CMAE Horizons Summer 2026

CMAE HORIZONS

Page 1

RENATE ROELEVELD ON GOLF’S

EFFECTIVELY

SCOTT PATIENCE

SUMMER 2026

“WE’RE IN THE

PEOPLE BUSINESS”

BRING YOUR

DOG TO WORK

GEORGE TUNBRIDGE MAKES THE CASE

COMMUNICATE

Next Chapter

Meet the first Joe Perdue

Bursary recipient

WITH YOUR MEMBERS

Page 2

CMAE HORIZONS

BENEFITS OF

BRINGING YOUR

DOG TO WORK

TOBY’S

WELCOME

SCOTT

PATIENCE

BUSINESS BEHIND

THE GAME

FROM THE

PRESIDENT

LEADERSHIP

DEVELOPMENT

PROGRAMME

GOING BEHIND

THE GATES

CONTENTS

MOMENTUM IN

HOSPITALITY

TABLE OF

MEMBER

EXPERIENCE 2.0

CAPITAL

PLANNING

EFFECTIVELY

COMMUNICATE WITH

YOUR MEMBERS

CMAE HORIZONS

Page 3

FROM THE CEO

BOARD

ALBERTO IGLESIAS

CCM

CHRISTOPHER MAY

CCM

DEBBIE PERN

CCM

MICHAEL NEWLAND

CCM

NATHANAEL PIETRZAK

CCM

PAT BARRETT

CCM

CRISTIAN FIORA

CCM

ANN ROBBIE

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CMAE HORIZONS

Alberto Iglesias CCM

FROM THE

PRESIDENT

As we move into the second half of the year,

there is a real sense of momentum across

CMAE. Our education calendar continues to

grow, our community continues to strengthen,

and we are preparing for what promises

to be one of the most significant events in

our

Association’s

history—the

European

Conference on Club Management 2026 in

St Andrews.

Taking place from 25–28 October in the Home

of Golf, this year’s Conference represents

much

than

another

educational

event. It is an opportunity for club leaders

from across Europe, the Middle East and

beyond to come together to learn, share

experiences and challenge one another to

think differently about the future of our

industry. We are delighted to be welcoming

delegates from more than twenty countries,

reaffirming the truly international nature

of our Association and the value of bringing

together diverse perspectives from across the

club management profession.

The programme we have assembled reflects

the challenges and opportunities facing

clubs today. From leadership and workplace

culture to artificial intelligence, hospitality,

people strategy and operational excellence,

our speakers will provide practical insights

that delegates can take back and apply

within their own clubs. The Conference

has always been about much more than

listening to presentations; it is about creating

conversations,

building

relationships

and leaving inspired to lead with greater

confidence and purpose.

Alongside preparations for the Conference,

we are equally excited by the launch of our

new Leadership Development Programmes

(LDPs). These programmes represent another

important step in the evolution of CMAE’s

education offering, providing focused learning

opportunities that complement our Business

Management Institute pathway.

Education has always been the cornerstone

of CMAE, and we remain committed to

ensuring our programmes continue to evolve

alongside the profession. Whether through

the Business Management Institute, our

Leadership Development Programmes, online

learning or the European Conference, our

mission remains unchanged, to enhance the

profession of club management by providing

club managers with the tools, knowledge and

confidence to lead their

clubs successfully into the future.

None of this would be possible without the

commitment of our volunteers, education

partners, corporate partners, speakers and

the many members who continue to support

CMAE and contribute to its success. On behalf

of the Board, I extend my sincere thanks to

everyone involved.

I hope to see many of you in St Andrews

this October as we come together for what

promises to be an exceptional European

Conference. It will be a celebration of

learning, collaboration and the continued

development of our profession, and I look

forward to welcoming you there.

CMAE HORIZONS

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CMAE HORIZONS

Golf is changing rapidly, and

so too are the businesses that

sustain it. As CEO of the Golf

Course Association of Europe,

Renate Roeleveld reflects on the

challenges and opportunities

facing golf facilities, and why

putting people, professionalism

and long-term sustainability

at the centre of every decision

will shape the next chapter of

the game.

For more than 25 years, Renate Roeleveld

has worked with her “feet in the clay”, an

expression she coins with a smile, and one that

points toward the clay-based turf on which

Dutch golf courses are built. In this instance, it

is an expression she uses to describe a career

spent on the ground managing golf facilities

rather than observing them from afar.

