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Caution!! Nominating Committee at Work! Your Club’s Future is in Their Hands

Have you ever thought about which committee in your club has the most power and influence? The answer may surprise you, but I truly believe it is the small group of individuals whose only function is to select the slate of nominees destined to become the future leaders of the club. Usually this is an “ad-hoc” committee, appointed once a year with the singular objective of presenting appropriate candidates for election to the board.

The composition of this committee will vary widely from club to club, but I would suggest there is a logical formula in appointing members to this ad-hoc group. Begin with the chairperson, whose support in the club should run wide and deep. He or she should command the respect of the board and will be viewed as a methodical and rational decision maker. Often this individual is a past president or past committee chairperson familiar with the dynamics of the board and management team. Once selected, the nominating committee chairperson should carefully select some “solid club citizens” to assist in the nominating process. Club members who have led the men’s golf committee or lady’s golf association are logical choices. Other viable candidates would include previous club presidents or committee members. Three to five members is the ideal size.

Everyone who belongs to a private club has heard the lament, “We can’t find anyone who wants to run for the board.” This common refrain is understandable with the seemingly endless demands on everyone’s time and the notorious reputation some club boards have earned of conducting lengthy and unfocused meetings. While some members will also decline service because of what they perceive is a liability issue, appropriate directors and officers liability insurance should mitigate any concern regarding litigation.

In working with private club boards, I always ask how much input is given to the nominating committee from the general manager and other department heads. Usually the response is “very little.” A lamentable and unfortunate fact that should be changed. The club general manager and department heads have years of experience in working with a variety of club members. They will know which members could potentially contribute their talents and time in a productive manner, without pursuing hidden agendas. Often vocal and “single issue” candidates will persistently lobby a nominating committee and are often successful in their election to the board because objective and legitimate candidates are not surfaced by the committee. The likelihood of this happening decreases significantly if the key managers in the club are allowed to provide the committee with their views and recommendations.

Some club presidents have expressed concern about their general manager “manipulating” the political process of the club by suggesting candidates to the nominating committee. Baloney! The general manager of a private club works in a very political environment and should have every opportunity to participate in the direction of the club and that direction is determined by the quality of candidates elected to the board. Too often a club manager struggles to satisfy the demands of a board member whose single-issue agenda is divisive for the entire board and can seriously jeopardize the progress of the club. The solution is to carefully review the nominating process in your club and select a chairperson and committee members whose qualifications will be above reproach. The future of your club is in their hands! This much I know for sure.

THE BOARDROOM MAGAZINE – May/June 2025

“This Much I Know for Sure” is a regular feature in BoardRoom magazine. Dick shares some of his reflections based on his 50-plus years of working in the private club business.

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Caution!! Nominating Committee at Work! Your Club’s Future is in Their Handswebmaster2025-08-15T22:36:40+00:00

The Three Biggest Myths About Private Club Governance

A club president recently asked me about common practices I observe on my club visits that I would correct if I had the power. I told him about three typical behaviors I call the “myths of good club governance.”

The first is that the board needs to have an “executive session” at the end of every board meeting without the general manager. A bad practice, a terrible idea and unsustainable in the long run if the club wants professional management.

Either the board believes it has a trusted partner in club management or it doesn’t. You can’t be half-pregnant on this issue. Having a portion of each board meeting without the general manager/COO signals to everyone in the club that there is a need for some “secret discussion” without the key paid leader present. There can be no good end to that story.

Most capable general managers/COOs will begin to update their resumes if that practice ensues in their clubs, and with good reason. Why would someone want to work in an environment where there is less than full trust on the part of the board? The private club is filled with “he said, she said gossip.” This practice feeds the rumor mill and provides fodder to the “mischief makers” to undermine the general manager/COO. Bad practice: Get rid of it.

The second is that there should be multiple candidates for a set number of open board positions. The days of “popularity contests” should be over in private clubs, and nominating committees should present the same number of recommended candidates as there are open seats on the board.

