Transcript
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Hey everybody, welcome to the Private Club Radio Show, where we give you the scoop on all things private golf and country clubs From mastering, leadership and management, food and beverage excellence, member engagement secrets, board governance and everything in between, all while keeping it fun and light.
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Whether you're a club veteran just getting your feet wet or somewhere in the middle, you are in the right place.
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I'm your host, denny Corby.
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Welcome to the show.
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In this episode I am chatting with a very good human, a very good friend of myself of the industry.
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He's a club manager and a podcast host himself Jeffrey Piva Joffrey, as I like to call him, joffrey, but we have Jeff Piva.
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Joffrey, as I like to call him, joffrey, but we have Jeff Piva.
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It cannot be more excited to have him on.
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He is the host of his own podcast, the Club Manager's Journal, where he dives into what it's like the day-to-day of being a club manager.
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Highly recommend you check it out.
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But, as you know, being a club leader just isn't about F&B numbers or tournament schedules.
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It's about understanding people, your members, your team, your board.
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And Jeff has made emotional intelligence his secret weapon at Needham Golf Club and in this episode he shares how it's changed, the way he has led Now.
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He didn't have a traditional path into club management.
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He started caddying at 12, worked his way through the golf shop tournament sales operations and eventually stepped into leadership.
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Now he's using everything he learned along the way to create a culture where both members and staff feel truly valued.
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So in the episode we dive into how EQ changes the way club managers build relationships.
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Episode we dive into how EQ changes the way club managers build relationships.
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We talk about lessons from crisis management, because running a club during COVID was a whole different ballgame.
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How he took Needham Golf Club from a struggling dining club to a thriving, golf-focused private club.
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And we also talk about the power of mentorship and why club managers should always be learning from each other.
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This is a fantastic episode.
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Cannot wait to dive in.
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I am stoked to have Jeff on.
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Before we do, a quick thank you to some of our show partners.
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We have our friends, members First, concert Golf Partners and Kenneth's Member Vetting, as well as myself.
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Denny Corby, the Denny Corby Experience.
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There's excitement, there's mystery.
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Also there's magic, mind reading and comedy.
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One of the most fun, engaging and interactive evenings your club can have guaranteed.
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Check it out, denny Corby dot com.
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But enough about that, let's get to the episode.
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Private Club Radio.
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Give a big warm welcome To Jeff Piva.
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How long does your club close for?
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So we usually close right before Christmas and we reopened the first week of March, so it's really January and February.
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Yeah, that's not too bad.
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Next year we're going to be open all year.
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I think Really we're going to get two simulators for the function room.
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Put the simulators in right in the middle of December and let everybody go to town until middle March, and then, and then, and then we'll have the, then we'll have the grow room open.
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Yeah, and now is that what the members wanted?
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Like, is that like what?
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What consensus was kind of going for.
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Yeah, they want it, and I have to figure out how to pay for it all.
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That's my job, but they want it, they, they want it, it, and I think we didn't have that demand a few years ago, but now we do.
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So now people are now.
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People are like well, when are we going to be open?
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When are we going to be open?
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And it's like it's not that easy.
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It's not just like flipping a switch and being open, like we shut the entire place down, so it's like the kitchen is shut off, like there's no food in the building, Like it's.
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It's that.
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Yeah, it's like that's what you do when you shut down for 75 days.
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You have to take everything out deep clean.
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Everything's deep cleaned.
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You have to do all those things.
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So if you stay open, you can't do that.
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You have to stay open and you have to constantly be moving.
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All the people that are hourly are furloughed.
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This happens every year.
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They collect unemployment for a couple months and then they come back in March and in March we're really only open a few nights a week and then we do functions.
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So, yeah, there's a lot to stay open.
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There's a lot of stuff to do and a lot of ways to.
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You know a lot of things we'd have to change with the way we're set up, and having simulators would just have people.
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It'll just be a factory here.
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People will be here all day.
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85 of my members live within a mile of the club.
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A mile, yeah, wow yeah, that's pretty cool.
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Crazy, it's crazy, yeah.
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So they're here all the time now, during the year did, did the need and want for this like do the other local clubs?
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You said what you have like 10 other clubs that are also close by, do they also have that and do that and the members know and hear about it.
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So that's why they're like well, we want that at our club too yeah, that's, that's that's how.
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That's how it goes, right.
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I mean, they go, they go somewhere else and they see the setup and they go.
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Oh, that would be great to have at our club.
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Now we're a smaller club but you know, they'll go to like a club and they'll be open all year and they'll have sims and they'll have tennis, indoor tennis and a campus.
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But they see it, and most of the clubs have simulators at this point, one or two, and I'm going to get two.
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Put them in the middle of the function room and then just set the function room up to be basically a range.
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Yeah, yeah, what's that going to cost about?
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So the, the Sims are like 65,000 each if you buy them for the for all in, for all, the, all the software, all the, the, the whole thing, nuts to bolts 65 K.
