• Provides property level leadership for new Troon Golf Management clients, collaborating with Corporate Executives and Corporate Divisional Teams to implement new club; on-boarding, operational audits, employee transition activities, Troon protocols and practices, permanent General Manager and Senior Department Manager level recruitment and orientation.• Liaison with employees, members, Boards and owners gathering feedback, developing trust and earning stakeholder confidence. Determining goals and objectives, establishing communication channels, benchmarking status, initiating strategic planning, setting priorities, and establishing timelines. • Quickly respond to and trouble shoot operational deficiencies or resolve crisis situations, establishing process and implementing strategy to create an effective and positive working environment and lay the foundation for the future operating teams’ success. • Provide interim on-site leadership for Troon managed properties for general management transition periods, focusing on specific needs and issues including P&L controls and management, cashflow, HR, leadership and team building, employee engagement, member and guest satisfaction, F&B and golf operations, technology, communication and sales.

• Spearheaded efforts to establish a long range operating model, identifying a distinct brand, developing a robust communication and implementation strategy to drive a transformative culture shift through storytelling, aligning the founding investor visions and values with the expectations of members and to consistently deliver on brand promise.• Pioneered a groundbreaking “Club” community-building strategy, fostering member-to-member connectivity and strengthening the network within membership to increase loyalty, catapult club usage and solidify member engagement levels. .• Revitalized the service culture by transitioning the dining atmosphere from unapproachable to warm, energetic, and anticipatory, while transforming the culinary experience to excite membership and create new, distinctive levels of member satisfaction.• Steered growth-focused initiatives, renovating and reprogramming self-service and out-of-date Golf Cottages, creating a full service personally curated coastal retreat lodging experience for members and guests , yielding a 30% increase in bookings within year 1.• Restructured food and beverage, administrative, and membership departments to optimize operational efficiency and resources, and support manager development, leverage team member capabilities/ambitions and to formalize proactive succession structure.• Navigated staff recruitment challenges by Introducing H2B international worker program to strategically recruit best-in-class service staff, and elevating service quality.

• Recruited to serve as General Manager to spearhead the organization's revitalization, tasked with rebuilding the entire membership base, restoring operational and financial controls, and enhancing the organization's reputation among prospective members, employees, vendors, and business partners.• Secured 200 new members and re-enrolled 50%+ of members who forfeited access as a result of bankruptcy , by cultivating trust, establishing stability and elevating service levels and program and amenity quality.• Generated $11.4M in initial capital and increased operating revenues from $3.5M to $8.5M within the 1st 3 years.• Orchestrated strategic initiatives to exceed member expectations and foster lasting relationships, propelling membership satisfaction and advocacy ratings to a remarkable 95%.• Built and led a high-performing management team and talented employee base, fostering a collaborative and results-driven culture focused on achieving organizational goals and exceeding member expectations.

• Recruited to a permanent role following a highly successful 30-day interim assignment, leveraging strategic insights, industry expertise, and innovative solutions to drive impactful change across the club.• Distinguished as an expert turnaround strategist, transforming an underperforming culinary program, strengthening employee morale, designing a food and beverage operation tailored to club member preferences, and solidifying the club’s reputation as the cornerstone of its social heritage and market distinction.• Crafted and executed targeted marketing initiatives and membership referral sales strategies, achieving a 27% increase in the membership base, encompassing ~100 new golf and social members.• Stabilized operating losses through a comprehensive reorganization of the management structure and the installation of cash flow, expense management, and control strategies.• Enhanced service standards and quality controls to unprecedented levels, resulting in a dramatic increase in member satisfaction compared to previous years.

Lead new client operational onboarding activities including; new Manger recruitment, hiring and training, implementation of Troon proprietary HR and accounting systems and process, team member onboarding, with culture and positional training. Conducted envisioning and strategic development with Club's Board of Directors.