Most of the successful private clubs we work with have adapted the model that almost every successful business has used to nominate board members. This practice allows the club to benefit from its best talent rather than take a chance and elect “barking dogs” to the board simply because they have campaigned effectively for the position.

The third is expecting the club amenities to produce a profit for the club. I often quote Phil Newman from the RSM accounting firm. Newman once said that “private club budgets need to be driven from the top down in the sense that there is a collected group of people with common interests who want to enjoy certain amenities and they decide what they are willing to pay to enjoy those amenities. Contrast that to a typical business where the budget is driven from the bottom up or totally reliant on selling a product or service to produce revenue.”

Too often in private clubs, the board expects food and beverage, pro shop merchandise or swimming pool fees to “carry” the budget for the year and take pressure off the dues line. Flawed thinking. It is a bonus if those amenities can contribute to the bottom line. However, don’t plan your business or operational budget based on those departments producing revenue that should come from the dues line.

The club was not created to make money but to provide certain amenities for like-minded people who understand that the financial basis for the club resides in the dues and fees charges, not in how much money the kitchen can make on a hamburger.

If I could wave a “magic wand” and eliminate those three myths, we would see some clubs focus on what is truly important. Board members, general managers/COOs and club members would all be better served if those three myths went away for good. This much I know for sure.

THE BOARDROOM MAGAZINE – March/April 2025

“The Three Biggest Myths About Private Club Governance” is an updated and republished article originally featured in the September/October 2023 edition of BoardRoom magazine.

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The Three Biggest Myths About Private Club Governancewebmaster2025-08-14T15:16:53+00:00

Dick Kopplin Ready For Renaissance Years

Sometimes the best laid plans end up being just that…plans! And what happens after that often is serendipitous.

Serendipity often takes us on a path we’ve never considered but a path that often leads to a passion. In a nutshell, that describes the long, illustrious career of Dick Kopplin, a mainstay of the private club industry.

It all began on a cold, snowy night in Eau Claire, WI, where Kopplin was studying for final exams during his senior year of college.

The phone rang. On the other end of the line was the president of the Hillcrest Country Club.

“Dick, the executive board of Hillcrest would like to meet with you at my home Thursday to discuss if you might have an interest in being our next club manager,” Kopplin related recently about what the president said.

“The president told me he knew I’d been working part-time in the restaurant business to earn tuition money.

“I said I’d be happy to meet with them, but that my career plan hopefully was being accepted at the University of Wisconsin law school after I had graduated with a double major in English and history from the University of Wisconsin at Eau Claire. I was interested in politics and was elected as the youngest member in the history of the city by defeating an incumbent running for the Eau Claire City Council.

“My uncle served as our state representative in the legislature, and I envisioned myself following in his political footsteps,” he added.

“My college roommate and I had been sharing a small apartment and pooled our weekly grocery money of $10 each. I’d shop and do the cooking and my roommate did the dishes. There were some days when our final dinners that week featured a can of Spam and baked beans, although we always saved a little money for Friday nights when we’d walk five blocks and buy a cold mug of Michelob at Smitty’s Tap Room for 25 cents. We had enough money for two each. Those were the days!”

Dick Kopplin’s plans changed that chilly December evening and set him on a path that has culminated in an outstanding 45-year career. No question, he’s been as resilient as the private club industry itself.

“The club executive board offered me the club manager’s job at a salary of $800 a month and a $50 a month car allowance. I thought I’d won the lottery!” Kopplin exclaimed.

Reality set in on a Monday morning, his first day at the club.

“I walked into the club to assume my new duties as club manager, and there were three gentlemen waiting in the lobby. ‘It was very nice for some club members to welcome me on my first day,’ I said to the club’s office administrative assistant.

“’Dick, those aren’t club members; they’re vendors we owe money to and they heard that a new club manager was starting today. They’re here to collect,’ she replied.”