Today, as CEO of the Golf Course Association of

Europe (GCAE), she brings that same practical

perspective to an organisation representing

golf facility owners and operators across the

continent, advocating for the businesses and

principles that underpin the game.

Having spent the best part of two decades

serving on the boards and committees of

the Dutch Golf Course Owners Association,

including four years as chairwoman, Roeleveld

became involved with the European body

through her national role. Emerging from

the disruption of COVID, she saw a golden

opportunity to reinvigorate an organisation

whose importance had only grown as golf

entered a period of rapid change.

“I’ve always loved going to all the European

conferences and being attached to different

It’s really important that

when decisions are made

on policies, people realise

what the impact is on an

actual facility.

BUSINESS BEHIND THE GAME

countries to hear what’s happening, because I

truly believe that if you keep an open eye, you

can learn so much more,” she says.

That

willingness

learn

and,

importantly, have an open mind has become

central to both her leadership philosophy

and GCAE’s mission. Roeleveld describes

the organisation’s objectives as: informing

golf facilities about the issues shaping the

industry; inspiring new ways of thinking;

connecting owners and operators through

initiatives such as the annual conference; and

representing golf facility owners within the

wider governance of European golf.

It is that final responsibility that often goes

unnoticed, which is potentially the most

important.

“One very important part that is not really

visible, but one of the biggest parts we do,

is that we represent them as being the voice

of the owners in the whole stakeholder

governance landscape,” she says.

“It’s really important that when decisions are

made on policies, people realise what the

impact is on an actual facility.”

In this business, it is impossible and

unsustainable to view golf solely through the

“

”

Written By Callum Hill, Club Connections

CMAE HORIZONS

Page 7

lens of participation or sport, which are both

still integral aspects but are also just pieces of

an enormous jigsaw puzzle.

Clubs are businesses that are also responsible

for significant financial investment, large

workforces, and extensive natural landscapes.

Without commercially sustainable facilities,

the wider game cannot flourish.

“After COVID, with rising costs, I think it’s more

and more important to see it as a business

because otherwise you cannot run it properly.

We have the financial responsibility of taking

care of such a big piece of beautiful nature.”

That commercial reality is evolving alongside

a changing golfer.

Across Europe, she has watched participation

diversify

dramatically.

The

stereotypical

golfer has given way to a broader and more

colourful audience, with increasing numbers

of younger players, women and young

professionals discovering the game through

routes that barely existed even as recently as

a decade ago.

“The golfer used to be quite a homogeneous

group.

“That has completely changed. It’s far more

colourful now. There are more youngsters,

more women and more young adults coming

into golf.”

Equally significant has been the growth of

what she describes as golf’s “middle layer”

– experiences that sit between complete

beginners and traditional 18-hole golf.

“We used to have entry and a course, and

now we have this whole mid-layer of new

technology, indoor golf, technology on the

driving range, golf in small spaces and par-3

courses,” Roeleveld explains.

“If you don’t have time to play 18 holes, you can

play nine holes, go indoors or visit the driving

range. The number of contact points within

golf has grown and will grow a lot more in the

coming years.”

The challenge, she believes, is no longer

attracting people to golf. It is keeping them in

the game.

“The focus has to change on how we retain

the new golfer and integrate them into a more

traditional system.”

Nowhere is that evolution more visible

than in women’s golf, an area Roeleveld

has championed throughout her career.

After establishing a women’s participation

programme at her own club more than a

decade ago, she watched it grow from no

participants to hundreds of women becoming

regular golfers and members.

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CMAE HORIZONS

Looking back, she believes the industry’s

biggest breakthrough has not been promoting

women’s golf more effectively, but making the

first steps into the game less intimidating.

“I think one of the most important things is

that the new ways of golf are less intimidating.”

“Standing on the first tee, [as] a woman is in a

self-conscious place.

If there’s no real programme leading up to

that first tee, that’s quite intimidating.”

Indoor golf, shorter formats and more flexible

playing opportunities have helped lower

those barriers while creating welcoming social

environments.

“The touchpoints where you get in contact

with golf are getting much broader. You don’t

only hear about it through a family member

anymore. You see it through colleagues, in

magazines and in many different places.”

