From Committee-Led to CEO Driven: Modernizing Private Club Leadership

For years, private club governance has followed this familiar structure: committees make decisions, boards oversee operations, and general managers execute within tight constraints. While this model has served clubs well in the past, today’s competitive landscape offers a more strategic approach. Greystone Golf & Country Club’s leadership transformation offers valuable insights into how modern club management can evolve and change clubs for the better.

The Challenges of the Traditional Model

Consider this: in what other industries do volunteer committees—often without hospitality or business management experience—make key operational decisions? The traditional club governance model was designed for a time when clubs were primarily social institutions, run by and for their members.

Today, however, successful clubs operate as sophisticated businesses with large staffs, significant budgets, and evolving member expectations. Quick decision-making and adaptability are essential, yet many clubs struggle under the weight of multiple committee approvals and lengthy board meetings.

Greystone’s Fresh Approach

Dave Porter, CEO and GM of Greystone Golf and Country Club recognized this challenge when he stepped into his role a decade ago. His solution was simple but bold: shift committee oversight to management instead of the board, and eliminate board members serving as committee chairs.

"I look at it like there are so many incredible managers out there that maybe like the governance the way it is when it's committee-driven, and they like that support or that deep involvement or collaboration, that's okay," Porter explains. "But those that like to have a little more autonomy and what I call more of a current day leaning toward the CEO model of clubs - it's a different approach."

Building Trust Through Gradual Change

Porter didn’t overhaul the system overnight. He started by gathering member feedback, addressing concerns, and gradually streamlining the number of committees from twelve to a more manageable structure. Instead of making operational decisions, committees transitioned to advisory roles, offering input without slowing down progress.

The impact was immediate. Now, when members suggest enhancements—like improving food service at tennis matches—the club can act quickly. The director of racquets can collaborate with the chef and a few members to implement changes, without waiting for board approval.

Strengthening Staff Culture

One of the most significant benefits of this new model is the clarity it provides for staff. In traditionally structured clubs, department heads often receive conflicting directions from committee chairs and the GM, creating uncertainty about who’s really in charge. This can lead to little fiefdoms that hinder teamwork and efficiency.

Under the CEO-driven model, staff have a clear chain of command, allowing them to align with the club’s vision. This structure has encouraged creative collaboration, such as Greystone’s “Wimbledon on the Green” event, where the grounds crew transforms part of the driving range into grass tennis courts for a unique member experience.

The Board's Evolution

With operational decisions delegated to management, Greystone’s board meetings have become more strategic and focused. Discussions center on long-term planning rather than granular details like menu updates or maintenance schedules. Meetings rarely exceed 90 minutes, allowing board members to concentrate on guiding the club’s future rather than micromanaging daily operations.

Is This Model Right for Every Club?

Porter acknowledges that not every club—or every GM—is ready for this shift. Clubs with strong traditions may need to ease into change by making committees advisory rather than decision-making bodies. Likewise, GMs must assess their own comfort with taking on more responsibility and accountability.

"You have to ask yourself what's comfortable for you," Porter advises. "What part of the business do you love, and where are you willing to put your own risk factor? Because I've taken on an enormous amount of job security risk - it's all on me if it goes wrong."

Transforming Member Experience

At Greystone, this leadership model has contributed to significant growth. Since COVID, the club has welcomed 450 new members—out of a total of 1,100—and reached its first-ever waitlist. That’s a major achievement for a non-mandatory membership club within a gated community.

Porter credits this success to the club’s ability to act quickly, maintain service consistency, and cultivate a strong internal culture. Staff retention has improved, with average tenure rising from 3.2 to 3.8 years, leading to stronger member-staff relationships and a more seamless member experience.

Looking Ahead

As private clubs face increasing competition for members’ discretionary spending, efficiency and culture will play a critical role in long-term success. While the CEO model isn’t a one-size-fits-all solution, Porter’s experience suggests that clubs willing to rethink traditional governance may see significant benefits.

The key is balance—maintaining member engagement while empowering management to operate effectively. Whether through formal governance changes or smaller operational tweaks, clubs that streamline decision-making without sacrificing their sense of community will be better positioned for the future.