Kopplin quickly discovered the club was out of money, had lost over a hundred members and had experienced dishonest management and fraud over the previous couple of years.

“I was overwhelmed by the financial issues…a 24-yearold management neophyte who didn’t know the difference between a balance sheet and a profit and loss statement,” Kopplin related.

While commenting on his fiscal ignorance and the club’s sad financial state to the club’s chef, one of the dishwashers overheard his comments and injected, “Mr. K, I’m an accounting and finance major in my senior year in college. Maybe I can help you.

“’Roger,’ I said, ‘take off your apron. Your dishwashing days are over.’”

It happened to be the most challenging work Kopplin had ever taken on. Still, within three months, he and Roger, the financial guy, had discovered the financial holes and put together a recovery plan for Hillcrest.

“After one year, the board promoted me to general manager and rewarded me with a bonus and substantial salary increase. When I left three years later for a general manager opportunity in Minnesota, the club had money in the bank and prospered with the third largest club membership in the state of Wisconsin,” he recalled.

The Club Managers Association of America (now Club Management Association of America) has also played a considerable role in Kopplin’s life, as has his work in the life of the association.

“George Carroll, a fellow manager in Minneapolis, invited me to my first CMAA meeting, and I found two very valuable features in CMAA. First was the obvious focus on education and the second and, probably as valuable, was my networking ability with other managers.” Kopplin’s work with CMAA became a lifetime commitment that continues today.

After 10 years in the Twin Cities, Kopplin moved to a residential community club in Florida and was there only a year when he was offered the opportunity to participate in the development of Castle Pines, a few miles south of Denver, CO.

However, after three years of a dismal economy, the clubhouse project he was working on stalled. But while at Castle Pines, Kopplin served on the executive committee for a PGA event, The International, and enjoyed three years of observing a very successful and unique tournament.

So, it wasn’t a lost opportunity… but there was more to learn and understand, all of which set in motion a vision for the future – running Desert Highlands in Scottsdale, AZ.

“While having lunch with our golf professional, he shared a magazine focused on golf course communities. The cover picture featured the stunning clubhouse of Desert Highlands in Scottsdale, Arizona,” Kopplin added.

“I kept the magazine on the top of my desk and while looking at it every day wrote in my journal that, ‘Someday I will manage Desert Highlands.’ Be careful what you write in your journal. Was it not Goethe who said, ‘Even when you don’t know how, believe that you will?’” Kopplin believed in the will, and the way happened shortly after.

“One afternoon, while in my Castle Pines office, the developer of Castle Pines, Jack Vickers, called to say he had a friend in town who would like to see the property. He asked me to show him around.”

That three-hour tour around Castle Pines with Lyle Anderson resulted in another incredible opportunity in Kopplin’s career.

“As we were saying goodbye, Lyle said to me, ‘Dick, I’ve developed a couple of golf course communities in Scottsdale, Arizona and I really need someone like you to oversee the club operations. Do you think you would have an interest?’ he queried.”

Two months later, Kopplin arrived in Scottsdale as the new director of club operations for Desert Highlands and Desert Mountain.

“During one of the many conversations we had over the years, Anderson asked me if I’d ever thought of starting a company in the private club business to focus on what I had done for his clubs – finding all of the key personnel, including general managers, golf professionals, course superintendents and chefs.”

“That started me thinking,” Kopplin said, but it was a process that was going to take a while, because after six years at Desert Highlands and Desert Mountain, Kopplin, recruited by KSL, took over the club operations at PGA West in La Quinta, CA.

“I continued to reflect on Lyle’s question and in April 1996 decided to venture out on my own by starting Kopplin Search, Inc., a search firm for the private club industry,” Kopplin recalled.

Enter John Fornaro.

About the same time, another industry entrepreneur, John Fornaro, happened to be launching a new publication for the private club industry, BoardRoom magazine.

