Leadership Lens

ABOUT JARRETT Jarrett Chirico is director of racquets at North Hills Club, a BoardRoom Distinguished Club in Raleigh, NC, and president and founder of The Directors Club, a professional community supporting mentorship, connection and opportunity in the racquets industry. His career spans club leadership roles in Philadelphia, Baltimore, Dallas and Raleigh. Known for building integrated racquets programs and developing professionals, Jarrett believes clubs can evolve without losing the traditions that define them. The Directors Club, which began as an effort to improve professional education, now connects nearly 1,600 members across 500 clubs in 44 countries. His leadership philosophy centers on decisive action, shared success and investing in people. EPISODE HIGHLIGHT Jarrett joins Leadership Lens to reflect on the relationships, risks and decisions that shaped his career and how his definition of success shifted from personal achievement to helping others advance. Frustrated by conferences that lacked practical value, and encouraged by his wife, Jarrett created The Directors Club around a simple belief: The industry could do better together. What began as an educational idea has become a global network of mentors, peers and opportunities. He believes leadership starts with self-awareness, authenticity and the willingness to make decisions without guaranteed outcomes. Just as important is being available to others. Sometimes leadership is as simple as answering the phone when someone needs help. At North Hills Club, Jarrett has embraced an established culture while helping it evolve. His decision to join was grounded in trust in general manager John Wilkinson and the club's commitment to innovation. For him, respecting tradition and pursuing change are not opposites. He describes hospitality as something members feel through small gestures: listening, remembering names and noticing preferences. The same care must extend to employees. Leaders should give teams room to experiment, contribute ideas and take ownership rather than micromanaging every decision. Jarrett also reflects on lessons from the COVID-19 pandemic, when acting amid uncertainty was essential. A thoughtful decision that needs adjustment can be better than standing still. Ultimately, he returns to the purpose of clubs: belonging. In an increasingly digital world, clubs remain places where people are known, families connect and relationships grow. Technology may change the tools, but people define the experience. WHAT YOU'LL LEARN FROM THIS CONVERSATION Why Jarrett founded The Directors Club and how it became a global network How mentorship and trusted relationships influence careers Why leadership requires self-awareness, authenticity and decisive action What answering the phone says about a leader's accessibility How to honor club traditions while embracing change Why North Hills Club and its leadership culture appealed to Jarrett How small details turn service into memorable hospitality Why tennis, pickleball and other racquets programs benefit from crossover How employee trust, creativity and ownership improve the member experience What the pandemic taught him about leading through uncertainty Why success means helping others advance and fostering belonging Strong leaders invest in people, share what they know and remain available. Strong clubs listen, evolve and make members feel they belong.

ABOUT RACHEL Rachel Leatherwood, MCMP, is member services director at River Crest Country Club in Fort Worth, TX, a BoardRoom Distinguished Club with EXCEPTIONAL status. Since 2013, she has led membership growth, onboarding, communications, engagement and member relations. Rachel began in hospitality at 15 in an old-fashioned soda fountain and grill. Her career later included public golf, restaurants, catering, event sales and private club membership roles, including the Tower Club of Dallas and Lone Star Park. She holds the Master Certified Marketing Professional designation from the Professional Club Marketing Association. In 2026, she presented at the CMAA World Conference on waitlist strategy, ethics and revenue, helped River Crest host the first PCMA Texas Symposium and launched the 2026 Private Club Pre-Membership Experience Study, examining the period from a prospect’s first inquiry to first day as a member. EPISODE HIGHLIGH Rachel joins Leadership Lens to discuss trust, identity and the changing role of membership leadership. After arriving at River Crest from corporate clubs where golf was often the primary reason to join, she discovered something different: many members joined because family and friends were already there and because the club had become part of who they were. That realization changed how she viewed membership. Her responsibility became less about completing transactions and more about protecting the outcome. If something is technically correct but does not feel like River Crest, she preserves the intent while reshaping the execution. If a question belongs to another expert, she routes it there. Personalization is central to that work. At River Crest, where Rachel estimates at least half the membership has some family legacy, a lifelong member may need a very different onboarding experience from a newcomer. The club offers an email campaign and optional departmental experiences, allowing members to engage at their own pace. Rachel’s belief in recognition began at 15, when soda fountain regulars arrived after church, sat at the same table and ordered the same things each Sunday. Greeting them by name and having their drinks ready taught her they were not simply buying breakfast. For that hour, they belonged. A later public golf job reinforced the lesson when employees learned to recognize a golfer’s car and bring a cart before being asked. Those experiences shaped her belief that people remember how they were made to feel. Clubs cannot onboard members into the club’s version of what membership should mean. Leaders have to listen, observe and understand what belonging looks like for each person. Onboarding also belongs to the whole leadership team. When department heads participate in introductions and small gestures, new members connect with the people who will shape their experience while leaders share ownership of the welcome. WHAT YOU’LL LEARN FROM THIS CONVERSATIONThe conversation returns to one essential idea: trust. When members trust the process, leadership, employees and culture, the club becomes more than a place where they pay dues. It becomes part of their identity and a community they choose to carry forward. You’ll hear: Why membership is identity, not simply a transaction How “protecting the outcome” shapes membership decisions Why onboarding should reflect the individual How legacy and first-generation members may need different introductions Why recognition creates trust How behavior can reveal what belonging means to a member Why department heads should share ownership of onboarding How family legacy shapes the member experience Why membership leaders must separate loud urgency from true importance Rachel’s central lesson is simple: People want to be known. When clubs honor each person’s version of belonging and earn trust consistently, membership becomes part of a family’s story rather than another transaction.

