Jordan Executive Chef: Tanner Seipp Assistant General Manager: Ryan Huesman Director of Membership: Meghan Stambaugh Director of Communications: Rachel Shelley Fitness & Wellness Specialist: Amanda Boughter Chief Financial Officer: Dan Garner Facilities Director: Steve Wettig

After successfully steering Lancaster CC through the first phase of its $20 million renovation that began just as the pandemic hit, not even the notion of skydiving into the club’s 4th of July celebration could scare GM/COO Ryan Granruth.

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project for the club. But that was the same month, of course, when the entire world would experience a defining moment unlike any seen in over 100 years.

“We were going to start the week that everything in Pennsylvania was shut down [by the onset of the pandemic],” says Granruth. “But given that we then had to issue furlough letters to over 100 people on the staff, we knew it wouldn’t be a good PR move to start spending over $20 million on a new project.

“But at a Board meeting in the summer, we discussed how the nation, community and club were all going to emerge from COVID at some point,” Granruth adds. “When that happened, it would be clear our problems weren’t going away—if anything, they would be amplified. And if 2008 [and the Great Recession] had taught [the club industry] anything, it was that hitting the pause button only made it more difficult to catch up on what’s needed to keep facilities and amenities attractive and relevant.”

So, now already seeing signs of how clubs could be in a good position to attract members and activity as people sought new places for safe recreation and socialization, the Board committed to go ahead with the project, and ground was broken in September 2020.

Once it finally began, “A Defining Moment” was executed with impressive speed and quality, especially given the challenges for procuring products and supplies that the pandemic presented.

And at the same time that the decades of neglect for the club’s existing structures was finally addressed, members quickly began to see how a property that had looked and functioned in the same way for years was being dramatically transformed.

This was most evident at the first tee just outside the existing 108-year-old clubhouse, where the original pool had also been positioned. “You had golfers teeing off while kids were doing cannonballs and yelling ‘Marco Polo,’ and shots were getting skulled into the pool,” says Director of Grounds Josh Saunders.

But for the newly defined Lancaster CC, the pool was filled in and replaced with a new 16,000-sq. ft. putting green, surrounded by a firepit and seating area that has quickly become a “packed” www.clubandresortbusiness.com

Outdoor seating on the terrace of the new Activities Pavilion that overlooks the new pool complex, as well as ample seating on the pool deck itself, has led to a doubling of pool guests and F&B revenues for 2021 that will top the levels seen in 2019 and 2020 combined.

spot, Granruth reports, for enjoying cocktails and taking in a greatly enhanced view, thanks to some strategic tree removal.

To provide ample, and more isolated, room for pool fun, the club has taken full advantage of additional space available on its vast property to create an impressive resort-style complex behind an entirely new, 24,000-sq. ft Activities Pavilion that was built behind the existing clubhouse (see photo, pgs. 32-33). The Pavilion hosts the new “come as you are” Sunset Bistro that combines casual dining with access to multi-purpose simulators (see photos, pg.

30). It also includes a dedicated kids’ space with on-site child care, and seating on terraces overlooking the pool complex.

That complex includes features and comforts that rival any to be found at the most exclusive resorts, including a fountain and splash pad, 14 in-water chaise lounges, and 85 seats in all, including some set aside on a terrace for those seeking www.clubandresortbusiness.com

“peace and quiet.” There is no walk-up window for food-and-beverage services; all orders are taken and delivered by staff equipped with wireless iPads.

“A Defining Moment” also reimagined many other parts of the LCC property— and all that the club could offer—with other new facilities and amenities including a full fitness center (the club previously had no fitness offering at all); a new pro shop that has 50% more floor space and an abundance of natural light (it previously had no windows); and a new paddle hut where members can help themselves to drafts of an exclusive “Defining Moment” IPA that a local brewer provides.

It has all been enthusiastically embraced by existing members—a crowd of 1,700 came for a 4th of July celebration for which Granruth skydived in (see photo, pg. 32). Equal enthusiasm has come from an influx of new members who have been rapidly lowering the club’s average age and

advancing it towards the expectation of reaching capacity by the end of 2021.

The next phase of “A Defining Moment” will address a needed kitchen expansion in the main clubhouse and other areas.

But it will be put on hold for a year, to give members a break from, and a chance to fully enjoy, all that‘s been added so far.

After Phase II is completed in 2023, attention will turn to the return of the U.S. Women’s Open to Lancaster CC in 2024, when even more success and acclaim is anticipated that what was seen in 2015. “[The 2024 tournament] is going to be a showcase for not just Lancaster Country Club, but the entire Lancaster community,” says Granruth. “The pandemic has caused a lot of people to move here from New York and Philadelphia, so there’s a much different feeling to the area now. And we’re excited that the club now checks a lot of new boxes to contribute to that energy, too.” C+RB November 2021

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DESIGN + RENOVATION

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Photo Courtesy Chimney Oaks GC

SWINGING

INTO ACTION

Indoor golf training facilities boost off-season bookings, with revamped spaces that offer instruction, club fittings and more.

By Pamela Brill, Contributing Editor

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November 2021

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CHIMNEY OAKS GOLF CLUB Homer, Ga.

“Parties have the option to rent out the entire building by the hour, giving them a private space with no outside guests allowed.” —

GOLFERS AND MOTHER Nature have a contentious relationship, one that club managers must wrestle with on a regular basis. Whether it’s persistent heat or rainy seasons in warmer climates, or the onset of winter that moves players off the green, members aren’t ready to give up their golf games—and many no longer have to.

Thanks to continued innovation in simulation technology, combined with a greater demand for tee times, facilities are investing in indoor training centers that enable golfers to perfect their performance, no matter the weather.

Since the opening of The Forge (also pictured on pgs. 32-33) at Chimney Oaks GC, members have not only used the facility for indoor/outdoor golf practice, but also parties and events.

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Hunter Suggs, First Assistant Golf Pro

FORGING AHEAD Buoyed by the increasing demand for indoor golf, Chimney Oaks Golf Club in Homer, Ga., recently built a brandnew indoor facility, The Forge, to cater to this trend. The Forge opened its doors in May 2021 and has since become a “popular spot for golfers of all skill levels,” reports First Assistant Golf Pro Hunter Suggs. “We have given golfers the ability to play golf and practice when the weather does not allow them to be outdoors,” Suggs says.

Adjacent to the club’s driving range, the 3,000-sq. ft. building is outfitted with the latest TrackMan simulator technology to maximize and improve game play. Members rely on the advanced equipment in two side-by-side hitting bays to calculate and estimate their alignment, aim and swing, with individual monitors displaying pertinent data.

The Forge’s flexible design allows golfers to perfect their swing in two different modes of play. When hitting outdoors, the building’s garage door is opened so players can hit balls out onto the range, while data is supplied via the monitor. When the door is closed for indoor hitting, a projector screen is lowered for data display.

“The design of the hitting bays allows the player to be covered from the outside weather, while still being able to hit outside to see the flight of the ball,” says Suggs. In addition, members can have their clubs fitted by a staff member and may choose from a variety of options, including TaylorMade, Cleveland, Srixon, Callaway, Titleist and Ping.

Since The Forge’s opening, members have taken advantage of the indoor bays for evening birthday parties and www.clubandresortbusiness.com

MASTER PLANNING

ARCHITECTURE

INTERIOR DESIGN

PROCUREMENT

Echo Lake Country Club Westfield, NJ

Ridgewood Country Club Paramus, NJ STUDIO JBD & JEFFERSON GROUP ARCHITECTURE Peter Cafaro / PCafaro@JBDandJGA.com / 401.721.0977

DESIGN + RENOVATION

company events. A built-in bar and catering from the club’s foodservice operation extends the use of this all-inclusive functional space. “Parties have the option to rent out the entire building by the hour, giving them a private space with no outside guests allowed,” says Suggs.

EXTENDING THE SEASON As cooler temperatures take hold in Chicagoland, visitors to Heritage Oaks Golf Club in Northbrook, Ill., no longer need to put away their clubs until next year. Instead, they are now able to partake of indoor golf facilities within a brand-new clubhouse. The decision to add this amenity was prompted by the club’s geographic location.

“In Chicago, the outdoor golf season is only so many months long,” says General Manager/Director of Golf Operations Greg Baron, PGA. “We wanted to activate our site by having year-round activity.”

In August 2021, the facility opened its doors to the public with a completely refurbished set-up, including a dedicated space that houses two Full Swing golf simulators and provides room to socialize. When determining the layout, Baron and his project team considered different iterations that would make the best use of the space.

“We went from considering side-by-side simulators and then opted to have them hitting away from each

other, so it creates a more intimate environment,” explains Baron. The selection process required a team visit to the PGA Show before settling on Full Swing models that “provided the most realistic golf precision.”

Each wide-screen simulator occupies 440 sq. ft. and is anchored by a communal area in the center, complete with high-top chairs, tabletops and a couch that can collectively seat eight people. (The room itself can allow 8 to 10 people standing.) A set of sliding-glass doors look directly into the adjacent grill room, so diners can keep an eye on the action. “One of our concerns was noise emanating into the simulator space, so we chose a soundproof material for the doors,” notes Baron.

To supplement the indoor golf experience, a 15 x 15foot structure within the 1,000-sq. ft. pro shop will serve as a secondary space for instruction and club fitting in the offseason. Beginning in late November 2021, a portable TrackMan will be used for instruction and will stay in place until outdoor play resumes in March.

The new facility earned tremendous buzz during the club’s open house in August 2021, when nearly 1,000 people walked through the new simulator room. And as a result, Baron reports he’s also received interest in having the space rented out for a number of private parties.

To further address the need and demand for indoor

HERITAGE OAKS GOLF CLUB Northbrook, Ill.

“We went from considering side-by-side simulators and then opted to have them hitting away from each other, so it creates a more intimate environment.”

— Greg Baron, PGA, General Manager/Director of Golf Operations

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golf, Heritage Oaks is currently promoting a simulator league that will be held Mondays through Thursdays, with daily rentals during the off-hours. “When we did our research for designing the simulator space, we heard that most places with simulators have had every hour of every day booked in the offseason,” Baron says. “We hope to have that same level of success.”

“FORE-WARD” THINKING In mid-November 2021, members of Sea Pines Country Club were scheduled to begin teeing off inside a brand-new addition to the Hilton Head, S.C. property. Known as The Barn, the space will provide golfers with a dedicated place to perfect their swings during inclement weather, while taking advantage of a full

SEA PINES COUNTRY CLUB Hilton Head, S.C.

“Our goal was to utilize what facilities we had on site and build upon them to create a convenient and comfortable setting, but with all the technology and benefits of some of the top teaching facilities in the country. Smart, simple design assisted in the construction and completion of the project.”

— James Swift, Director of Golf

DURABLE. ELEGANT. STACKING. SUSTAINABLE CHAIRS MADE IN THE USA

VISIT EUSTISCHAIR.COM TO SEE MORE 978-827-3103 SALES@EUSTISCHAIR.COM

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November 2021

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DESIGN + RENOVATION

THE COUNTRY CLUB OF ST. ALBANS St. Albans, Mo.

“We found space in an unused card room and after presenting the idea at an annual meeting, a member made a significant donation to fund the project. We’ve received very positive feedback about the space, and the members are requesting that we build another simulator.”

— Morgan Gonzales, Regional Operations Executive, KemperSports

line of fitting and instruction programs.

“This new teaching and coaching facility will highlight our newly reconfigured practice area and will allow future growth of Sea Pines Country Club’s overall golf experience, to be on par with all other high-end clubs in the region,” says Director of Golf James Swift.

Located to the left of the new practice tee, the 1,500-sq. ft structure, constructed from an existing cart facility, is designed with what Swift describes as a simple, but well-thought-out floor plan. “Our goal was to utilize what facilities we had on site and build upon them to create a convenient and comfortable setting, but with all the technology and benefits of some of the top teaching facilities in the country,” he explains.

Of note is the installation of TrackMan’s new high-definition golf simulator that allows players to choose from over 200 courses across the world. A private fitting bay will house a second TrackMan unit dedicated to private instruction and club fitting, which will be integrated with Swing Catalyst teaching and coaching software. “[This will] provide our members and guests with the highest level of feedback and swing analysis seen at the best teaching and fitting facilities,” adds Swift.

