Brian Armstrong, Ccm Email & Phone Number

Washington, Dc, Us

Armstrong Consulting provides one-on-one boutique coaching to private club managers looking to grow in the industry, Digital Kitchen Management Software for the kitchen and Culinary Team, and Predictive Index (PI), the pioneers in talent optimization, to identify and address interpersonal challenges within existing teams.

Help private clubs assess their racquet program. Provide guidance to hire the best Director and provide Executive Coaching to ensure long term success

Westwood, Ma, Us

Helping Hospitality companies find and develop great teams. Certified PI Team Performance Coach.

Alexandria, Us

Member of the National Capital Managers Association (NCCMA) Elected President of the Chapter 2012 & 2013 Served as Secretary/Treasurer in 2010 & Vice President in 2011 Board of Directors of the Capital Club Manager’s Association 2007-2013 Committee Member for 2009 Assistant Manager Conference Chaired and served on multiple Committees including; Education, Charity Golf Classic, Trade Show, Club Foundation & Legislative CMAA Assistant Managers Conference, Scottsdale AZAttended Multiple CMAA World ConferenceAttended Greater Baltimore “Workshop on the Shore” 2010Attended Leadership/Legislative Conference 2011

Bolivia, Nc, Us

Provide Executive Level recruiting and coaching to private clubs

Us

Interim General Manager at a Private Country Club in Reston, VA.

Responsible for all operations of a 70 year old private, member-owned, Country Club with 652 Members, 18-holes of Golf, 11 Har-Tru Tennis Courts, 45,000 square foot Clubhouse, along with a Pool, Fitness and Tennis building. Annual revenue of approximately $7.7 million dollars. Host of the 2015 Virginia State Women’s Amateur Tournament. Responsible for all aspects of an $11.8 million dollar club renovation to include $7.6 million clubhouse renovation and $4 million golf course renovation. Worked closely with local officials and general contractor to ensure a smooth renovation with minimal Member disruption. The newly renovated clubhouse has three distinct Member Dining outlets, a 275 seat Ballroom, 2 additional banquet rooms, a 200 seat outdoor Terrace along with a Youth Lounge (The Bunker) adjacent to the new family dining room. All supported by two kitchens, one on each level. Currently oversee 130 employees, with 9 direct reports.

Responsible for all operations of a 103 year old private, member-owned, city club with 945 Members. Annual dues are approximately $2,000,000, with an additional $750,000 in food and beverage revenue. Rooms and other revenue account for an additional $250,000. The Chilton Club is one of the oldest predominately women’s Clubs in the country. Named after Mary Chilton (believed to be the first woman to disembark from the Mayflower) it occupies a 200 plus year old building in the Back Bay area of Boston, MA. Known for its hospitality, the Club has 15 overnight guest rooms, a Main Dining Room that seats 60 for ala Carte breakfast, lunch and dinner. There is a ballroom and a gallery that can each accommodate 120 Members for lectures or dinners. Numerous other private dining and sitting rooms complete this 45,000 square foot building. A very active event calendar mixes daytime and evening lectures with special “themed” events. The Club hosts 8-10 private weddings and larger events annually. The General Manager meets regularly with 16 standing committees and many ad-hoc committees.

Responsible for all operations of a 44-year old private, member-owned, city club with 750 members and annual dues of 1 million; food and beverage sales of 1.1 million. The George Town Club occupies one of the oldest remaining stick built building in the Historic Port of Georgetown. This club is the premier Food & Beverage private Club in the area. Dining facilities include 100-seat Main Dining Room and 8 other private rooms with capacities ranging from 4 to 50. Created and launched a casual dining “Grill” concept to increase member participation in a casual but elegant setting. Responsible for all financial aspects of the Club. Create and implement, with input from department heads, an annual budget. Participate in all committee meetings. Work with the Board of Directors to plan the future of the Club. Provide leadership to department heads regarding Food & Beverage operations, Membership campaigns, Create and implement all policies and operating procedures for the Club. Oversaw an assessment allowing major renovations to the building.

Responsible for all operations of a 57-year old private, member-owned, family-oriented golf and country club with 650 members and annual dues of 4 million; food and beverage sales of 2.6 million. Athletic facilities include an 18-hole golf course, 10 tennis courts, 3 swimming pools, 1,500 square foot fitness facility, and a youth center. Dining facilities include 300-seat ballroom; Member's Grill, seating 120; Formal Dining Room, seating 40; Family Grill, seating 120, Café, seating 35; a full service pool side Cabana; F&B Station located on the course, and three additional function rooms. Duties and responsibilities include: Daily contact with membership, member committees, and responsible for member satisfaction in all aspects of the Club. Daily oversight of all staffing and on-site functions. Administration, forecasting and budgeting of all Clubhouse operations. Create and implement all policies and operating procedures for the facility. Direct supervision of all food service operations including daily meetings with the Executive Chef regarding menu creation, food costs, staffing issues, and department expenses. Currently involved with an 8 million dollar renovation of tennis club house, fitness center, youth center, and increased dining terraces.