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So you're talking one, 30 and you know you can charge for it, but like, you still got to front the money, you know, and that's, that's the trick, right.
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And then the grill room, you know being open again, if you're running your club properly, you're not making money, it's an amenity.
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So you're just, you're just, you're there.
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So if it costs a million to run the place, it's it's.
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You're making a million, it's zero.
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So the food and beverage doesn't count.
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You're making a million, it's zero.
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Yeah, so the food and beverage doesn't count, it's.
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It's more like, how do we, how do we break even with the sims and provide this experience for people to be able to be there?
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Yeah, that's, that's the plan and then what?
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instead go ahead, sorry yeah, that's.
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There's such a demand now that, like I, I need to do something.
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So, like people are like, like people are coming in dropping their dues off.
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That's typically what happens this time of year.
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When are we going to be open all year?
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When are we going to be open all year?
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Because they want it, they want to be here, yeah, which is a good problem to have do you think they will?
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they would all show up, though.
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Do you think they would?
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They would use the club enough to make it worth it enough, would you know I got.
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I have a whole bunch of people that go to flor, which is obvious, right, everybody has that.
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But there's enough people that live here, enough younger members our age that are here with kids that just want to get the hell out of the house.
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So they're going to come here and hit balls and have a couple beers and go home Perfect, right.
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So there's enough people that will do that.
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That.
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I think we can support it.
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A couple years ago I wouldn't have said that.
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Now I do.
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What would you do with the simulators once the weather gets nice, because you obviously need the room?
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Yeah, so that's the trick storing everything and taking it down.
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I'm probably going to have to build some kind of shed somewhere off to the side and put everything in there, because we're bursting at the seams.
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The building is just bursting at the seams.
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They built this building in 2011 with 300 members.
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Now we have 700.
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Same building, yeah, same footprint, same building.
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So we're bursting at the seams and if I start adding things like this, it's like what do I do with it?
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Storage is full.
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So, yeah, I'd probably have to just build a shed, take it down, probably March 20th, and then, you know, get into it.
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We usually open April 1 or around April 1, the golf course.
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So once the golf course is open, then no Sims, you know, but that that gets you three, three full months of Sims, quarter of the year.
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It's good.
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Yeah, it's just about breaking even.
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We're not in the business of making money, we're in the business of experiences.
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Yeah, which I'm sure you can easily get that too.
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Between parties groups, people having fun, yeah.
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There's lots of things we can do.
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And then with the grill room open in the winter, I mean I can do a winter wine dinner.
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I can do Valentine's Day.
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Valentine's Day is a home run easy.
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You do three seatings, prefix menu simple.
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I'll fill the place three times.
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That's easy.
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But there's lots of other things you can do throughout the winter, even with just the grow room open and not having functions.
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You know, because you can't do functions if you've got the Sims in the middle of the function room.
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It'd be a killer event.
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Wouldn't it?
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I'd love to do a bar mitzvah with the Sims in the middle of the room and see what happens.
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How long do they take to set up?
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So he so.
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So the guy from track man told me it's a full day to set it up and then probably half a day to take it down.
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Because it's not just setting it up.
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You have to, you have to configure the machine, you have to configure the, you have to calibrate the p, the pc.
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You have to.
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You have to get the cameras up.
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You, you got to test it there's.
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It's a lot more to set it up than it is to take it down, but, um, probably a full day for two.
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Would you be able to upsell that for events like can you because I'm sure there's kids who like I'm like what?
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Would that be an option?
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Or no, to upsell it, to use it for different stuff?
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well, I?
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I think that depends on how much of a demand.
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Is there a demand to the point where the members are using it all day, every day?
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Or is there open times to be able to upsell it?
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See, these are questions that you just don't know.
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When you create something new, you just throw it at the wall and see what sticks and just do the best you can.
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We're building a snack shack this winter in the building, right off the ninth hole, where people can come up, and it's going to be staffed and the whole thing.
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I don't even know how that's going to go.
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It's going to do it and see what happens.
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When's it going to be open?
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I'm going to open it at night and have it act as a bar.
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Then I'm going to get a pizza oven and sling pizzas down there.
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Home run right.
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But what's that going to look like?
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Am I going to have 100 people down there or am I going to have 20?
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Nobody knows.
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So you just try.
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If you don't try, you're never going to know and you've got to take calculated risks where you can.
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So that's what I'm doing, yeah.
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Were you always in the club space?
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Did you see yourself in this industry?
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Did you just like how?
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What was your journey like?
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Yeah, so I had unlike a lot of the club managers that are like F&B background.
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I had a totally different journey, so I started caddying when I was 12 at a club.
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Yeah, I was 12.
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Was that even legal?
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No, no, no, yeah.
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And then I was driving.
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Then I was driving the range car when I was 13.
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So, no, not legal, but I started caddying when I was 12 at a club and and, um, you know, got to, you know, got in the club space and started to you know, figure out like this is something I really enjoy and something I like to do.
