Bret R. Coad, CCM, CCE

Experience

• 

  Meridian Hills Country Club

  May 2001 - Sept 2008

  Clubhouse Manager / Assistant Club Manager

  The premier private club in the Indianapolis market with 438 Golf Members and a total membership of 811. Traditional and family-oriented, the Club generated $7.4 million in gross revenue and $2.7 million in food and beverage.- Led F&B operations to beat budgeted net profit by an average of 28.6% since 2003, and 95.4% better than 2006-2007 budget.- Reduced F&B operations net loss by 75.6% ($328,567) since 2003.- Facilitated the turnaround of our a la carte restaurant operation resulting in 7% increase in a la carte sales and driving member dining revenues to over $1 million. - Initiated restaurant renovation project, creating three new dining venues that have driven sales and attracted a younger member demographic. - Designed, recruited, and facilitated summer internship program for Purdue University club management students.- Re-designed existing human resource materials including employee handbook, employment application, and employee review documents to standardize employment processes. Show less

• 

  Desert Highlands Association

  Sept 2008 - Apr 2010

  Assistant General Manager

  The premier homeowner’s association and member owned private club in the Scottsdale market, the club has been recognized as a Platinum Club of America perennially since 1997. During this period the club consisted of 560 home sites and a Membership of 635 largely seasonal resident/Members. The club operated year round generating $12 million in gross revenue and $1.8 million in food and beverage.- Led F&B operations to cut net loss year over year by 4.41% from `08 -`09.- Delivered first quarter 2010 payroll and expense savings of 4.48% to budget and 2.01% better than 2009.- Facilitated re-design of a la carte menu and wine program, catering to Members’ demand for a more casual and budget conscious experience, driving an increase of 3,000 covers, 5% ahead of prior year.- Consistently achieved capital budgets, managing annual expenditures of $260,000 to $650,000 inclusive of F&B, - - - Facilities Maintenance, and Fitness departments.- Successfully transitioned new Fitness Center management team, including training and implementation of capital and operational budgeting concepts, and restructured independent contractor agreements to increase departmental profitability.- Developed series of new social events, driving an increase of over 1,000 additional banquet covers through the first quarter of 2010, creating positive buzz and Member satisfaction. Show less

• 

  Mesa Verde Country Club

  Aug 2010 - Aug 2012

  Clubhouse Manager

  Full service, family golf club, with 430 golf members, and total membership of 630. During this period the club played over 44,000 rounds of golf annually and offered a full slate of social programming. The club generated $7.9 million in gross revenue with $2.3 million in food and beverage. - Revived F&B operations, growing F&B revenue 7.3% over last year, 9.3% better than budget.- Reduced labor expense by 1.4% over last year and 1.2% better than budget, despite rising staff wages and increasing costs of benefits. - Re-invigorated F&B member usage, driving a 17.3% reduction in un-used F&B minimum spending over last year, through intensive a la carte operations improvement.- Reduced operating expenses by 2.5%, while enriching member event spending by 4.7%.- Enhanced member event/tournament experiences, driving signature club event attendance by more than 25% over last year, setting new marks for record attendance.- Implemented the complete restructuring of the F&B department; hiring a new chef, sous chef, restaurant manager, catering manager, and instituted ongoing service training.- Re-designed the wine program to institute an increasingly value driven program; growing wine revenues by 66%, and winning a 2012 CMAA IWS Award of Merit.- Completed club’s first capital reserve study and outlined 15 year capital replacement plan. Show less

• 

  King Harbor Yacht Club

  Nov 2012 - Nov 2014

  General Manager

  Traditional Southern California yacht club devoted to sailing and sailboat racing, transitioned under my tenure to the general manager concept of club governance. The club served a total membership of 600.- Executed successful membership marketing campaigns; generating 60+ full memberships over 3 months in 2013, and 30+ over 2 months in 2014, achieving 15% net growth in full membership categories over this period.- Achieved 310.4% increase in budgeted net profit for fiscal year 2013 and 658.9% better than the prior year, improving efficiency in all departments, generating membership growth, and driving F&B sales. Improved operations have allowed for a reduction in operational dues pricing for 2014.- Generated 14.1% growth in F&B revenues, while controlling costs to achieve 410.1% increase in F&B net profit over the prior year.- Enhanced all F&B services by rebuilding service staff team, creating new menu and beverage offerings, implementing cost controls, and developing club catering business, previously out-sourced to local caterers.- Implemented formal Board of Directors and Fleet orientation process- Led numerous projects including: clubhouse renovation, policy review and revision, club management systems installation, and e-mail and social media marketing strategy. Show less

• 

  Long Beach Yacht Club

  Nov 2014 - Aug 2020

  General Manager

  Premier Southern California yacht club devoted to sailing and sailboat racing. The club currently serves 1,200+ members. The club offers full service dining, 100+ social events annually, aquatics and sailing/racing instruction, and has proudly hosted the internationally renowned Congressional Cup Regatta annually since 1965. The club and associated Long Beach Sailing Foundation manages 5 fleets club owned sailboats, and 50+ vessels in total. The club generates $8 million in gross revenue with $3.5 million in food and beverage.- Generated $1.5 million net profit in excess of budget for fiscal years 2015-2019.- Maintained stable and healthy membership with less than .5% variance in FTE membership, growing Intermediate(junior) Membership by 100% and Senior Membership classes by 88%.- Elevated Food & Beverage operations through expedited service delivery, quarterly menu changes, expanded wine program, and new signature club events, successfully garnering increased member satisfaction survey scores (Excellent & Good) in Food Quality, Dining Service, Banquet Service, and Wine List Quality. - Recruited top candidates for critical management roles: Controller, Marine Asset Manager, Youth Activities, and Maintenance Managers, and in collaboration with Board of Directors, created new Catering Manager, Race Director, and Communications roles to enhance member service. - Enhanced communications operation to streamline and expand social media content, rebuild website, integrate printed and electronic media, and introduce new digital signage.- Restructured operations budgeting process to detailed bottom-up model in all departments. Show less

• 

  Minnehaha Country Club

  Oct 2020 - now

  • Chief Operating Officer

    Nov 2020 - now

  • General Manager

    Oct 2020 - now