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Watch Your Language: The Words That Cost Private Clubs Their Best Employees

The-Words-That-Cost-You-Your-Best-Employees

In hospitality, we spend a great deal of time training our teams to speak with members and guests. We coach tone, refine phrasing, and focus on delivering the right experience.

There is another conversation happening every day that deserves the same attention.

It is how leaders speak to their teams.

The language used internally can shape culture faster than any training program. It determines whether employees feel respected and supported or start looking elsewhere.

Today, they are looking.

According to Gallup, 51 percent of U.S. employees are actively looking for a new job. In hospitality, turnover rates often range between 70 – 80 percent and annually.

Retention is not just about pay or benefits. It is about daily experience. That experience is shaped by leadership.

The Language Leaders Miss
Most leaders are not trying to frustrate their teams. They are focused on standards, efficiency and results.

Intent does not always match impact. Over time, patterns in language send clear messages:

  • You are on your own.
  • Your input is not valued.
  • Your growth is not a priority.

Once that message is felt, disengagement follows.

What Leaders Should Keep in Mind
Strong leaders do not just focus on what needs to be done. They are equally aware of how their words are received and if they are understood.

They understand that language is not simply communication. It is leadership in action.

Effective leaders are intentional about communicating TRUST:

Tone: The same message can build confidence or create tension. Tone determines which one it becomes.
Respect: Every interaction should reinforce that the individual matters, not just the outcome.
Unambiguity: Clear expectations eliminate frustration. Vague direction creates it.
Steadiness: Unpredictable communication erodes trust. Steadiness builds it.
Thoughtfulness: Rushed or dismissive language signals that people are not a priority. Thoughtful communication signals that they are.

Why It Matters
Leadership behavior remains one of the primary reasons employees leave. People stay where they feel valued. They leave where they feel dismissed. Language is one of the clearest signals of that difference.

Every interaction matters. How you correct, respond, and guide matters. Over time, those moments define the experience of working with you.

A Leadership Reminder
Simon Sinek said, “Leadership is not about being in charge. It is about taking care of those in your charge.”

That care is demonstrated in everyday conversations.

If we expect our teams to be intentional in how they speak to members, leaders must hold themselves to that same standard. The language used every day shapes how people experience the workplace and whether they choose to stay. In an environment where retention depends on trust and respect, the most effective leaders understand that their words carry weight and that it is their responsibility to “Watch Your Language.”

THE BOARDROOM Magazine – May 2026

Michelle A. Riklan, ACRW, CPRW, CEIC, CJSS is a Career Strategist, Search & Consulting Executive at KOPPLIN KUEBLER & WALLACE (KK&W). KK&W is the leading executive search and consulting firm in the private club industry. Michelle can be reached at 833-KKW-HIRE (559-4473) ext. 717 and at michelle@kkandw.com.

Watch Your Language: The Words That Cost Private Clubs Their Best Employees2026-05-19T21:15:47+00:00

How Heavily Does Atmosphere Affect Diner Satisfaction?

How-Heavily-Does-Atmosphere-Affect-Diner-Satisfaction

What if our satisfaction with food quality is influenced by factors like atmosphere, noise level, dress code, and technology? Just as families have different preferences when choosing a restaurant, club members do, too. Around the dinner table, perceptions of quality—and even appetite—can vary from person to person. My dad used to say, “Can I just eat in peace?” whenever things got too noisy at dinner.

Successful organizations understand their customers and their preferences. Chefs recognize that consistency and popular menu items foster loyalty. The pandemic affected ingredient costs, staffing levels, and safety protocols through technology. Although conditions won’t return to how they were, some strategic changes have been overly drastic.

Society’s casual attitude began forming as early as 2000 for us at the Ritz. At a lobby table, an elderly couple in seersucker sat across from a young tech entrepreneur in a hoodie, while others entered wearing hip-hop-inspired baggy jeans and glittery sneakers. The shift in our restaurant was evident even then. Despite attempts to enforce dress codes, once seated, guests revealed their preferences and personalities.

