Thomas B. Wallace III, CCM, CCE, ECM, Partner

Tom, before joining the firm in 2014, becoming a partner in 2016 and named managing partner in 2019 – KOPPLIN KUEBLER & WALLACE – served in club management at some of the country’s most recognized private clubs. Tom’s club management career spans over 25 years in the private golf, country, and community club industry.

Most recently Tom served as General Manager/Chief Executive Officer for The Club at Mediterra in Naples, FL. He also applied his leadership skills for a decade as the General Manager/Chief Administrative Officer at Oakmont Country Club in Oakmont, PA, where the club, under his guidance, hosted three major championships in a seven-year period, including the 2010 U.S. Women’s Open, the 2007 U.S. Open and the 2003 U.S. Amateur. The USGA regarded the 2007 U.S. Open Championship as the “Gold Standard Open” for the modern era. Prior to that, Tom spent fourteen years at The Country Club in Pepper Pike, OH.

In 2007, Tom received the Excellence in Club Management Award as the top performing manager, presented annually by McMahon Group, Club + Resort Business, National Club Association, and voted on by a panel of industry experts.

He has also been active in the Club Managers Association of America (CMAA) including numerous committee roles locally and nationally and served as the Pittsburgh Chapter President in 2010.

Tom is a much sought-after speaker who presents regularly at local, national, and international club management educational events, including programs in North America, the United Kingdom, Australasia, and Ireland. He serves as a faculty member of CMAA’s Business Management Institute I (BMI I) at Georgia State University and was honored as the 2020 Gary Player Educator of the Year.

Tom is currently the Secretary/Treasurer of National Club Association. Additionally, he is a national board member for Tee It Up For The Troops.

Tom is known for his experience in transformational leadership, and he is recognized as the architect of some of the most loyal and high-performing teams of associates during his management days. His educational contributions to the industry have provided countless clubs, managers, and directors with clarification of goals, objectives, and “club culture” attributes necessary for establishing outstanding platforms and metrics to success.

Email: tom@kkandw.com

Phone: (833) KKW-HIRE, ext. 700

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Resources & Insights from Tom…

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…

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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…

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Private clubs are at a defining crossroads. Demand remains strong, but the operating environment has become more complex, more regulated, more expensive, and more technologically dependent than ever before. The most successful clubs will be those that operate with the mindset of sophisticated businesses while preserving the relational, humanized experiences that members value most…

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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…

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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…

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The private club environment is evolving rapidly. Wellness is no longer a peripheral amenity but a core component of how members define value and connection. As digital platforms, boutique studios, and personalized health services continue to expand outside club gates, the ability to deliver exceptional, in-person wellness experiences has become a defining competitive advantage…

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In recent years, more private clubs have identified member behavior as one of their most pressing challenges. A recent National Club Association webinar on the subject drew a record-breaking 420 live attendees—a clear indicator that this issue is widespread and urgent…

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In Episode 40 of the Landing the Job series, Tom Wallace joins Chandler Withington to share strategies for preparing for managerial job interviews. From positioning yourself for the right fit to mastering boardroom essentials, Tom offers practical insights to help you navigate the process with confidence.

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At a private club, culture and brand are not two separate forces. They are two sides of the same coin, and together, they define how your members experience and perceive everything about your club.

General managers and boards often invest heavily in facilities, programs, and communications, but overlook a crucial truth: your internal culture is your brand…

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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…

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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…

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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…

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In Episode 86 of Brands Made Meaningful, Tom Wallace joins Derek and Tucker to discuss the importance of a club’s brand in hiring and retaining right-fit employees.

With decades of experience on both the operations and executive search sides, Tom offers a sharp perspective on how clubs can build an internal brand and reputation that resonates with employees—and why thoughtful leadership development is no longer optional…

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