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After contending with an unseasonably rainy winter in 2020-21, Sea Pines members are expected to benefit from this year-round investment. With blocks of reserved time allotted to four to six players at a clip, The Barn is projected to accommodate 30 to 40 players per day, even when playing outdoors is not possible.

While integrating the necessary technology components did not pose any challenges, acquiring the necessary building materials—hampered by COVID-related delays and shortages— created a slight hiccup. Nevertheless, the project remained on schedule for its mid-November opening. “Smart, simple design assisted in the construction and completion of the project, which we hope will result in a clean, comfortable and professional setting for our members to enjoy,” says Swift.

REFRESHED AND REPURPOSED Adding a simulator to The Country Club of St. Albans (Mo.) had been under discussion for several years, but because of the lack of space and funding, the idea was put on the back burner, until a new discovery and member generosity combined to bring it forward. www.clubandresortbusiness.com

“We finally found space in an unused card room and after presenting the idea at an annual meeting in 2018, a member made a significant donation to fund the project,” says Morgan Gonzales, Regional Operations Executive, KemperSports, and St. Albans’ former General Manager. The new space opened to membership in January 2019 and has been a hit with golfers ever since.

Located on the third floor of the main clubhouse, directly above the men’s locker room, the 1,200-sq. ft. space contains a TrackMan simulator and launch monitor, hitting screen and turf mat. A counter and seating area with tables and chairs can accommodate 40 occupants, providing ample room for socializing between rounds. When not perfecting their swings, players can also take a turn on a Golden Tee arcade machine (see photo at left).

During construction, the ceiling needed to be opened up so the equipment could be brought into the room. But otherwise, the project went off without a hitch. “We’ve received very positive feedback about the space, and the members are requesting that we build another simulator,” says Gonzales. The club is currently looking into other existing areas where a similar, temporary set-up could be used from November through March. C+RB

www.clubandresortbusiness.com

SUMMING IT UP >

Increased demand for indoor golf facilities and year-round practice access has prompted the design of dedicated simulator rooms.

>

Simulators allow clubs to offer world class-caliber teaching facilities, regardless of their location.

>

Situating simulator rooms with easy access to clubhouse amenities facilitates extended member visits.

November 2021

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DESIGN SNAPSHOT

Coming

Full Circle 42

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A secluded wine room is the piece de resistance at the refurbished Dormie Club.

Members of the Dormie Club in West End, N.C. (part of the Pinehurst/Southern Pines region) are toasting a bevy of recent updates, including the perfect spot to raise their glasses. Following a property-wide overhaul that spanned nearly 18 months of construction, the club reopened in September 2021 to a rejuvenated fine-dining scene, complete with an intimate wine room that affords ample storage in a sophisticated setting.

By Pamela Brill, Contributing Editor

NAMESAKE RECOGNITION Reimagining Dormie Club’s private dining facilities helps bring greater emphasis to the private club’s brand. One of six private-destination golf facilities under the Dormie Network umbrella, this location was primed for a top-down renovation courtesy of a major capital-improvement plan.

The key updates included a 16,600-sq. ft. clubhouse, stand-alone golf shop, cottage residences and private outdoor patios. Within the club-

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After a property-wide, 18-month overhaul, the Dormie Club reopened in September 2021 to a rejuvenated fine-dining scene where the intimate Wine Room (left) affords ample storage in a sophisticated setting that “is essentially the centerpiece of the clubhouse,” according to Chris Graham, the Chief Hospitality Officer of the Dormie Network.

Design Snapshot

DORMIE CLUB West End, N.C.

Architect: Sinclair Hille, Lincoln, Neb. Dining table: Lorts Chairs: Wesley Hall Lighting: Lumenpulse Sculpture: Sinclair Hille (design); Creative Sparks, Carthage, N.C. (fabrication) Carpeting: J+J Flooring Group

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house resides a dining room that seats 32, a private dining space with a 24-seat capacity, and a lounge that holds 42 guests.

And in a cloistered spot just off the main lobby is the Wine Room at Dormie Club.

“This [room] was put in place to maximize the space and is essentially the centerpiece of the clubhouse,” says Chris Graham, Chief Hospitality Officer, Dormie Network. Helping to frame the clubhouse’s main entry on the south elevation, the 370-sq. ft. space, despite its small footprint, makes a bold statement.

Designed by architect Liz Bavitz of Sinclair Hille, which handled the renovation, a mix of warm browns and grays, along with natural materials like wood and brick, are carefully balanced to create a welcoming vibe. Upon entering the room, a custommade piece suspended overhead attracts immediate attention.

“The sculpture took its inspiration from the old tobacco baskets used in the drying process on tobacco farms in Kentucky and North Carolina,” explains Bavitz. Fashioned with steel strips welded together and finished with an acid wash to create a weathered look, this decorative element is displayed via four cables (see photo at left).

The room’s circular design is accented by a round table that comfortably sits eight, with extra seating for four that can be added as needed. A round, cove-style ceiling plays up the room’s circular design, while the illusion of height is accentuated

by floor-to-ceiling, aluminum-clad wood windows that look out on the golf course.

Taking the room’s full-circle design approach one step further, Bavitz points out “brick flooring [that] surrounds a circular carpet ‘rug’ with patterns that emulate Shou Sugi Ban, a traditional Japanese method of preserving wood with fire.” This look helps to anchor the seating area, which is flanked by custom wood cabinetry that serves as a repository for the club’s burgeoning wine collection. (Member wine storage is not available on site.)

Each of the four displays includes nooks for stacked bottles, individual countertops for convenient opening and pouring, and temperature-controlled wine refrigerators.

Dimmable lighting spotlights each vignette, helping to set the mood for evening tastings and dinners. Consistent styling helps to showcase the club’s wine collection while housing up to 420 bottles.

MAKING A STATEMENT Since the reopening, the Wine Room at Dormie Club has seen a steady stream of visitors, with nightly events ranging from 6 to 12 guests at a time. “This is very much a staple of our private dining and corporate entertainment space,” notes Graham.

Tasting events can also be added to the calendar at members’ requests and are expected to be another way to make good and full use of this inviting space. C+RB November 2021

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COURSE + GROUNDS

KEEPING A

Photo Courtesy The Haven CC

Happy Crew

As with other club departments and for businesses in general, hiring personnel for course-and-grounds staffs has become more difficult—but superintendents have special tools at their disposal to recruit and retain employees for the profession they love.

By Betsy Gilliland, Contributing Editor

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SUMMING IT UP ASK EMPLOYERS IN NEARLY ANY business these days, and they will say that bringing aboard new hires has become more and more challenging. At the end of August 2021, according to Department of Labor data, the U.S. workforce had more than 10.4 million unfilled jobs.

But the pandemic-induced upheaval notwithstanding, golf course superintendents have felt the hiring pinch for years.

The longer they have been in the business, it seems, the harder it has become to find grounds-crew workers.

RIGHT PLACE, ANY TIME While turf management is a rewarding career, superintendents attribute the challenges of golf course maintenance staff recruitment and retention to a number of issues. However, the tried-and-true realestate axiom, “location, location, location,” may be at the top of the list.

Ross Miller, CGCS, a 24-year industry veteran and Superintendent at the Country Club of Detroit in Grosse Pointe Farms, Mich., for eight years, believes that finding employees is “locale driven.”

While the Grosse Pointe area is affluent, Miller notes, it is surrounded by three bluecollar communities that can provide workers. Conversely, when he spent eight years at a club in the transient, white-collar, metro Washington, D.C., area, it was a challenge to find grounds-crew members. In some parts of the country, Miller quips, “If someone walks in with a pulse, you hire them.”

Ben Pacific, who is in his first year as Golf Course Superintendent at The Haven Country Club in Boylston, Mass., has found himself in similar situations during his 13-

> The ease of hiring personnel for a golf course maintenance staff is often related to the region of the country where a property is located.

> Recruitment tools include job boards, social media, personal and educational > >

contacts, internships, and cash incentives to existing crew members—but superintendents still find that word-of-mouth is one of the most effective ways to find new employees.

While low or non-competitive wages, early-morning and weekend hours, and labor laws can impede recruitment, superintendents can retain employees by offering them benefits such as work-life balance, flexible hours, and opportunities to advance in their careers.

There is a direct correlation between the attitudes of course-and-grounds staff members with the equipment and tools they’re given to perform their duties, and the direction they’re given for the conditioning of the property they help to maintain. A little friendly competition, such as who produces the “straightest lines,” can also add to job enjoyment and satisfaction.

year career. Hiring hasn’t been as difficult in the Boylston area, he says, because it more of a middle-class demographic than the previous golf course where he worked, which was in a more affluent location.

But at Rich Harvest Farms in Sugar Grove, Ill., about 50 miles west of downtown Chicago, Golf Course Superintendent Jeff VerCautren says the property’s rural location contributes to hiring struggles.

VerCautren, who has been at Rich Harvest Farms for 20 of his 25 years in the business, says Aurora, the closest town with a large Hispanic population from which to draw crew members, is 20 to 30 minutes away.

And Josh Lewis, Golf Course Superintendent at Sharon Heights Golf & Country Club in Menlo Park, Calif., believes that hiring woes are regional as well.

“I think we’re seeing a lot of what we’ve been experiencing in Northern California start to impact the rest of the country,” says Lewis, who has been in the golf course main-

“

We budget to do premium postings [on Indeed and other job sites] per month. It keeps the job at the forefront. We also have a lot of filters set up to make sure we get good applicants, versus someone who is just filling out an application to meet unemployment requirements.

”

—Ross Miller, CGCS, Superintendent, The Country Club of Detroit

tenance business for 23 years and superintendent at Sharon Heights for three years.

HIRING HURDLES Other deterrents to filling golf course maintenance positions include labor laws and age restrictions, early-morning and weekend hours, and lack of desire to perform manual labor. Superintendents also say they can’t match the hourly wages that people earn in other blue-collar jobs.

“In our region, a lot of the employees that we’re trying to hire are being looked at by the construction industry and the general landscaping industry,” Lewis says.

Construction has skyrocketed in the By Area, he notes, and those companies can pay $40 per hour versus the $17-$20 an hour a grounds-crew member can make.

“We need to start evaluating the pay scale on a bigger level,” Lewis says. “It takes three good seasons to get somebody trained and developed.”

In addition, VerCautren believes finding grounds-crew members has gotten more difficult since Rich Harvest Farms started conducting extensive background checks on potential employees in 2009.

The Country Club of Detroit also performs background checks. While infractions such as larceny or assault are “dealbreakers,” Miller says, he has some leeway to hire employees. “I made some mistakes earlier in my life,” he says. “I was fortunate that someone gave me a chance.”

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COURSE + GROUNDS

At The Haven CC, Superintendent Ben Pacific (below) has set up more flexible schedules for his grounds-crew members that include every other weekend off. “I try to get an idea from them what they want to try,” Pacific says.

QUALITY VS. QUANTITY While putting together a golf course maintenance staff is more than a numbers game, finding the right combination is part of the puzzle as well. Since coming to the Country Club of Detroit, Miller notes, “I’ll get 200 applicants a year, but the challenge is getting the right fit.”

For course-maintenance departments, management positions such as head mechanics, followed by assistant superintendents, typically are the most difficult to fill. Nevertheless, Miller and VerCautren have had success finding their equipment technicians in-house. Miller’s equipment technicians started out on the maintenance staff and transitioned into their positions after they showed an interest in working on equipment. The two mechanics at Rich Harvest Farms also learned on the job and moved up through the ranks.

For assistant superintendents, Miller has found them through internship programs at Michigan State University or the University

of Guelph in Ontario; the Country Club of Detroit usually hires two interns each year to “help train the next generation.”

ALL IN THE APPROACH Superintendents also look for certain qualities in potential employees.

After facing “a large amount of turnover and absenteeism,” Miller started looking for people with a positive attitude and team mentality who put “we before me.”

Three years ago, he started using the CliftonStrengths assessment to measure the talents, thoughts and behavioral patterns of potential employees. During interviews, he asks applicants integrated psychological and sociological questions, to find out if they tend to put themselves or others first.

Pacific, who played hockey in college, also looks for reliable employees and team

players. Six of his crew members also have hockey backgrounds.

