General Manager Country Club

Jeffery T. Murray, CCM, CAM, FMP

Davenport, FL 956-***-****

*******@******************.*** LinkedIn: Jeff Murray, CCM, FMP

Country Club Executive: CEO, COO, GENERAL MANAGER

Over 30 years of broad club experience, including multiple COO/GENERAL MANAGER positions and start-up to established operations. Deep background in all club functional areas, including Food & Beverage, Capital Project Management, and Club Operations expertise. Extensive track record of valuable contributions, including the development of family-friendly environments and other strategies to drive year-over-year membership and revenue growth. Lead private country clubs to top-in-class service levels.

Offer a wealth of hospitality industry knowledge and broad skills to each organization. Skilled in handling a complex set of responsibilities effectively within high-pressure environments. Maintain a strong focus on developing and empowering team members to create memories for members that last a lifetime. Consistent success in achieving revenue/profit goals, creating innovative solutions, and ensuring the absolute optimal Member Experience.

SELECTED CORE COMPETENCIES:

Private Country Club Operations Management Strategic Planning & Execution Team Building & Leadership Food & Beverage Operations Capital Project Management Start-Up Construction Management Member Service Excellence New Programming Development Facility Master Planning Training & Development Governance Structure Marketing & Promotions Motivational Speaking Family & Youth Activities

Selected Highlights:

Bishops Bay Country Club: Key Catalyst in Achieving All-Time High Membership Levels

Harlingen Country Club: Innovative Initiatives to Create a Family Environment and Increase Revenues

Owensboro Country Club: Multi-Pronged Strategy to Achieve the Best Revenue Totals in 10 Years

Professional Experience

BISHOPS BAY COUNTRY CLUB – Middleton, WI – 2015-2024

Premier country club in the Madison, WI area, with a Bob Lohmann-designed, 18-hole championship golf course, outdoor golf practice facility, 4 clay tennis courts, 4 pickleball courts, Olympic-sized swimming pool, and numerous shops/amenities (569 members, $8M in annual revenues).

COO

Oversee all club operations, leading a team of 185 (11 direct management reports) and reporting to the Board President. Plan and administer annual operating and capital budgets. Manage the full cycle of capital projects, including over $16M in projects over the past 8 years. Recruit, hire, and train team members, building a team that is resilient and responsive towards a singular mission: member service excellence. Serve as a primary point of contact for all member-related matters, including escalated issues. Report progress and results to the Board of Directors.

Challenges: Unify a disjointed organization, upgrade facilities, drive quality and safety improvements, and transform member service.

Played critical role in driving membership levels to historic, all-time highs, with overall membership increasing from 340 to 600 with a waitlist.

-Trained staff across all departments on creating the ultimate member experience, as well as creating innovative programming that focused on families and the value of membership.

-Reduced attrition from 19%+ to 4.68% (vs. a national average of 8%), as well as installing initiation fees. Currently, the club is the largest in the area with the highest dues and initiation fees.

Spearheaded 44% increase in revenues from 2014 to 2022 (including an increase in membership dues and a 43% increase in F&B sales) by building a team focused on the finer details of the member experience.

-Improved quality and service through proper training, implemented feedback systems (tablets, surveys, feedback cards), and utilized best practices to keep the emphasis on a high-touch mentality.

-Created value for families, transforming the culture from a small golf club to a family-centric country club.

BISHOPS BAY COUNTRY CLUB CONTINUED…

Worked jointly with the Board, Committees, staff, and design firms on a Five-Year Capital Plan, including a 4K sq. ft. lakeside patio and bar, 6K sq. ft. lakeside pavilion banquet facility, $2M Golf Course enhancement project, 900 sq. ft. Outdoor Pizza Kitchen and a $3M clubhouse renovation, among others.

-Conducted in-depth surveys to determine member wants and needs, as well as a CRS to determine capital requirements. Worked closely with the Finance Committee to fund all projects.

-Generated excellent ROI through dramatic membership increases and top-line revenue gains.

Developed a Governance Model that included a transition from a 7-person to a 9-person Board with 3-year terms, creating more continuity within the governing body. Installed a succession plan for the officers, worked with Board members to create a Board policy, and facilitated the first-ever Board retreat.

HARLINGEN COUNTRY CLUB – Harlingen, TX – 2014-2015

Private club retreat with an 18-hole golf course, 5 tennis courts, and multiple shops/facilities, with 431 members.

COO/GENERAL MANAGER

Directed all day-to-day operational functions and activities for the club. Recruited, hired, trained, and mentored team members. Engaged with members daily to assess satisfaction with programs, services, products, and staff. Managed cash flow and implemented controls to safeguard funds.

Challenges: Reducing high debt-to-income ratio, growing membership, updating governance practices, and enhancing programming.

Created youth and family programming to engage families, including creation of a Kid’s Club, 2x weekly entertainment for children, and Summer Camp, as well as a Night Out for parents and numerous other events. Grew top-line F&B revenues and membership as a direct result.