ABOUT COLIN Colin Read is co-founder and CEO of Whoosh, a golf operations software company helping private clubs and golf facilities coordinate staff, connect systems and deliver personalized member experiences. He is also co-founder of Golfery of Marin, an indoor golf lounge and co-working concept in San Rafael, California. A serial entrepreneur across automotive, hospitality and telecommunications technology, Colin has founded four companies and completed three successful exits, including an IPO. Early in his career, he co-founded ECOtality with his father and helped build the Blink electric vehicle charging network. He later joined the founding team at Reserve, a fine dining technology company that merged with Resy. That experience reinforced his belief that technology should support staff coordination while remaining invisible to the guest. Golf has been central to his life since childhood. He captained the Claremont McKenna College men’s golf team and earned two Academic All-America honors. EPISODE HIGHLIGHT In this conversation, Colin explores the relationship among technology, hospitality, leadership and belonging. He begins with the experience that shaped his entrepreneurial foundation: building ECOtality with his father after college and scaling the company from two employees to more than 200 in 18 months. Working with his father gave Colin a lifelong mentor in partnerships, financing and deal structure. It also taught him to learn from both an organization’s strengths and its softer spots. As his career evolved, he became increasingly intentional about culture, values and mission. His work with Reserve and Resy shaped his view of private club hospitality. In a well-run dining room, the guest sees a seamless experience, not the systems behind it. Colin believes club technology should work the same way, helping staff recognize members, anticipate needs and deliver personal service without making technology the center of the interaction. He also offers a practical view of AI. Connected systems can reduce duplicate work, bring fragmented data together and help staff identify changes in member behavior, anticipate staffing needs and create personalized “magic moments.” The goal is not to replace employees, but to give them better information and more time with members. The conversation turns to confidence, conviction and culture. After declining an early CEO opportunity because he did not feel ready, Colin pursued additional technical education and an MBA. He learned that leaders must define where the organization is going and create values employees can use every day. For leaders entering an established club, Colin recommends spending the first 60 to 100 days looking, listening and observing. Leaders should build evidence, align their teams, start with low-effort, high-impact improvements and understand why each change succeeds or fails. Colin closes by returning to golf as a source of identity, connection and community. He believes clubs should make decisions with future generations in mind while using technology to strengthen, not replace, the relationships that make clubs feel like home. WHAT YOU’LL LEARN FROM THIS CONVERSATION How building ECOtality with his father shaped Colin’s leadership Why mentorship, confidence and conviction matter during rapid growth How technology can work quietly behind the member experience How connected data can help staff personalize service Where AI can support operations without replacing hospitality Why reducing manual work gives employees more time with members How leaders can intentionally build culture and guide change Why new leaders should spend their first 60 to 100 days observing How golf creates connection across generations Why clubs should make long-term decisions with future members in mind Colin returns throughout the episode to one idea: technology should give people more time, information and confidence to build stronger relationships.

ABOUT JOHN John Wilkening, CCM, CCE, is GM/COO of North Hills Club in Raleigh, NC, a BoardRoom Distinguished Club with ELITE status. During his tenure, the club and its team have earned national recognition for strategic planning, renovation, programming and racquet facilities. John has spent nearly 30 years in the resort and private club industry. He began as a busboy at 15 and worked his way through food and beverage, clubhouse, lodge and multisite management roles before joining North Hills Club. He holds the Certified Club Manager and Certified Chief Executive designations from CMAA and serves on the Distinguished Clubs Standard Advisory Committee. EPISODE HIGHLIGHT In this conversation, John explores the people-first philosophy that has shaped his career and the culture at North Hills Club. He shares how three mentors influenced his approach to hospitality, operations and leadership, and why he believes great clubs are built by great people. For John, technical skills can be taught. Attitude, energy and a desire to help others succeed are what matter most. His leadership approach combines support with accountability. Employees are responsible for their own success, but they do not have to pursue it alone. John focuses on removing roadblocks, asking questions and giving people the confidence to find their own answers. He also shares the story of an executive chef who was given the trust and freedom to lead, ultimately becoming assistant general manager and mentoring his successor. The experience reinforced John’s belief that development requires time, consistency and genuine investment in people. John reflects on his own progression from management to leadership and the lesson he would give emerging professionals: Manage things, lead people. As leaders advance, success becomes less about what they can personally accomplish and more about what they can help others achieve. At North Hills Club, that same philosophy shapes the member experience. Every investment should give people a reason to join, stay or bring their friends. John and his team rely not only on surveys, but on visibility, conversation and utilization to understand what members value. The episode closes with John’s belief that private clubs should create welcoming spaces where people can build relationships, spend time with family and friends and feel they belong. WHAT YOU’LL LEARN • Why great clubs are built by great people • How mentors shaped John’s leadership philosophy • Why attitude matters in hiring • How leaders can remove roadblocks without removing ownership • Why employee development requires time and trust • How to transition from managing things to leading people • Why member utilization can reveal more than survey scores • How belonging and connection become part of club strategy

ABOUT LINDSAY Lindsay Pizarro, CCM, CCE, is managing director of The Golden State Chapter of the Club Management Association of America. She brings more than two decades of experience in private club operations and association leadership across city, yacht and country clubs throughout California. Lindsay began as a student intern in San Francisco and built her leadership foundation at the Bohemian Club, St. Francis Yacht Club and Burlingame Country Club. She later served in GM roles at Newport Harbor Yacht Club, The Country Club of Rancho Bernardo and California Yacht Club. She also spent nine years on The Golden State Chapter board, including service as chapter president. Known for her energy, optimism and ability to connect people, Lindsay leads through gratitude, possibility and growth. Today, she strengthens education, mentorship, professional development and connection across the chapter. Away from work, she is devoted to her daughters, family and the daily practice of choosing joy. EPISODE HIGHLIGHT Lindsay reflects on the experiences that shaped her leadership. The Bohemian Club taught her not to be star-struck and to treat every person with equal respect. St. Francis Yacht Club taught her resilience, whether she was carrying a keg during Big Boat Series or responding when a sea lion washed ashore during family brunch. The lesson was clear: No job is beneath a leader, and sometimes leadership means taking a breath before returning to care for the team and members. Lindsay credits mentors who recognized her potential before she saw it herself. Their encouragement shaped her commitment to answering the phone, making introductions and connecting professionals with the resources they need. The conversation becomes deeply personal as Lindsay discusses losing her husband and raising two young daughters. That loss changed her understanding of urgency, empathy and what constitutes a genuine crisis. When the demands of her GM role began affecting her family, moving closer to her parents and sister became an act of leadership at home. Lindsay is equally candid about becoming a GM at 35, then discovering that experience and wisdom are not the same. While leading a centennial celebration and major clubhouse rebuild from temporary facilities, she was let go. The setback taught her humility and the importance of seeking help before isolation turns a challenge into a crisis. Through The Golden State Chapter, Lindsay now creates the professional community she once needed. She remembers people, makes intentional introductions and helps newcomers feel welcomed. Across city, golf and yacht clubs, Lindsay has learned that the activity bringing people through the door may differ, but the deeper need is the same. Facilities and food support the experience. Feeling seen, valued and connected creates the community. WHAT YOU’LL LEARN FROM THIS CONVERSATION • How family, faith and hard work established Lindsay’s leadership values • Why optimism becomes stronger when balanced with realism • How experience helps leaders distinguish genuine crises from everyday problems • Why leaders must be willing to work alongside their teams • How mentors can recognize potential at pivotal moments • Why vulnerability strengthens empathy and connection • How profound loss reshaped Lindsay’s leadership perspective • What becoming a GM at 35 taught her about experience and wisdom • How asking for help can turn isolation into ideas and hope • Why intentional introductions create belonging • Why clubs ultimately exist to help people feel seen and valued Throughout the episode, Lindsay returns to connection as both a leadership practice and the deeper purpose of clubs. When leaders answer the phone, share resources and remember people’s stories, they build communities capable of holding both celebration and loss.