VerCautren seeks employees who have a strong work ethic, and Lewis tries to build a team of “good, strong, hard-working people that look at this as a full-time position.” He supplements his staff with college students that need part-time jobs.

“We’re trying to hire tradespeople who want to learn and grow,” Lewis says. “We ask a lot of these people. They have to work early and late hours, operate equipment, and meet high standards.”

ON THE RECRUITMENT TRAIL To find the best people for their teams, superintendents use a number of recruitment tools, such as posting on job boards like Indeed. “We budget to do premium postings per month,” Miller says. “It keeps the job at the forefront. We have a lot of filters set up to make sure we get good applicants, versus someone who’s just filling out an application to meet unemployment requirements.”

He contacts area technical schools and community colleges, often hiring people who are going to school to earn a master plumbing certificate or an electrical license.

The Country Club of Detroit also has a monetary incentive program for employees

“

I let my core guys pick what they’re going to do and give them more responsibility. I let them do projects on their own. Guys also get unlimited overtime to make ends meet and to get the job done. I have a core group of guys that want overtime. If they work time-and-ahalf, it’s well under my budget.

”

—Jeff VerCautren, Superintendent, Rich Harvest Farms

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who recommend new hires. They can earn as much as $400 per person by bringing in a new staff member who stays through the end of the year and comes back the following year. While Miller and the facility do not use social media to recruit employees, individuals on staff sometimes use it to put the word out and try to get the bonus.

To recruit employees, Pacific sends emails to schools and posts openings on job boards such as Indeed and on Instagram.

Earlier this year, he filled the second assistant superintendent position with someone who had worked for him in the past. His previous employer had a work-release program with a correctional facility.

While Lewis also uses job boards such as Indeed, he’s found that postings can “get lost in the sea of open positions.” Consequently, he’s started looking at alternatives and has even had some success with the old-school method of posting printed fliers on community peg boards and at locations such as laundromats, cafes, and tacorias.

“Not everybody is online a lot,” he notes.

SPREADING THE WORD In addition, superintendents have found that word-of-mouth is one of their most effective recruitment tools. For instance, Miller has hired retirees who know each other from working on automotive assembly lines together or who have met at American Legion or VFW posts.

“Word-of-mouth is where I get most of my guys that stick around the longest,” notes VerCautren. “They have talked to people who work here. People don’t know that this field is an option.”

Pacific agrees. “When friends of crew members work here, they have a connection and accountability to their friends,” he says. “When I worked summers as a college student, my boss always asked if I knew people. I don’t know how many younger kids know that this is a career choice.”

FINDING KEEPERS Once superintendents hire the right people, it is just as vital to keep them on staff.

Perks such as flexible hours, free golfing privileges, employer-provided meals and uniforms, tenure-based holiday bonuses, and efforts to keep the job interesting are

“

You have to recognize employees’ value before they have another offer. You need to move them forward before they have to ask. I like to treat employees as if they’re in the next position. I give my senior assistant a lot of responsibility, and I want him to do the same with the second assistant.

”

— Josh Lewis, Golf Course Superintendent, Sharon Heights G&CC

a few of the ways that properties retain employees. Going the extra mile helps the staff feel valued as well.

Miller believes “sincere engagement” with his crew members keeps them motivated to come back. In the offseason, for instance, he checks in with his seasonal employees once a month, and The Country Club of Detroit holds a holiday party for the entire staff at the property. The maintenance department has a separate holiday party for its staff, as well as employee bowling parties at the club’s on-site bowling alley two or three times a year.

The seasonal staff reports back to work in March, but the golf course doesn’t open until April. “I let them know by March 1, we’re bringing everyone back,” says Miller.

“I tell them what we’re working on and what we’re excited about.”

The Country Club of Detroit maintenance staff also does a lot of construction projects in-house, and Miller gives top-performing staff members opportunities to be leaders and to train other employees.

He also changed the crew members’ work schedules two years ago, giving half of the crew Friday and Saturday off and the other half Sunday and Monday off. As a result, he reports, “Absenteeism is down dramatically. It’s basically a non-issue.”

At Rich Harvest Farms, VerCautren says, “I let my core guys pick what they’re going to do and give them more responsibility.

I let them do projects on their own. Guys also get unlimited overtime to make ends meet and get the job done. I have a core group of guys that want overtime. If they work time-and-a-half, it’s well under my budget.”

At The Haven, some crew members work

Monday, Wednesday, and Friday and every other weekend. Others work Tuesday and Thursday and every other weekend. In addition, Pacific says, “I try to get an idea from them what they want to try.”

Lewis believes retention is as challenging as recruitment, and that mentorship and staff development are key to retaining employees. “You have to recognize employees’ value before they have another offer,” he says. “You need to move them forward before they have to ask. I like to treat employees as if they’re in the next position. I try to give my senior assistant a lot of responsibility, and I want him to do the same with the second assistant.”

Miller encourages promising staff members to get their pesticide licenses and informs them about educational opportunities in turf management. “We have one or two individuals a year that we try to push into the field, for their future and their wellbeing,” he says.

Superintendents have also found a direct correlation between employee satisfaction, equipment quality, and golf course conditions. And a little friendly competition among crew members can go a long way as well. For instance, Miller reports, his crew takes notice of who has the “straightest line” each morning when they ready the course for play.

“A lot of it goes to their mentality,” he says. “They think of the rest of the team, and they hold themselves and others accountable.” C+RB

MORE ONLINE An extended version of this article is available at www.clubandresortbusiness.com

www.clubandresortbusiness.com

November 2021

l Club + Resort Business l 47

IDEAEXCHANGE Making Something Out of “Nothing” THE INAUGURAL INNOVATION CUP at Silver Creek Valley Country Club in San Jose, Calif., was much ado about nothing— just the way it was planned.

In fact, General Manager Barrett Eiselman calls it the “Seinfeld” of golf tournaments.

If “Seinfeld” was a “show about nothing,” Eiselman says, then this was a tournament with no agenda other than for the participants, made up of four-person teams from Silicon Valley and Bay Area technology companies, to compete for a trophy and all-important bragging rights among their peers. And to have a good time, of course.

The format of the tournament, held on a Thursday in early September, was a twobest, net-ball shotgun shamble, and it was open to 24 teams so that golfers could enjoy the pace of play. Each foursome was limited to one Silver Creek Valley member, but having a member on a team was not mandatory. All of the golfers in each foursome had to work for the same company.

It was natural for Silver Creek Valley to hold the tournament for the tech industry, which was offered at no charge to the participants. “We’re in the foothills of Silicon Valley, and we’re the only gated community in the South Bay,” Eiselman explains.

Silver Creek Valley sought teams from firms that have at least 100 employees in the local market, and the tournament attracted people from the likes of Tesla, Apple, Google, and Facebook.

The winning team, from Nvidia, earned the bragging rights, plus possession of the engraved winner’s trophy for a year. The company is also guaranteed a spot in next year’s Innovation Cup to defend its title.

“So many of the guests knew each other,” says Eiselman. “It was fun to see them connect with people they hadn’t seen for a while.”

When Eiselman and then-club President Ray Scott started planning the event 18 months earlier, they had no idea what kind of reception it would receive. “We didn’t know if anybody would show up,” says Eiselman. “We didn’t know if anybody would care.”

The tournament ended up with a waiting list, he adds, and companies already want to play next year.

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Eiselman and Scott came up with the competition format and decided who would qualify to play. Then they took the idea to the Marketing Committee and Board of Directors. An associate created the communication campaign.

To promote the tournament, Silver Creek Valley sent an e-blast to members, to share information about it with people they know in the tech industry . The property also promoted it through the Silicon Valley Executive Network and by word of mouth. A link on the invite sent people to a special registration page on the Silver Creek Valley website.

Although the property holds a lot of charity outings throughout the year, the goal for this event, Eiselman notes, was to simply have people come out and enjoy the facility.

The teams played 18 holes, and golfers had a tournament handicap. They received a premium boxed lunch upon arrival at the property, which was closed for the day, along with tee prizes such as hats, water bottles, and golf balls featuring the Innovation Cup and Silver Creek Valley logos.

The winning team from Nvidia now has bragging rights among Bay Area tech firms and a guaranteed spot in next year’s Innovation Cup at Silver Creek Valley CC.

After the round, the participants were treated to a get-together on the outdoor patio that included food stations and a live steel-drum band. Think Eagles, Beatles, and Tom Petty tunes with a reggae vibe.

“For us, it was more about being a good neighbor, supporting an industry that’s important to the Bay Area, and enhancing our brand,” Eiselman says. “We didn’t want it to be a sales pitch.”

But Silver Creek Valley did set up a table in the dining area with materials about packaging and pricing for the property, and Eiselman says two tournament participants have followed up to inquire about Young Executive memberships.

Next year, Eiselman says, the property will likely make some small logistical tweaks to the Innovation Cup. The tournament might also be moved to May or early June, when course conditions are at their best.

While he expects to keep the field to 24 four-person teams, Eiselman says the property will increase promotion next year, so that more companies in the area know about the tournament.

The teams featured some good golfers, he adds, so they also might play from different tees next year, to extend the yardage.

Other facilities could easily stage a similar tournament for prominent industries or groups in their areas, Eiselman feels.

When he worked in Nevada years ago, for instance, his property held a tournament for casino and high-end resort executives.

“Sometimes the simplest things are the easiest to promote and organize, and they’re the most successful,” Eiselman says.

“We tend to overthink things in this business and look for that ‘Wow!’ factor—but this place sells itself.” www.clubandresortbusiness.com

November 2021 www.clubandresortchef.com

Overand

Above After a major kitchen renovation, Executive Chef Stephen Pribish and his team implemented a series of ambitious culinary initiatives at Overbrook Golf Club.

INSIDE Bringing the Inside Out Holiday Pastry Ideas

Dishing

with

DeChellis

STAY THE COURSE BUSINESS IS FULL OF UPS AND DOWNS— especially for club chefs, which is exactly why persistence is a non-negotiable for success.

But being able to commit to an idea and stay the course, for better or for worse, is challenging.

Let’s take Stephen Pribish, Executive Chef of Overbrook Golf Club (Villanova, Pa.), and the cover story in this issue (pg.

58), for example. On the heels of a major kitchen renovation he was actively a part of, he came up with the idea to not just tweak a few things about the operation once the renovation was complete. He went all-in and launched three intensive new programs, with more coming in the next few years.

Pribish and Overbrook didn’t become the cover feature of this issue overnight. It took ten years of attending Chef to Chef Conferences, of honing his craft, of building rapport with his members, and of plain old hard work.

His continued commitment to improving the program for his members and his culinary team was a prerequisite for success. All of that persistence brought him to a place that is now yielding tremendous results.

Let’s shift over to the Chef to Chef special feature in this issue (pg. 56), where I had the unique opportunity to interview a club chef I greatly admire about his jour-

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ney through addiction and into recovery.

His story is important to share for his own purposes, but I think it’s an especially important subject to bring up as clubs continue to struggle with hiring candidates during a time when labor is in short supply.

Every day for this chef is a challenge. But he continues to persist in the face of each obstacle, and his career growth speaks volumes about his will to succeed.

While these stories differ in theme, the common thread—that of staying the course, in order to find success—runs true for both.

The journey is a marathon. Believe in yourself, your team and your mission.

There will be bumps in the road. There will be lots of no’s and setbacks. But if you stay the course, you will find success.

EDITOR Joanna DeChellis jdechellis@wtwhmedia.com 412-260-9233

www.clubandresortchef.com

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Eva Barrios, Executive Chef Royal Oaks Country Club, Houston, Texas David Clark, Executive Sous Chef EDITORIAL ADVISORY BOARD Army Navy Country Club, Arlington, Va. Eva Barrios, CEC, Executive Chef K. Scott Craig, CEC, CCA, WCMC Royal Oaks CC, Houston, Texas

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Drew Tait, Executive Chef, Kelly Greens Golf & Country Club, Fort Myers, Fla. J. Kevin Walker, CMC, AAC Executive Chef, Ansley Golf Club Atlanta, Ga.