Originally hired as a consultant to the General Manager and Board of Directors of a 950 member private city club in an effort to increase customer service and train staff in proper dining room service. Work closely with the Chef to ensure wait staff knowledge of menu items. Implemented weekly and daily training sessions with staff covering food preparation and wine knowledge. Redesigned and organized existing wine list and wine cellar. Reviewed and modified contracts with multiple vendors including linen and event rental companies to ensure proper billing and proper service. Work with various Committee members to create events such as wine dinners desired by members that meet The Sulgrave Club standard. Assist members with event planning for private dinners. Work closely with the Front House Manager on a daily basis monitoring occupancy rates and service issues with guest rooms. Implemented procedures designed to broaden and raise the level of services for overnight house guests and out of town members. Set up and continue to monitor retention programs for existing staff. Hired and trained Director of Catering to increase and standardize training for banquet wait staff. Created and implemented procedures to increase speed of service for large banquets and dinners. Worked closely with General Manager to coordinate a 2 million dollar Fire Safety upgrade during

Responsible for supervising all aspects of an 18-hole semi-private golf course, averaging 31,000 rounds per year. Created and implemented a budget with total revenue in excess of $1,100,000. Managed a 1,000 square foot pro shop with $80,000 in annual sales and a grill with $120,000 in annual sales. Maintained a fleet of 86 carts and 10 mowers totaling. Supervised membership program to increase retention of existing members and increase new members. Created the course's first corporate membership program. Sold and booked over 3,000 outing rounds for 2003 season. Hired and managed a staff of over 45 people. Worked intimately with Superintendent to prioritize daily, weekly, monthly, and seasonal projects. Responsible for planning and executing multiple capital improvement projects. Worked with local judge to create Rising S.T.A.R.S., placing troubled juveniles at local golf courses for work rehabilitation. Accomplishments: Exceeded rounds, revenue and COI to budget for 2002. Largest increase to budget of any course in the company for the second half

Responsible for supervising all aspects of the pro shop at a 27 hole semi-private facility averaging 65,000 rounds annually. Responsible for purchasing, merchandising, and inventory control for a $150,000 per year pro shop with 70% cost of goods sold. Responsible for overseeing operation of $300,000 per year grill with 30% cost of goods sold. Assisted General Manager with new membership drives. Worked closely with Superintendent on the design and construction of grass tees and a short game practice facility. Hired, trained and supervised a staff of over 40, including outside staff, starters, marshals, food and beverage, and pro-shop employees. Oversaw over 45 tournaments and 9,000 outing rounds with up to 360 participants. Created and implemented the club's first summer junior camp and clinics for members. Managed and maintained a cart fleet of 120. Accomplishments: Exceeded 2000 budget by 1100 rounds and $112,000. Increased average per round by $1.12. Increased membership by 25%. Pro-shop sales increased by $35,000 with profit increasing $10,000. Sold more associate memberships than any other 26 facilities owned by Gotham Golf.

Responsible for purchasing, merchandising and inventory control for two of the mid-Atlantic's premier golf practice facilities. Managed two pro shops with over 2500 square feet and $400,000 worth of inventory. Annual pro shop sales of $700,000 and total facility sales over $2 million. Managed, motivated, and scheduled 10-20 pro shop employees, 5-15 starters and tee line help. Created and implemented the company's first incentive based employee compensation program. Promoted both facilities through local charities and tournaments. Created corporate sales to local businesses for tournaments and outings. Oversaw the implementation and installation of new computer software and hardware program which includes and automated ball dispenser which was the first of its kind in the country.Accomplishments: Increased annual sales by 12% while increasing profit margins by 6%. Exceeded sales expectations for a new location. Oversaw all aspects of opening a second 1200 square foot pro shop. Consistently ranked Top 50 Titleist Fitting Account. Top Regional Ping Fitter for 1998 and 1999. Ranked in the top 50 driving ranges since opening. New location named "Best new driving range in the country" for 1999.

Bachelor'S Degree, Marketing/Marketing Management, General

Advanced Education Program For Executive Club Management

Advanced Education Program For Executive Club Management