ABOUT CHRIS Chris Gale, DCA, is director of racquets at Bent Tree Country Club in Dallas, TX, and vice president of The Directors Club of America. With more than 25 years of private club experience, he has led racquets programs at clubs across California, Massachusetts, Rhode Island and Texas, including River OaksCountry Club and Duxbury Yacht Club. Known for staff development, program revitalization and member-focused leadership, Chris brings a broad operational perspective to a role that has expanded far beyond the traditional director of tennis position. Through The Directors Club of America, Chris also helps create stronger professional networks and career pathways for current and future racquets leaders. He views the organization as a family of professionals who share ideas openly, learn from one another and work collectively to strengthen the futureof racquets leadership in member-owned private clubs. EPISODE HIGHLIGHT Chris traces a leadership journey that began at 21, when he was jobless, homeless and down to $2.84. Rather than return toAustralia, he borrowed a telephone and the Yellow Pages, called country clubs across the California desert and found the opportunity that launched his career as a director. That early experience still grounds his leadership in gratitude, humility and determination. Chris explains that the modern director of racquets is no longer responsible only for teaching, programming and visibility. The position increasingly resembles a CEO role, requiring financial and business acumen, human resources knowledge, capital planning and the ability to leadprofessionals across tennis, pickleball, platform tennis, padel and other emerging sports. For Chris, however, operational sophistication must always serve the member experience. At Bent Tree, golf may initially attract a family to the club, but Chris shares the example of Instant Racquets, a six-week introduction to tennis and pickleball designed to remove the intimidation new players often feel. Participants begin together, develop skills together and frequently continue as league teams and friendship groups. What starts as instruction becomes a community within the community. The conversation also explores leading change with patience, communication and performance. Members may want immediate transformation, but leaders must explain the destination, the pathway and the time required to get there. Vision only has value when a united team follows it with action. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this wide-ranging conversation, Chris shares lessons from more than 25 years of racquets leadership, program development and private club hospitality. You’ll hear: How resilience and a willingness to ask for an opportunity launched Chris’s leadership career at age 21 Why gratitude continues to shape the way he leads three decades later How organic mentorship can develop both technical expertise and people leadership Why the director of racquets role increasingly requires the mindset and acumen of a CEO Why emerging racquet sports can introduce new players to tennis rather than compete with it Why every member deserves programming, from highly competitive players to complete beginners Why a positive staff culture directly shapes participation, engagement and the member experience How The Directors Club of America supports networking, shared learning and stronger career pathways Why asking for help is professional growth rather than a loss of pride Throughout the episode, Chris connects strategy and culture to a simple leadership standard: People should want to be there. When a team is aligned, professionals feel ownership and members experience genuine warmth at every touchpoint, racquets becomes more than a collection of courts and programs. It becomes one of the places where a private club’s sense of family is most visibly brought to life.

ABOUT KRIS Kris Butterfield Cance, MCMP, is director of membership and communications at La Cumbre Country Club in Santa Barbara, CA. She brings two decades of private club experience spanning membership, communications, operations and people and culture. Her leadership perspective is informed by organizational change, global leadership and psychology. Those disciplines reinforce a principle that guides her work: Private clubs are in the people business. Strategy may establish direction, but culture is created by how members and employees experiencechange, communication and everyday interactions. A natural relationship builder, Kris focuses on helping people move from feeling like visitors to feeling that they have found their community. At La Cumbre, she has used communication as a culture-building tool, including adding club-specific language to the employee handbook so new team members can understand the traditions, terminology and history behind themember experience. Her approach connects clear communication, authentic service and shared responsibility for member engagement across every department. EPISODE HIGHLIGHT Step into an insightful conversation with Kris Butterfield Cance, MCMP, director of membership and communications at La Cumbre Country Club. Drawing on experience across membership, communications, operations and people andculture, Kris explains why the strongest private clubs understand that they are not simply managing amenities. They are creating belonging. Kris begins with a simple truth: Culture is not something a club declares. It is something members feel and employees live in every interaction. When team members feel seen, supported and connected to a shared purpose, they are betterprepared to create experiences that feel personal rather than transactional. Communication is central to that work. Kris describes creating a section of La Cumbre’s employee handbook devoted to club language, including the history and meaning behind traditions. Shared language helps employees understand the club’s story and gives them the confidence to participate in its culture from the beginning. Kris explains why clubs should hire for curiosity and genuine care, give employees permission to be human and preserve the traditions that define the club while allowing other practices to evolve. Her phrase ‘progressively rooted’ captures the balance: grounded in identity, but open to becoming what the community needs next. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, Kris shares practical ideas shaped by two decades in private clubs and her experience across both the member and employee sides of club culture. You’ll hear: How organizational change, global leadership and psychology shape Kris’s approach to culture and connection Why culture is created through small, repeated behaviors rather than declarations Why meaningful engagement should be measured by relationships formed, not only attendance Why shared communication allows every department to read from the same book How club-specific language and history can strengthen employee onboardingand belonging How giving employees permission to be human creates service that feels authentic rather than scripted Why retention belongs to the entire club rather than one membership professional Why trust gives club leaders the grace to navigate disagreement and imperfection How a private club creates belonging through continuity, recognition and relationships that deepen over time Throughout the conversation, Kris brings leadership back to human connection. Her perspective reminds us that members are not simply joining a place. They are searching for their people. When a club builds belonging internally, communicates with clarity and creates intentional opportunities for relationships to grow, engagement, retention and long-term relevance follow naturally.

