Full service, family oriented private country club serving over 1,000 members in NE Jackson, Mississippi with gross revenues of $11.2m annually. Facilities include 27 holes of golf, 12 lighted tennis courts, 8 lighted pickleball courts, croquet, and over 105,000 sqft of member facilities, including the main Clubhouse (65,000 sqft) and 16,500 Fitness Center and Day Spa (the Spa at CCJ). On the heels of a $14.6m renovation and expansion (2007-2009) that included a course renovation by John Fought, the CCJ is the premier full-service club in the state of Mississippi and home to the PGA TOUR's Sanderson Farms Championship.

Managed and directed all club operations in a member-owned private country club with 900 members; gross dollar volume: $4.2 million; annual food and beverage sales: $1.1 million.Led seven department heads who in turn led 100+ employees.Provided structure and accountability to the organization; replaced 4 members of the management team within the first yearDefined budget strategy and worked with the Controller and each Department Head to develop and monitor the Operations budget.Re-tooled the club committee system; actively participated and guided all committees. Oriented and helped educate new Board members regarding issues relating to private clubs.Increased membership level through marketing efforts and improved services.Completely re-worked the financial reporting structure to comply with the Uniform System of Financial Reporting for Clubs.Worked with the Board to develop a budget which restricts 100% of Initiation Fee income for Capital Projects/Purchases.Improved the lines of communication between the Board of Directors and the membership through the newsletter and by conducting the first full membership survey in club history.Orchestrated a Clubhouse remodeling during November and December of 2001.Managed a Golf Course renovation (bunkers and course drainage) in Spring of 2003.Oversaw a significant heating and air mechanical renovation in 2005-06.

Managed and directed all club operations in a member-owned private country club with 750 members; gross dollar volume: $2.8 million; annual food and beverage sales: $900,000.Worked with the Board of Governors to create and re-evaluate club policies; responsible for implementing policies club-wide. Led eight department heads who in turn led 80+ employees.Defined budget strategy and led department heads through budget development and implementation; guided department heads through development of a Capital budget and needs prioritization. Charged with raising the level of services club-wide and with treating the club like a business.