Those changing expectations are also forcing

clubs to rethink the way they operate.

Roeleveld believes the biggest challenge

facing golf facilities is not only attracting

skilled staff but also creating organisations

that understand hospitality as much as they

do course maintenance.

“I think one of the biggest challenges is finding

and keeping the right people working in our

industry,” she says.

“I don’t only mean greenkeepers, but also

hospitality professionals.”

She sees an increasing divide between

facilities

operating

with

professional

management and those relying primarily on

volunteer structures. While both have an

important place within European golf, she

believes the ability to deliver a consistent

customer experience will become increasingly

important as competition for people’s leisure

time intensifies.

“The expectation of the player has to align

with the venue they’re visiting,” she explains.

“The professionally run golf courses are acting

as hospitality organisations. They know how

to engage people, welcome them, deliver the

experience and create return customers.”

Retaining golfers, she argues, depends on

understanding that experience from the

player’s perspective rather than simply

maintaining traditions.

“We are in the people business.”

“We’re not a sports business.”

There is a distinct difference when viewed

through an alternative lens, which is all part

of Roeleveld’s brilliant, flexible thinking in the

industry.

It is also a philosophy that extends beyond

the clubhouse and onto the golf course itself,

where sustainability has become one of the

defining conversations not only in Europe but

globally.

Roeleveld believes environmental responsi

bility will soon become an expectation, rather

than a point of difference, as awareness and

generational shifts grow.

“It will become logical,” she admits.

“People will expect it. It will become the base

line.”

CMAE HORIZONS

Page 9

European clubs are already responding

to increasingly stringent regulations on

water use and plant protection products,

while manufacturers continue to develop

more sustainable machinery and irrigation

technologies. Yet she believes golf has often

failed to convey the positive environmental

work already underway at times.

“I think we already do a lot. We really take care

of the nature we have,” Roeleveld explains.

“But the trick is, how good are we at telling

that story? Not good.”

Too often, she says, golf continues to be

viewed from outside the industry as an elitist

use of land rather than an environmental

asset.

“I always try to say that we are the green lungs

within urban areas, because we really are.

We take care of nature and provide space for

biodiversity.”

Education, she believes, remains just as

important as innovation. Golfers themselves

will

increasingly

shape

environmental

progress as expectations evolve.

“I think in 10 or 15 years’ time, people will start

asking for it. They will want to know if pesticides

are used. They will want certification.”

After more than two decades in golf, Roeleveld

still speaks about the industry with the

enthusiasm of someone discovering it for the

first time. Her background in hospitality has

always influenced how she sees golf facilities.

Not only as places to play, but places where

communities are built.

“I’ve always loved working at a golf course

because I could combine hospitality with

strategic thinking,” Roeleveld adds with a

smile.

“You can create an experience for people.”

It was during the pandemic isolation that

she fully appreciated the role golf clubs play

beyond the fairways and greens.

“What I really saw during COVID was what we

actually mean to people as a golf course. It’s

where they connect with friends and family.

We are a place where we connect people with

each other.”

It remains the simplest explanation of why

Roeleveld has dedicated her career to the

industry and why she believes its future

depends on remaining curious, adaptable

and open to change.

“I’ve been working in golf for 25 years, and

it has changed enormously, especially in the

last five years.

“You should never think, ‘I know where I’m at

because I’ve been in the industry for such a

long time.’ You have to keep your ears open,

keep your eyes open, stay curious and keep

learning.”

Growth rarely comes from certainty.

“Growth is always uncomfortable.

Growth is always in challenging yourself.”

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CMAE HORIZONS

GOING BEHIND THE GATES

GAVIN ROBINSON SPEAKS WITH ED CHAPMAN

CCM AND MICHAEL HERD, KK&W

Michael, Ed - welcome. For those who may have been living under a rock (or perhaps just

buried in committee papers), can you each give us a quick reintroduction and a snapshot of

your current roles?

Ed: I’ve been a CMAE member since 2018, when I started on the MDP/BMI pathway. My journey

has taken me from coaching golf in the UK as a PGA Professional, to managing a golf academy

in Dubai, golf operations roles at the Hong Kong Golf Club, to now the CEO of Royal Auckland

& Grange Golf Club in New Zealand. It’s been a fun journey moving across countries and con

tinents.