N OV E M B E R C L U B I N D E X

Properties N O V Efeatured M B E inR this C issue LUB INDEX BallenIsles Country Club Palm Beach Gardens, Fla. 22 Properties featured in this issue Boca Grove Golf and Tennis Club Boca Raton, Fla. 24 BallenIslesTown Country Club PalmClub Beach Atlanta, Gardens,Ga. Fla. 68 14 Cherokee & Country The Country Club of Springs, Pittsfield Pittsfield, Mass.

Bonita Bay Club Bonita Fla. 61 26 Desert Mountain Scottsdale, Ariz.

20 TheEverglades Club at Admirals 70 34 The ClubCove Palm Jupiter, Beach,Fla. Fla. Fiddler’s Bedminster, N.J.Woodlands, Texas The ClubElbow at Carlton Woods The 68 18 Forest Lake Club Columbia, S.C. 14 The Wayne Club at Pasadera Calif.

Ind. 68 30 Fort CountryMonterey, Club Fort Wayne, The Gasparilla Inn & Club Boca Grande, Fla. 10 Colonial Country Club Fort Myers, Fla. 61 14 JW Marriott Miami Turnberry Resort & Spa Miami, Fla. Country Club Dallas, Texas Lakewood 61 Kalamazoo Country Club Kalamazoo, Mich.

18 Overbrook Golf Club Villanova, Pa. 58 Kenwood Country Club Cincinnati, Ohio 26 Kings Creek Country Beach, Del. 54 18 Piedmont Driving Club Club Atlanta,Rehoboth Ga. Myers Park Country Club Charlotte, N.C. 28 Porters Neck Country Club Wilmington, N.C. 72 Quail West Golf and Country Club Naples, Fla. 24 River RunCountry Country Club Davidson, N.C. Sawgrass Club Ponte Vedra Beach, Fla. 66 20 Sedgefield Country Club Greensboro, N.C. 24 Sherwood Country Club Thousand Oaks,www.clubandresortchef.com Calif.

22 www.clubandresortchef.com

CONTENTS November • Vol. 10 • Issue 6

D

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Editor’s Memo

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Chef’s Thoughts

56

Chef to Chef

61

And to All a Good Bite…

66

One Sip at a Time

68

Bringing the Inside Out

70

A Fresh Perspective

72

The Lamb & The Club Chef

Over and Above

After a major kitchen renovation, Executive Chef Stephen Pribish and his team implemented a series of ambitious culinary initiatives at Overbrook Golf Club.

Stay the Course

Natasha Capper, CEPC, Executive Pastry Chef, Piedmont Driving Club

One chef shares his journey through addiction into recovery.

Club pastry chefs are putting a fresh spin on classic holiday sweets for greater appeal.

Sawgrass CC’s multi-pronged wine program is focused on “doing” inventive things that keep members happy and engaged throughout the year.

The evolution of outdoor events has meant rethinking—and dreaming up—all that open-air gatherings can now be.

As GM/COO, Brett Morris is uniquely qualified to expand and enhance the culinary operation at The Club at Admirals Cove.

Porters Neck CC is finding sustained menu success with dishes featuring Australian lamb.

Photo courtesy of Overbrook Golf Club

www.clubandresortchef.com

November 2021 l Club + Resort Chef l 53

CHEF’S THOUGHTS

Natasha Capper, CEPC Executive Pastry Chef Piedmont Driving Club Atlanta, Ga.

Natasha Capper has been the Executive Pastry Chef of Piedmont Driving Club for the past 22 years. Some of her greatest accomplishments include competing in the Amoretti National Pastry Team Championship, the National Bread and Pastry Championship, and Pastry Live.

1. You’d be surprised to learn that I am from Africa.

2. If I could trade places with one chef, it would be Francisco Migoya.

3. One of my most memorable meals was at L’Auberge du Pont de Collonges, where Paul Bocuse joined us.

4. My go-to drink is Vinho Verde.

5. My last meal would be pizza.

6. My worst culinary creation was a chocolate beet cake for Valentine’s Day. 7. If I could change one thing about my club it would be the pay grade of our cooks.

8. If I wasn’t a chef, I’d love to be an international tour guide or flight attendant.

9. I knew I wanted to be a chef when I was about 13 and started creating menus, cooking, and dressing the table when my parents would entertain.

10. You’ll never see cannelés on the menu at my club, because they are difficult to do consistently well.

11. The most ridiculous member or guest request I’ve ever had was for a single scoop of ice cream, split three ways.

12. I love being a club chef because there is a family atmosphere and I am now doing wedding cakes for the some of the same people I made birthday cakes for while they were growing up.

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am motivated and inspired by students, because “Ithey don’t have preconceived limitations. ” 13. When I’m not in the kitchen, I’m loving on my fur kids.

14. My biggest mistake when I first started as a chef was being too submissive.

15. I cook savory at home, but I’d never cook it at the club.

16. If I could have dinner with one person, dead or alive, it would be my omama.

17. The most valuable piece of career advice I’ve ever received was always buy good shoes, and replace them often.

18. My favorite celebrity chef is Amaury Guichon, because of his seemingly endless creativity, flawless technical skills and willingness to teach others.

19. The most important piece of equipment in my kitchen is a toss-up between the mixer and deck oven.

20. I want to learn more about ice cream, because the science of frozen desserts is fascinating.

21. My favorite ingredient is chocolate. Sugar is the most overrated ingredient. Fresh fruit is the most undervalued ingredient. I detest mint, and I can’t live without bread.

22. I don’t like to brag, but I make beautiful and delicious focaccia.

23. My most embarrassing moment in the kitchen was during my internship, when I did not check to make sure the mixer was on first speed. When I turned it on, it threw a cloud of chocolate cake ingredients all over the Executive Pastry Chef.

24. If I could have one superpower, it would be to speak any language.

25. My favorite cookbook is Advanced Bread and Pastry by Michel Suas.

26. My favorite kitchen hack is lining pie crust for blind baking with coffee filters and rice.

View the extended conversation with Chef Capper at www.clubandresortchef.com www.clubandresortchef.com

CHEF TO CHEF

One Chef Shares J

Addiction i

THRIVING IN THE WAKE OF ADDICTION has not been simple for this chef, who has requested to remain anonymous for this interview. After multiple stints in jail and a devastating loss, he began the process of recovery.

Since he began his sobriety, he has learned much about his will and what he needs to be successful. He has carefully and methodically climbed the ladder to become an executive club chef. And while he can never undo his past, he is laserfocused on his future.

For him, recovery is an ongoing process that requires constant upkeep. But it has made him thoughtful, stronger and more resilient than he ever dreamed he would become.

CRC: Tell us a little about your culinary background.

Chef: I began working in the culinary industry when I was 15. I dropped out of high school by the time I was 16 and received my GED. CRC: When did your addiction start?

Chef: Right around when I dropped out, I started by just smoking weed with friends occasionally. It progressed to more frequent use and eventually to harder drugs. By 17 I was using heroin and cocaine. At 18 I moved out of state for my first stint in rehab. Within weeks of coming out of rehab, I went right back to using. Soon I was living with cocaine dealers.

During this time, I decided to steal a kilo of cocaine from them. I was caught by the police, taken to jail and sentenced to six years in the department of corrections. While incarcerated, I would order books from Escoffier, The Professional Chef, and more. I studied those books inside and out. Two years before I was to be released, I was able to complete an American Culinary Federation culinary skills program with a chef I still consider to be a great mentor. That chef introduced me to a chef who ran a culinary school so, upon release, I started attending that school while also working.

My addictions started to resurface, though. I never took sobriety seriously. I didn’t think I had a problem. I was back in jail numerous times over the subsequent years. It wasn’t until a close family member passed away that I finally decided to begin Alcoholics Anonymous and Narcotics Anonymous.

CRC: What was your life like in those days?

Chef: I was caught in a cycle I didn’t understand how to break or even understand why it was happening. I was living to get high. It was a very sad part of my life.

CRC: What were some of the biggest impacts of your addiction on your life?

Chef: Addiction caused me to quit school and lose jobs, one after another. My “professional life” didn’t exist. I worked with chefs who would try to help, but I would turn them away, thinking they were wrong and that they didn’t know anything.

I gave up on ever being successful. I alienated everyone I was close with. My family wanted nothing to do with me.

CRC: When did you realize you needed to change and how did you begin?

Chef: I realized I needed help when I was basically homeless and sleeping on someone’s couch. I hadn’t worked in months. I would just steal and sell drugs to pay for things and support my addiction. Then I received a phone call that my grandmother had passed away. It broke my heart. I dropped to my knees, asking God, “Why me? Why do I have to go through all of this?”

At that moment I realized I was in control of my future. I had to seek help and take it one day at a time. I reached out to a family friend who owned a rehab facility. Even though I had been there before, I decided to go again, but this time I decided I would take it seriously.

CRC: What was treatment like for you?

Chef: Treatment is a big part of my story. I had been to numerous meetings and facilities but until I was ready to take it seriously, it never worked. On the day I reached out for help I was ready to surrender everything just to have a small chance at a “normal” life.

CRC: What are some of the most important lessons you learned as you began recovery?

Chef: The steps in AA are key to living a good life, regardless of whether you’re an addict or not. They focus on

By JOANNA DeCHELLIS, EDITOR 56

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s Journey through

n into Recovery taking it one day at a time, admitting you are powerless, and understanding your defaults of character. We work to make direct amends to those we’ve harmed, too. I harmed so many people through my addiction that it was scary and daunting to ask for forgiveness in a true way. But it was necessary.

CRC: You are now a successful executive club chef. Does your past ever complicate your current career?

Chef: On a daily basis, but mostly because of my own insecurities about never being good enough or living up to others’ expectations of me. I will forever struggle with how to get people to look past my record and see the person I am.

It has been extremely difficult to get to this point. And I feel like it is never enough so I must always do more to set myself apart. I believe my journey has made me be a better leader, though. I never hide my past so it makes others understand they can achieve great things if they are diligent.

CRC: What do you wish others knew about addiction?

Chef: I wish people understood what it takes to overcome addiction. It’s far from easy. A person can know they are not living up to their potential, but be unable to change.

Also, just because you have a history of addiction, that doesn’t mean you can’t or won’t change. Addiction doesn’t make a person bad.

www.clubandresortchef.com

CRC: What advice would you give chefs who struggle with addiction?

Chef: Seek help. Find someone you can relate to and have a conversation with them about your addiction. Maybe that person is a recovering addict who is looking to help others on a path to recovery. Maybe it’s a mentor or a family member. Also, try to self-reflect on life and where you want to be. Only you can choose to change, but it helps when you surround yourself with positive people.

CRC: How do you continue to maintain your health, fitness, and balance in life?

Chef: For me, balance sometimes looks like making myself do things even when I’m tired, like stopping by a family function even though it’s only for an hour or just sitting alone in the car after work and reflecting on life.

As the years pass, it does get easier. C+RC

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COVER FEATURE

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Overand

Above

After a major kitchen renovation, Executive Chef Stephen Pribish and his team implemented a series of ambitious culinary initiatives at Overbrook Golf Club.

By Joanna DeChellis, Editor

A COUPLE OF MILLENNIA ago, Greek philosopher Heraclitus said, “The only constant is change.”

The turbulence of the past year certainly buttresses ol’ Heraclitus’s argument, but for those who willfully embrace his constant, 2021 gave way to a spirit of reinvention.

Overbrook Golf Club in Villanova, Pa. provides a brilliant example.

Overbrook’s Executive Chef Stephen Pribish and General Manager Jimmy Bartorillo spent the past year actively seeking ways to improve the club’s culinary program. First, they completed a major kitchen renovation. They followed that with the implementation of new bread and pasta programs. Most recently, they launched a pit master and smoking program.

“Our new state-of-the-art kitchen opened doors for us that were previously brick walls,” says Pribish. “We now have the tools and the team in Opposite: General Manager Jimmy Bartorillo (left) and Executive Chef Stephen Pribish. www.clubandresortchef.com

place to enhance, expand and fine-tune everything we do here—and we plan to make the most of this opportunity.”

ADAPT OR DIE Pribish has been with Overbrook for nearly twenty years. Bartorillo has been with the club for twenty-eight. For some tenured managers, it can be tempting to cling to programs that aren’t necessarily broken, even if they aren’t very exciting.

But neither of these men, nor the people on their team, see value in upholding the status quo.

