SUMMARY:
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POSITION INFO:
Position General Manager Reports to Chief Executive Officer Location Cape Town Direct reports Director of Golf and other department heads allocated to the General Manager Primary accountability Overall performance, service quality, commercial sustainability, operational control, culture and reputation of the golf club Position Purpose The General Manager is responsible for the overall performance, service quality, commercial sustainability, operational control, culture and reputation of the Golf Club. The General Manager is accountable for converting the strategic objectives of the Golf Club into a consistently exceptional club operation. The General Manager is not simply responsible for individual departments but responsible for ensuring that every department operates together as one experience. The General Manager must establish and maintain a service culture that is warm and genuinely welcoming; polished and professional without being impersonal; personalised and attentive; proactive rather than reactive; discreet and appropriate for a high-net-worth clientele; consistent irrespective of employee, department or time of day; knowledgeable and confident; efficient without appearing rushed; responsive when something goes wrong; and characterised by exceptional attention to detail. Employees should anticipate reasonable member and guest requirements wherever possible rather than waiting to be asked. Service should feel seamless from the customer’s perspective even where several departments are involved internally. The General Manager must ensure that service standards are clearly defined, trained, measured and continuously improved. Key Responsibilities Strategy, Annual Planning and Business Performance • develop and recommend the annual business plan; • establish annual strategic objectives and measurable performance targets; • use historical performance, financial trends, member and guest feedback, market conditions and new strategies to establish appropriate annual objectives; • develop rolling medium- and long-term plans for the Club; • translate strategy into departmental objectives and accountable action plans; • monitor progress against agreed strategic objectives throughout the year; • identify emerging opportunities, threats and operational trends; • prepare business cases for significant projects, investments and changes; • ensure departmental plans align with the overall strategy; • provide the CEO with appropriate strategic recommendations; • respond dynamically to unplanned, unusual or unique situations by assessing implications, developing corrective strategies, implementing interventions, measuring effectiveness and adapting where necessary. Financial Management and Budgeting • lead the preparation of the annual operating and capital budgets; • set appropriate revenue, expenditure, profitability and departmental performance targets based on historical data, operating trends and new strategic initiatives; • ensure department heads understand and take ownership of their budgets; • monitor revenue, operating costs, payroll, margins and cash controls; • review monthly management accounts and investigate material variances; • implement corrective strategies where budget performance is below expectation; • monitor F&B margins, retail performance, academy performance and golf revenues; • oversee procurement disciplines, stock controls, cash\/POS controls and fraud-prevention measures; • assess capital expenditure priorities; • identify sustainable efficiency improvements and savings; • work closely with the Finance Manager to maintain reliable forecasts. Member and Guest Experience • establish Club-wide service standards; • ensure consistent execution across departments; • maintain visible engagement with members and homeowners; • proactively obtain and analyse member and visitor feedback, including surveys, mystery guest assessments, complaints, compliments and other service data; • ensure departmental managers address identified concerns and track corrective actions through to completion; • personally manage or oversee significant service failures and appropriate service recovery; • continually seek opportunities to improve the end-to-end customer journey. Golf Club Operational Integration • ensure Golf Operations, F&B, Halfway House, Restaurant, Pro Shop and retail, Golf Academy, Sales and Marketing, Events, Membership Services, Facilities, Finance and the golf course maintenance provider operate cohesively; • establish an effective operating rhythm, including management meetings, reporting structures and follow-up processes; • take ownership of cross-departmental issues and ensure resolution. Director of Golf and Golf Operations Oversight • establish the approved golf operating and commercial framework; • agree annual golf objectives with the Director of Golf; • monitor golf departmental financial performance, rounds mix, yield, member access and visitor commercial policies; • monitor member and visitor golf satisfaction, pace-of-play management and golf-event performance; • ensure golf operations integrate effectively with F&B, maintenance, membership, sales and events; • avoid unnecessary duplication of the Director of Golf’s operational responsibilities. The GM owns the business; the Director of Golf owns the golf product. Food and Beverage • carry overall accountability for the Restaurant, Halfway House, functions, golf events, Club events, corporate events and other hospitality activities; • oversee food and service quality, consistency, presentation, financial performance, gross margins, staffing, procurement, menu strategy, stock and waste management, hygiene, food safety, liquor controls and service recovery; • ensure the Halfway House supports both hospitality standards and pace-of-play requirements. Commercial Development, Tourism and Partnerships • develop visitor golf, tourism, tour-operator, hotel, corporate golf, golf package, event and strategic partnership opportunities; • manage pricing recommendations, yield strategy, cancellation and commercial policies; • assess commercial growth by financial contribution, effect on member access, customer profile, pace of play, operational capacity, brand fit and long-term strategic value. Golf Course Maintenance Contract • act as the commercial and contractual owner of the golf course maintenance relationship; • manage the maintenance contract, budget, SLA and KPI performance, formal reviews, contract compliance, escalation of failures, remedies, renewals and capital recommendations; • ensure alignment between maintenance activity and strategy; • preserve the distinction that technical agronomy remains with the maintenance specialist and golfer-facing playability\/presentation feedback sits with the Director of Golf. Service Provider and Contract Management • maintain a complete understanding of contractual obligations and service standards; • monitor provider performance and ensure services charged for have been delivered; • assess service-provider invoices against agreed pricing, contracts, scopes of work and authorised variations; • investigate discrepancies before payment and sign off invoices only once satisfied that they are accurate and contractually compliant; • maintain effective contract-expiry and renewal processes; • review performance before renewal, benchmark costs and alternatives, negotiate commercial terms and service levels, negotiate renewals and recommend