“While in California, I was fortunate to meet John Fornaro. I told John the magazine was a great idea and, in the very first issue, took out a full-page ad for Kopplin Search, Inc.” That happened to be the start of a long and prosperous relationship for both Kopplin and Fornaro.

Kopplin has not only continued to advertise with BoardRoom for the past 25 years, but he and his compatriots have also written dozens of articles on various club management and governance topics for BoardRoom.

“John’s proven to be a good friend and we have watched our respective businesses grow and prosper over time,” Kopplin recalled recently.

When he started the company 25 years ago, Kopplin decided a great way to market his company’s search services would be to offer information and education sessions to the many CMAA chapters around the country.

“I shared some of my experiences from decades of club management and talked about how club managers could more effectively work with their board members. John Fornaro was very supportive of my efforts and BoardRoom magazine often shared the same message I was delivering to club managers around the country,” Kopplin added.

Shortly after launching his company, another fortuitous meeting occurred. A mutual friend introduced Kopplin to Steve Graves, the owner of Creative Golf Marketing, another industry consultant.

“I found we shared the same philosophy about private club governance and Steve introduced me to the board of a small club in Kansas needing a new general manager. That happened to be a successful search, after which I began to receive calls from other potential clients. My search business began to flourish,” Kopplin recalled.

“Club executives have always been eager to discuss the ‘best practices’ for private club management and governance. I delivered hundreds of presentations to individual clubs as well as CMAA and CMAA’s chapter meetings. As well, writing in every issue of BoardRoom magazine provided great exposure for the company.”

Kopplin added: “No question, my focus on education resonated with club general managers and club board members.”

There’s an adage, especially for budding entrepreneurs, “One and one makes three.” After working solo for a couple of years, Kopplin realized he needed some help. One person couldn’t do all the work required for a growing company, so Kopplin turned to Nan Fisher, whom he recruited and had worked with for many years at Desert Mountain. “Nan took a chance on helping me build this little company and has been with me, providing strong administrative support, for 23 of the last 25 years,” Kopplin said.

As Kopplin Search, Inc. grew, so did the need for more help. Kopplin fostered a friendship with Kurt Kuebler and lured him away from a successful management career to join the Kopplin group as a partner.

“Seven years ago, we added Tom Wallace as a partner in what is now Kopplin Kuebler & Wallace. So, from the two of us, me and Nan, our firm has grown to include 17 associates, either as search and consulting executives or staff in administrative support roles,” Kopplin explained. It hasn’t all been a bed of roses for many companies, including Kopplin’s group, servicing the private club industry. The great recession of 2008 put a damper on activities as many companies and clubs struggled with just surviving, let alone growing and expanding. Much the same has happened again, as the industry has hunkered down and has had to develop innovative ideas to meet club members’ demands during the COVID-19 pandemic. It’s not all gloom and doom. “We’re very optimistic about the future and evaluate opportunities that we see emerging as we come out of this terrible pandemic,” Kopplin emphasized.

“The private club business has proven to be resilient and we have been proud to partner with so many great general managers, club department heads and board members creatively to survive and thrive in these challenging times.”

It’s been a long time since Kopplin picked up that phone call from a club president in Eau Claire, WI that put Kopplin on a path of incredible success.

“Working in this industry is my passion. It’s something I enjoy every day,” Kopplin added. “My KK&W partners and associates keep me very busy and while I don’t travel a million miles a year anymore, I’m fortunate to work on the projects I choose.

“I’ve cherished every one of my 45 years in the private club industry, and I tell people who ask what I am doing these days that these are not my retirement years. They’re my Renaissance years!” To which we say, Amen!

COVER STORY BY DAVE WHITE, EDITOR, BOARDROOM MAGAZINE

Kopplin’s Accomplishments Recognized

BY JOHN FORNARO, PUBLISHER

Today, we honor Dick Kopplin for the part he has played in the success of BoardRoom magazine. Both, Dick and I started our companies at the same time… 25 years ago.