“Our team is our biggest strength,” says Bartorillo. “Together we’re unstoppable in our desire to evolve and serve the membership.”

After nearly 20 years without any major change, Overbrook’s kitchen was in need of updates. Because of where the kitchen lives inside the clubhouse, the footprint is unalterable. Planning, streamlining and being very particular about needs and wants was critical if the membership was going to approve the $1 million renovation plan.

“We were able to show the impact

that new equipment and a moreefficient design would have on the program,” says Pribish. (Many of the ideas, and choices of equipment that he campaigned for, he adds, came directly from the education and experiences he’s gained by attending more than ten Chef to Chef Conferences.)

“It was challenging designing a kitchen through virtual meetings,” Pribish says of the additional curveballs posed by the pandemic. “I’m a visual and hands-on person. I like to kick the tires, so to speak.”

To make the most of the opportunity, he poured through his Conference notes, crafted programs he knew he wanted to bring in, and worked with a kitchen designer to find a way to make the footprint work.

Overbrook purchased ranges, a pasta cooker, combi ovens and a pasta-making machine. Some ducting and venting work also had to be done, and the line was widened from a 12- to 24-inch depth. New heat lamps were added, and the flow was opened up.

“We don’t have a huge staff in the kitchen, so everything has to be within arm’s reach and thoughtfully placed,” says Pribish. “For example, take the grill and the pasta stations. There is a flattop between the two that serves as a buffer and as a tool for both cooks.

There is also a salamander above [the line] that both cooks can use without getting in each other’s way.”

The renovation began in January November 2021

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OVERBROOK GOLF CLUB at a glance

“Our team is our biggest strength,” says Overbrook GC’s GM, Jimmy Bartorillo.

“Together, we’re unstoppable in our desire to evolve and serve the membership.”

and was complete by March. (While the kitchen was closed, the staff ran foodservice out of the pool kitchen.)

CARB LOADING One of the first programs Pribish was eager to activate was an in-house bread program.

“Up to this point, we worked with suppliers to source really great products,” he says. “But there’s something special about that fresh-baked, homemade roll that I wanted to give to our membership.

“I knew it would be challenging to start making our own breads—but I’m an all-in kind of person,” he adds. “Plus, our members deserve it.”

Overbrook no longer has a dedicated pastry chef, so the club relies on its AM and PM cooks to rotate through the bread station. Two cooks in particular have really stepped up and taken ownership over the prep and production.

“There’s a sense of pride in this program,” says Pribish, noting that a small pastry section has been set up in the kitchen where breads are prepped and baked daily. “It’s helping the team tap into their creative side. The foundation is set. I can’t wait to see where this team takes it.”

Overbrook’s pasta program is equally impressive, albeit a bit newer.

“When we were at the Chef to Chef Conference in Seattle, we ate at this one restaurant where they served us a veal ravioli,” says Pribish. “That ravioli has stuck with me ever since, and inspired this whole program.”

The team set to work developing the dough and technique, and advanced to creating new and seasonal sauces.

Now pasta is one of the top sellers on Overbrook’s fall menu.

“More impressive than the introduction of these two programs is how Chef is able to teach his team new techniques as a result of them,” says Bartorillo. “Not only are the members getting a specialty dish, but the staff is developing as culinarians in the process.”

WHERE THERE’S SMOKE… As part of the renovation, Overbrook budgeted for a brand-new smoker.

“We couldn’t expand the footprint of the kitchen, but there’s no reason we can’t expand the kitchen beyond the 60

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# of Members: 1,200 Annual F&B Revenue: $4 Million A la carte/Banquet Mix: 40/60 Average Weekly Covers: 1,450 Food Cost: 45% Food & Beverage Minimum: No Minimum Average No. Annual Golf Outings: 2 Average No. of Golf Rounds: 26,000 Average No. of Events: 675 Foodservice Spaces: • Mixed Grille/Mixed Grille Patio • Piano Bar/Piano Bar Patio • Main Ballroom • Main Porch • Card Room • Solarium • Men’s Locker Room • Bowling Alley • Pool Bar/Pool Snack Bar • Halfway House • Racquet Hut No. of Kitchen Employees: 25 No. of FOH employees: 40 Kitchen Size: 1,500 sq. ft.

Clubhouse Size: 12,000 sq. ft.

Banquet Capacity: 400

walls of the building,” says Pribish.

Pribish invited the smoker’s manufacturer to the club for a two-day immersion for himself and his cooks, to learn the ins and outs of the equipment and get a hands-on learning experience for himself and his team.

“It just goes to show how Chef is able to think outside the box—or kitchen, in this case—to bring a new, novel element into the program,” says Bartorillo, who has been working alongside Pribish for nearly his whole career. “He is the most passionate person I know. He’s also the most loving and caring person I know.

I’ve never heard him say no. He wants to make people happy, and his passion drives everything we do.”

In the not-so-distant future, Overbrook plans to update its dining rooms, members’ bar and casual-dining areas.

Those updates are expected to roll out in the beginning of 2023.

Until then, Pribish and his team will keep their foot on the gas.

“You only live once,” says Pribish, who admits that he “lives by” slogans.

“But if we do it right, once will be more than enough.” C+RC www.clubandresortchef.com

PASTRY

And to All

a Good Bite…

Club pastry chefs are putting a fresh spin on classic holiday sweets for greater appeal.

By Pamela Brill, Contributing Editor

THERE’S NO TIME QUITE LIKE THE holidays to cap off a great meal with a tried-and-true dessert. From gingerbread cookies to the more-elaborate bûche de Noël, pastries that make a once-a-year appearance deserve special treatment, and that means adding a personal touch to make them unique.

As chefs restock their supplies of sugar, flour, chocolate and dairy in anticipation of the holiday season, they are saving shelf space for other ingredients, and boning up on new techniques to add a modern twist to member favorites.

FESTIVE FLAVORS

Mayra Maldonado, Pastry Chef, Colonial CC

www.clubandresortchef.com

At Colonial Country Club in Fort Myers, Fla., membership merrymaking involves palate-pleasing pastries, with plenty of treats to suit different tastes.

“Our members have a big Christmas spirit when it comes to the holidays, and doing desserts that match their enthusiasm inspires me to create a dessert they will love,” says Pastry Chef Mayra Maldonado. With 2021 marking her fourth holiday season at the club, she has developed a keen understanding of what Colonial diners want for dessert.

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PASTRY

For a special holiday treat, Maldonado does a riff on classic cheesecake by fusing gingerbread and peppermint, while highlighting key ingredients. Eggnog plays a starring role in her holiday trifle, made with nutmeg, eggs, dairy, vanilla and (for an adult-only version) rum.

“I individually layer each flavor for them to have their own voice, but also once eaten together to bring forward a symphony known to us all as eggnog,” she says.

Maldonado relishes the opportunity to reinvent traditional treats for a captive audience, especially at a time when visitors are numerous.

“Christmas is probably my favorite holiday, because of the many flavors that we as pastry chefs have to work with,” she adds.

Other favorite holiday desserts at Colonial include croquembouche, bûche de Noël, gingerbread cake and peppermint tart. And with its clubhouse fully operational once again, demand for to-go desserts has diminished, reducing the need to offer portable pastries.

Ever-mindful of members with dietary restrictions, Maldonado plans to adapt her recipes accordingly. For her cheesecake crust, she’ll use almond flour and crushed nuts in lieu of graham crackers. And for a gluten-free streusel, all-purpose flour is swapped out for oat flour.

THE PIE’S THE LIMIT Members of Lakewood Country Club in Dallas, Texas, are grabbing their forks in anticipation of the season’s pie rollout, all thanks to the mastery of Executive Pastry Chef Alyssa DeBernardo. Now beginning her third year at the club, after spending two seasons at the Hyannisport Club in Cape Cod, Mass., she knows exactly what to serve.

“Our members always crave pumpkin pie, pecan pie, apple pie, coconut cream pie and sweet potato pie,” she says, noting their consistent popularity from the beginning of October through Christmas.

Undaunted by the frenetic, predictable pace of pie baking, DeBernardo enjoys putting a contemporary spin on standards. “I love taking traditional desserts and flavor profiles and turning them into something new and exciting,” she enthuses.

Each year, DeBernardo also creates a variation of a candy cane and chocolate dessert. Previous incarnations have included a Christmas cookie and crème brulee featuring those flavors.

For Lakewood’s annual Thanksgiving brunch, DeBernardo will prepare a sweet potato pie petit gateaux, consisting of a sweet potato cake, coconut pecan 62

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Emilia Tomaszycki, Executive Pastry Chef, Bonita Bay Club

cornflake crunch, toasted marshmallow cremeux and sweet potato mousse, finished with a caramel glaze.

And for Christmas brunch, DeBernardo will be offering a chocolate candy cane verrine, rendered as an individual version of the classic Christmas trifle. Made with layers of peppermint vanilla bean crème brulee, featured ingredients of this pastry include Valrhona Guanaja 70 percent chocolate cremeux, chocolate fudge cake, chocolate candy cane crunch and a whipped white chocolate ganache.

While the brunch-pastry specials will not be available as takeout options, Lakewood members will once again be able to get their pie fix. “In previous years, our Thanksgiving to-go orders totaled upwards of 40 pumpkin pies, 20 coconut cream pies, 25 pecan pies and 30 apple pies,” notes DeBernardo.

www.clubandresortchef.com

Bonita Bay Club members will get to enjoy reinvented classics this holiday season thanks to the club’s newly appointed executive pastry chef.

STROLLING DOWN GINGERBREAD LANE It may be hot and sunny in Bonita Springs, Fla., but inside the pastry kitchen at Bonita Bay Club, it’s a veritable winter wonderland. This year, members will be able to live out their fantasy of a white Christmas by feasting their eyes on a life-sized gingerbread house in the club’s lobby, courtesy of Executive Pastry Chef Emilia Tomaszycki. She has been working on the display for the past few months and is excited to bring her talent and energy to this eye-catching gigantic pastry production.

A relative newcomer to Bonita Bay, Tomaszycki has been on staff since March—so 2021 signifies not only her first holiday at the club, but the occasion of being a pastry pioneer.

“Bonita Bay has never had a pastry chef previous to this year, so I plan on implementing many new techniques to our holiday displays,” she says.

After testing out several gingerbread-dough recipes, Tomaszycki chose one containing flour, baking soda, butter, brown sugar, eggs and molasses—which, she notes, “gives it this beautiful, rich color.” Having ordered a new 7’ x 5’ 4’ sheeter, she’ll be able to produce and lay the ‘bricks’ flat on the ground prior to assembly, giving them time to dry. www.clubandresortchef.com

In addition to the large-scale gingerbread house, Tomaszycki plans to enhance a standard hot chocolate display with homemade marshmallows, candy canes, hot cocoa bombs and flavored whipped cream.

On the a la carte dessert menu is eggnog bûche de Noël, a recipe that Tomaszycki perfected during a previous stint at the Ritz Carlton in Naples, Fla. Another holiday pastry staple, trifle, will be adapted for a to-go format in miniature glasses that Tomaszycki ordered specifically for that purpose. “I’ll also have clear glass vials with Christmas candy for the kids to take home,” she adds.

Admitting that producing classic desserts can become tedious, Tomaszycki makes a point of finding new ways to reinvent traditional favorites. On this year’s holiday menu, she is fashioning pumpkin pie from fleur de sel caramel, cream cheese and candied pecans, and creating a pressed graham cracker crust and pumpkin-pie filling.

Built in a small ring mold, the pie will be served as individual portions. “I still have all of the basic components of pumpkin pie, yet I have fun with it and bake it in different shapes,” she notes. C+RC November 2021

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ADVERTORIAL

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F R E S H S E A FO O D led all other perimeter items in sales growth during the COVID pandemic. Maintaining that growth just got a boost from Virginia-based Forever Oceans. This next generation seafood company is leveraging technology to raise fish in the ocean that is delicious, versatile, and high in Omega 3s.

“We’ve developed a game-changing process for protecting our oceans while efficiently raising fish that are contaminantfree and high in Omega 3s,” says Monica San Miguel, chief brand officer at Forever Oceans. “Our decade-long trek toward a scalable technology solution is driven by robots who nurture and help us to remotely monitor the health of our fish from scores of ocean enclosures around the globe.”