Most club memberships average between 55 and 65 years old, spanning three-plus generations. Many are Baby Boomers, who hold the greatest wealth among members. Baby Boomers have voiced strong concerns over new restaurant practices like QR code menus and digital wine lists. When QR code menus swept through restaurants during the pandemic, the logic made sense: physical menus were a contact risk, smartphones were universal, and going digital seemed like a clean solution. Safety and comfort were priorities. Yet two-thirds of consumers aged 60-plus are uncomfortable using technology, according to industry surveys. The surprise today is how broadly that feeling has spread.

In 2024, even tech-savvy Gen Z showed a strong preference for tangible menus, with around 90% favoring print. Club locations such as pools or golf areas that are fully digital are now facing a member engagement problem. While staffing and service delivery times have improved with technology, not all members are happy navigating another device.

With technology comes digital devices such as TVs and other noise-producing elements in dining rooms. Walk into almost any trendy, remodeled club today, and the first thing you notice isn’t the smell of food—it’s the noise level. Hard floors, open ceilings, exposed brick, and display kitchens pushed into the center of dining rooms have turned dinner into something that can genuinely strain your hearing. Long gone are the sound-buffering elements of carpet, drapes, cloth-stuffed chairs, and the classic ’70s drop ceilings. Last week, I was in Florida at a beautifully designed new space, yet the GM mentioned they needed to add sound baffling.

While a higher noise level may feel more current and exciting for some members, it is more than an annoyance—it is a genuine barrier. I remember eating with my dad when he got his first set of hearing aids; he was so distracted in hard-surfaced spaces. The World Health Organization estimates that 60% of adults aged 60 and older will experience moderate or greater age-related hearing loss. If a member is distracted, how can they emotionally engage with the waiter’s description, fellow diners, or the comfort of the dining space?

Studies by dining guide Zagat reveal that noise levels are the top complaint among diners, ranking ahead of bad food, slow service, and high prices as the factor most likely to ruin a meal. Dress code violations are never as offensive as someone at the next table speaking loudly or having a cell phone conversation.

Boomers—my age group—are the least comfortable generation when it comes to restaurant technology and are the most skeptical about the use of AI. According to DoorDash’s 2025 Trends Report, only 34–40% of boomers are comfortable with AI recommendations, compared to much higher percentages among younger generations.

Millennials and Gen Z are more inclined to embrace digital tools for dining, loyalty programs, and real-time promotions, while boomers and Gen X prefer a more traditional approach mixed with modern conveniences. The frustration isn’t simply about not understanding technology—it’s about what gets lost when screens replace staff. Nearly 90% of survey respondents said their main reason for eating out was to spend time with family and friends, and a dining room full of people staring at phone screens or tablet kiosks works directly against that purpose.

Many clubs that initially adopted digital menus have returned to physical menus or now use a combination of both, especially in casual settings like pools or grab-and-go areas. Most members continue to favor a traditional, human-centered dining experience. Member interactions are also the primary reason employees remain at a particular club, making these connections valuable for everyone involved. As a relationship-oriented species, humans communicate a great deal through nonverbal cues.

As a Baby Boomer, I once thought getting older meant simply wanting more silence—until I read that in 2023, SoundPrint found that over half of dining spaces were so loud that it was difficult to have a conversation. These are not niche complaints from a resistant audience; they represent the dominant feedback shaping how the industry is adjusting heading into 2026. Designers of restaurant spaces need to create more zone-based environments because society isn’t going to start speaking more quietly.

Club + Resort Chef – May 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

How Heavily Does Atmosphere Affect Diner Satisfaction?2026-05-06T21:34:19+00:00

Becoming an Employer of Choice

Becoming-an-Employer-of-Choice-Private-Clubs

Strong employee relations are essential to organizational health, forming the foundation of successful clubs. Team members are the ones who build the processes, develop the strategies and execute the initiatives. While members are tremendously important in the private club model, the employees bring the member experience to life while sustaining the club’s facilities and amenities. They shape the culture, deliver the service and uphold the standards that define the club’s brand and reputation. When employees are engaged, aligned and supported, their energy and pride radiate throughout the organization, creating an environment where members feel valued and connected.