Kopplin Search, founded by Dick, happened to be our first advertiser and has been advertising with us for 25 years.

Dick’s support has been another significant contribution to us, and a belief, many in the industry were not accepting, of the need for development of the private club board of directors. That belief? That an informed board is good and uninformed board member is not.

Today it continues that many clubs are setting there board members to fail, and increasing micromanaging, by not informing and developing the board’s knowledge along with the detailed roles and responsibilities for board members.

Dick, and his partners in Kopplin, Kuebler & Wallace – Kurt Kuebler and Tom Wallace – along with their staff play a vital role in our industry. There is a talent in whom he has chosen as partners. Dick is not uncomfortable sharing his strengths and weakness, and he has made sure his partners fill in the areas that help make the company better.

Let’s not forget, the qualified general managers KK&W places at private clubs across the country and helping provide millions of private club members a great experience and purpose for the remaining years of their lives. Yes, what Dick has built benefits every member his company has helped.

Dick’s values and principles, through his vision and innovation place Dick Kopplin as one of the most influential people in the industry. I love Dick as a person and am grateful to have him as my friend.

As BoardRoom magazine celebrates its 25th anniversary, I hope this recognition of Dick will remind him of our company’s appreciation for helping make BoardRoom magazine successful by being who he is and what he has accomplished.

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Dick Kopplin Ready For Renaissance Yearswebmaster2021-08-03T01:56:32+00:00

City Clubs: Surviving and Thriving

The KK&W team contacted top city club managers to gather insights into how city clubs are handling and responding to this challenging time.

In some ways clubs have weathered the events of 2020 like they always have but enduring all of these amid a global pandemic has created a nearly impossible situation for city clubs.

Once vibrant hubs of connection, business events and social activities, many city clubs suffered as people fled crowded cities to quarantine in suburbs and desolate areas. Businesses closed and members worked from home offices.

City clubs experienced high member attrition, shifts in member categories (from full-dues resident members to half-dues non-resident members). Nearly all city clubs experienced a significant decrease in member usage and revenue because of stay-at-home orders and the cancellation of events.

Recognizing that city clubs have been presented with some grave obstacles that may prove insurmountable to some, the KK&W team contacted top city club managers to gather in sights into how city clubs are handling and responding to this challenging time.

Like the rest of the private club industry, city clubs made adjustments to keep members comfortable and safe. They pivoted to virtual programming during stay-at-home orders.

Daniel Perez at the New York Athletic Club implemented numerous out-of-the-box virtual events such as wine tastings, whiskey tastings, virtual happy hours, online cooking classes, virtual fitness challenges and more. City clubs created at-home experiences for members with elaborate to-go foods, online activities and creative virtual events to keep members connected to the club.

The pandemic presented an excellent opportunity to bring the club to members and gain access to members’ lives. It solidified the club’s importance and the value of club membership, but it also provided clubs with a unique glimpse into members’ homes.

During virtual events and meetings with members, one manager shared that he took notes of important items in the background, such as diplomas, favorite sports teams, hobbies, and pets, to understand his members better.

Most city clubs have been and continue to downsize as much as possible to control costs. John Dorman, GM of The University Club in New York City, calls it “right-sizing” for the current climate. City clubs are watching finances and have kept labor tight by laying off staff, including management. Some city clubs cut employee salaries by up to 20 percent and reduced hours to four-day-work-weeks to control costs. Many of the top city club CEOs were also asked or volunteered to take pay cuts.

While certain city clubs have paid partial or full 2020 staff bonuses, it was likely dependent on that club’s fiscal year. Decision-makers continue to be cautious and extremely conservative with employee raises and bonuses. Some have been hesitant to reinstate employees’ full salaries after temporary reductions were issued last April or May.

