Kurt D. Kuebler, CCM, CMAA Fellow, Partner

Kurt joined the firm in 2007 – KOPPLIN & KUEBLER – after a highly successful career managing clubs and club communities for more than 28 years. Kurt’s club career includes appointments with the Tavistock Group, in Orlando, FL, where he was the general manager/COO of Isleworth Golf & Country Club, Isleworth Home Services and Isleworth Community Association. Previously, Kurt served in a similar capacity at The Loxahatchee Club in Jupiter, FL, and the Desert Highlands Golf Club in Scottsdale, AZ where he served as vice president and general manager.

Kurt also worked at Grosse Pointe Yacht Club, Grosse Pointe Shores, MI, before his first general manager appointment at Birchwood Farm Golf & Country Club, a large residential resort community in Harbor Springs, MI.

Kurt has also served as president of the Florida Chapter Club Managers Association of America (CMAA) and served as a national director for the CMAA. His comprehensive background and experience working for both member-owned and private developer clubs, as well as having successfully managed country, golf, and yacht clubs along with homeowners’ associations and support amenities allows him unique insights to all aspects of the club industry and its evolving state.

Kurt is the recipient of The BoardRoom Magazine’s Gary Player Educator Award in 2011.

Email: kurt@kkandw.com

Phone: (833) KKW-HIRE, ext. 701

LinkedIn

Resources & Insights from Kurt…

In the private club industry today, “strategic leadership” has become a dominant theme. Boards want master plans, long-range plans and future-focused thinking. Managers are pushed to operate like CEOs who are continuously elevating the business side of the club. While all of that is important, none of it matters if the day to-day operation isn’t functioning effectively…

Read More

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…

Read More

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…

Read More

After decades of working with hundreds of clubs across the country, we have seen what separates functional club leadership models from truly exceptional ones. High-performing board members don’t just attend the meetings, they drive progress. These boards are aligned, strategic, purposeful and accountable to the club’s mission and to one another…

Read More

In the full episode of BoardRoom Club Talk, host Ricky L. Potts, Jr., CCM, CCAM, CML, sits down with Kurt D. Kuebler, CCM, to explore how clubs can better educate members about their business model, address the shrinking pool of volunteers, manage rising behavioral issues, identify practical staffing solutions, and stay competitive in the escalating amenities race…

Listen In

Leadership transitions are inevitable, but losing momentum during a changeover doesn’t have to take place. According to Kurt Kuebler and Tom Wallace of KOPPLIN KUEBLER & WALLACE, appointing an interim GM can be the smartest move a private club can make during a leadership change. While it may seem practical to appoint a high-performing department head or even have the club president step in temporarily, this approach can create lasting confusion in authority, strain internal relationships and derail accountability. However, a professional interim manager can maintain stability, ensure operational consistency and step away cleanly once a permanent hire is in place—all without any political baggage…

Read More

Executive sessions are an important element in board governance; however, they can cause challenges if not used sparingly. Executive sessions allow directors to discuss sensitive matters candidly and privately, which has value in certain situations. Yet, holding these sessions without the general manager or chief operating officer present can have unintended negative consequences that undermine effective governance. While there are valid reasons to exclude the GM/COO from certain discussions, doing so regularly or without a clear purpose can lead to numerous challenges with numerous negative ramifications…

Read More

Private clubs have a long history of upholding tradition, where discretion and diplomacy often took precedence over direct confrontation of behavioral issues. However, changing cultural norms, heightened member expectations, and legal pressures are prompting clubs to take a firmer stance when members misbehave. Three primary drivers are behind this shift…

Read More

Chief Financial Officers (CFOs) play a pivotal role in the financial health and strategic direction of clubs. Their presence in the boardroom can significantly influence decision-making processes, provide essential financial knowledge and context while mitigating financial risks. CFOs can be additive in the boardroom in the following ways…

Read More