Meadowbrook Golf Club - General Manager/COO

CLUB OVERVIEW
Meadowbrook Golf Club is a private, member-focused golf and country club located in Whitchurch-Stouffville (Gormley), just north of Toronto. The Club places a focus on:

Private Club Experience:
Prestigious, member-owned private golf club that was founded in 1960.

Championship Golf :
Renowned 18-hole championship course known for immaculate conditioning and scenic layout.

Club Culture:
Strong emphasis on golf, socializing with fellow members, events, and family.

Modern Amenities:
Full-service clubhouse, recently renovated patio, and practice facilities including a 4-hole short-course adjacent to the clubhouse.

ROLE SUMMARY
Meadowbrook Golf Club is seeking a General Manager / Chief Operating Officer to serve as the Club’s most senior paid executive. Reporting to the Board through the President, the GM / COO leads Club operations, the member experience, staff performance, financial management, and execution of Board-approved priorities.

Meadowbrook is a financially stable, private, member-owned golf club entering a period of strategic renewal and operational modernization.

The Board sets policy and strategic direction. The GM/COO leads execution. The successful candidate will understand how to work effectively with a volunteer Board while maintaining clear accountability for professional Club management.

THE MANDATE
The GM / COO will be expected to strengthen Meadowbrook in three priority areas:

1. Golf Course Conditioning
   The golf course is Meadowbrook’s most important member experience asset. The GM / COO must support the Superintendent and turf team in sustaining excellent course conditions, strengthening operating discipline, and ensuring appropriate succession depth.
   
    
2. Food and Beverage
   The Club requires meaningful improvement in food and beverage service, consistency, hospitality standards, and member confidence. The GM / COO must assess the operation honestly, set clear standards, and lead the changes required, including staffing and leadership recommendations where necessary.
   
    
3. Financial Management
   The Club needs strong budgeting, timely reporting, internal controls, departmental accountability, labour discipline, and clear financial information for the Board.

FIRST-YEAR OUTCOMES
Within 90 days, the GM / COO will complete a structured review of Club operations; meet with department heads, key staff, committee chairs, Board leadership, and engaged members; assess the course, food and beverage, finance, staffing, facilities, and member experience; and present the Board with clear near-term priorities.

By 180 days, the GM / COO will have established a productive reporting rhythm with the President and Board; set clear expectations for department heads; improved the usefulness of financial and operational reporting; documented key risks and succession needs in course operations; and put a food and beverage improvement plan in motion with appropriate leadership accountability.

By the end of year one, the GM / COO will be expected to have maintained or improved golf course conditioning, made visible progress in food and beverage, strengthened financial reporting and budget ownership, improved department-head accountability, advanced approved strategic and capital priorities, and reduced the need for Board involvement in day-to-day management matters.

CORE RESPONSIBILITIES
The GM / COO carries operational authority and accountability for the Club, subject to the Club’s by-laws, Board policies, approved budgets, and delegated authorities. This includes:

• Leading all operations across golf, course and grounds, food and beverage, facilities, finance, administration, membership services, communications, and events.
• The GM / COO will have broad delegated authority to lead, structure, develop, and hold accountable to the Club’s staff, subject to approved budgets, Club policies, and matters reserved to the Board.
• Managing budgets, labour costs, capital planning, vendor relationships, reporting, and financial controls in partnership with the Finance Committee and department leaders.
• Implementing Board-approved policies and priorities; administering Club policies fairly and consistently; and ensuring compliance with applicable employment, health and safety, liquor, accessibility, privacy, municipal, provincial, and federal requirements.
• Protecting the Club’s facilities, equipment, reputation, culture, financial health, and long-term interests.

EXPERIENCE AND CAPABILITIES
The successful candidate should bring demonstrated capability in:

• Private club, golf, hospitality, resort, recreation, or comparable member-service leadership.
• Multi-department operational management in a seasonal, service-intensive environment.
• Working with a volunteer Board, committee structure, non-profit, or member-owned organization.
• Financial management, including budgeting, forecasting, reporting, labour management, internal controls, and capital planning.
• Food and beverage leadership or direct oversight of meaningful service improvement.
• Productive partnership with a Superintendent or course and grounds leader.
• Staff leadership, team development, performance management, and succession planning.
• Clear written and verbal communication with members, employees, committees, and the Board.

CANDIDATE PROFILE
Meadowbrook is seeking a visible, steady, service-minded operator with sound judgment, financial discipline, emotional intelligence, and strong follow-through. The right candidate will respect the character of the Club while improving systems, standards, accountability, communication, and execution.

ASSETS

• Certified Club Manager designation, or active pursuit of CCM.
• Familiarity with Jonas Club Software, Golf Genius, POS systems, member communication tools, or comparable club management systems.
• Post-secondary education in hospitality management, business administration, recreation management, finance, or a related field.