renewal, renegotiation, market testing or replacement where appropriate. Facilities, Assets and Capital Projects • ensure Club facilities and assets are appropriately maintained, presented and protected; • oversee preventative maintenance, clubhouse presentation, practice facilities, carts and operational equipment, furniture, fixtures, technology, capital planning, project execution, contractor coordination and lifecycle planning; • ensure capital projects are supported by appropriate business cases and delivered within approved scope, budget and timeline. Events and Functions • coordinate the annual event calendar, commercial viability where appropriate, resources, member-access implications, service standards, F&B execution, golf requirements, communication and suppliers; • ensure post-event reviews and corrective action following material failures. Sales, Marketing, Brand and Reputation • protect and develop the reputation of the Golf Club as a premium golf destination; • ensure marketing reflects the Club’s positioning and that operational teams can deliver what is promised; • oversee member and visitor communication, destination golf marketing, commercial partnerships, reputation indicators and reputational issues. People Leadership and Organisational Culture • build a capable and accountable management team; • set clear responsibilities, annual departmental and individual KPIs, and conduct effective performance reviews; • coach and develop department heads, address underperformance promptly, oversee recruitment and succession planning, and improve employee capability through training; • establish service and leadership standards, promote cross-department cooperation and maintain appropriate disciplinary consistency; • lead visibly and consistently demonstrate the clubs’ values. Governance, Risk and Compliance • ensure operations comply with approved policies, delegated authority, legislation, employment requirements, health and safety standards, liquor and food-service requirements, Club rules, contractual obligations and governance structures; • identify material risks, establish controls, maintain emergency and contingency procedures, investigate significant incidents, implement corrective actions and test effectiveness; • understand the distinction between governance and management and operate within delegated authority. Stakeholder Management • build constructive relationships with the CEO, Trustees and committees, homeowner members, non-resident members, Golf Committee, Captain and Vice-Captain, employees, suppliers, tour operators, corporate clients, hotel partners, golf bodies and other stakeholders; • recognise and manage the impact of golf-club decisions on residents, including visitor numbers, traffic, parking, noise, events, course works, security, operating hours and access. Reporting and Management Information The General Manager must establish a disciplined reporting environment based on reliable information and meaningful performance indicators. Reporting to the CEO should include financial performance, revenue and margin trends, member and visitor feedback, service performance, departmental KPI performance, rounds and golf yield, F&B results, service-provider performance, capital projects, significant complaints, incidents and risks, employee matters, strategic project progress and corrective actions. Decision-Making and Authority The General Manager has day-to-day executive authority over the Golf Club within approved budgets, policies, contracts, delegated authority and CEO\/Trustee approvals where required. Key Measures of Success The General Manager’s success should ultimately be assessed on whether the Golf Club is delivering an exceptional member experience; recognised for outstanding visitor service; financially sustainable; achieving approved budgets and strategic objectives; maintaining appropriate member access while optimising commercial revenue; delivering strong F&B quality and financial performance; maintaining a premium course and facility presentation; operating with effective service providers; improving year on year; resolving problems rather than repeatedly experiencing the same failures; building a strong and accountable leadership team; retaining and developing capable employees; protecting homeowner interests; managing risk effectively; and strengthening the reputation as one of South Africa’s premier golf destinations. Core Competencies Strategic Leadership: Translate organisational strategy into measurable operational outcomes. Commercial and Financial Acumen: Strong understanding of budgeting, forecasting, profitability, revenue management, procurement and commercial negotiation. Luxury Service Leadership: Deep understanding of premium hospitality and the difference between functional service and genuinely exceptional service. Operational Leadership: Oversee multiple departments and ensure coordinated execution. Member and Customer Orientation: Understand private-club culture and the expectations of sophisticated, high-value customers. Problem Solving and Adaptability: Operate effectively in changing circumstances, make sound decisions under pressure and develop corrective strategies when original plans no longer apply. People Leadership: Recruit, motivate, coach, challenge and develop high-performing managers and employees. Communication: Communicate effectively with employees, members, homeowners, boards, committees and external stakeholders. Negotiation: Strong supplier, contract-renewal and commercial negotiation capability. Attention to Detail: Identify the details that materially affect premium service and operational quality. Accountability: Take ownership of outcomes rather than simply assigning tasks. Data-Driven Management: Use financial data, operational statistics, surveys, feedback and service assessments to identify trends and improve performance. Qualifications and Experience • Significant senior management or General Manager experience within a premium golf club, private members’ club, luxury hospitality environment, resort or comparable service organisation. • Demonstrable experience managing a multi-department operation. • Strong financial management and budgeting experience. • Experience managing senior managers and department heads. • Experience working with high-net-worth customers or members. • Strong understanding of golf-club operations. • Experience managing food and beverage operations at an oversight level. • Demonstrated commercial and contract-management ability, including supplier and service-provider negotiation. • Demonstrated experience delivering high service standards and successfully improving an organisation rather than merely maintaining it. • A relevant tertiary qualification in business, hospitality, club management, finance or a related discipline is advantageous. Professional club-management qualifications such as CCM or equivalent are advantageous but not essential where equivalent experience and capability can be demonstrated. Personal Attributes • Highly visible and engaged • Confident without being arrogant • Warm and approachable • Commercially astute • Calm under pressure • Decisive and solutions orientated • Highly organised and disciplined in follow-through • Detail conscious • Comfortable holding people accountable • Discreet and emotionally intelligent • Resilient, curious and committed to continuous improvement • Willing to challenge established practices where better alternatives exist • Personally committed to exceptional service