One of the most critical and often overlooked aspects of private clubs is their employer brand and reputation. This reputation is not the reason a prospective member should join the club, it is the reason the best chef in the state should want to work for the club. An employer brand profoundly impacts an organization’s ability to attract, motivate and keep talented employees.

Human Capital
Every private club aspires to be the club of choice for members and prospective members, standing out within its competitive set and region. Yet, how many clubs focus the same energy and resources on being an employer of choice? Capital is often spent distinguishing the member experience, but the investment in recruiting, developing and keeping the club’s most significant asset, human capital, is frequently insufficient.

For private clubs, prioritizing staff is non-negotiable. Charles Johnson, executive manager/CEO at the Detroit Athletic Club, understands well the importance of being an employer of choice in the region. “It requires constant attention and intention, and in today’s competitive landscape, perhaps more time and resources than ever before. There is no silver bullet solution, so being an employer of choice requires a wide variety of strategies,” he says.

Perception
Becoming an employer of choice begins with your current staff’s perception of your organization:

  • Do they enjoy working at your club?
  • Do they feel valued and appreciated?
  • Do job seekers in the community aspire to work at your club?
  • Do employees speak highly of their job and employer?

Addressing these questions honestly is the first step in elevating your employer brand. When workers enjoy their jobs, are proud to be employees and speak highly of your club, they tell others. Not only does this provide positive word-of-mouth marketing in your area, it also leads to higher employee satisfaction, reduced turnover and an enhanced ability to deliver consistent member experiences.

Core Principles
Clubs that are recognized as great places to work often embody characteristics that align with the “Six Cs”:

  1. Culture. One culture everyone believes in.
  2. Communication. Open, clear, and concise in every direction.
  3. Clarity. There is no doubt about who you are as an organization and where you want to go.
  4. Collegiality. Sincere interest in one another on the team.
  5. Cultivation. Be a teaching organization and develop growth plans for your teammates.
  6. Challenge. Inspire your team to grow by setting meaningful and achievable challenges.

These core principles set the foundation for becoming an employer of choice. Once they are in place, secondary building blocks such as competitive pay, benefits, and work-life balance become more impactful.

For The Oaks Club in Osprey, Fla., becoming an employer of choice has been a four-year strategic priority designed to ensure the club consistently attracts and retains top-quality management and staff who deliver exceptional member experiences. This goal has been achieved by focusing on competitive compensation and benefits, robust training and career development, a positive and supportive workplace culture, and meaningful employee programs and incentives.

Holly Farrell, general manager/COO of The Oaks Club, says, “The club took significant steps to strengthen its position as an employer of choice by increasing its investment in employee benefits. The club now pays 100% health, dental, and vision insurance premiums for all full-time employees, which was a major strategic decision to support retention and well-being. Additionally, we established an employee emergency council to provide financial assistance to employees facing unexpected hardships such as weather-related or personal emergencies.”

In 2026, the club will continue to prioritize employee recognition, professional development and work-life balance, as the effort has been well worth it. The club is currently 97% staffed with exceptionally low turnover rates. Participation in staff meetings, events, and training sessions, many of which are voluntary, remains high, which reflects strong employee engagement.

“The most telling measure of success comes directly from our employees: when asked, they consistently express pride in working at The Oaks Club and have an appreciation for the culture and leadership that make it such a special place to work,” explains Farrell.

Key Challenges to Becoming an Employer of Choice
A significant challenge with today’s workforce is the generational dynamics and differing values of the multiple generations working together. Baby boomers, generation X, and millennials each approach work and life differently:

  • Boomers value company loyalty and commitment.
  • Gen Xers prioritize loyalty to people over companies.
  • Millennials are loyal to visions, causes, or purposes.

While these different priorities may seem complex, the good news is that when the Six Cs are implemented effectively, they resonate across generational lines.

Technology has amplified the voice of employees through platforms like Glassdoor, Facebook, and LinkedIn. A positive workplace culture can enhance your online reputation, while negative reviews and comments can be detrimental. Staying ahead requires proactive engagement, reputation management and a constant focus on the culture of the organization.