Michael: I am currently the Head of International Search & Consulting for KOPPLIN KUEBLER &

WALLACE (KK&W). KK&W are the leading search and consulting firm in the club and hospitality

industry in the US, and I am tasked with leading the expansion outside of the US which has

been great. We’ve been fortunate enough to work with some great clubs and people so far!

You’re both well known in the CMAE community, but careers evolve - what’s been keeping you

busiest (or most entertained) in your day jobs recently?

Ed: We hosted the first men’s major professional tournament in Auckland in over 20 years, and

we had only seven weeks to prepare for it! Fortunately, the course is world-class all year, so that

bit was easy, but lots of work for the team. It was a huge team effort to deliver a great event

that the sponsor and tours were thrilled with. We recently completed a capital project for a new

arrivals/bag-drop area that doubles as a halfway house, and we are about to begin construction

of our agronomy facility. Plenty going on to keep me entertained!

Michael: This role is so varied! We are partnering with clubs in finding General Managers or

their management team across the world, so a lot of time is spent onsite at some amazing

clubs getting to know their amenities, board members, management team and culture, which

allows us to really understand the club and the individuals that will work well there. We then

have the pleasure of seeking talent to match the great roles we are fortunate to work on, as

well as offering general career guidance to a broad spectrum of people in our industry. A big

part of my role is also looking into other markets on where we look to expand and support that

section of the club industry, having recently opened offices in Melbourne and Auckland. Lastly,

I have been fortunate enough to be invited to speak at a number of conferences and summits

in recent times and love supporting managers with education!

Michael, from your vantage point in international search - what trends are you seeing in the glob

al club industry right now that might surprise our readers?

Michael: Clubs are putting more of an emphasis on finding someone that is the right fit for

their club and team rather than having to have all the technical skills. Given a club environment

is all about the people and experience, clubs are beginning to understand that the non-tangible

skills and leadership skills are more important. Being strong technically is still as important!!

CMAE HORIZONS

Page 11

Ed, as CEO of Royal Auckland & Grange, what’s been your biggest leadership challenge lately - and

has anything genuinely caught you off guard?

Ed: Good question! In the past year, I’ve had three very sticky HR situations to navigate through.

Two of which caught me off guard. But I’ve got a fantastic Director of Membership & People,

and between us we ran a tight process and achieved the right outcomes. I took a lot of learnings

from them and grew as a leader. They were good challenges to my stoicism!

A slightly cheeky one for both of you: what’s one misconception people have about your role that

you’d love to set straight?

Ed: I never dreamed of being a GM or CEO of a golf club. It looked like an incredibly boring

job from the outside, and my passion was coaching golf. It wasn’t until I stepped into the CEO

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CMAE HORIZONS

role here 2.5 years ago that I realised my passion is coaching, still, but in the development and

growth of my team. This is even more rewarding than coaching golf because of its daily nature

and its impact on people’s lives and careers.

Michael: A lot of people think that because they have a good network, search/recruitment is

easy. It’s not!! We don’t rely on applications… 85% of the people I have placed over the last few

years have come directly from sourcing them. It’s also about running a thorough process and

doing your complete due diligence! Also, humans are extremely unpredictable, so being able to

build trusting relationships in a short period of time is important! Lastly, only one person gets

the job and there are normally a lot of great people who have to go through the process. Telling

people no whilst providing constructive feedback is just as important as telling the person who

got the job that they have been successful.

Now, onto this new venture - Ed, you have successfully launched and published a podcast before, I

well remember being one of your early guests, what has motivated you to invest your energy into

podcasting once again?

Ed: I really enjoyed my first foray into podcasting and had intended to keep it going but fell off

the routine. So, when Michael suggested relaunching it with him as co-host, I jumped at it. I love

spending time talking with interesting individuals and have always had great conversations

with Michael. Having deep and interesting conversations gives me a lot of energy and I love

learning. This endeavour scratches my own itch as much as anything else!

What’s the core idea behind the podcast - what gap are you hoping to fill for the CMAE community

and the wider industry?

Michael: Having been on a few podcasts (including Ed’s), I really enjoy the conversations. That

being said, I’m keen to have natural conversations that aren’t too scripted or contrived. We re

ally want to understand the person we are speaking to and unearth a lot of their success in an

authentic way, here listeners feel like they are part of the conversation. We are also keen to find

out things about the individual and not just their careers/places they have worked. We are lucky

to have some highly talented and successful guests, so feel getting to understand more about

them will help the listeners on their own journey.

