First developed in 1980 as a home for the LPGA, TPC Houston in Sugar Land, Texas, operated as Sweetwater Country Club until March 2026, when it became part of the PGA TOUR's TPC Network. Its 1,278 members now enjoy TPC Passport privileges along with two 18-hole championship courses, eight outdoor and four indoor tennis courts, pickleball, indoor and outdoor pools, fitness amenities and a robust calendar of dining and social programming.

The General Manager will lead all areas of the operation, including golf, course maintenance, food and beverage, racquet sports, aquatics, membership sales, facilities, finance and human resources. Initial priorities include earning the trust of members, employees and ownership, creating consistent service standards across every department and aligning department leaders around operating plans, budgets and measurable goals. A coaching mindset and open-door style will be essential as the General Manager builds the leadership team and serves as the Club's representative in the Sugar Land community.

Founded in 1965, Haworth Country Club is a private, non-equity club on approximately 175 acres in Bergen County, New Jersey, just a short drive from New York City. Its diverse, multicultural membership of approximately 420 enjoys an 18-hole championship course redesigned by Robert Trent Jones Jr. in 2000, a year-round tennis, pickleball and fitness center with seven indoor courts, and American and Asian-inspired dining, along with weddings, corporate events and golf outings. Ownership remains committed to the property, with a clubhouse refresh, new course bridges and a new irrigation system planned for 2027.

In this newly created role, the Senior Director of Operations will report to the General Manager and lead daily operations across golf, food and beverage, banquets, racquets, recreation and member services. Overseeing five department directors, including finance, this leader will establish clear expectations, manage budgets, labor and cost controls, and work alongside the General Manager to strengthen systems, staffing and standards. A visible, approachable and culturally aware leadership style will be essential to preserving Haworth's entrepreneurial spirit while developing well-trained teams and consistent execution across the Club.

Established in 1999, Cypress Woods Golf & Country Club in Naples, Florida, is a 787-home, all-inclusive bundled golf community where every homeowner is a Golf and Social Member. Members enjoy unlimited year-round play on an 18-hole Gordon Lewis-designed course, along with eight pickleball courts, tennis, bocce, a fitness center and a resort-style pool. An active social calendar, from card games and Bunco to a Book Club and Wine Club, brings members together around shared interests and a strong sense of community.

The Controller will join a close-knit senior team, reporting to the General Manager and serving as a trusted resource for management and the Board of Directors. Key responsibilities include preparing the annual operating and reserve budgets, tracking variances, overseeing payroll, membership billing and benefits, coordinating with external auditors and managing the Club's H-2B visa program. A hands-on, forward-thinking leader with strong financial analysis skills and high ethical standards will help strengthen controls, improve processes and support sound decision-making across the Club.

North Carolina State University Club in Raleigh, North Carolina, is searching for a Clubhouse Manager to oversee daily operations at a member-governed, family-oriented private club with more than 900 members. Since its founding in 1961, the Club has completed the first two phases of a $25M master plan and is recognized for its racquet sports, expansive aquatic complex, Par-3 golf course and active calendar of member events.

This senior-level position places a strong emphasis on food and beverage, including member dining outlets, banquets, catering sales and an expanding wine and craft beer program. The Clubhouse Manager will guide a tenured management team, manage budgeting, hiring, training and menu development, and work closely with the GM/COO to build a Member-Centric service culture.