Branded as KahalaTM by Forever Oceans, the term means “Cherished Land” in Hawaiian but is also the local name for an amberjack or longfin yellow tail (its scientific name is Seriola Rivoliana). The company has brought their process to scale within enclosures off the coasts of Panama, Brazil, and Indonesia.

“We’re bringing a sashimi-grade, light, flaky fish to market at a perfect time,” San Miguel says. “Consumer interest in fresh seafood has never been higher. They are more confident in their skills at preparing fish and interested in deliciously sustainable seafood that is high in Omega 3s. We have the fish they are looking for at the seafood counter.”

Forever Oceans is also educating chefs and operators on the benefits of adding Kahala to their next menu. “We have built a powerful alliance of 35 chef influencers to help restaurants be successful,” says Mark Allison, the company’s executive chef. “I’ve never found a more consistently delicious fish that can be prepared in so many different ways—our influencers agree and are eager to add Kahala to their own menus.”

A longtime advocate of sustainable seafood, Chef Rick Moonen is one of those influencers. He is also the host of Forever Oceans’ Ocean-Raised Podcast, which includes episodes featuring notable culinary legends ranging from Jośe Andrès, Andrew Zimmern, Rick Bayless, David Burke, Jacques Pépin, Emeril Lagasse, and Jasper White. With the backing of those personalities, Forever Oceans has also assembled a variety of dishes that can be used on restaurant menus in a new recipe book that can be found on its website.

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BEVERAGE

ONE SIPat aTIME Sawgrass CC’s multi-pronged wine program is focused on ‘”doing” inventive things that keep members happy and engaged throughout the year.

By Megan Freitas, Contributing Editor

THE SUCCESS OF THE WINE PROGRAM at Sawgrass Country Club (Ponte Vedra Beach, Fla.) lies in what Sommelier and Beverage Director Bo Cure calls “the doing.”

“It’s all about exposing members to world-class winemakers in a variety of ways throughout the year,” says Cure, who frequently travels with members to wineries all over the world.

Upcoming wine trips include touring Belle Glos (Napa, Calif.) with winemaker Joseph Wagner, Daou Vineyards (Paso Robles, Calif.) in February, and two trips to Italy next summer.

Leading up to a vineyard trip, Cure and his team will deploy a number of tactics to engage and educate members. These include dedicated wine dinners, wine-list features, pours for member-involved charities and even custom-package programs that include up to four bottles that are hand-selected by Cure and personalized, based on the detailed records he keeps on each member’s wine preferences.

“By providing this type of exposure, we encourage engagement and boost sales,” he says. “Members often begin to recognize makers and recommend wines to other members at their table, too.”

Bi-monthly wine dinners typically feature meet-and-greets with winemakers such as Ken Wright and Austin Hope. Each dinner sells out in a matter of minutes, according to Cure, and it’s a win-win for the winemakers, too, as the local club community allows them to make multiple club visits in one trip.

The holiday season provides additional opportunity to boost member engagement, says Cure.

Sawgrass CC’s season kicked off in October with the three-day Ed Seay Men’s Member-Guest Tournament. Cure lined up several wine and spirit sponsors to provide libations to members, at the same time they gained exposure to guests from other prominent clubs.

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Earlier this summer, Sawgrass recreated the fictional Catalina Wine Mixer invented in the movie “Step Brothers.” The event included dozens of winemakers, spirits producers, and regional distribution reps pouring samples for members on the grounds while a local rock band provided entertainment. During this event, the club sold $10,000 in wine.

Cure hopes to carry the success of the Wine Mixer over to the club’s inaugural holiday wine fest, which will feature Christmas movies and a band playing favorites such as Adam Sandler’s ‘The Chanukah Song.’ The club will also host one holiday-themed dinner in December before the program takes a break until the end of the month to accommodate private holiday parties.

To kick off 2022, all members who sign up to ring in the New Year at the club will receive a free luxury bottle of champagne. The club will seat over 300 covers, Cure estimates, and the wine and bubbly will flow all night.

Finally, to add some year-round uniqueness to its wine program, Sawgrass worked with winemaker Ken Wright to create a private-label pinot noir (see photo, left) featuring a blend of fruit from across the Willamette Valley. Sawgrass is currently pouring its 2019 vintage, which will also be featured prominently on the club’s Thanksgiving wine list. C+RC www.clubandresortchef.com

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BANQUET

Inside Out AS REGULATIONS FOR EVENTS and gatherings con-

tinue to evolve, club and resort chefs and managers continue to turn more to the outdoors for appropriate solutions. As a result, clubs and resorts are rethinking existing spaces—and, more importantly, reimagining what’s possible.

“It’s amazing how much a fresh background or view from a different location can impact one’s perspective,” says Wes Tyler, Executive Chef of The Club at Carlton Woods (The Woodlands, Texas). “It’s all about thinking outside the box and using available space to your advantage.”

Wes Tyler, Executive Chef of The Club at Carlton Woods, is using interactive stations and atypical venues to add new excitment to outdoor events.

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The evolution of outdoor events has meant rethinking— and dreaming up— all that open-air gatherings can now be.

By Jennifer Olvera, Contributing Editor

Matthew Aquino, Executive Sous Chef of BallenIsles Country Club in Palm Beach Gardens, Fla., has also seen a continued rise in demand for outdoor spaces. “After the onset of the pandemic, BallenIsles’ outdoor patios delivered the ambiance and square footage required to accommodate safe social distancing, while COVID-imposed restrictions were in place,” he says.

That meant everything from evenings accompanied by live music, where members could unwind in comfortable, soft seating overlooking BallenIsles’ East golf course, to a New Year’s Eve fireworks show and a luau with flamethrowers and Hawaiian dancers.

“The patio venues have quickly become members’ favorite locations for dining and socializing—so much so that the outdoor patio locations have been integrated as permanent additions to the club’s social calendar,” says Aquino. “One of the exciting events we have planned for this year is an outdoor wine-and-food pairing, combined with a drive, putt and chip competition on our driving range.”

Tyler is also busy retooling the way he approaches and delivers on outdoor events at Carlton Woods.

“Whether it’s interactive action stations, plated dinners or identifying new dining locations, everything is on the table as we expand and rework our traditional views in order to stay relevant and cutting-edge,” he says. “The bottom line? We want to offer a big show and engage with members as they join us on a culinary adventure.” www.clubandresortchef.com

The Club at Pasadera hosted a “Feast in the Fairway” event with local wineries, live action stations and a five-course meal.

Over the past year, outdoor gatherings have become a means for communal and family-style feasts at other properties.

“Our favorite event this year was ‘Feast in the Fairway,’” says Colin Moody, Executive Chef of The Club at Pasadera in Monterey, Calif. “We put a 60-foot-long, harvest-style table on the first fairway, invited local wineries, did some actionstation grilling of Monterey abalone, passed out caviar-filled crepes and champagne, and then served an amazing fivecourse meal.”

Moody also oversaw a recent Brazilian-inspired churrascaria experience, which involved dropping fun South American appetizers on tables and having waiters or chefs walk around, using swords to carve spit-roasted meats.

Aquino, meanwhile, is working on family-style dinners, among them hot pots, that serve the entire table.

BallenIsles CC is able to host large outdoor events on its Top Ranked patio and lawn space.

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Comfort foods are also trending. As such, Aquino will turn to classics like chicken and dumplings, pot roast and pot pies this fall and winter, stretching the outside season as long as possible.

As for ever-popular, always-evolving action stations, Tyler says members remain fans, and his kitchen staff likes them, too.

“In the past few months, I have done a couple of plated dinners for 400-plus people, and several more stationed events for 200-plus guests,” he says, recalling gatherings with tacos al pastor prepared on a vertical broiler and paella Valenciana, cooked over an open campfire. “The stationed events typically go more smoothly and are more attention-grabbing.”

The added logistical challenges to outdoor events, Tyler admits, can be “trying at times.” Weather—and the need for an alternate rain plan—is the most obvious potential monkey wrench for an otherwise perfectly planned, open-air celebration.

“Here in South Florida, the rainy weather and hot summer days can change in a moment,” Aquino notes. “So we have invested in additional furnishings, lighting, umbrellas, tenting and misting fans, to enhance the ambiance and functionality of our outdoor spaces.”

Keeping food hot is also a key to successful outdoor entertaining, Tyler says. To help make sure his team is properly prepared, he says, “We ask ourselves [questions such as] ‘How can we keep the food warm and fresh for service?’; ‘Are we going to cook in the kitchen and transport, or cook on site?’; and ‘Where do we store backup food and supplies?’” C+RC November 2021

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MANAGER to CHEF

BRETT MORRIS STEPPED IN as GM/COO of The Club at Admirals Cove (Jupiter, Fla.) in February of 2020, after nearly eight years as GM/COO of The Polo Club of Boca Raton (Fla.). With a diverse background, including time spent on the line, Morris is prepared to usher the club into a new culinary era. He’s being proactive about creating engaging culinary experiences, nurturing a new staff and expanding the footprint of the club’s culinary program.

CRC: What made you decide to leave The Polo Club of Boca Raton and come to The Club at Admirals Cove?

BM: One of the best jobs I’ve ever had in my career was at Fresh Meadow Country Club in Lake Success, N.Y. What I loved about that club was the relationships I was able to have with the members.

I had great relationships with the members of Polo, but it was such a large club with so many moving parts that it was difficult to really get to know members individually.

Admirals Cove reminds me of Fresh Meadow.

A Fresh

Perspective As GM/COO, Brett Morris is uniquely qualified to expand and enhance the culinary operation at The Club at Admirals Cove.

By Joanna DeChellis, Editor

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CRC: What was your first impression of the foodand-beverage operation at Admirals Cove?

BM: The club needed help putting the right people in the right positions. They also hadn’t done much branding with regard to the restaurants or updating menus, so everything kind of blended together.

CRC: Was there any friction when you started making changes?

BM: I think when a new GM is hired, people automatically put their guard up. My goal was not to come in and fire everybody, rather it was to make positive change so that the operation was better able to serve the membership.

The food-and-beverage industry has changed a ton and it continues to evolve. People join clubs for lifestyle reasons, not just golf. It’s our responsibility to advance our programs.

CRC: What did you learn at Polo that set you up for success at Admirals Cove?

BM: Surround yourself with a winning team and then give them the tools they need to succeed.

That’s where a lot of managers and chefs fail.

They don’t hire smart people because they’re concerned that these people could take their jobs.

That’s not the way I do things. I surround myself with smart people and we collaborate to make the membership experience the best it possibly can be.

I may have gone from a $55 million business to a $35 million business, but food and beverage is food

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and beverage. We have to deliver on a daily basis and live and die by consistency.

CRC: What were some of the first changes you made?

BM: The first and most impactful change was hiring Ethan Kostbar as Executive Chef. Once he was on board, we began rebranding the restaurants, to give each its own menu and identity.

We also added an upscale steakhouse concept. We’re now in the process of launching a new ice cream concept called Hooked On Scoops that will serve homemade ice cream, gelato and upscale coffee drinks.

CRC: How big is Hooked on Scoops?

And where is it located?

BM: It’s actually right across from our busiest restaurant, the Marina Café, and not far from our fitness center. It will give members more grab-and-go options all day long as well as more interaction after dinner, if they just want to walk over to get a cappuccino or ice cream.

CRC: What was in the space previously?

BM: It was a small kitchen—maybe 400 square feet—that was connected to our kids’ space, but it wasn’t actively being used for anything. All we had to do was cut a hole in the wall for a service window and buy some new equipment.

We were able to add another venue for members that will likely do a lot of revenue, for very little money.

CRC: What was the cost to create this concept?

BM: It cost right around $30,000.

CRC: How will you service and staff this space?

BM: We are fortunate to have an outstanding Executive Pastry Chef in Christophe Joly who oversees all of our in-house pastry production and will run the menu for this concept as well.

CRC: Are the members excited?

BM: They are! I think they’re actually more excited about the fact that we’ve www.clubandresortchef.com

added another amenity to enhance the experience of being at the club.

CRC: What is Chef Kostbar like?