A lack of board and member understanding can be a significant challenge. Everyone at the club must recognize and prioritize the employee experience because it affects the culture of the club and, ultimately, the member experience. Creating a workplace where employees feel valued and inspired isn’t solely the responsibility of management. It requires shared commitment of the board, members, and leadership alike. When all stakeholders recognize that the employee experience directly influences the member experience, the culture of the club strengthens from within. Boards/memberships that prioritize investing in employees and ensure members are respectful and appreciative build an environment where people are proud to work. Ultimately, becoming an employer of choice is a collective effort. One that depends on everyone understanding that the club’s greatest asset is its people.

Colin O’Hanlon, COO of Martis Camp Club, confirms his club’s employer of choice status is a collaborative effort. “Our membership recognizes that our ambassadors are the heart of the club, and it is their passion and professionalism that define the member experience our community enjoys,” he says. “Operating in a remote, seasonal resort town presents real challenges in attracting and retaining top talent, which makes our culture all the more important. We know that being an employer of choice begins with creating an environment where people feel seen, supported, and inspired. Through leadership development, meaningful recognition programs, and a culture that fosters collaboration and belonging, we’ve helped our team thrive, and in turn, elevated the member experience.”

Steps to Becoming an Employer of Choice

  1. Workplace Culture
    ‹ Foster an inclusive, respectful and collaborative environment for all. Hold members accountable for the code of conduct and do not tolerate violations.
    ‹ Celebrate team achievements and provide regular feedback.
    ‹ Encourage employees to contribute ideas and solutions.
  2. Competitive Compensation and Benefits
    ‹ Benchmark compensation annually against industry standards.
    ‹ Offer innovative benefits, including wellness programs and flexible schedules.
    ‹ Create transparent career advancement pathways.
  3. Leadership and Management Excellence
    ‹ Train managers to be empathetic and effective leaders.
    ‹ Conduct regular performance and engagement surveys.
    ‹ Prioritize employee well-being in decision-making.
  4. Professional Development
    ‹ Personalize career development plans for each employee.
    ‹ Invest in industry certifications and ongoing education for employees of all levels.
    ‹ Build internal leadership development programs.
  5. Employer Branding and Recruitment
    ‹ Showcase the club’s values and culture through marketing. Invest in photos and videos and share them with your membership as well.
    ‹ Leverage social media to highlight employee success stories and share why your club is a great place to work.
    ‹ Streamline recruitment processes to enhance the candidate experience.
  6. Diversity, Equity and Inclusion (DEI)
    ‹ Implement comprehensive DEI training programs.
    ‹ Ensure hiring practices are equitable and inclusive.
    ‹ Celebrate cultural diversity through events and initiatives.
  7. Engagement and Feedback
    ‹ Conduct regular employee satisfaction surveys.
    ‹ Act on feedback to address concerns promptly and improve operations.
    ‹ Recognize team contributions consistently and meaningfully.
  8. Measuring Success and Key Performance Indicators
    ‹ Employee satisfaction scores.
    ‹ Retention and turnover rates.
    ‹ Time-to-hire metrics.
    ‹ Positive reviews on online platforms like Glassdoor.
    ‹ Net Promoter Score.

The Journey
Becoming an employer of choice is not an overnight achievement but a purposeful journey that requires strategy, commitment, and care. Detroit Athletic Club’s Johnson adds, “I believe one of the most important things towards being an employer of choice is cultivating a culture and understanding of being a mission-driven organization. The ability to communicate and connect every employee, at every level, that the work they do is meaningful and important to a greater cause, is both difficult and necessary.”

By prioritizing the growth and well-being of employees, and recognizing that this responsibility is shared among members, boards, and leaders alike, private clubs can cultivate workplaces where employees truly thrive with a sense of purpose and belonging. Achieving employer-of-choice status requires intentional leadership. Leaders who model empathy, communicate a clear mission, and build trust at every level. When that alignment is reached, clubs don’t just operate effectively, they lead the industry by example.

Club Director – Winter 2026

Richard M. Kopplin, Kurt D. Kuebler and Thomas B. Wallace III are partners at KOPPLIN KEUBLER & WALLACE. Richard can be reached at dick@kkandw.com. Kurt can be reached at kurt@kkandw.com. Tom can be reached at tom@kkandw.com.