ABOUT LUANN LuAnn Giovannelli is COO of Bay Colony Community Association and a respected private club executive whose career spans nearly four decades. Her leadership experience includes senior roles at prominent club organizations, including Cherokee Town & Country Club, where she became the first woman to lead the Town Club. Although LuAnn entered the club profession unexpectedly, the industry was not entirely unfamiliar. Her father built golf courses and worked as a superintendent. Early in her career, accomplished club leaders and members gave generously of their time, challenged her to make decisions and helped her understand that lasting leadership is built through fairness, consistency and the way people are treated. LuAnn’s philosophy has evolved from a strong focus on operations and process to an emphasis on trust, mentorship and developing others. She believes leaders must hire capable people, give them the tools to succeed and resist the impulseto micromanage. Her foundational principle has remained constant: There is no right way to do the wrong thing. Beyond the club industry, LuAnn has served as a Guardian Ad Litem, advocating for children who have been removed from their homes because of abuse or neglect. The experience deepened her commitment to careful listening, humility and compassion while reinforcing her belief that leaders should seek to understand what may be happening beneath the surface of a person’s behavior. EPISODE HIGHLIGHT LuAnn shares how integrity, trust, courage and compassion shaped her career and continue to guide the legacy shehopes to leave. She also credits her husband with recognizing that she was good at the work before she fully accepted it herself. Those influences helped form a philosophy she still carries today: Do the right thing, even when it is the hard thing. She describes the shift from managing operations to leading people. As responsibilities grow more complex, leaders must let go of the work they know best, hire capable people and allow them to lead. Throughout the conversation, LuAnn brings leadership back to people. Her Guardian Ad Litem service taught her to listen more carefully, avoid assumptions and look for the reason behind a change in behavior. She closes with a belief that reaches the heart of the member experience: The deeper purpose of a private club is to create lifelong memories that connect familiesacross generations. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, LuAnn shares insights shaped by nearly four decades in private club leadership, her experience opening doors for women and her service as a Guardian Ad Litem. You’ll hear: Why early mentors and her husband’s belief helped her recognize and develop her ability to lead How the principle that there is no right way to do the wrong thing became the foundation of her leadership philosophy Why leaders must make decisions, learn from mistakes and resist the paralysis that comes from overanalysis How leadership evolves from mastering operations and processes to mentoring people and creating opportunity Why letting go of micromanagement is a discipline and a necessary step in developing capable leaders How understanding the values and motivations of younger generations can strengthen the club workforce How research, authenticity and the willingness to admit what you do not know strengthen an interview What Guardian Ad Litem service taught LuAnn about listening, humility and the danger of making assumptions Throughout the conversation, LuAnn reinforces that leadership becomes more meaningful when it moves beyond titles and accomplishments toward impact, purpose and the growth of others. Her perspective reminds us that the strongestlegacy is not simply the organization we operated, but the people we prepared, the doors we opened and the memories we helped make possible.

ABOUT TANIA Tania Elias Calles is junior sailing director at Balboa Yacht Club and a four-time Olympian who represented Mexico in sailing at the Sydney 2000, Athens 2004, Beijing 2008 and London 2012 Olympic Games. She competed in the single-handed Europe class at Sydney and Athens and in the Laser Radial class, now known as ILCA 6, at Beijing and London. She rose to No. 1 in the world rankings during her elite career. Introduced to sailing as a child, Tania was drawn to the freedom of the boat, the challenge of reading the wind and the connection she felt with nature. Mexican world champion and Olympian Eric Mergenthaler became an early example of what excellence could look like, inspiring her to set increasinglyambitious goals at the national and international levels. After an injury disrupted her Beijing campaign and sponsorship support fell away, Tania established a Guinness World Record by sailing 300 nautical miles unassisted from Los Cabos to Puerto Vallarta to help fund her return to the Games. At Balboa Yacht Club, Tania leads a program serving children from age 5 through their teenage years while also developing the coaches who work with them. Her philosophy combines clear standards, purposeful challenge and a strong sense of belonging so young sailors can grow as athletes, teammates and grounded, confident individuals. EPISODE HIGHLIGHT Step into an inspiring and candid conversation with Tania Elias Calles, as she shares how belief, discipline, resilience and belonging shape exceptional athletes, thoughtful leaders and strong club communities. Tania reflects on discovering sailing as a child and learning to understand the invisible power of the wind and how Mexican world champion Eric Mergenthaler made excellence feel attainable . She also shares the realities behind four Olympic campaigns: the physical demands of single-handed sailing, the difficulty of securing funding and the team required to help an athlete focus entirely on preparation. The conversation then turns to Tania’s work at Balboa Yacht Club, where she is developing young sailors and the coaches who guide them. She explains why progression must be intentional, why children need opportunities to fail andfigure things out for themselves and how sailing develops decision-making under pressure. Throughout the conversation, Tania reinforces that junior sailing is about far more than producing racers. It is an opportunity to help young people feel seen, heard and connected to a team while building confidence, character and values. For families, it also preserves a lifelong passion and a club legacy that can move from one generation to the next. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, Tania shares insights shaped by an Olympic career, high-performance coaching and her leadership of junior sailing at Balboa Yacht Club. You’ll hear: How a childhood introduction to sailing evolved into a career spanning seven Olympic Games as an athlete, coach and team leader How setting increasingly ambitious goals helped her progress from national competition to the world stage Why elite athletes need a multidisciplinary team that allows them to focus fully on preparation Why she sailed 300 nautical miles unassisted to establish a Guinness World Record and fund her London campaign Why coaching carries a responsibility to model the values, discipline and behavior behind the results Why children need opportunities to fail, think independently, recover and try again How supporting young coaches strengthens consistency, across a junior program Why junior sailing carries family traditions, club culture and a sense of belonging into the next generation Throughout the conversation, Tania reinforces that excellence is not simply the result we see at the finish line. It is built through discipline, preparation, failure, recovery and the support of people who make the journey possible.

ABOUT CRYSTAL Crystal Thomas is CEO of Management Connection, where she works with private club leaders, boards and associations to strengthen leadership, culture, clarity and organizational effectiveness. Her career includes 30 years managing three private clubs and more than two decades in association management. That experience has allowed her to view leadership from inside the clubhouse as well as from the broader association perspective, where patterns across organizations become easier to recognize. An entrepreneur as well as an industry leader, Crystal developed The Clear Solution, a performance evaluation system, and Club Leader 360, a leadership development platform. Her work reflects a long-standing commitment to helping leaders better understand themselves, their teams and the cultures they are responsible for shaping. Crystal’s leadership philosophy centers on four interconnected ideas: context, clarity, culture and capacity. She encourages leaders to reduce unnecessary noise, address difficult issues directly and align the culture they want to create with the capacity they and their teams can realistically sustain. EPISODE HIGHLIGHT Step into a candid and insightful conversation with Crystal Thomas, CEO of Management Connection. Drawing on decades of experience in private club management, association leadership and entrepreneurship, Crystal explores what leaders need to create healthy cultures and sustain them over time. In this episode, Crystal shares the four ideas that anchor her leadership philosophy: context, clarity, culture and capacity. She explains that culture is the experience a team and membership have every day, while capacity is a leader’s ability to sustain the energy, focus and presence required to shape that experience intentionally. Crystal also reflects on one of the most challenging periods of her career. After moving from Calgary to Missouri, she spent a year apart from her family, navigated immigration requirements, reapplied for her position four times and led a demanding club operation through personal and professional uncertainty. That experience taught her that leadership is not about avoiding tension, but navigating it with clarity and intention. The conversation examines why leaders become stuck when they carry too many priorities, expectations and open mental tabs. Crystal discusses the value of identifying what matters most, removing what is unnecessary, protecting one’senergy and addressing the difficult conversation taking up valuable brain real estate. Throughout the conversation, Crystal reinforces the deeper purpose of private clubs as places of community, comfort, recognition and belonging. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, Crystal shares insights shaped by decades in private club management, association leadership and entrepreneurship. You’ll hear: How leading clubs and associations gave Crystal two perspectives on the same leadership challenges Why context, clarity, culture and capacity are interconnected How culture forms every day—and why leaders must shape it intentionally Why a leader’s capacity influences the energy and focus available to the organization How empathy balances heart, head, support and accountability Why leadership is not about avoiding tension, but navigating it with clarity and intention How strategic priorities and removing the unnecessary restore clarity Why an avoided conversation consumes energy and reduces capacity Why boundaries, rest and energy management strengthen a leader’s well-being Why truly listening means hearing what remains unspoken Throughout the conversation, Crystal reinforces that leadership begins with the leader. Clarity brings us back to center, capacity sets the ceiling for culture and strong leadership depends on intentional choices about attention, energy and trust.