BM: He’s easy to work with. He understands the needs of the members and he’s able to connect with them by being visible in the dining room, listening to their constructive feedback. Chefs are like artists and when somebody is critical of your food, a lot of chefs don’t like to hear that. You have to have humility and understand that food is subjective and everybody has different tastes. He doesn’t get upset if somebody had a bad meal or if somebody is a little critical of his food. He’s always looking at how we can improve and make things better.

CRC: What types of people thrive on Admiral Cove’s culinary team?

BM: People who are creative, energetic, have a good work ethic and really understand leadership as good core values thrive here.

It’s one thing for the Executive Chef to set the tempo. It’s quite another for the team to take what the chef has set in place and make sure it’s carried out daily. It’s not just about coming to the club and cooking. It’s about giving the team some responsibility for the operation, whether that’s having them develop specials or by having an internal culinary competition.

CRC: You’re a former chef. Do you miss being in the kitchen?

BM: I don’t miss being in the kitchen, but I do sometimes miss the creativity of it. I was a good chef, but I feel like I was always born to be out with people in the front of the house, engaging the membership and creating experiences.

CRC: How does your background as a chef help you as a manager?

BM: To have that food-and-beverage background and understand not only the front of the house, but also what goes on in the kitchen and offer that support to the chef and the culinary team, is extremely beneficial. C+RC

PRODUCTS AT WORK

&

The Lamb The Club Chef

Porters Neck CC is finding sustained menu success with dishes featuring Australian lamb.

By Joanna DeChellis, Editor

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THIS FALL, MEMBERS OF PORTERS NECK COUNTRY CLUB (Wilmington, N.C.) will have the unique opportunity to order an Australian lamb shank with a sundried-tomato white-bean ragout, arugula, and crispy caper breadcrumbs.

“The dish starts with a 24-hour traditional brine of the shanks,” says James Patterson, Corporate Executive Chef with McConnell Golf and Executive Chef of Porters Neck CC. “We then pan-sear the shanks before they go into a roasting pan with a classic mirepoix for a six- to eight-hour braise.”

Once the braise is finished, Patterson strains the braising liquid, skims the fat and reduces the liquid down, before blending it with a homemade veal demi-glace.

“The shanks are brushed with the pan sauce before being presented on a bed of seasoned arugula and sundried tomato and white bean ragout,” says Patterson. www.clubandresortchef.com

Each dish is finished with crispy caper panko and fried basil.

Patterson expects the Australian lamb shank dish to be one of the club’s best-selling dishes after the filet and the salmon. He predicts the club will go through a 30-lb. case of shanks every four days.

“Our membership loves anything we make featuring Australian lamb,” says Patterson, adding that some of the other most successful lamb dishes were Australian lamb loins, Australian lamb Bolognese, Australian lamb flatbreads, Australian lamb ravioli and, most recently, a Mediterranean Australian lamb rack with curried cous cous.

“I started working with and featuring Australian lamb back in 2016 after I did a product immersion visit with True Aussie Lamb at the Culinary Institute of America in San Antonio, Texas,” says Patterson. “That’s when my love for—and appreciation of—Australian lamb began.”

During that visit, Patterson learned all about how Australian lamb is raised free-range and naturally

www.clubandresortchef.com

fed on abundant pasturelands. The result is a mild tasting and naturally lean and tender product. He especially appreciates that “Aussie Lamb” is free of artificial additives and hormone growth promotants.

And that the Australian lamb industry is already climate-neutral and will soon have a positive impact on the environment where more carbon will be taken out of the atmosphere than put in.

“Prior to that immersion, I would have never thought of ordering loins of Australian lamb,” says Patterson. “But once I was able to work with the product, taste it and cook with it, I couldn’t stop thinking about dishes that would feature it.

“At first, members raised an eyebrow because the eye of the lamb rack is smaller than they are typically used to seeing,” he adds. “But the flavor is much more traditional. The marbling is also very consistent and the supply is steady. We haven’t had a lapse in sourcing yet.” C+RC

Join True Aussie Lamb’s upcoming “Raise the Steaks” culinary immersion in Atlanta for an educational experience featuring a trends roundtable, a hands-on kitchen challenge and more.

Contact mlateam@summitmg.com for more information.

November 2021

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• • •

• • •

REGIS TER NOW!

R E G I S T R A T I O N

MARCH 20-22, 2022 NASHVILLE TENNESSEE

ALL-INCLUSIVE Registration Includes: • • • • • • • • • •

Hotel Room at the Grand Hyatt Nashville on the nights of March 20th - 22nd All meals from Sunday night through Tuesday afternoon Conference sessions & education Live cooking demonstrations Networking opportunities Chef Lounge A Night on Broadway Event Club and Resort Chef of the Year Competition Continuing education credits Conference materials

C2C22_spread_11-21_Vs4.indd 2-3

O P E N

MEET OUR SPEAKERS

KEVIN WALKER, CMC Executive Chef Ansley Golf Club

SHAWN LOVING, CMC

TRACY HOFFER, CWPC

MICHAEL MATARAZZO, CEC

SCOTT CRAIG, CEC, CCA, WCMC

LAWRENCE MCFADDEN, CMC, GM/COO

GERALD FORD, CMC

Executive Chef Detroit Athletic Club

Executive Chef Farmington CC

Union Club of Cleveland

Executive Pastry Chef Chevy Chase Club

Director of Culinary Operations and Executive Chef Myers Park CC

Contributing Editor Club + Resort Chef

BRYAN SKELDING Executive Chef The Greenbrier

c he f t oc he fconf e r e nce .com f or m or e inf or m at ion and t o r e g is t e r

10/27/21 5:18 PM

PRODUCT SHOWCASE � ��� � � � � � �� �� � ��

A�������� First Impressions

Product: Durable Podiums Features: ▶ Personalized podiums help to set the tone for members and guests from the moment they arrive ▶ Four standard designs ▶ Three material combinations ▶ Multiple plastic colors ▶ Personalized logo options available ▶ Shelved storage space ▶ Umbrella-ready options (umbrellas sold separately) ▶ Lid compartments (on certain models) ▶ Contact your Landmark rep today to meet your branding needs

Landmark Golf Course Products 888-337-7677 • www.Rinowood.com

Deep-Clean Hygiene

Product: Sani Professional Wipes Features: ▶ Easy-to-use pop-up canister that encourages good hygiene practices for hands and surfaces ▶ Contain a disinfectant to help stop the spread of bacteria, fungi, and viruses ▶ Effectively kills 99.99% of germs ▶ Perfect for locations where access to soap and running water is limited ▶ Wall-mounted bracket is also available

Duffy’s—Tri-C Club Supply www.DuffysTriC.com

Quick Dry

Product: QD4P Equipment Drier Features: ▶ Insulated heated cabinet efficiently dries up to four pairs of athletic shoes ▶ Standard 500 Watts, 120 Volts, 4.5 Amps ▶ Provides quick heat with a high/low temperature switch, ranging from 120°F (49°C) to 160°F (71°C) ▶ Black powder-coated aluminum outer panels, fiberglass insulation, stainless-steel interior, .060 stainless-steel base plate ▶ Comes standard with two chromeplated wire grids ▶ Clear easy-open side-by-side doors with magnetic latches ▶ Includes 1” adjustable legs ▶ Fits easily on a countertop or table ▶ Weight: 73 lbs.; Height: 23-3/8”; Depth: 20-1/8”; Width 22-1/2” ▶ One-year parts warranty

Cres Cor

www.crescorsport.com

Pest Control

Product: Earth-Friendly Products Features: ▶ For nearly half a century, EFP has created sustainable cleaning products ▶ Formulated with ingredients that are safer for people and the planet ▶ From laundry soap to glass and counter cleaners, EFP has everything your club needs ▶ A natural clean at a price you can afford

Product: Terminix Commercial Features: ▶ Mosquito Control Customized, mosquito treatment that goes beyond conventional barriers and repellents to quickly kill mosquitoes and larvae ▶ Bird Control - Our specialized birdcontrol experts create customized solutions to limit bird activity and the organic matter they leave behind ▶ Wildlife Exclusion – Exclusion solutions tailored for your specific business needs to help keep wildlife out

Fore Supply Co.

Terminix Commercial

Sustainable, Green Cleaning

800-543-5430 www.foresupply.com 76

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877-TERMINIX www.terminix.com/commercial

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November 2021

www.clubandresortbusiness.com

MEMBERS ARE LOVING

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• Imagine the delight of your golfers when they stop at the 9th and get a slice of amazing wood-fired pizza... on the golf course.

• Catering outdoors at the latest party, event or wedding with our unique Wood-Fired Pizza Oven is always a major hit with members.

• All your Members, mature and young alike will love your new Outdoor Wood-Fired Pizza service.

• Portable, authentic wood-fired 900 degree ovens, built to last, proven and Professional Chefs love our ovens!

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PRODUCT SHOWCASE

T����� + C����� Meeting Mobility

Product: AXIS Meeting Table Features: ▶ Flexible table that delivers the right functionality for the right purpose ▶ Offers mobility, versatility, and seamless nesting for meetings, training environments, conference centers, and more. ▶ Flip-top design ▶ Designed to nest ▶ Dual-sided latch system ▶ Integrated modesty panel provides a clean and sleek finish ▶ Locking casters provides stability and a secure footprint ▶ Power availability ensures seamless connectivity

Southern Aluminum

Park It Here

Product: Park Avenue Stacking Wood Chair Features: ▶ Stacks 10 chairs high ▶ Unmatched 20-year warranty ▶ Custom-made in the USA ▶ Available with or without arms ▶ Sustainable solid hardwood frame ▶ Eustis Joint construction for added durability

Eustis Chair

www.eustischair.com

www.southernaluminum.com

T��������� Reservations for All

Product: FlxRez Reservation System Features: ▶ Reservation systems for all areas of the club ▶ Aquatics/pool ▶ Fitness centers ▶ Driving ranges ▶ Golf simulators ▶ Spas and barber shops ▶ Tennis, pickleball, handball, bocce, etc ▶ Gyms and basketball ▶ Trap and skeet ranges ▶ Electronic scorecards (mobile app) ▶ and more

ForeTees

www.foretees.com

The End of Radios

Product: Relay+ Features: ▶ Connects over WiFi and cellular network for seamless coverage across your course ▶ Eliminates the need for repeaters ▶ Relay survives anything from drops in water to drops on concrete ▶ Small, lightweight—no protruding, breakable parts like antennas ▶ Fewer repairs and replacements translates into more savings ▶ Talk in groups or in 1:1 private conversations ▶ Create unlimited channels ▶ Wired- and Bluetooth headset-capable ▶ Use the Relay dashboard to track, manage and even communicate with your team

Relay

www.relaygo.com

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PRODUCT SHOWCASE

K������ E�������� Make It a Double

Product: 2by2 Specialty Ice Machine Features: ▶ 2by2 cubes are perfect for chilling and minimal dilution for cocktails or straight spirits ▶ Produces dramatic 1.9” x 1.9”x 2.3”- square ice cubes ▶ Ice is also a garnish-elevating cocktail presentation ▶ Increase your revenue per drink served ▶ Small footprint easily fits under a bar ▶ Up to 50 lbs. of ice production per 24 hours ▶ Built-in storage bin with 22-lb. capacity ▶ Durable stainless-steel exterior with easy-to-remove-and-clean air filter

Hoshizaki

www.hoshizaki.com

Golden Griddle

Product: Legend Heavy-Duty Deluxe Griddle Features: ▶ 30,000-BTU/hr. burners every 12” ▶ One snap-action thermostat for every burner ▶ Automatic pilot ignition with 100% safety valve ▶ Larger 4 1/2-quart grease drawer with baffle ▶ A full 24”-deep cooking surface ▶ 1”-thick, 24”-deep polished cook surface ▶ 4” back splash and tapered side splashes ▶ 3 1/4”-wide grease trough ▶ Stainless-steel front and sides with 4” (102mm) legs