CMAE HORIZONS

Page 13

There’s no shortage of content out there - what will make your podcast genuinely worth our mem

bers’ time during a commute or a quiet moment in the office?

Ed: Those who know us will know that we both bring a great sense of humour and curiosity

to conversations. We want these conversations to be informative and thought-provoking, but

we also want people to smile and have the odd laugh while listening. We all have stressful and

challenging days, and if we can bring some levity to them while delivering key lessons, that’s a

box ticked.

Who are you hoping to hear from on the podcast - are we talking industry heavyweights, rising

stars, or perhaps a few unexpected voices?

Ed: All the above. We have some great connections and want to have a global conversation with

a variety of interesting people and topics. We’re both ambitious, and we don’t have a problem

reaching out to ask people to come on. The worst that can happen is that they say no!

If listeners take just one thing away from each episode, what do you hope that will be? Insight,

inspiration… or just reassurance that we’re all dealing with the same challenges?

Michael: Any of the above! We want people to learn from others who have already walked

the path in this industry. Sometimes you may get some deep insight that will help you on your

journey and at other times you may feel more inspired to go and do a great job at your club. I

want people to know that people aren’t born successful leaders, that they put a lot of work to

get to where they are and understanding the journey they have all been on may inspire others

to do so.

Finally, putting you both on the spot - what’s one topic or guest you’d love to tackle on the podcast

that might raise a few eyebrows?

Ed: It would be exciting to grow beyond the Club management industry and bring globally

recognised people on key topics, such as leadership and communication, to the show to share

their wisdom through a Club management lens. My dream guests would probably be Adam

Grant and Shane Parrish.

Michael: Completely agree with Ed, I think as an industry we can learn so much from what

other leaders are doing in the world of business! I would love to have Simon Sinek. I love his

philosophy and warmth and his ability to explain in a simple way!

And for those tuning in - when and where can they find it, and how can they get involved if they

have ideas or stories to share?

Available on all your favourite podcast platforms. If you’d like to be a guest or have a recom

mendation, please email Ed Chapman. We’d love to hear from you.

Thank-you guys for taking the time to answer our questions, it has been very insightful and we

wish you the greatest success with the podcast and continuing success in your roles.

LISTEN ON APPLE PODCASTS

LISTEN ON SPOTIFY

CONNECT ON LINKEDIN

VISIT THE WEBSITE

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CMAE HORIZONS

PEOPLE FOCUSED,

QUALITY DRIVEN

“Following due diligence, Michael quickly demonstrated a good

understanding of both the ethos of our Club and the kind of

person and skills we were looking for. He produced an excellent

document of candidates. I have worked with a number of

executive search firms during my career and I would put

Michael Herd among the best on an absolute basis.”

JOHN BURGESS | BOARD MEMBER & SEARCH COMMITTEE

LOCH LOMOND GOLF CLUB

EXECUTIVE

Specialising in Private Club GM/COO,

CEO, AGM, Clubhouse Manager, F&B,

Finance, Golf, Culinary, Agronomy,

Racquets, HR, Fitness & Wellness,

Membership/Marketing,

Activities/Recreation Director Searches

EDUCATION

& TRAINING

We design programs to equip club

leaders with knowledge and tools to

successfully navigate their jobs. Our

interactive sessions involve

storytelling, sharing experiences,

role playing & situational awareness.

GOVERNANCE

RETREATS

Our Board Dynamics/Model has

been presented to over 1000 private

clubs and communities. Our best

practices are respected and regularly

highlighted by the leading industry

publications and associations.

WWW.KKANDW.COM/INTERNATIONAL | MICHAEL.HERD@KKANDW.COM

CMAE HORIZONS

Page 15

MOMENTUM: THE MOST

POWERFUL AND FRAGILE

ASSET IN HOSPITALITY

By Richard M. Kopplin, CMAA Fellow, Kurt D. Kuebler, CCM, CMAA Fellow

and Thomas B. Wallace, III, CCM, CCE, ECM

In the private club industry, momentum is

everything.