ABOUT WHITNEY Whitney Reid Pennell is founder of RCS Hospitality Group, a consulting and training firm serving the private club and hospitality industries. Her work focuses on service culture, leadership development, team training and helping clubs create meaningful, consistent and personalized member experiences. Whitney’s leadership philosophy was shaped by her upbringing on a ranch, her experience in sports and the mentors who helped her recognize her own potential. Those early influences taught her the value of work ethic, preparation, personal responsibility, teamwork and showing up for others. Through RCS Hospitality Group, Whitney helps leaders create clarity, provide meaningful feedback and build environments where team members take ownership and succeed. Her approach emphasizes that standards, strategy and data matter, but people need to understand and believe in the purpose behind them. Whitney is known for helping club leaders better understand the connection between culture, service and leadership. She encourages leaders to model the behavior they expect, develop others intentionally and create teams that arenot only a strong culture fit, but meaningful contributors to the culture. EPISODE HIGHLIGHT Step into a thoughtful and insightful conversation with Whitney Reid Pennell, founder of RCS Hospitality Group. With decades of experience in club consulting, training and leadership development, Whitney shares how personal responsibility, mentorship, empathy and service culture have shaped her workacross the private club industry. In this episode, Whitney reflects on the lessons she learned growing up on a ranch, playing sports and working with leaders who helped her see her potential before she fully recognized it. She discusses how those experiences influenced her commitment to helping others grow, lead and contribute to thefuture of the industry. Whitney also explores the shift from managing teams to truly developing people. She explains why delegation is not simply handing off work but creating opportunities for others to learn, stretch and grow. For leaders, that shift requires trust, clarity and the willingness to let others take different paths to achieve strong results. The conversation also examines what exceptional member experience really means. Whitney reinforces that private clubs serve a deeper purpose as places of belonging, connection and shared values. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, Whitney shares insights shaped by training, consulting, leadership development and lived experience. You’ll hear: How Whitney’s ranch upbringing and sports background shaped her work ethic and leadership philosophy Why mentors play a critical role in helping people recognize their own potential Why moving from managing tasks to developing people is essential for growth How delegation creates opportunity for team members to learn, contribute and advance How service and hospitality differ, and why that distinction matters in private clubs How leaders model culture through visibility, presence and behavior Why mistakes should be treated as learning opportunities in a healthy culture How empathy helps leaders support the whole person, not just the employee Why self-awareness comes before empathy in emotional intelligence How private clubs serve as a meaningful third place for members and families Why human connection is more important than ever in today’s club environment How clubs can move beyond culture fit and look for culture contributors Throughout the conversation, Whitney reinforces that leadership is rooted in people. Her perspective serves as a reminder that strong cultures are built through intentional leadership, meaningful development and a deep understandingof how members and employees want to feel: welcome, comfortable, important and understood.

ABOUT MICHELLE Michelle Riklan is a career strategist, consulting and search executive with Kopplin Kuebler & Wallace. Her work is rooted in communication, leadership development, executive search and helping individuals and organizations make thoughtful, high-impact career and hiring decisions. With graduate work in speech and interpersonal communication from NYU, Michelle brings a deep understanding of how language shapes leadership, trust and connection. Her career has included human resources, employee relations, training and development, executive coaching, personal career marketing and strategic search. At Kopplin Kuebler & Wallace, Michelle works closely with private clubs, boards and candidates, with a particular focus on financial leadership searches. She helps clubs look beyond credentials to evaluate communication style, cultural fit, emotional intelligence and readiness for leadership. Known for her honesty and direct guidance, Michelle believes the right advice at the right moment can change the course of a career. Her approach is relational rather than transactional, grounded in transparency, listening and helping people find the path that aligns with their goals, strengths and stage of life. EPISODE HIGHLIGHT Step into a thoughtful conversation with Michelle Riklan, career strategist, consulting and search executive with Kopplin Kuebler & Wallace. With a career shaped by communication, human resources, executive coaching and strategic search, Michelle shares how language, listening and transparency influence leadership at every level. In this episode, Michelle reflects on how her background in speech and interpersonal communication shaped the way she works with candidates, boards and club leaders. She discusses why listening deeply is essential, how leaders can become more aware of their own listening blocks and why the most important work often happens in the gap between what people say and what they actually mean. Michelle also shares her perspective on executive search in the private club industry, especially when clubs are hiring senior financial leaders. She explains why clubs must be prepared to support the kind of executive they say they want and why readiness, culture and governance matter when bringing in ahigh-level leader. She also explores the value of reinvention, drawing on her own career path through HR consulting, executive search, training, outplacement, resume development and personal career marketing before joining Kopplin Kuebler & Wallace. Throughout the conversation, Michelle reinforces that leadership is shaped through communication, self-awareness, impact and the ability to help others move forward with clarity and purpose. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, Michelle shares insights shaped bycommunication, search, coaching and career development. You’ll hear: Why language is one of the most important tools a leader uses How listening blocks can prevent leaders from truly hearing what others are saying Why communication is central to trust, confidence and leadership presence How honesty and transparency help prepare people for the next step in their careers How emotional intelligence helps separate a good hire from a transformative one How clubs can misunderstand what they are truly ready for when hiring executive-level talent Why reinvention is not failure, but leadership applied to your own life Why joy and fulfillment often live in the feedback loop of meaningful impact Why leaders should pay close attention to the everyday language they use with their teams Throughout the conversation, Michelle reinforces that leadership is built through listening, clarity and care. Her perspective serves as a reminder that words matter, fit matters and the smallest moments of awareness can create meaningful change in a person’s career, a club’s culture and the memberexperience.

