The Future of Private Club Leadership

By David Robinson, CCM

Evolving member demographics, changing lifestyle expectations and modern operational complexities have reshaped what boards look for in a club's top executive. Drawing on over 40 years in hospitality management, including serving as General Manager at The San Francisco Yacht Club, Outrigger Canoe Club and Balboa Yacht Club, GSI Principal David Robinson, CCM outlines the five skills rising to the top in private club leadership. From capital project delivery to board governance, he explains what search committees now prioritize and why credentials alone are no longer the defining edge. Read the full blog to learn more about what modern club leadership requires.

At the heart of the 1,000-acre gated River Hills community on Lake Wylie, South Carolina, River Hills Country Club has built its reputation as a family-oriented, casually elegant club since the early 1970s. An 18-hole championship golf course designed by Willard Byrd anchors the property, alongside a USTA award-winning racquet program, three swimming pools, a fitness center and full-service dining that keep members close to home and to each other.

River Hills is now searching for a General Manager to lead day-to-day operations with a visible, relationship-driven style, setting clear performance standards while prioritizing staff retention. The role partners closely with the Board and committees on budgeting, forecasting and capital planning, guiding the Club through an important season of infrastructure renewal without losing its close-knit, second-family culture.

On Long Island’s North Shore, Brookville Country Club has been home to members and their families since 1922. Its 335 members share a genuine camaraderie and a family-oriented culture, enjoying a championship 18-hole golf course, pickleball courts, an outdoor pool with a dedicated poolhouse, a state-of-the-art fitness center and full-service locker rooms with steam room facilities. Dining and special events are central to Club life, anchored by a formal dining room, catering facilities and an outdoor bar and social area.



The Executive Chef will join the Club’s management team and take ownership of a culinary operation that spans an active à la carte program, Club events, golf outings and private functions, with a nearly even split between à la carte and banquet business. The role calls for a teacher and mentor who builds systems: standardized recipes, plating guidelines and production standards. Day to day, the Executive Chef will recruit and develop the culinary team, partner with the General Manager and front-of-house staff and oversee purchasing, inventory and food costs. The role also calls for time spent with members, learning their preferences and favorite offerings while thoughtfully introducing seasonal selections.

Developed beginning in 1980 and originally envisioned as a home for the LPGA, TPC Houston in Sugar Land, Texas, was known as Sweetwater Country Club until March 2026, when it joined the PGA TOUR’s TPC Network. The affiliation brings TPC Passport privileges to a membership of 1,278 that enjoys two 18-hole championship courses, eight outdoor and four indoor tennis courts, pickleball, indoor and outdoor pools, fitness amenities and a full slate of dining and social programming.



The General Manager will oversee every area of the operation, from golf, course maintenance and food and beverage to racquet sports, aquatics, membership sales, facilities, finance and human resources. Early priorities include building trust with members, employees and ownership, establishing consistent service standards across departments and aligning department leaders around operating plans, budgets and measurable goals. A coaching mindset and an open-door approach will be key as the General Manager develops the leadership team and represents the Club within the Sugar Land community.

Set in the greater Nashville area, Firefly is an approximately 700-acre private club community designed around connection, experience and a strong sense of place. Plans call for approximately 400 residential homesites, a private club, world-class amenities and thoughtfully designed community spaces, with residential development, homesite sales and construction of Club amenities now advancing.



The Controller will own the integrity of Firefly's accounting and financial reporting across real estate development, construction, homesite sales and private club operations. Key responsibilities include leading a reliable monthly close, maintaining project-level cost tracking and cost-to-complete analysis, preparing cash-flow forecasts, strengthening internal controls and coordinating audits and tax filings. This hands-on leader will develop a small accounting team and translate financial information into clear insight for ownership, investors, project leadership and operational teams.