Episode Description:

Gregg Patterson has been studying private club culture since 1974. What he's found is that the generational divide everyone worries about is mostly a story clubs tell themselves.

In this episode, Ed sits down with Patterson, longtime general manager of The Beach Club in Santa Monica and founder of Tribal Magic, to dig into what actually holds a club together across generations. They cover the real purpose of a rigorous admissions process, why board education starts years before anyone gets appointed, and how a general manager functions less as an operator and more as an institutional compass.

Key Moments:

• 3:16 Why the Generational Divide Is Overstated
• 6:17 Tribal Magic and the Role of Admissions
• 7:58 What a Rigorous Process Is Actually Screening For
• 13:20 The GM as Educator and Influencer
• 16:35 Smelling the Future: Board Culture and Governance
• 23:17 How to Develop Board Members Before They Serve
• 32:41 Repairing Culture After the Pandemic Membership Rush
• 36:43 Building the Right Team Around Your Gaps

Producing a video for one of the most historic clubs in the country is one thing. Producing one that actually does it justice is another.

In this episode, Ed sits down with StoryTeller's Creative Director Steve Mulholland to revisit the brand anthem video they produced for The Olympic Club in San Francisco. Three days of filming. Two very different locations. A club with more than a century of history. And a bar that was, by everyone's admission, set pretty high.

Steve walks through how the project came together, from the planning decisions that shaped the shoot to the choices that made the final piece memorable. They talk about why messaging comes before cameras, what smart interview subject selection actually looks like, and how the first 15 seconds of a video can either earn a viewer's attention or lose it.

Key Moments:
00:00 Introduction to the Olympic Club Video Project
02:57 The Scope and Planning of the Production
06:13 Crafting the Messaging and Storytelling
08:59 Interview Selection and Participant Dynamics
11:57 Cinematic Techniques and Visual Storytelling
18:57 The Role of Music in Video Production
28:07 Memorable Elements of the Olympic Club Video

In this episode, Pat Damer, SVP of Revenue at Arcis Golf (70 properties, $1B portfolio), shares with Ed Heil how his company transformed from managing 3 clubs to 70 by prioritizing revenue operations, smart technology adoption, and member-first service. From sticky note CRMs to enterprise automation, Pat walks through the practical evolution of club operations and why revenue growth creates better member experiences.

This conversation cuts through the usual tech-versus-tradition debate with clear examples of how automation enhances, not replaces, exceptional service. If you're managing one club or scaling multiple properties, Pat's perspective on starting small, getting quick wins, and choosing the right tools will give you a practical path forward.

Episode Highlights:

01:23 – The rocket ship years: Growing from 3 clubs to 70 properties

04:18 – Investment philosophy: Why deferred maintenance and member experience both matter

06:19 – The "declare your major" conversation that shaped Pat's revenue-first approach

08:39 – Why revenue fixes more problems than cost-cutting

09:18 – Operational software vs. experience software: Understanding the distinction

14:42 – The HubSpot pivot: Moving from Salesforce to an integrated CRM platform

22:30 – Lead generation reality check: Why most clubs don't need traditional pipeline management

26:04 – Member journey automation: Pre-arrival, birthdays, and personalized communication

31:40 – The integration challenge: Why siloed systems create operational friction

37:46 – Technology and exceptional service aren't mutually exclusive

40:34 – First steps for club leaders: Start small, get quick wins, build buy-in

In this episode, Ed sits down with Tom Wallace of Kopplin, Kuebler & Wallace to unpack why governance often breaks down during leadership transitions at private clubs. Drawing from his experience facilitating hundreds of board retreats, Tom shares a clear benchmark: only about 25% of clubs have governance truly dialed in. The conversation explores stewardship versus short-term decision-making, the importance of structure over personality, and how written systems, succession planning, and member communication protect a club's mission, vision, and values. It's a grounded, practical discussion on how strong governance is built intentionally and sustained over time.

Key Moments:

Why only a quarter of clubs are truly prepared
Tom explains how clubs tend to fall into three groups: those with governance fully structured, those actively working toward it, and those stuck in a cycle of dysfunction where each new president resets priorities.

Stewardship over "leaving a mark"
The conversation highlights how strong presidents think like stewards, focused on long-term health rather than personal projects or visible wins during their term.

A leadership lesson from Arnold Palmer
Tom shares a story from his time at Oakmont that shaped his philosophy on leadership: clubs existed long before any one leader and will continue long after, making long-term thinking essential.

When governance goes wrong, it shows up physically
An example of a clubhouse filled with rooms named after past presidents illustrates what happens when guardrails are missing and decisions are made in isolation.

The intersection of member culture and staff culture
Tom explains that the strongest clubs are built where member culture and team culture align, and why governance plays a critical role in keeping those cultures connected.

Early warning signs of governance drift
Ignoring data, lacking a strategic plan, or focusing on short-term issues are all indicators that governance may be quietly eroding before problems surface publicly.

Why structure protects everyone
From strategic business plans to board policy manuals and orientations, Tom outlines the written systems that stabilize clubs through leadership transitions.