The New York Athletic Club has taken the challenges of the last year and turned them into opportunities. General Manager Roger Simon and his team re-configured many business practices and evaluated the club’s strengths and weaknesses, which became apparent during COVID-19. “We’ve all learned a lot about our clubs over the last several months,” he said and shared several updated practices the club has implemented:

Communications not only include safety aspects but a sentiment of community, mutual concern and support among members.
The club implemented additional storage spaces for members choosing to commute to the club via bicycle because of concerns over the safety of mass transit.
The club created a relationship with a medical practitioner who can offer expedited COVID-19 testing opportunities for members to avoid long lines at health facilities.

Charles Johnson, GM of Detroit Athletic Club, believes city clubs will be grappling to forecast business models and adjust operating models for the next year or two. The financial impact of 2020 and the reduction of events in 2021 will dramatically impact city clubs’ ability to invest in their facilities, which for many is their greatest asset.

According to Johnson, city clubs have to understand and define their value proposition to evaluate the current business model and assess sustainability for the future. City clubs must diversify services and amenities and analyze strategic direction to evolve and remain relevant.

Overall, city/ athletic clubs are trying to solve three major problems:

Declining and disengaged memberships because members are learning to live within a mile of their homes.
Staff challenges include inactive/furloughed employees, employees experiencing financial hardship, low staff morale and the need for retraining.
Low business activity due to reduced food and beverage revenues, few overnight room sales and minimal private events.

While the past several months have been hard on city clubs, the grim reality is that it could take years to get city clubs back to where they were just one year ago. But with forward thinking and a proactive, strategic approach, city clubs can diversify, evolve and reinvent their way to success.

Now is the time to reimage the club and recognize that members need connectivity to the club and each other, even if it’s virtual. The Union League and the University Club of Milwaukee are great examples of city clubs that had average facilities but used unique creativity to provide vibrant, eclectic offerings and merger opportunities.

Both clubs have dramatically lowered their average age of members and built a financially sustainable future by proactively evolving and diversifying their offerings.

We believe city clubs will be most successful by recognizing that the club environment is dramatically different when members are not walking through the doors. Many city clubs were founded on intellectual stimulation, athletics and community, which should be the foundation for future decisions.

Bringing the club to the members where they want it requires acquiring satellite locations in the suburbs, other parts of the city, or in popular vacation spots. It means establishing merger opportunities and creatively using current spaces to provide membership value and new experiences.

City club leaders must be bold, resourceful and forward thinking. Experimenting with new ideas and creating new programs is the path to the future.

Creating outside restaurants, using food trucks, implementing a “heat and serve” takeout program, converting parking garages to outdoor fitness spaces, and offering numerous online classes such as cooking classes, cheese tastings and exercise competitions takes the club outside the four walls to members’ homes.

Inside the four walls of the club may look different as well. Perhaps city clubs find success in converting overnight guest rooms to private offices for members.

The future is bright for city clubs that adapt to today’s changing demographics. It requires great communication between all stakeholders (boards, management, staff and members) and constant planning and evolution. City clubs that employ strategic thinking have supportive boards and strive to create membership value are the clubs that will thrive, not just survive.

The best chance of prospering stems from a management team that has taken advantage of the time away from “business as usual” and has developed new financial strategies, planned strategic initiatives and is acquiring new assets.

This is the time to plan and prepare for reopening to grow for the future. Management and the board must look to the future together and make hard choices to fulfill the club’s mission and assure long-term sustainability.

Not all crises are bad. The pandemic has presented a transformational time for city clubs. Plans, programs, amenities and activities successful in the past will look different in the future. Mission-driven city clubs will look back on this pivotal time as a ”wake up” call that they need to evolve to ever-changing circumstances constantly.

Contributed by Richard Kopplin, Kurt D. Kuebler, CCM & Thomas B. Wallace Ill, CCM, CCE, ECM
Partners at KOPPLIN KUEBLER & WALLACE

THE BOARDROOM MAGAZINE March/April 2021

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City Clubs: Surviving and Thrivingwebmaster2021-08-03T01:47:40+00:00

Does Your Director of Racquet Sports Compensation Plan Benefit Club Stakeholders?