• Achieved exceptional growth, expanding total revenues to $5.9M, an increase of 31%, and food and beverage revenue to $1.9M, an increase of 46%.• Successfully re-established the Blue Hill brand in the market through a comprehensive awareness campaign, contributing to 90 new members and revenue acceleration.• Designed programs and activities to align operations, service levels, communication, and member and guest services with the newly established brand, focusing on family-centric programs to ensure value for all family members.• Co-chaired the strategic planning committee, evaluating the club’s short and long-term goals, development, and creating strategies for capital investment and decreasing member attrition.• Played a pivotal role in preparing the club for sale, facilitating the entire process with diligence, and ensuring a smooth transition, reflecting strong strategic planning and leadership capabilities.• Revamped the dining experience by renovating the dining area, developing a service-oriented team, designing a compelling menu, and expanding menu items to increase member satisfaction and advance the growth of non-member function sales by 100%.• Upgraded service standards and quality controls, fostering a culture of excellence that led to stellar satisfaction ratings, while also emphasizing team building and leadership development to strengthen overall team performance and cohesion.

• Instrumental in the creation of the Main Street amenity program, bringing the developer vision to life by branding, development and operations of “ The Verrado Golf Club”, “Park 51”, a coffee and gelato shop, and “Verrado Life”, a giftware store, to create community lifestyle, market distinction and increased value.• Joined the company at its inception and played a pivotal role in establishing and nurturing the club brand by empowering a culture of service excellence, securing a market-leading position, and cultivating a dynamic reputation within the community.• Collaborated with the developer team and established robust lifestyle programs , strategic events and activities delivering “ Hometown America” brand establishing unique distinction, surpassing buyer expectations and market leading growth and revenues .

•Responsible and accountable for developing and implementing operational and service assurance programs at managed properties. To achieve brand and property objectives, and to maintain an emphasis on creating a superior value and competitive advantage within each facilities market place.• Responsible to manage and maintain mutually beneficial relationships and to determine and meet objectives with the clients of Intrawest Golf, at contracted golf facilities. Key Projects Included;The Raven Golf Club at Verrado -The Raven at Verrado, was voted “Top10 New Course You Can Play” by Golf Magazine in 2005. The Tom Lehman design and anchor amenity on the Main Street commercial district, the golf club is fully integrated into and serves as the clubhouse to the community. As the primary venue for gathering, recreation and dining lifestyle programs, activities and events delivered the unique DMB community brand, both exceeding resident needs and expectations, and attracted new residents and homebuyersThe Club at Pradera – The centerpiece of the Pradera community in Parker Colorado, a private family club with golf dining and tennis. Responsible for operational start up and program launch activities of the centerpiece of community, including hiring GM and team recruitment, clubhouse FF&E, Intrawest Golf operations and member programs and services implementation and audit. Pegasus Golf, Dallas/Fort Worth - Diamond Oaks, Woodhaven Golf and Riverside Clubs – Responsibility for client’s portfolio of two private and one daily fee clubs. Worked with club committees, owners and management teams through the transition of new ownership and new operating programs. The focus was on energizing the current membership and increasing referrals, through capital improvements, increasing service and operating standards, by enhancing club programming, membership sales and marketing activities.

The Canadian flagship of the Intrawest Golf portfolio, the 36 hole private club in Pitt Meadows, British Columbia is known as one of Canada’s best, with the 65000 sq ft chateau style clubhouse serving over 800 members, their families and guests.• Implemented Intrawest proprietary member and guest service programs (“Service Power”) and operating standards, site inspection and team programs (“Work Hard – Play Hard”), revitalized banquet level and launched new catering sales program. Conducted marquis events and programs - G Camp -4 day kids overnight golf and rec camp – “Swan-e-paloosa”

• Golf BC owns and operates a collection of 7 of British Columbia’s premier resort and private clubs, in the Vancouver, Whistler, Vancouver Island and Kelowna markets.• Assisted in the development and branding of Golf BC's launch as a golf management company. Established and implemented the brand strategy through comprehensive employee and customer loyalty programs. Provided ongoing assistance to meet corporate and individual facility objectives.

• 18 hole private golf club with 350 members. Successfully repositioned club within market place, increasing membership sales. Worked with member committees to enhance club programming and served as Tournament Chairman hosting the Canadian tour for three years. Increased profitability through growth in the dining and banquet programs, launch of the Mayfair Lakes School of Golf, increases in member activity and participation and improved internal and operational controls.