Momentum influences nearly every aspect of

club operations, from culture and member

satisfaction to financial performance, employ

ee morale, and confidence in leadership. It

determines whether a club feels optimistic or

exhausted, aligned or divided, progressive or

stagnant.

Perhaps most importantly, momentum takes

years to build and can be lost much faster than

most leaders realise.

A club can spend years rebuilding trust, im

proving culture, strengthening governance,

developing staff, and restoring financial stabili

ty. Yet one dysfunctional board year, one toxic

leader, one divisive election cycle, or one poor

ly managed controversy can slow that prog

ress surprisingly quickly.

Hospitality is, at its core, is a people business,

and private clubs are no exception. Momen

tum is closely tied to trust, leadership align

ment, communication, and consistency. The

best clubs understand this intuitively. Strug

gling clubs often underestimate it until the

damage is already visible.

Real momentum is more than the enthusiasm

that often follows a renovation announcement,

strategic planning retreat, or major project. It

develops when leadership, governance, staff,

and members begin moving in the same di

rection with clarity and confidence. It happens

when members genuinely believe the club is

improving, employees feel respected and op

timistic, and leadership consistently communi

cates competence, stability, and vision.

Once momentum begins, even difficult projects

become easier because people start believing

progress is possible. That belief becomes one

of the most valuable assets a club can possess.

Unfortunately, most clubs inherit some level

of friction. There may be historical baggage,

deferred maintenance, governance inconsis

tency, political factions, financial strain, per

sonality conflicts, or burnout within the staff

and volunteer leadership structure. Unlike tra

ditional businesses, clubs operate within com

munities built on relationships, traditions, and

a deep sense of personal investment. That re

ality makes momentum both more important

and more fragile.

Building momentum requires leaders to slow

ly earn trust over time. Trust is built through

consistency, transparency, competence, com

munication, and follow-through. It grows when

boards behave professionally, when execu

tives lead with confidence and humility, and

when members begin seeing visible progress

rather than endless discussion.

The challenge is that trust is earned gradual

ly, while frustration can take hold remarkably

fast.

One of the greatest threats to club momentum

is dysfunctional governance. A highly political

or reactive board can derail years of progress

through micromanagement, emotional deci

sion-making, inconsistent priorities, public in

fighting, and operational interference. When

boards drift from strategic oversight into re

active decision-making, the effects are felt

throughout the organisation.

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CMAE HORIZONS

Staff begin operating defensively rather than

creatively. Executives become risk averse.

Employees lose confidence in leadership sta

bility. Members sense tension long before

anyone openly acknowledges it. Strategic

plans begin collecting dust while energy shifts

toward internal conflict management instead

of forward progress.

Even financially healthy clubs can lose mo

mentum quickly if governance becomes un

stable. After working with clubs across the

industry, one pattern becomes clear: organi

sations rarely lose momentum because of a

single event. More often, it fades gradually

when alignment, trust, and discipline begin to

erode.

The reverse is equally true. Well-aligned

boards create confidence throughout the or

ganisation. They provide clarity, stability, and

strategic continuity. They understand that

their role is not to manage daily operations,

but to protect the long-term health and mis

sion of the club while empowering manage

ment to execute effectively.

The healthiest clubs recognise that volunteer

leadership and paid leadership must operate

in partnership. Boards should provide vision,

stewardship, and strategic oversight. Manage

ment should provide execution, operational

leadership, culture development, and service

delivery. Momentum accelerates when those

groups trust each other and remain aligned

around the future of the club.

Momentum collapses when ego replaces

stewardship Progress becomes much hard

er when stewardship gives way to personal

agendas.

Hospitality organisations cannot thrive when

leadership is pulling in opposite directions.

Members may not understand every gover

nance issue or operational challenge, but they

always sense instability. Employees certainly

do. In hospitality, culture leaks through every

interaction. It shows up in tone, energy, re

sponsiveness, teamwork, and consistency.

Unlike many industries, hospitality cannot

fake culture for long.

Most experienced club leaders can recog

nise positive momentum almost immediately

when they walk through the door. Employees

interact more naturally. Departments collab

orate more effectively. Communication be

comes more optimistic. Members become

more forgiving because they feel progress

occurring around them. Leaders speak with

confidence instead of defensiveness. Even

small operational problems feel manageable

because the organisation believes in its direc

tion.