Industry leaders are taking a very different approach to racquet director pay structure such as considering higher base salary and limited lessons.

As a club general manager or chief operating officer, you have likely already realized that the racquet sports operation is the unsung hero of a successful club organization.

With a vibrant and robust racquet sports program (tennis, pickleball, squash, platform tennis, Paddle and POP tennis) serving as the heart beat of your club, it is important to review the different components of your director of racquet sports compensation package to attract and retain top talent.

For some clubs, a director of racquet sports compensation package may be structured as such:

Base salary (generally 20-40 percent of overall compensation)
Teaching commissions (generally 60-70 percent of overall compensation)
Bonus (generally five percent of salary)

This compensation plan includes a relatively small base salary with most of the potential income coming from teaching lessons and clinics taught by the entire staff, director included. The potential year-end bonus is typically given at the GM or COO’s discretion and frequently not based on a set of specific goals or metrics.

These packages are often not enticing enough to incentivize and impact director behavior to create a dynamic, multi-dimensional racquet sports program. In this structure, no one benefits.

The director does not benefit unless they want to teach most of their weekly hours at the club. The assistant professionals do not benefit because the director is taking many of the lessons instead of creating more teaching opportunities for the team of pros.

Unfortunately, the club membership does not benefit because the director is spending all of their time teaching instead of building a pro gram and introducing more people to the diversity of sports offered.

Lastly, the GM and the board do not benefit. They will be handcuffed with a stagnant racquets program with limited growth, a non-motivated, burned out director/staff and a membership complaining adamantly about a lack of activities.

Industry leaders are taking a very different approach. Consider the following director pay structure:

Higher base salary
Limited on-court weekly lessons and clinics
Personal higher teaching commission percentage
Percentage of assistant professionals’ commissions
Higher bonus structure based on the growth of lessons, clinics, social and competitive opportunities, satisfied members, increase in teams, events and casual play. Other criteria may include:
- Increasing tennis playing members compared to the previous year
- Increasing tennis revenue compared to the previous year
- Increasing other racquet sports event participation compared to the previous year
- Increasing USTA/interclub participation compared to the previous year.

In this structure, there are endless benefits. The director benefits because they feel empowered to build a business and will ultimately make equal or higher income without being on the court.

The assistant professionals benefit because their director is incentivized to create more teaching opportunities and turn over more lessons to them, which also fosters strong, positive relationships within the team. Furthermore, your club membership benefits by developing new programs, events, teams, members, increased customer service and a more thoroughly trained staff now that the director has the time and energy to grow the department.

And finally, the GM and board benefit because the value of the membership increases dramatically because of the powerful and diverse racquet sports offerings.

As a GM or COO, it’s important to stay abreast of the latest industry trends, including your team’s compensation plan. It’s never too late to evolve or revamp, and there are many ways to present this shift in approach to your staff, committee and board.

Take the opportunity to review at the end of the fiscal year, compare performance from the previous year and set clear and tangible goals for the upcoming year. After all, the most dynamic racquet sports programs are led by a director who has a clear vision of how to enhance the overall experience of a club member!

About the author…

Len Simard, PTR, USPTA Master Professional Racquet Sports, Fitness & Wellness, GM/COO search and consulting executive, Kopplin Kuebler & Wallace. Under Len’s guidance, KK&W has partnered with The Professional Tennis Registry (PTR) to provide PTR members, clubs and employers the opportunity to be the most educated and connected in the business. Len can be contacted via email at len@kkandw.com or by phone at 407-463-8923.