"If it's not written down, it doesn't exist"
A Ritz-Carlton principle reinforces why documentation and clarity are essential, not bureaucratic, in complex organizations like private clubs.

Governance as guardrails, not handcuffs
Tom compares good governance to bumper bowling: it doesn't guarantee perfect outcomes, but it prevents leaders from sending the club off course.

How to spot a strategic board
What boards talk about matters. Strategy, capital planning, and long-term direction signal health; operational minutiae signal trouble.

Succession planning as a leadership responsibility
Strong clubs know who their future presidents are well before transitions happen, creating continuity rather than disruption.

Committees as the leadership pipeline
Tom explains why committees should serve as the proving ground for future board members, with performance and collaboration guiding recruitment.

Younger members and the owner mindset
The episode explores how clubs must intentionally teach stewardship and volunteer expectations during member onboarding to avoid transactional relationships.

Why board retreats accelerate alignment
Tom closes by sharing how retreats create self-awareness, clarity, and a realistic multi-year roadmap, reinforcing that good governance is a process, not a one-time fix.

The role of the General Manager is evolving — and so are the expectations of private club leadership.

In this episode, Ed Heil sits down with Joel Livingood, General Manager and COO of Interlachen Country Club, to unpack how mission, culture, and governance are redefining what it means to lead a modern club.

Joel shares how Interlachen turned alignment into its greatest strength — guiding nearly a decade of growth, investment, and transformation. From establishing clear governance with the board to building a culture of empowerment among 400 team members, his approach offers a blueprint for sustainable leadership in today's complex club environment.

Summary:

00:00 Introduction and Overview of Interlachen's Transformation
Ed and Joel discuss Interlachen's decade of change, from major renovations to family-focused investments and restored golf facilities.

03:45 Finding Direction After 2008
Joel explains how recovery began with defining the club's mission and values — the foundation for every decision that followed.

06:45 Balancing Heritage and Progress
How Interlachen honored its legacy while adapting to the expectations of modern members.

09:20 Turning Mission into Action
The club's mission to "enrich members' lives through outstanding championship golf and family experiences" becomes the guide for culture and operations.

12:30 Embedding Values Across the Club
Tradition, excellence, innovation, and stewardship influence hiring, culture, and communication.

15:10 Building the Interlachen Brand
Joel discusses intentional storytelling, brand consistency, and how the club communicates its values internally and externally.

18:30 Leading a 400+ Person Team
The power of showing up, removing roadblocks, and building a workplace rooted in purpose and growth.

21:10 Empathy as a Leadership Skill
Why understanding team members' lives beyond work has strengthened culture and retention.

24:50 Governance and Board Alignment
How defining roles between board and management turned governance into a strategic advantage.

28:00 Accountability and Trust
Why results, transparency, and shared goals have built long-term trust at Interlachen.

31:15 High Standards, Honest Expectations
Setting clear expectations for excellence without shying away from the difficulty of achieving it.

34:10 Managing Board Involvement and Feedback
Joel's three strategies for addressing operational overreach and maintaining collaboration.

37:10 The Evolving Role of the GM
How today's leaders balance visibility, focus, and flexibility in an increasingly complex club world.

40:10 Advice for Emerging Leaders
Joel's three essentials: work hard, stay positive, and adapt quickly.

42:10 Why Business Fundamentals Still Matter
Joel explains why today's club leaders must think like business operators and treat experience as the product.

In this episode, Ed Heil and Jason Becker discuss the insights from the Golf Life Navigators mid-year report, focusing on trends in private club memberships, generational shifts, and the integration of real estate with golf communities. They explore the importance of understanding consumer preferences, the impact of service-based amenities, and the financial health of clubs in a changing market.

Summary:

00:00 Introduction and Background on Golf Life Navigators
02:59 Understanding the Mid-Year Report and Its Importance
06:01 Generational Trends in Private Club Membership
09:01 Transition Times and Market Dynamics
11:59 Demographics of Golf Life Navigators Users
14:59 Real Estate Integration with Private Clubs
17:55 Shifts in Preferences for Gated Communities
21:02 Lifestyle Amenities and Member Preferences
23:58 The Role of On-Site Brokers
27:00 Trends in Food, Beverage, and Health Amenities
30:00 Golf-Specific Trends and Member Interests
32:55 The Importance of Clubs Within Clubs
35:48 Future Trends and Service-Based Amenities
38:52 Financial Health of Clubs and Membership Models

Private clubs are no longer just competing with each other for talent—they're competing with every employer offering a flexible, supportive work environment.

In this episode, Ed Heil talks with Meridith Picarelli-Khattar, Certified Club Manager and Certified Chief Executive, about what it really takes to build a team that delivers exceptional member experiences. Drawing from over 20 years in club leadership, Meridith shares why investing in people-first policies like parental leave, flexible scheduling, and employee development is no longer optional—it's essential.

If your club is thinking about how to retain top talent while staying true to its values, this episode offers practical, thoughtful guidance you won't want to miss.