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Becoming an Employer of Choice2026-05-05T19:31:29+00:00

Why Employee Spaces Have Become the Most Strategic Capital Investment in Private Clubs

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For decades, capital improvement conversations at private clubs revolved around the same familiar priorities: renovating the grillroom, upgrading the golf course, expanding the fitness center, and modernizing the pool complex. Member-facing amenities dominated the capital plan, while back-of-house facilities and employee spaces were treated as an afterthought, functional at best, forgotten at worst.

Across the club industry, there has been a meaningful shift in thinking, which has led to a quiet revolution in capital planning. Employee spaces (staff break rooms, locker rooms, housing, and wellness areas) have moved from line items reluctantly funded to strategic investments that directly determine whether a club can deliver the member experience it promises.

Clubs that embrace this shift are creating a clear competitive advantage. The clubs that don’t are caught in a costly, exhausting cycle where employees continue to rotate through as though in a revolving door.

The Labor Crisis That Won’t Go Away

Across the field of hospitality, and in private clubs specifically, organizations are fighting a retention crisis unlike anything anyone has ever seen. Back-of-house positions have been among the hardest hit. These are the roles that keep a club’s kitchen, grounds, and service operations running smoothly. High turnover comes at a significant cost when clubs analyze their recruiting, hiring, and training expenses. Additionally, clubs must account for productivity and institutional knowledge that is lost when the employee leaves.

Investments Worth Considering

Employee Housing. What was once primarily a concern for remote destination clubs has now become a nationwide issue. Clubs in resort areas, affluent suburbs, and coastal markets are navigating intensifying difficulties to attract and retain quality staff as local housing costs put homeownership out of reach for many hourly employees.

Progressive clubs are addressing the challenge with creative capital solutions like integrating staff housing into larger facility projects to secure board approval. Boards are increasingly encouraged to view these investments not as charitable gestures, but as essential operational insurance. A club that can house its team is a club that can consistently deliver great service.

Break Rooms and Staff Dining. Employees who eat well, rest adequately, and have a comfortable space to decompress between shifts perform better and experience less burnout. Clubs that have invested in upgraded staff dining with quality food, clean surroundings, and a genuine opportunity to recharge report measurably higher staff morale. The difference between a club providing a well-designed break environment and one with only a folding table in a basement storage room is profound.

Locker Rooms and Personal Space. Private clubs that are serious about retaining talent must attend to back-of-house environments, ensuring employee locker rooms reflect the quality of member spaces. They should be modern, clean, and functional. The employee locker room space serves as a daily reminder to staff that they are valued and respected.

Training and Development Spaces. Continued focus on attracting and retaining top talent with professional development at the heart of that strategy will define the competitive landscape. Opportunities for career development is a great differentiator for talent seeking an investment in their future, rather than only their immediate performance.

Technology and Communication Infrastructure. Modern workforce management, including digital scheduling, transparent communication tools, and streamlined onboarding, require investment in technology. Employees who feel organized, informed, and supported in how they manage information are less likely to burn out or look elsewhere for employers who provide these tools.

Becoming an Employer of Choice

Private clubs now compete not only with one another for talent, but also with every employer in their local markets. At KOPPLIN KUEBLER & WALLACE, our governance education encourages boards to consider an Employer of Choice Committee to act as a strategic partner with management on talent strategy. A shift that would have been unusual just a decade ago.

Becoming an employer of choice is not an overnight achievement but a purposeful journey that requires strategy, commitment, and care. By prioritizing the growth and well-being of employees and recognizing that this responsibility is shared among members, boards, and leaders alike, private clubs can cultivate workplaces where employees truly thrive with a sense of purpose and belonging.

Achieving employer-of-choice status requires intentional leadership. Leaders who model empathy, communicate a clear mission, and build trust at every level. When that alignment is reached, clubs don’t just operate effectively; they lead the industry by example.