ABOUT DAVID David Andow is president of SCI, the developers of Food-Trak, a food and beverage management system designed to help organizations improve inventory, procurement, menu management, culinary control and operational decision-making. With nearly three decades of entrepreneurial experience, David has helped grow and lead multiple brands across different industries. His leadership philosophy is rooted in servant leadership, collaboration, communication and the belief that strong leaders develop other leaders. At Food-Trak, David works with clubs and hospitality organizations to help them better understand their food and beverage operations through accurate data, improved processes and practical tools that support the people doing thework. David’s approach emphasizes that technology should not be viewed as a plug-and-play solution. Instead, he believes clubs should begin with a deep understanding of their own operations, goals and team needs before building a system that supports their specific environment. EPISODE HIGHLIGHT Step into a practical and insightful conversation with David Andow, president of SCI, the developers of Food-Trak. With a career shaped by entrepreneurship, operations and leadership, David brings a grounded perspective on how technology, data and collaboration can help clubs strengthen food and beverage performance. In this episode, David explains how Food-Trak supports clubs through inventory management, procurement, menu management, culinary control, allergen tracking, food safety, sustainability and waste-related data. He discusses why food and beverage has become more complex as clubs serve more families, respond to wellness expectations and manage rising costs. David also reflects on the leadership lessons that have shaped his career, including the influence of his parents, his experience with Cold Stone Creamery and the value of watching how people support one another when they are not the ones in the spotlight. He shares why collaboration is essential, especially when leaders are trying to solve operational challenges or introduce change. Throughout the conversation, David reinforces that successful technology adoption starts with listening. Before implementing a system, clubs must understand what they are trying to accomplish, what their teams need and how the technology will make work more efficient, not more cumbersome. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, David shares insights shaped byentrepreneurship, operations and technology. You’ll hear: Why food and beverage management has become more complex for private clubs How Food-Trak supports inventory, procurement, menu management and culinary control Why food safety, allergen tracking and sustainability are becoming more important for clubs How accurate data helps leaders make better operational decisions Why technology must be configured around a club’s specific needs How leaders can identify gaps between what they think is happening and what staff members are experiencing Why the people closest to the work often have the best ideas for improving operations Why adoption matters as much as the technology itself How tools such as scanners can reduce friction and make employees’ jobs easier Why clubs should ask what they are trying to accomplish before adding another technology platform How family dining, wellness and children’s programming are influencing the future of club food and beverage Throughout the conversation, David reinforces that operational excellence is built through a combination of data, people and process. His perspective serves as a reminder that the right technology should not overwhelm teams. It shouldsupport them, simplify their work and help clubs create stronger, more sustainable food and beverage operations.

ABOUT SIMEON Simeon Miranda is general manager of Embassy Suites byHilton Waikiki Beach Walk, one of the largest Embassy Suites properties in the world and a destination resort in the heart of Waikiki. With more than three decades of experience in hospitality, Simeon has built a leadership philosophy rooted in humility, respect, mentorship and service. His approach was shaped by early influences from his family, particularly his mother, and by hospitality leaders who taught him the importance of being prepared, treating people well and standing up foroneself while remaining humble. At Embassy Suites by Hilton Waikiki Beach Walk, Simeon leads with a strong belief in ohana, creating a workplace culture where hosts feel valued, supported and connected to the guest experience. His leadership emphasizes personal service, daily communication, immediate feedback and celebrating the wins that help employees feel seen and appreciated. Simeon is also deeply committed to mentorship and community involvement. He has helped develop future general managers and hospitality leaders while remaining active in organizations that support tourism, education, community service and the next generation of hospitality professionals. EPISODE HIGHLIGHT Step into a thoughtful and heartfelt conversation withSimeon Miranda, general manager of Embassy Suites by Hilton Waikiki Beach Walk. As the first hotelier featured on Leadership Lens, Simeon brings a hospitality perspective that closely aligns with the values of private clubs: service, culture, mentorship, guest experience and community. In this episode, Simeon reflects on the people who shaped his leadership philosophy, from his mother’s humility and organization to the early general manager who taught him to pursue his goals, be prepared and treat others with respect. He also shares how difficult leadership examples helped him understand the kind of leader he did not want to become. Simeon discusses how culture is built through experience, consistency and care. At Embassy Suites by Hilton Waikiki BeachWalk, that means creating an ohana environment where employees, called hosts, are supported through onboarding, mentoring, daily huddles, recognition programs and meaningful celebrations. He also explores what it takes to deliver personal service at scale in a high-volume Waikiki resort. Whether serving more than 1,400 breakfasts each morning or welcoming families from around the world, Simeon believes small details create the most memorable guest experiences. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, Simeon shares insights shaped by hospitality, mentorship and community. You’ll hear: How family and early mentors shaped Simeon’s leadershipphilosophy Why humility, respect and preparation are essentialleadership qualities How leaders can learn from both positive and negativemanagement examples Why hospitality culture must evolve to meet theexpectations of new generations How ohana shapes the employee and guest experience inWaikiki Why onboarding, mentoring and recognition are criticalto retention How small personal touches can transform a guestexperience at scale Why daily huddles and immediate action help strengthenoperations How leaders can support their teams when difficult guestor HR situations arise Why mentorship is central to developing future generalmanagers and hospitality leaders How balance, family and personal passions help leaderssustain their careers Why giving back to the community is an important part ofhospitality leadership Throughout the conversation, Simeon reinforces that hospitality leadership is rooted in service. His perspective offers a reminder that great guest experiences begin with great employee experiences, and that the most meaningful legacy a leader can leave is found in the people they mentor, support and inspire.