THE BOARDROOM MAGAZINE January/February 2021 Issue

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Does Your Director of Racquet Sports Compensation Plan Benefit Club Stakeholders?webmaster2021-07-12T16:25:10+00:00

Sam Lindsley to focus on Food & Beverage Consulting and Searches

Press Release: KOPPLIN KUEBLER & WALLACE Continues Expansion

Sam Lindsley to focus on Food & Beverage Consulting and Searches
KOPPLIN KUEBLER & WALLACE, one of the most recognized names in private club search and consulting, is expanding again. That means expanded services for private clubs looking to improve their food and beverage operations.

“KOPPLIN KUEBLER & WALLACE is truly excited to welcome Sam Lindsley to our team. Sam has a wealth of executive level experience in the hospitality industry and brings a depth of food and beverage knowledge that many of our clients have been seeking,” said KK&W partner, Dick Kopplin, in making the announcement.

“We know that his talents will be in demand for clubs needing assistance in one of their most critical operational areas – food and beverage. We are enthused to welcome Sam to our firm. It’s certainly a growing area and we feel we can offer private clubs an excellent professional search service as clubs continue to grow their food and beverage programs,” Kopplin added.

“We’re absolutely thrilled to have someone of Sam’s character, experience and industry reputation join KK&W! Few are as knowledgeable in the industry relative to F&B, as well as overall hospitality industry leadership talent acquisition, development and retention. He is awesome and complements our team in every way!” added partner Kurt Kuebler.
“I am both personally and professionally honored to be joining the firm of KOPPLIN KUEBLER & WALLACE,” Lindsley responded.

“To join the ranks of such an elite firm is a professional milestone and I look forward to working with Dick, Kurt, Tom and the entire KK&W team to continue the firm’s mission as the premier search and consulting firm for the private club industry,” he added.

“Sam adds a different perspective to KK&W one that will quickly become an undeniable asset to our team,” injected partner Tom Wallace.

“With his early years in the club business as a foundation, and with the last 20 years in running and opening some of the most premier standalone, casino and sporting venue-based restaurants in the country, Sam has honed his understanding of the hospitality industry.

“Specifically, he has hired and trained thousands of people along with running over $30 million worth of restaurants annually with extreme efficiency, outstanding service cultures and financial prudence. Sam will be an excellent F&B consultant and search executive,” Wallace added.

Sam was the chief operating officer of Michael Symon Restaurants (MSR), a growing Cleveland restaurant company with seven distinct concepts, 18 restaurants and annual sales over $35 million.

In the 10 years with MSR, Sam had written all standard operating procedures for the company and instituted best practices to ensure proper accountability and created a world-class service culture. He is a leader and bottom line producer whose strength lies in the fact that he understands that the backbone of any successful food and beverage operation is not only the systems put in place to control costs but the ability to foster a culture of genuine hospitality.

Prior to coming on board with MSR, Sam spent nine years with Hospitality Restaurants in Cleveland where he was the general manager of the Blue Point Grille, as well as, corporate wine trainer for the company.

Sam’s club experience includes food and beverage director positions, at both, The Cleveland Athletic Club and The Country Club in Pepper Pike, Ohio. He also served in various positions at Muirfield Village Golf Club in Columbus, Ohio.
Sam is on the board of directors of The Ohio Restaurant Association and is the association vice-chairman.

He also serves on the advisory board for Destination Cleveland (CVB), is a member of the Court of Master Sommeliers, and is a certified sommelier.

Sam can be contacted at:
Sam Lindsley / Consulting & Search Executive
Cell: 216-509-2250
Sam@kkandw.com

Please join us in welcoming Sam to the KOPPLIN KUEBLER & WALLACE team.

KOPPLIN KUEBLER & WALLACE specializes in General Manager/COO, Director of Golf, Golf Course Superintendent, Executive Chef, Racquet Sports Professional, Community Association Manager, Assistant General Manager, Clubhouse Manager/Food & Beverage Director and Fitness Director searches, as well as Strategic Planning and Consulting services for Private, Resort and Developer – Owned Properties.
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Sam Lindsley to focus on Food & Beverage Consulting and Searcheswebmaster2019-09-04T20:00:29+00:00

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