Conversely, clubs losing momentum often

experience a slow emotional erosion before

financial consequences fully appear. Com

plaints increase. Staff turnover rises. Gossip

spreads. Decision-making slows down. Meet

ings become more political and less produc

tive. People begin protecting themselves in

stead of protecting the club.

Hospitality is ultimately a people business,

and people are heavily influenced by emo

tional momentum.

Financial momentum is equally important.

Financial strength is not created through one

good budget year or one successful capital

campaign. It is created through years of dis

ciplined governance, operational consistency,

and leadership alignment. Strong clubs rein

vest consistently, fund reserves responsibly,

avoid deferred maintenance, and make stra

tegic decisions that balance current enjoy

ment with long-term sustainability.

Members are far more willing to support in

vestment when they believe leadership is

competent and the club is moving forward.

Momentum creates confidence. Confidence

supports investment. Investment improves

the member experience. Improved experi

ences strengthen demand and reinforce fi

nancial stability.

That cycle becomes incredibly powerful over

time.

However, one of the most underestimated

risks in hospitality is the damage caused by a

consistently negative or toxic individual. This

may be a board member, committee chair,

executive, department leader, or influential

member. In club environments, toxic behav

ior spreads quickly because relationships and

reputation matter so deeply.

One destructive personality can consume

CMAE HORIZONS

Page 17

enormous organisational energy. They can

undermine

leadership

credibility,

divide

boards, poison staff culture, discourage in

novation, exhaust productive volunteers, and

normalise negativity throughout the club. In

many cases, clubs do not lose momentum

because of external market forces. They lose

momentum because internal dysfunction is

allowed to grow unchecked.

Great clubs eventually learn that protecting

culture is not optional.

Leadership in hospitality extends beyond op

erations. It also involves setting the tone for

the organisation. They determine whether

the environment feels optimistic or fearful,

aligned or fragmented, strategic or reactive.

The best leaders appreciate how fragile mo

mentum can be. They know culture takes

years to build and only moments to damage.

They recognise that trust is difficult to earn

and easy to lose. They also understand that

lasting progress is usually the result of many

small, consistent wins rather than one trans

formational moment.

A cleaner club.

Better communication.

A successful event.

A strong hire.

A respectful board meeting.

A transparent financial update.

A completed project.

These moments may seem small individually,

but together they shape belief in the future.

And belief in the future is what ultimately cre

ates momentum.

The strongest clubs are rarely perfect. They

simply develop cultures where people con

tinue moving forward together. They create

environments where governance remains

disciplined, leadership remains aligned, and

members feel confident in both the experi

ence and the direction of the organisation.

Momentum alone will not solve every prob

lem a club faces. However, when a club has

strong governance, aligned leadership, and

confidence in its direction, even difficult ob

stacles become easier to overcome. Without

that foundation, progress slows, confidence

erodes, and problems often become bigger

than they need to be.

Page 18

CMAE HORIZONS

With the introduction of the Leadership

Development Programmes (LDPs), CMAE

is expanding its educational portfolio to

provide club management professionals

with even more opportunities to develop the

skills that matter most.

We caught up with Michael McCormack CCM,

Director of Education, to discuss why the

new programmes have been created, how

they complement the Business Management

Institute (BMI), and what members can

expect over the coming years.

________________________________________________

Michael, what prompted CMAE to develop the

new Leadership Development Programmes?

The idea has been building for quite some

time. As anyone who has ever attended a

BMI will know, we evaluate every session

we deliver on each of the programmes. This

gives everyone not only the chance to rate

the sessions but to also give us valuable

WHY CMAE IS LAUNCHING

LEADERSHIP DEVELOPMENT

PROGRAMMES

Q&A with Michael McCormack, CCM

feedback on what they liked and what we

could improve on each session. One common

theme emerged over the years and that was

simply that the delegates wanted more time

to spend on each of the core competencies.

We listened to that feedback and acted upon

it to provide our members with what they

have asked us for.

The Business Management Institute has

an outstanding reputation for providing

comprehensive, strategic education across

all aspects of club management. Delegates

have increasingly told us that they would like

opportunities to spend more time exploring

individual subject areas in greater depth.

We felt the solution was to create focused

programmes that allow professionals to

immerse themselves in a single competency

and leave with practical tools they can

immediately apply back at their clubs.