ABOUT FRANK CORDEIRO Frank Cordeiro is GM/COO of Colonial Country Club in Fort Worth, TX, a historic private club known for its championship golf legacy, strong family culture and deep connection to the Fort Worth community. With more than 30 years of experience in the private club industry, Frank brings a thoughtful, relationship-centered approach to leadership. His philosophy is rooted in service, curiosity and the belief that leaders create lasting impact by helping others define and achieve success. At Colonial Country Club, Frank has helped guide a significant period of renewal and transformation. Inspired by the club’s founder, Marvin Leonard, and his belief that it is not enough to be better than the rest, but that one must be better and different, Frank has helped connect Colonial’s history with a forward-looking strategy designed to serve today’s members and future generations. His leadership emphasizes listening before persuading, creating buy-in rather than compliance and surrounding the organization with people who share the club’s values and purpose. EPISODE HIGHLIGHT Step into a thoughtful and wide-ranging conversation with Frank Cordeiro, GM/COO of Colonial Country Club in Fort Worth, TX. Drawing on more than three decades in the private club industry, Frank shares how history, relationships and a clear sense of purpose have shaped his leadership philosophy andColonial’s ongoing evolution. In this episode, Frank reflects on the influence of Colonial’s founder, Marvin Leonard, whose belief that organizations must be both better and different continues to guide the club’s strategy nearly a century later. Frank discusses how that philosophy helped shape a major transformation at Colonial,including a restored golf course, renewed dining and social amenities and a member-driven strategic planning process rooted in listening and trust. He also explores the balance between championship golf and family-focused club life, the importance of hiring people who believe in the club’s values and the role relationships play in building respect with boards, members and teams. Throughout the conversation, Frank reinforces that leadership is not about control, title or personal legacy. It is about service, thoughtful inquiry and the privilege of facilitating success for others. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this reflective discussion, Frank shares insights shaped by history, service and experience. You’ll hear: Why Colonial Country Club’s history continues to shape its modern strategy How Marvin Leonard’s “better and different” philosophy guided the club’s transformation Why tradition and relevance do not have to compete with one another How championship golf, family culture and lifestyle amenities can coexist within one club identity Why leaders should seek buy-in rather than simple compliance from their teams How hiring people who want what the organization wants strengthens culture Why relationships are central to leadership in clubs and across all businesses How club leaders can build trust with board members through curiosity and thoughtful questions Why listening to understand must come before persuading others to support a plan How member input helped shape Colonial’s strategic planning process Why service is at the heart of meaningful leadership How legacy is carried forward by helping others succeed Throughout the conversation, Frank reinforces that leadership is a privilege rooted in service. His perspective offers a powerful reminder that the best leaders do not simply manage organizations. They honor the past, listen carefully, build trust and create the conditions for people, clubs and communities to thrive.

ABOUT MICHAEL Michael Stott, CCM, CCE, is a partner with The Triumph Group and a respected leader within the private club industry with more than 30 years of experience in club management and leadership. Beginning his career as a caddie and Evan Scholar, Michael went on to serve as a GM for more than three decadesbefore transitioning into executive search, leadership advisory and consulting. Known for his servant leadership philosophy and strong people-centered approach, Michael places a significant emphasis on trust, accountability and culture. He believes that great leadership begins with humility, consistency and a genuine investment in the success and well-being of others. Through his work with The Triumph Group, Michael helps clubs identify and develop strong leaders while guiding organizations in building healthy cultures that support both staff and member experience. His perspective is rooted in the belief that leadership is ultimately about service, integrity and positivelyimpacting the lives of others. EPISODE HIGHLIGHT Join us for a thoughtful and engaging conversation with Michael Stott, CCM, CCE, partner with The Triumph Group and longtime private club leader, as he shares lessons learned from more than three decades in club management, leadership and mentorship. Drawing on experiences that range from his early days as a young GM trying to “make everyone happy” to advising clubs and placing leaders today, Michael reflects on the importance of trust, accountability and servant leadership in building strong organizations. In this episode, Michael discusses why culture is one of the mostimportant assets within a club, how leaders must protect and support their teams and why hiring the right people is critical to long-term success. He also explores the connection between employee experience and member satisfaction, emphasizing that exceptional service can only happen when staff members feel respected, empowered and valued. Michael shares thoughtful insights on leadership development, difficult conversations, consistency in service and the role mentorship has played throughout his life and career. His perspective offers a compelling reminder that leadership is less about authority and more about serving others with humility, integrity and purpose. WHAT YOU’LL LEARN FROM THISCONVERSATION In this thoughtful discussion, Michael shares leadership insights shaped by decades of experience in club management, mentorship and organizational culture. You’ll hear: Why leadership is about making thoughtful decisions, not trying to please everyone How trust is built through care, competency and consistency Why mentorship and accountability are essential for leadership growth How strong club culture directly impacts both staff engagement and memberexperience Why hiring the right people is one of the most important leadership responsibilities How protecting staff creates healthier and more successful organizations Why consistency matters in delivering exceptional member experiences How servant leadership helps leaders build stronger teams and cultures Why difficult conversations are necessary to maintain standards and accountability How humility, faith and personal values can shape leadership philosophy Why great leadership is rooted in service, integrity and genuine care for others Throughout the conversation, Michael reinforces that leadership is not about titles or control, but about positively influencing people, protecting culture and helping others grow. His reflections offer valuable lessons for leaders both inside and outside the private club industry.

ABOUT BILL McMAHON Bill McMahon Sr., AIA, OAA, is founder of McMahon Group and a strategic, financial and architectural planning consultant to private clubs throughout North America and beyond. Since establishing the firm in 1983, Bill has helped more than 2,000 clubs navigate complex challenges related to governance,membership, capital planning and facility development. With a background in architecture and a family legacy in the profession dating back to 1906, Bill brings a unique, integrated approach to club consulting—combining design, financial feasibility and member alignment to ensure successful project execution. Beyond his consulting work, Bill has served in leadership roles within his own clubs, including as president and board member, giving him firsthand insight into the realities of club governance and member expectations. He is a co-author of McMahon Club Trends®, founder of the Excellence in Club ManagementAward and a frequent speaker at industry conferences across North America. Known for his candid, practical and people-focused approach, Bill is widely respected for his ability to help clubs “tell it like it is” while guiding them toward thoughtful, sustainable solutions. EPISODE HIGHLIGHT Step into a candid and insightful conversation with Bill McMahon Sr., founder of McMahon Group, as he shares more than forty years of experience working with private clubs around the world. Drawing on his background as both an architect and club leader, Bill explains why strong governance, clear communication and member alignment are essential to long-term success. He reflects on how clubs have evolved over time—from traditional, single-focus facilities to dynamic, family-oriented environments that serve as today’s “third space” for connection and community. Bill also explores the importance of adapting to societal trends, managing competition, and making thoughtful capital decisions that balance member expectations with financial realities. Throughout the conversation, he emphasizes the role of mentorship, the importance of listening as a leader and the responsibility to guide clubs with honesty and integrity. His perspective offers a powerful reminder that while the industry continues to change, the fundamentals of leadership—people, trust and adaptability—remain constant. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this engaging discussion, Bill shares insights shaped by decades of experience across more than 2,000 clubs. You’ll hear: Why strong leadership from both the board and general manager is essential to club success How member alignment and communication drive successful capital projects Why “listening first” is one of the most important leadership skills How clubs must evolve to meet changing societal needs and expectations The growing importance of family, wellness and year-round programming Why honesty and transparency are critical—even when conversations aredifficult How mentorship shapes the next generation of club leaders Why clubs must balance tradition with adaptability to remain relevant The difference between return on investment and return on experience Why giving back is one of the most important measures of long-termsuccess Throughout the conversation, Bill reinforces that great clubs are not defined by buildings alone, but by leadership, culture and the ability to create meaningful experiences for their members.