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Hadn't even started playing golf yet and was playing baseball, and then got the golf bug by being at the club and started playing golf and I kept working at the club through high school, started working on the range, picking balls, working in the bag room and then eventually in the pro shop.
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As this was happening, I was also starting to play golf.
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The golf professional that was there at the time was left-handed and I'm left-handed, so he was like he kind of took me under his wing a little bit and said, hey, I'm going to show you, you know kind of how to play and everything.
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Eventually it got to the point where I made the high school team.
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We started to get good and senior year of high school we made it to the state championship and then I started to get looked at from colleges and that kind of thing.
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So I ended up going to.
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I ended up going to Salem state just North of Boston.
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Good, great division three school, you know, made the nationals 30 years in a row, so like it was a.
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It was a good program to walk into.
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When I got there I realized I didn't even really know how to play golf.
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Like I had to relearn how to play golf and play at a high level, right, and these guys like when I got there, there was five, all Americans on that team.
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So we were, we were really really good and I really learned a lot about how to play.
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So when I got to college I was like, well, I need a job, so let me go find a club to work at, since I just worked at a club for five years.
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So I went in.
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One of the clubs that we practiced at was looking for people for outside you know, just outside ops, that kind of thing.
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So I went to work there and I ended up spending the next eight years there, so all through college and then coming out of college and stayed there and ran the whole outside operation towards the end there and, uh, ended up as the first assistant at the at the end.
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So end.
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So this was a club that was super, super busy.
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We did a ton of outings.
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It was a factory.
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I mean, we were just.
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I learned it was all on the job training.
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I just learned about how to operate the golf side of a club.
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So then it got to the point where I maxed out there and I went to work for one of the members at a gift and award company called Tournament Solutions, kind of well-known in our industry.
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They do like trophies, pin flags, things like that.
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So what it did was it got me to learn the sales side of the business.
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I was still talking to golf professionals, gms, but I was on the sales side of it.
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Eventually we got licenses with the PGA and the USGA and you know I was on site at the Ryder cups and the U S opens and I worked there for 10 years, so really spent a long time there, built that book of business up substantially.
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We had a.
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We had a great run there.
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Um, towards the end there I started to get the itch to get back into clubs Because I was like now I've done this, I've done this, what can I do?
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So I was thinking maybe I could be a GM, but the one piece that was missing was food and beverage.
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So I knew it a little bit, but I didn't know enough.
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So I made a real strategic move I left Tournament Solutions as the assistant manager and I took a pay cut and everything also that I could learn F and B.
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How old were you?
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30, 33, 34.
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That's not a good time to do it.
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Yeah, you're, you're, you're just old enough, just young enough, like that's, that's, that's still, a, still, a still a move.
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I had an infant, so I had a one-year-old, so it was a risk, but it was also like I kind of had a vision of like, if I can do this and I can do this right, I'm going to end up potentially getting into the GM space.
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So I got there and I immediately joined CMAA, right, because I knew what the path was.
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I knew I needed six years to get my CCM.
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So I knew that time was needed and I needed to learn right.
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So I got there and this was a fine dining club, so like a five-star club.
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It's called Lanham Club in Andover, massachusetts.
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So I got there and I right away got thrown into weddings and fine dining and, like you know, the correct silverware and wine, dinners and like all this stuff.
00:15:41.546 --> 00:15:48.650
So it was great Cause it was like on the job, training and the GM that was, there, was, was, was unbelievable, like he was.
00:15:48.650 --> 00:15:53.149
He took kind of took me under his wing and said, look, this is what you need to learn, this is what you need to do.
00:15:53.149 --> 00:15:59.895
Then, kind of a quick twist of fate, six months into me being there, he got another job and left.
00:15:59.895 --> 00:16:07.615
So he leaves and they promoted me and I probably wasn't ready, but that's okay.
00:16:09.446 --> 00:16:16.499
I fell into it and it was a small enough club that I was able to, you know, kind of deal with it and learn and continue to learn on the fly.
00:16:16.499 --> 00:16:21.076
And I made a ton of mistakes, a ton of mistakes, but I learned from them.
00:16:21.076 --> 00:16:29.698
Well, I think my people skills were not, were not there.
00:16:29.698 --> 00:16:31.690
I needed to learn how to.
00:16:31.690 --> 00:16:39.745
I needed to learn how to talk to people better, specifically staff.
00:16:39.745 --> 00:16:43.013
Uh, that was like how, just how to manage people a little bit better and lead and lead versus manage.
00:16:43.013 --> 00:16:46.198
Um, and you know, I had to learn more about wine.
00:16:46.198 --> 00:16:48.669
I had to learn more about food.
00:16:48.669 --> 00:16:51.177
I mean, we had some unbelievable chefs come through there.
00:16:51.177 --> 00:16:52.506
So that was great, it was helpful.
00:16:52.506 --> 00:17:05.874
But, um, I think I needed to learn how to have an executive presence and that wasn't something that I was used to doing, and part of that was through the BMIs too.