Montague Company

www.montaguecompany.com

Tea, Please

Product: Iced Tea Brewers and Dispensers Features: ▶ Clubs can satisfy the increasing demand for self-serve beverages as dining services continue to open up ▶ Available in a wide variety of G4 and G3 digital technology models for ultimate programming flexibility ▶ Operators can choose from low-profile and sweet-tea brewers to combo brewers and more, each designed to fit effortlessly in any operation ▶ Sleek design and stainless-steel construction ▶ Each Curtis iced-tea dispenser is NSF® Certified and built to withstand rigorous foodservice environments ▶ TCN Narrow Tea Dispensers offer a small footprint perfect for operations with limited counter space ▶ The TCO tea dispenser is available in a variety of sizes and its oval design has no sharp edges or corners ▶ Touchless dispensing adapters allow for a hands-free, 100% contactless beverage dispensing experience

Fast Freeze

Product: Ice Cream Hardening Freezer Features: Model ICH-1D ▶ Two-half-door top and bottom freezer unit with fast pulldown temperatures ▶ Ensures optimal product quality for hardening ice cream, gelato, and other foodservice products ▶ Capable of operating at -25°F to -15 °F ▶ User-friendly with a stay-open door feature for easy product loading ▶ A magnetic door switch activates the interior LED light ▶ Stainless-steel exterior and aluminum interior ▶ Will hold 16 3-gallon tubs or 24 2.5-gallon tubs

Carpigiani

www.carpigiani.com

T�������

Satin Dining

Product: Satin Band Damask HD Features: ▶ Elegant Damask napkins and tablecloths ▶ HD (high-definition) pattern with bold, distinct color effect and high contrast ▶ Available in a range of colors and standard sizes ▶ Easy-care 100% polyester ▶ Wrinkles little to none when handled properly ▶ Spun/filament fabric for soft, cotton-like feel ▶ Soil-release finish ▶ Excellent color retention ▶ Lock-stitched hems

Hunt Textiles

www.hunttextiles.com

Curtis

www.wilburcurtis.com www.clubandresortbusiness.com

November 2021

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PRODUCT SHOWCASE

Tents + Umbrellas

California Cool

Product: 8.5-ft Pagoda Umbrella with Sunflower Yellow Sunbrella Fabric Features: ▶ Commercially rated aluminum two-piece pole (2mm pole wall thickness) ▶ Reinforced fiberglass ribs (9.7mm diameter) ▶ Push-open system with stainless-steel pin stopper ▶ Sunbrella Sunflower yellow fabric ▶ Aluminum hubs and finial cap

Pro Shop

Super-Light Carry

Product: SL1 Golf Bag Features: ▶ Superleggera “super light” weighing only 57 ozs. ▶ Water- and stain-resistant with sealed zippers ▶ Attachable matching rain hood ▶ STITCH signature single divider fits 14 clubs ▶ Personalize your SL1 by adding your initials with our Signature Ingot (1.5” x 1.5”) ▶ Gunmetal hardware and finishes ▶ Wider feet for added stability ▶ New comfort strap ▶ Tonal legs and bottom ▶ Durable pocket configuration ▶ Four new colors: blue, black, white and gray

STITCH Golf

www.stitchgolf.com

Apex Predator

Product: Ocean Master Max Nautical Teak Features: ▶ Uniquely reinforced mast sports an aluminum spine, adding strength ▶ Mast also affords the integration of an internal telescoping crank-lift system ▶ Crank assists with an easy open, while the telescoping elements allow for unobstructed closure over the furniture below ▶ Responsibly harvested teak of the highest grade will gracefully develop a gray patina over the long life of the product ▶ Expertly cured, the teak sourced for each umbrella has necessary natural oils locked in, to protect from dry rot and splintering ▶ The natural teak used throughout the hubs, ribs and struts marries with polished metal elements, adding elegance and a nod to our aluminum roots

Product: Apex UW Features: ▶ Jailbreak A.I. Velocity Blades are engineered to increase vertical stiffness near the sole of the club, creating more speed low on the face, where players often mishit their hybrids ▶ These blades allow the Face Cup to flex on the crown, for better spin rate consistency ▶ The bars are spread to enhance torsional stiffness, leading to more forgiveness all across the face ▶ Every loft is uniquely designed using advanced A.I. ▶ This proven ball-speed technology puts an even greater emphasis on center and off-center ball speeds ▶ The A.I. face is forged using a high-strength C300 Maraging Steel, for speed and spin consistency across the face ▶ The Apex UW lineup averages 18 grams of MIM’D Tungsten Weighting per club ▶ Center of Gravity is precisely positioned in a neutral location for an exceptional combination of high launch, steeper landing angles, consistent spin characteristics and reduced draw bias ▶ With 17% tighter downrange dispersion, these utility woods promote impressive accuracy into the fairway or green

TUUCI

Callaway

March Products Inc.

909-622-4800 • Sales@marchproducts.com www.marchproducts.com

Shade the Rays

www.tuuci.com

80

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PRODUCT SHOWCASE

F��� + B������� Great Balls of Butter

Down-Under Delight

Product: W.Black Australian Wagyu Features: ▶ The natural Wagyu earthy-caramel sweetness shines through.

A silky texture, rich in good fats, Omega 3 and Oleic acid.

The white grain-based diet allows the unique flavor profile to shine ▶ Independently graded using the AUS-MEAT Australian grading system that provides rigorous independent grading.

Customers can be confident in the consistency and integrity that W.Black delivers every time ▶ Utilizing a unrivaled lineage of full-blood Wagyu Sires.

Genetics are DNA-tested for marbling, eye-muscle area and growth rate, to deliver superior Wagyu cattle ▶ Only the finest cattle are chosen. Twelve months spent roaming on natural pastures, before a 400-day bespoke Japanese white-grain diet

Product: Premium Butter Balls Features: ▶ Market leader in premium shaped butters ▶ Made with smooth, creamy European-style butter ▶ These shapes have been a hallmark of the fine-dining experience for decades ▶ Ideal for weddings, special events, or your daily menu ▶ Your members will know that you have thought of everything when you serve these extraordinarily shaped butters

Butterball® Farms Butter www.butterballfarms.com

W.Black Australian Wagyu 256.749.3987 www.wblack.com.au

Frozen Favorite

Creamy Creation

Product: Chocolate Mousse Mix Features: ▶ A dry mix containing Dutch process cocoa and other flavorings ▶ Yields a smooth creamy mousse with an appealing chocolate flavor ▶ Kosher ▶ Made in the USA ▶ Prepared product must be kept refrigerated or frozen ▶ Shelf Life—12 months.

Prepared Product: 4-7 days, refrigerated ▶ Ingredients—sugar, cocoa powder (processed with alkali), sodium alginate, calcium lactate gluconate, sodium phosphates, dextrin, salt, and vanillin

Product: Frozen Pasta for Foodservice Features: ▶ Pasta now available exclusively for foodservice in a new pre-cooked and frozen form ▶ Meet the challenges of labor shortages and constrained operations ▶ 85% of consumers love or like pasta ▶ Barilla Frozen is ready for action and al dente performance across a variety of cooking platforms and service styles ▶ From microwaves to impingers, catering to ghost kitchens, Barilla Frozen is line-ready and made to perform ▶ Barilla Frozen can flex between to-order service or be held for 30 minutes or longer ▶ Now available through DOT Foods in four cuts: Cellentani/Cavatappi, Rigatoni, Penne and Elbows

Barilla

www.BarillaFS.com/frozen

RC Fine Foods

www.rcfinefoods.com www.clubandresortbusiness.com

November 2021

l Club + Resort Business l 81

PRODUCT SHOWCASE

Member Services + Activities Join the Club

Product: ClubProcure Features: ▶ Program offers clubs 150 ways to save time and money ▶ More than 3,000 clubs nationwide leverage ClubProcure’s strategic relationships with wellknown, national companies to gain tremendous buying power ▶ Pick and choose which offerings work best for your needs ▶ ClubProcure has been servicing the club industry for more than 25 years

ClubProcure

BARILLA

55

BREVILLE

71

CALLAWAY GOLF COMPANY

15

BarillaFS.com www.polyscienceculinary.com

McMahon Group

www.mcmahongroup.com

Statement of Ownership, Management and Circulation of Club + Resort Business Publication Title: Club + Resort Business Publication Number: 1556-13x Date of filing: October 15, 2021 Frequency of issue: Monthly Number of Issues Published Annually: 12 Annual Subscription Price: $75 per year Complete Mailing Address of Known Office of Publication: WTWH Media, LLC, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Contact Person: Bruce Sprague Telephone: (888) 543-2447 Complete Mailing Address of Headquarters or General Business Office of Publisher: WTWH Media, LLC, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Publisher: Tom McIntyre, WTWH Media, LLC, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Editor: Joe Barks, WTWH Media, LLC, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Senior Editor: Rob Thomas, WTWH Media, LLC, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Owner: WTWH Media, LLC, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Scott McCafferty, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Mike Emich, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Marshall Matheson, 1111 Superior Ave. Suite 2600 Cleveland, Ohio 44114 Known Bondholders, Mortgagees, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds,

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303-447-3334 / www.ChefTec.com

Service: McMahon Group Features: ▶ Primary goal is to serve clubs and their leadership by helping to achieve maximum satisfaction for their members ▶ Identify the challenges facing clubs and work with Board members and general managers to develop unique solutions ▶ Understands trends in the club industry and has unparalleled experience in every aspect of club life, including an acute understanding of club politics ▶ Provide objective, unbiased consulting that is essential for achieving club goals ▶ Specializes in integrated consulting solutions ▶ Helps clubs recognize and prioritize issues while building consensus among the members ▶ Club member preferences are revealed and general managers get valuable feedback

Club + Resort Business

23

CHEF TEC

Private Club Consulting

l

2 HEMISHPERES www.2Hemi.com / info@2hemi.com

www.callawaygolf.com

www.clubprocure.com

82

ADVERTISER INDEX

Mortgages, or Other Securities: None Tax Status: Not applicable Publication Title: Club + Resort Business Issue Date for Circulation Data: September, 2021 Net press run: Average, 14,674; last issue, 14,720 Outside County Paid/Requested Mail Subscriptions: Average, 7,465; last issue, 10,482 Total Paid and/or Requested Distribution: Average, 7,465; last issue, 10,482 Nonrequested distribution by mail outside county: Average, 6,975; last issue, 4,038 Nonrequested distribution outside the mail: Average 182, last issue, 177 Total Nonrequested Distribution: Average 7,157, last issue, 4,215 Total Distribution: Average, 14,622; last issue, 14,697 Copies not Distributed: Average, 52; last issue, 23 Total: Average, 14,647; last issue, 14,720 Percent Paid and/or Requested Circulation: Average, 51.1%; last issue, 71.3% ELECTRONIC COPY CIRCULATION Requested and Paid Electronic Copies: None Total Requested and Paid Print Copies (15c) + Requested/Paid Electronic copies (16a): n/a Total Requested Copy distribution (15f) + Requested/Paid Electronic copies (16a): n/a Percent Paid and/or Requested Circulation (Both print & electronic copies) (16b divided by 16c x10 ) n/a

3

CLUBPROCURE

800-363-5480 / www.clubprocure.com

CRES COR

17

ETHOS CLUB & LEISURE

31

www.crescor.com 972-341-8133 / www.ethosclubandleisure.com

EUSTIS CHAIR

39

EZ SUITE

21

FIRE WITHIN

77

“FORE” SUPPLY CO.

41

FORETEES

11

FOREVER OCEANS foreveroceans.com/samples

64-65

978-827-3103 / sales@eustischair.com www.business.golfnow.com 888-240-9758 / www.firewithin.com 800-543-5430 / www.ForeSupply.com sales@foretees.com / www.foretees.com

GENERAL MILLS

51

GLOBAL NORTHSTAR www.globalnorthstar.com

83

MINOR’S FOODSERVICE

67

THE MONTAGUE COMPANY

84

STUDIO JBD & JEFFERSON GROUP ARCHITECTURE

37

www.generalmillscf.com/k12

www.minorsfoodservice.com

800-345-1830 • montaguecompany.com

401-721-0977 / Pcafaro@JBDandJGA.com

SUTHERLAND FURNITURE

2

YAMAHA

7

www.sutherlandandfurniture.com 866-747-4027 / YamahaGolfCar.com

I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties).

Pat Curran, Digital Media Manager

www.clubandresortbusiness.com

TOUCH ARROWS

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COOK. COOL. GAS. ELECTRIC. THE FUTURE CONTINUES TO UNFOLD FOR ONE INNOVATIVE FOODSERVICE MANUFACTURER.

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