Reframing the ROI Conversation

The biggest barrier to investing in employee space has long been the same challenge that slows any back-of-house capital project: visibility. A new dining terrace generates excitement at the annual meeting; a refurbished staff break room does not. Sophisticated boards, however, are learning to reframe the argument, and the numbers are in their favor. Consider a club with $12 million in annual revenue and a service model that relies on 100 hourly employees. If turnover runs at 55 percent, the club must replace 55 employees each year at a serious cost per replacement. Investments in employee spaces, housing assistance, or enhanced work environments that reduce turnover to 35 percent, which means 40 fewer replacements, can generate significant annual savings that could be reallocated to investment in a staff housing unit or a comprehensive employee area renovation that could pay for itself in as little as two years.

What Leading Clubs Are Doing

Across the industry, the most forward-thinking clubs are making employee spaces an integral part of their master planning conversations by:

  • Incorporating employee housing into master plans, treating it with the same architectural intent and strategic consideration as new member amenities.
  • Conducting formal behind-the-scenes audits to evaluate employee spaces with the same rigor applied to member areas and then allocating capital reserves accordingly.
  • Building career development infrastructure such as training areas, certification support, mentorship programs, etc. all of which are supported both physically and operationally.
  • Benchmarking the employee experience alongside the member experience, using retention rates, exit interview data, and satisfaction surveys to guide capital allocation decisions.

The clubs leading this shift are not simply being generous to employees, they are doing it because they see the results. Stable, experienced, and motivated teams consistently deliver the high service levels that keep member satisfaction scores strong, waiting lists long, and dues revenue growing.

Private clubs are entering a period of significant capital divide. Those that have modernized their approach by integrating human capital needs alongside member amenity investments are building a sustainable operational foundation for the future of their club. Those that continue to overlook the employee experience are accumulating a different kind of deferred maintenance: the gradual erosion of institutional knowledge, service consistency, and workforce stability, one employee resignation at a time.

Club Trends – Spring 2026

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Why Employee Spaces Have Become the Most Strategic Capital Investment in Private Clubs2026-05-05T18:47:46+00:00

A Step-by-Step Approach to Employee Surveys

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Part 1 in the April Notable, highlighted insights from Jodie Cunningham of Kopplin, Kuebler & Wallace, who explained the link between engaged employees and stronger club performance—from productivity and retention to member satisfaction. While employee surveys are most effective for measuring employee engagement, she emphasized that it is what the club does with the survey results that matters most.

Effective surveys begin with intention. Before launching a survey, define what you want to learn—whether it’s overall satisfaction, specific workplace insights or general feedback. Clear objectives lead to focused, understandable questions and more reliable data.

From there, building trust is paramount so ensuring survey anonymity is crucial. Employees may be afraid to give open feedback, especially in the first few surveys, Cunningham warned. How you use the survey results will significantly influence future participation.

Next, consider accessibility and inclusivity of the survey. Offer it in multiple languages to ensure everyone can comfortably participate. Following
up on the survey is then the most important step. Sharing results, particularly at the department level, demonstrates transparency and reinforces that feedback is being heard.

Before launching a survey, Cunningham recommends asking the following questions:

› Are we ready? Do we have buy-in to support the survey? Are we willing to learn from the data and make changes?

› What is the survey timeline? Is the timing suitable (not during holidays, reviews or busy work periods)? Have we set clear start and end dates for the survey and determined when the data will be released?

› How will we communicate about the survey? Have we proactively told employees the survey is coming and that we value their input? Have we explained how we will use their feedback?

Then comes the most important step—action. Be sure to thank employees for participating in the survey and celebrate what is working, rather than focusing only on what isn’t. Address areas of concern and be clear about where changes will and will not be made. Communicate what you are doing and what you are taking action on to build credibility and momentum.

To turn employee insights into action, Cunningham recommends a simple 1-3-5 approach: turn one challenge from the findings into a goal, create three strategies you will use to achieve that goal and identify five tactics for success. Use AI to analyze the findings, uncover key themes and develop action plans. Include employees in the planning and communicate your actions.

“Don’t let the process overwhelm you. Start somewhere by conducting a survey, communicating the results and acting on at least some of the results. People want to know you are doing something with the feedback,” she concluded.

