Ensure seamless club operations, overseeing retail, food and beverage (F&B), catering, golf, member services, golf course maintenance, human resources (HR), front desk/administration, and accounting. Hire, lead, and motivate cross-functional senior management team and CFO to peak performance levels. Strategize organizational future, capital improvements, and long-term business plans. Optimize market relevancy by identifying and capitalizing on latest trends. Listen carefully to members, obtaining constant feedback in order to improve services and proactively address all issues/concerns.Maintain financial health of organization to allow for capital expansion. Generate financial forecasts/projections, prepare annual capital budget, and obtain financing for special projects. Minimize expenses through skillful vendor negotiation and efficiently manage building/maintenance projects. Perform feasibility studies and ROI calculations. Control $2.8 million F&B budget and $2.8 million golf operations budget.Grew annual membership income $1 million by launching high-impact marketing initiatives to better address market conditions. Led club to add 62 new members in 2014, achieving highest annual growth rate in club’s history, despite declining market. Added amenities that appealed to target market.Realized highest profits in club’s history during execution of Sybase Classic, a prestigious golfing event. Successfully hosted nationally televised tournaments for LPGA, professional golf organizations. Increased annual catering revenues from $250,000 to $1.5 million while bringing margins up to 65%. Turned F&B around from $462,000 annual loss to $480,000 profit. Saved $450,000 by replacing all 19 air conditioning and heating units over three years. Researched state-funded energy programs that cut 70% of material and labor costs associated with project. Realized continued energy savings of 12% annually, and additional savings of 28%, by hedging utility rates.

Significantly improved performance of nearly all club functions while overseeing airport, marina, hotels, vacation homes, housekeeping, engineering, member activities, spa, fitness center, waste management, maintenance, transportation, club car sales, cart rental, and bell stand operations. Optimized member relations/services, inter-departmental communications, and financial performance. Troubleshot escalated issues. Analyzed club usage and evaluated guest surveys to guide corporate strategies. Developed forecasts, managed P&L, conducted feasibility studies, generated ROI projections, and controlled capital/operating budgets. Maximized profits of $19 million room business by strategizing product costs and capacity levels. Steered 18 directors/managers and 600 indirect reports.Led property to be named “Distinguished Club of America” and “Platinum Club of America.” Club ranked in top 100 nationwide at multiple service levels. Maintained 95+% satisfaction rate, receiving club’s highest-ever guest/shopper ratings. Optimized satisfaction levels with intensified staff training and incentives.Saved 32% in just one year by restructuring Engineering Department schedules based on workload patterns and occupancy rates. Realized additional 24% savings for Housekeeping Department by applying same methods; produced 33% savings for Housekeeping Department and achieved high ROI by building on-site laundry facilities.Doubled revenues year-over-year for cart rentals by expanding fleet during holiday seasons. Cut expenses 28% and reduced cart maintenance costs 90% by leasing carts with bumper-to-bumper warranties. Increased member satisfaction with greater cart availability. Increased profits $400,000 by negotiating new two-year agreements with Enterprise car rental, reaping benefits from 20% of each rental lead that came through ORC reservation system or Membership Office directly.

Directed and coached eight managers/directors with 300+ staff members to uphold highest levels of excellence in running this private, high-end community that catered to discerning clientele representing all age categories. Expertly managed all clubhouse-related functions, driving F&B, catering, pool/tennis, spa, fitness center, maintenance, and culinary operations. Garnered feedback from members/guests and met frequently with department heads to identify and capitalize on improvement opportunities. Crafted strategic annual and long-term business plans. Established annual operating/capital budgets for F&B and clubhouse-related departments; presented budgets to C-Suite executives. Utilized JONAS software.Played instrumental role in winning recognition as “Platinum Club of America” for WCC by providing best-in-class member services. Ensured memorable member experiences 24/7 through special events, à la carte dining, and sports. Consistently Exceed Member expectations.Boosted member satisfaction from 71% to 92% in just one year through intensified training at floor level. Achieved top levels of member satisfaction with improved facilities and added services. Offered highly popular youth program, professional development courses, and day care facility. Completed second clubhouse with 40,000 sq. ft. fitness area.Increased catering sales 34% and maintained state-of-the-art food and beverage operations. Strengthened F&B functions to generate $5.8 million per year. Aggressively grew revenue in catering to enhance membership experience and lend prestige to newly built clubhouse. Maximized profits through innovative approaches. Reduced payroll 27% by introducing international intern program. Cut labor expenses with automated systems that decreased inventory count times by 75%. Saved 33% per annum by converting two clubhouse lighting systems to high-efficiency products. Achieved 25% cost reduction by implementing new purchasing software.

Steered all functions for 65,000 sq. ft. clubhouse, such as F&B, spa operations, sports/fitness facilities, and maintenance, deftly leading team of six cross-functional managers and 100+ employees. Generated $3.5 million in annual F&B sales, set budgets for all clubhouse operations, and controlled department P&Ls.Increased F&B business 48% in first year and 57% in second year of launching catering incentive program; gave existing members F&B credits for referring club catering events. As Certified Food Safety Manager, assured all food safety, sanitation, and preventative maintenance standards were upheld in F&B operations. Grew à la carte dining revenue in order to stabilize membership experience in deteriorated facilities. Cut payroll costs 38% by introducing international intern program for Front Desk and FOH service area. Restructured management staff and on-boarded Executive Chef who significantly improved F&B experience. Maintained exemplary relationship with members, guests, and staff, leveraging exceptional diplomatic skills to work effectively with committees and member groups. Boosted member satisfaction scores 28% with continued annual increases, and reduced staff turnover by starting Member Care Program that shared and reinforced best practices. Program greatly improved communication among staff members.Recognized as “Platinum Club of America” by driving $10+ million in capital improvements over four years. Created and executed master plan for $7.5 million total golf course renovation, fueling massive membership sales. Improved facilities and added services.Successfully renovated building, prioritizing projects such as new carpet installation, window replacement, and furniture restoration. Reduced utility costs 36% with new HVAC components and control features.

Oversaw restaurant activity and F&B services in all outlets, maintaining special focus on off-premise locations across four golf club properties. Planned highly-attended and well-received member events. Led, trained, and mentored eight managers/directors, and their 220 subordinates, to exceed member and guest expectations at all times.Kept food cost below 36%, and saved additional 3+% every year. Reduced beverage cost from 28% to 19% in just three months. Worked closely with Executive Chefs from each club to minimize waste and design food purchasing programs that alleviated fluctuation of material prices through bulk buying and drop shipments. Planned and executed capital projects totaling over $10 million, enhancing 15,000 sq. ft. of dining space. Efforts drove F&B to produce $2.8 million in annual revenue. Forecasted business, analyzed trends, and drafted budgets for all F&B outlets at country clubs. Grew annual catering volume from $1 million to $4 million within three years. Formed strategic alliances with local organizations, churches, temples, florists, entertainers, and decorators, offering facilities for their clients in exchange for membership. Instituted eight-week menu cycles to reflect seasonal offerings and increase chef creativity.Maximized staff performance, ownership, and pride by creating internal competitions and reward programs. Created fun and interactive daily training modules; redesigned all training manuals for every position. Partnered with Freeman Group to implement resort-wide improvements.Significantly improved technical systems. Implemented Accubar inventory software for all satellite properties along with Cheftech food purchasing program to monitor inventory levels and price fluctuations. Deployed par level system for each outlet and storage facility in order to track product losses.Earned fast-track promotion from initial Food and Beverage Manager position in 2000.