During a recent visit to Desert Highlands Golf and Country Club, I facilitated a presentation and public speaking workshop titled “Step Up and Speak Out.” As part of the program, participants were given a tour of the property, led by CFO Nick Gerstner. What struck me most was not only his grasp of the financial aspects but also his profound knowledge of every area of the club. He was familiar with history, the evolution of facilities, the details of current operations, and the plans for future projects. He spoke about renovations, kitchens, golf course maintenance, member amenities, and back-of-house operations with authority and insight.

It was a clear demonstration of what today’s head of finance must be: not just the “keeper of the books” but a true business partner who understands and supports every department.

The Club’s Perspective: Needs and Wants
When I consult with a search committee or a general manager at the start of a head of finance search, the message is nearly universal: we want a partner, not a gatekeeper. Clubs are seeking finance leaders who can be a resource to department heads, not simply someone who hands down budgets.

Department heads consistently voice the same needs:

• Collaboration beyond budget season. They want someone to meet with them throughout the year, not just at year-end.
• Transparency in financial reporting. The finance/accounting team should not hold numbers so tightly that managers cannot interpret or act on them.
• Understanding the “why.” It is not enough for numbers to add up — leaders want to grasp what they mean and how they connect to the overall operations.
• Support in staff development. Finance leaders who can coach department heads on budget ownership are indirectly strengthening future club leadership.

Too often, department heads are handed budgets to sign off with minimal dialogue; for some, this has been comfortable, while for others, it has been frustrating. However, the deeper issue is that many department heads have never had the opportunity to own their own numbers. In some cases, it is a lack of financial fluency. In others, it is the absence of a mentor who can explain financial concepts in practical, operational terms.

Finance as a Collaborative Partner Across the Club
A modern head of finance brings value when they approach each department as a partner. Consider a few examples:

• Culinary. A chef may be exceptional in the kitchen but may lack training in inventory analysis or vendor contract negotiations. A finance partner can walk them through cost scenarios and purchasing strategies without diminishing their creativity.
• Golf Course Maintenance. Superintendents have a deep understanding of turf management, irrigation, and equipment cycles. A head of finance who takes time to understand these variables can help align agronomic needs with long-term capital planning.
• Food & Beverage. Directors juggle service excellence, member satisfaction, and labor costs. A supportive finance leader can collaborate on labor models, training investments, and forecasting so the department thrives operationally and financially.

When department heads view the head of finance as a trusted advisor, not an obstacle, accountability increases, they begin to engage with numbers more meaningfully and contribute to the overall club strategy.

Bridging Gaps from the Finance Side
Interestingly, when I meet with finance teams, they often share their own frustrations: late information, unreturned requests, or a lack of responsiveness from department heads. These issues rarely disappear entirely, but they are often reduced when the Head of Finance fosters a culture of collaboration.

By treating department heads as partners and maintaining regular check-ins, offering clear explanations, and creating space for open dialogue, finance leaders can ease some of these recurring challenges. While accountability will never be perfect, it becomes more balanced, shifting from a one-sided demand to a shared responsibility across departments.

Onboarding: Where It All Begins
The ability to foster these partnerships does not materialize overnight. It must be intentionally cultivated during the onboarding process. Too often, onboarding is reduced to reviewing financial statements, policies, and systems. While these are important, they are not sufficient.

Effective onboarding of a head of finance should include:

• Immersion in the operation. Walk every space, from kitchens to cart barns. See where and how staff do their work.
• Shadowing Department Heads. Spend time in their daily world to understand challenges firsthand.
• Learning their language. Each department speaks in its own operational terms—finance leaders must translate financial data into concepts that resonate with them.
• Building credibility early. By showing interest in operations, the head of finance earns the trust that will later enable collaboration on budgets and strategy.

Today’s club head of finance is not a behind-the-desk role. The financial leader who walks the operation, asks questions, and demonstrates curiosity lays the foundation for long-term success.

Again, the role of Head of Finance in private clubs has evolved dramatically. Clubs are no longer satisfied with a numbers-driven gatekeeper; they need a leader who bridges finance and operations, one who can mentor, explain, and collaborate.

When onboarding is handled with intention, the head of finance emerges not only as the steward of budgets but as a business partner who supports every area of the club. The numbers will still add up—but more importantly, they will mean something to everyone responsible for bringing the members’ experience to life.

HFTP Clubs Online – October 2025

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.