Gained 65 new members, primarily through a new membership promotion that coincided with the family programming enhancements (special 1st year rate for a 2-year commitment).

Designed a strategy to bridge a gap in communication between the club and members, including an aggressive email marketing strategy that segmented members’ interests and a game-changing mobile app that enabled text messaging with instant member engagement and online reservations.

Achieved a 26% reduction in overall costs (leading to a positive net income), including a 7% reduction in food costs by creating a purchasing program involving bids from prime food vendors.

OWENSBORO COUNTRY CLUB – Owensboro, KY – 2012-2014

Heritage club with an 18-hole championship golf course, Olympic-sized swimming pool, golf and tennis pro shops, and numerous additional features ($4.2M in annual revenues and 515 members).

Club Manager

Held full accountability for all club operations, with a focus on Food & Beverage, Membership, Pool, HR, and Finance functions. Led a team of over 80 and reported to the Board President.

Challenges: Updating facilities, instituting a long-range capital strategy, and creating a family-friendly environment all year round.

Expanded the club membership by 50 through introducing the “Buddy Program” that allowed members to share a membership with another for an introductory period. Transitioned 85% of buddies via the program.

Led the club to achieve its best revenue growth totals in 10 years through growth in membership, Food & Beverage sales, and new programs. Hired a new Executive Chef and introduced new member-driven F&B activities, including a hugely popular Sunday Brunch Bar and Weekly Pasta Bar.

Directed a series of in-house renovations that included a Kids Center/Kid’s Club playroom, Pool Oasis Bar, and highly popular outside furniture and fire pits.

Designed a communications strategy to strengthen member engagement, including expanding the club’s social media presence, launching an email marketing initiative, and introducing fresh family programming with numerous activities that drove families to the club.

INDIANA LIVE CASINO – Shelbyville, IN – 2008-2012

Las Vegas-style casino and entertainment venue with numerous features (Makers Mark Steakhouse, NASCAR Sports Grill, Mosaic Night Club, multiple other dining establishments) and $15M in annual revenues.

Operations Director of Restaurants

Recruited and hired to help drive growth within a start-up casino. Managed all operational functions for the Food & Beverage department. Supervised a team of over 400 and reported to the Casino GM. Trained and developed staff members. Developed business plans and budgets for all relevant areas and goals.

Served as a member of the construction management team for a $250M casino. Worked jointly with the construction on operational flow and other matters throughout the construction lifecycle.

Developed and led the retail operations of the casino, created a product line of hard and soft goods, and built the Banquet Sales & Operation department to spur growth within a start-up environment.

Hired and trained all Food and Beverage management team members; created SOPs for every job, as well as job descriptions and training programs for all outlets.

STONEHENGE GOLF & COUNTRY CLUB – Warsaw, IN – 2000-2006

Featuring a Ron Garl-designed Scottish Championship golf course with a 25K sq. ft. clubhouse for an exceptional dining experience.

GENERAL MANAGER

Brought on board to create outstanding quality and service that would ensure an excellent member experience. Oversaw total club operations, leading a team of 65 and reporting to the HG Golf Properties Owner.

Played a key role in a 180-degree turnaround from a $750K loss to profitability through a multi-pronged strategy of purchasing programs, standardized menus, proper costing, waste control, and team training.

Created a family-friendly that was instrumental in securing 100+ new members. Additionally, increased a la carte sales 26% by planning and leading a renovation that created the Mixed Grill Room and Men’s Bar.

Prior position as GM of Greenhurst Country Club in Auburn, IN. Oversaw all operations and held full responsibility for membership sales and service, property management, the annual strategic plan, budget administration, financial reporting to the Board, F&B operations, and club marketing functions. Increased F&B revenues while concurrently reducing expenses.

Education & Credentials

Ball State University Muncie, IN Major: Elementary Education

Executive Education Program, 795 Hours

CLUB MANAGEMENT ASSOCIATION OF AMERICA (CMAA)

-BMI: General Manager/Chief Operating Officer, 4/2019; Sports & Recreation Management, 1/2020; Club Management, 9/2020; Leadership Principles, 10/2020; Strategic Leadership, July 2021, Tactical Leadership, October 2022

Certifications & Licenses

Certified Club Manager, CMAA

Community Association Manager, Florida dbpr, License CAM57422

Certified FMP (Foodservice Management Professional), National Restaurant Association

Certified Instructor & Proctor, ServSafe Foodservice Certification Program

ServSafe Alcohol Certified & TABC Certified

Certified Pool Operator, Pool & Hot Tub Alliance

Professional Affiliations

Board of Directors, Wisconsin Badger Chapter CMAA, 2022-Present

Board of Directors, Kentucky Restaurant Association, 2013-2014

Board of Directors, Indiana Restaurant & Lodging Association, 2010-2012

Member: CMAA, National Restaurant Association, National Golf Course Owners Association (NGCOA)

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