How do the LDPs differ from the BMI pathway?

CMAE HORIZONS

Page 19

The BMI remains the cornerstone and

flagship of CMAE education and continues

to provide the comprehensive framework

that prepares delegates for the Certified Club

Manager (CCM) designation. The Leadership

Development Programmes are designed to

complement and support that journey.

Think of BMI as building the complete picture

of what it takes to lead a successful club. The

LDPs then allow you to zoom in on particular

leadership disciplines and develop specialist

expertise in areas that are increasingly

important for modern club managers.

It’s

about

creating

lifelong

learning

opportunities that will empower club leaders

and help them to continually expand their

knowledge.

Why focus on individual competencies?

Today’s club managers wear many hats.

They’re leading teams, managing projects,

overseeing

finances,

developing

culture,

navigating change and responding to new

challenges almost every day.

Each of these areas requires its own

set of leadership skills. By structuring

our

programmes

around

CMAE’s

Core

Competencies, we can offer education that

is both highly relevant and immediately

applicable. Delegates will learn theory and

also develop practical skills they can take

straight back into their clubs.

The first two programmes are ‘Elevate

Your Leadership’ and ‘Perfecting Project

Management’. Why were these chosen first?

Leadership is at the heart of everything we do,

so launching with the development of Elevate

Your Leadership and running that as our pilot

programme felt like the natural starting point.

At the same time, project management

has become one of the most requested

development areas. Whether it’s capital

projects,

technology

implementation,

clubhouse refurbishments or operational

change, club managers are increasingly

expected

lead

complex

projects

successfully.

Page 20

CMAE HORIZONS

Both programmes address skills that have a

direct impact on day-to-day performance and

long-term career progression.

What can delegates expect from an LDP?

These

are

intensive,

two-day

learning

experiences that are highly interactive.

We’re moving beyond traditional classroom

teaching to create sessions where delegates

discuss

real

situations,

solve

practical

challenges and learn from both experienced

facilitators and each other. Networking

remains a hugely valuable part of the CMAE

experience, and the LDPs will continue to

provide opportunities for professionals to

share ideas, experiences and best practice

with colleagues from across Europe.

Ultimately, delegates should leave feeling

more confident, more capable and better

equipped to tackle the challenges they face.

Will completing an LDP contribute towards

professional recognition?

Absolutely.

Delegates who successfully complete a

Leadership Development Programme will earn

CMAE Continuing Professional Development

(CPD)

credits.

Those

credits

contribute

towards eligibility to sit the Certified Club

Manager examination and also support the

ongoing maintenance of CCM status.

Continuous professional development is

becoming

increasingly

important

across

every profession, and we want to provide

members with meaningful opportunities to

continue investing in themselves throughout

their careers.

How will the programmes be delivered?

One of our key objectives is accessibility. All

of these programmes are being designed to

be delivered in person over a two day period.

We’ll be delivering the programmes regionally

in partnership with our national associations

and alliance partners, making it easier for

members across Europe and beyond to

access high-quality education without always

needing to travel internationally.

As expressions of interest come in, they’ll

help us determine where demand exists and

where programmes should be delivered.

These expressions of interest are also

incredibly valuable in helping us determine

which programs our members want first.

What’s next for the LDP portfolio?

The launch of the first two programmes is

only the beginning.

We’re already developing Maximising Financial

Performance, with Mastering Interpersonal

Skills and Strategic Human Resources, next in

the plan. Further programmes covering the

CMAE Core Competencies are planned over

the next two years. Our ambition is to build

a complete suite of leadership education that

supports club managers at every stage of

their professional journey.

Finally, what message would you like to leave

with CMAE members?

I don’t think we ever stop learning and

we hope that these new programmes will

help club industry professionals to grow

their knowledge and expertise, challenge

themselves and give them the tools to lead

their clubs with confidence.

The club industry continues to evolve, and

the most successful leaders are those who

continue investing in their own development

throughout their careers.

The Leadership Development Programmes

have been created to help our members do

exactly that. ‘

Whether

you’re

looking

strengthen

a particular skill, prepare for your next

leadership role or simply become a more

effective manager, these programmes are

designed to give you practical knowledge,

fresh perspectives and the confidence to

make an even greater impact within your club.

Find out more about our LDP’s and