Notable – May 2026

Jodie J. Cunningham, SPHR, SHRM-SCP is a HR/Talent Strategist, Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE. She can be reached via email: jodie@kkandw.com.

A Step-by-Step Approach to Employee Surveys2026-05-05T17:41:04+00:00

Private Club Search & Consulting Executive – William E. (Bill) Langley, CCM, CCE, CMAA Fellow

KOPPLIN KUEBLER & WALLACE continues to methodically add the brightest and most accomplished industry executive talent to their team to better serve their Clients and Industry Leaders. The firm is proud to welcome William E. (Bill) Langley, CCM, CCE, CMAA Fellow as a Search & Consulting Executive, KK&W and Senior Advisor, PCGA.

Bill brings more than four decades of distinguished leadership in private club and community management, with a career defined by operational excellence, strategic vision, and transformative capital development. He has led more than $500 million in capital planning and development across premier club and residential communities throughout the southern United States.

Most recently, Bill served as Chief Operating Officer and General Manager of The Club at Quail Ridge in Palm Beach County, Florida. During his tenure, he led a comprehensive $70 million transformation of the club and community, including the development of a new clubhouse, racquet sports complex, expanded fitness and lifestyle facilities, and the reimagination of 36 holes of championship golf. In addition, he oversaw governance and operations for the property owners association, multiple condominium associations, and in-house real estate operations serving nearly 1,000 residences.

Earlier in his career, Bill served as Vice President of Clubs for The Woodlands Development Company in Texas, where he led the creation and management of premier private club communities including Carlton Woods and Carlton Woods Creekside, featuring courses by Jack Nicklaus and Tom Fazio, as well as oversight of The Woodlands Country Club’s 99 holes of golf and four clubhouses.

Langley-William

He also served as Managing Director of The Lodge at Sea Island, guiding the property to Five-Star and Five-Diamond distinction in its first year, and as Chief Operating Officer and General Manager of Colleton River Club, where he helped guide the transition to member ownership and expansion of the community.

Bill is widely respected for his ability to align boards, leadership teams, and members around a shared vision, as well as his deep expertise in capital project execution, governance, and long-range planning. A Certified Club Manager (CCM) and Certified Chief Executive (CCE), he was named a CMAA Fellow in 2024—one of the highest distinctions in the profession—and has served extensively on national and state boards and committees within the Club Management Association of America and the National Club Association.

“Bill Langley represents the very best of leadership in our industry,” said Thomas B. Wallace III, CCM, CCE, ECM, Partner. “His career reflects a rare combination of large-scale development expertise, operational discipline, and the ability to lead complex club and community environments with clarity and purpose. Bill has consistently delivered transformative results while maintaining a deep commitment to member experience and team development. His perspective will be an invaluable asset to our clients and to the future leaders we are helping to identify and develop.”

Reflecting on his new role, Bill shared:

“I’m honored to join KK&W and contribute to a firm that has such a strong reputation for integrity, leadership, and impact within the private club industry. Throughout my career, I’ve been passionate about building great teams, executing long-term vision, and enhancing the overall club and community experience. I look forward to working with clients and candidates to help shape the next generation of leadership and continue advancing excellence across the industry.”

Bill is a CMAA Fellow and longtime contributor to the Club Management Association of America, having served on the National Board as well as multiple state boards and over 20 national committees. He is also actively engaged in mentoring emerging leaders within the industry.

He can be contacted at: bill@kkandw.com. Please join us in welcoming William E. (Bill) Langley, CCM, CCE, CMAA Fellow to the KOPPLIN KUEBLER & WALLACE team.

About KOPPLIN KUEBLER & WALLACE
People Focused & Quality Driven. We are an experienced and award-winning search and consulting firm, specializing in the private club industry. We are committed to the success of our clients, the professionals that we place, and the industry as a whole. We improve the well-being of our clients, advance the careers of our candidates, and have fun every day. www.kkandw.com

Private Club Search & Consulting Executive – William E. (Bill) Langley, CCM, CCE, CMAA Fellow2026-05-04T15:33:43+00:00
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