ABOUT LARRY Larry Hirsh is president of Golf Property Analysts, a real estatespecialty consulting, appraisal and brokerage firm focused on golf and club properties across the United States. With a career spanning several decades, he has advised private clubs, boards and ownership groups on valuation, market positioning and long-term financial sustainability. Known for his objective, data-driven approach, Larry brings a deep understanding of the complexities facing today’s private clubs, from governance challenges to market dynamics and capital investment decisions. His work centers on helping clubs align financial strategy with long-term viability, ensuring decisions support both current and future membership. Larry is also a frequent speaker and writer within the industry, sharing insights on club value, governance and sustainability. His perspective is grounded in experience, integrity and a commitment to helping clubs make informed, responsible decisions. EPISODE HIGHLIGHT Step into a candid and insightful conversation with Larry Hirsh,president of Golf Property Analysts, as he shares a decades-long perspective on what truly drives long-term success in the private club industry. Drawing from his experience advising clubs across the country, Larry explores the critical balance between underinvesting and overextending and why understanding market position is essential to maintaining financial stability and member value. He discusses the emotional and political dynamics of board governance, the risks of short-term decision-making and the importance of relying on professional expertise. Throughout the conversation, Larry reflects on the evolving expectations of members, the challenges of generational change and the importance of creating environments that are both financially sustainable and culturally relevant. He also offers practical insights into how clubs can stay ahead ofoperational challenges and avoid the pitfalls that lead to long-term decline. This episode offers a grounded and honest look at leadership through the lens of experience, discipline and a commitment to long-term thinking. WHAT YOU’LL LEARN FROM THISCONVERSATION In this thoughtful discussion, Larry shares insights shaped by decades of experience advising clubs and analyzing long-term outcomes. You’ll hear: Why humility and the ability to say “I don’t know” are essential leadership traits How honesty and integrity simplify decision-making and build long-term trust Why clubs must prioritize long-term sustainability over short-term preferences How deferred maintenance and misaligned spending can quietly undermine a club The importance of understanding market position and member expectations Why boards should rely on professional expertise rather than personal agendas How emotional and political dynamics can impact governance decisions Why balancing investment and financial discipline is critical to success How generational shifts are changing what members value in the club experience Throughout the conversation, Larry reinforces that strong leadership is rooted in perspective, discipline and a commitment to making decisions that support the long-term health of the club and its community.

ABOUT ROGER Roger Chao is a board consultant and governance expert who works with organizations to strengthen board performance, improve governance structures and build high-functioning leadership teams. With experience advising boards across multiple sectors, Roger focuses on helping directors understand their roles, improve decision-making processes and create cultures of accountability and trust. Known for his practical and insightful approach, Roger emphasizes the importance of clarity, discipline and continuous learning in governance, helping boards operate more effectively and deliver better outcomes for their organizations. EPISODE HIGHLIGHT Join Roger Chao, board consultant and governance expert, for athought-provoking conversation on what truly defines effective governance in today’s private club environment. In this episode, Roger explores how board culture shapes organizational success, why clarity and trust are essential and how boards can avoid common dysfunctions such as micromanagement, poor communication and misalignedexpectations. He shares insights on the importance of psychological safety, structured decision-making and the role of the chair in setting tone and direction. Roger also discusses how boards can create space for productive disagreement while maintaining respect and alignment. This conversation offers a fresh and practical perspective on governance, reminding leaders that strong boards are built through intentional behavior, not just formal structures. WHAT YOU’LL LEARN FROM THISCONVERSATION In this insightful discussion, Roger shares practical guidance forbuilding stronger boards and better governance. You’ll hear: What defines a healthy board culture in practice Why clarity and calm are essential in board leadership How to avoid micromanagement and maintain proper governance roles The importance of psychological safety in boardrooms How boards can ask better questions and improve decision-making Why trust between boards and management is critical How to create space for productive disagreement The role of the chair in shaping culture and behavior Why governance is about accountability, not just participation How strong boards balance oversight with trust Throughout the conversation, Roger reinforces that governance excellence comes from disciplined thinking, strong relationships and intentional leadership.

ABOUT ERIC Eric Bischofberger, CCM, CMCA, is GM/COO of Hampton Hall Club, a Distinguished Club with EXCEPTIONAL status located in Bluffton, South Carolina. With a career rooted in the private club industry from an early age, Eric was influenced by his father, a longtime club manager, shaping his passion for hospitality andleadership. Known for his people-first leadership style, Eric emphasizes culture, continuous improvement and accountability. He believes strongly in empowering teams, fostering trust and creating environments where employees feel supportedand inspired to grow. Eric is recognized for his thoughtful approach to leadership, hiscommitment to developing others and his focus on creating meaningful experiences for both members and staff. EPISODE HIGHLIGHT Step into a heartfelt and inspiring conversation with Eric Bischofberger, CCM, CMCA, GM/COO of Hampton Hall Club. Drawing from a career shaped by mentorship, personal growth and real-world leadership experience, Eric shares the lessons that have defined his leadership philosophy. In this episode, Eric explores the importance of feedback, the value of learning through mistakes and the role culture plays in shaping both team performance and member experience. He reflects on the emotional impact of achieving Distinguished Club recognition and why that success belongs to theentire team. Eric also shares his perspective on leading with intention, responding rather than reacting and creating an environment where people feel empowered to do their best work. His insights offer a powerful reminder that leadership is about people, purpose and the impact we leave behind. WHAT YOU’LL LEARN FROM THISCONVERSATION In this thoughtful discussion, Eric shares insights shaped by experience, mentorship and personal growth. You’ll hear: Why great leadership starts with asking “what are you going to do with it?” How feedback can be one of the most valuable tools for growth The difference between reacting and responding in leadership moments Why culture requires constant attention and daily reinforcement How strong teams create exceptional member experiences The importance of empowering employees at every level Why mistakes are essential to learning and continuous improvement How leadership is defined by impact, not title The emotional significance behind Distinguished Club recognition Why “pressure is a privilege” is a powerful leadership mindset Throughout the conversation, Eric reinforces that leadership is rooted in intention, humility and a commitment to making a positive impact on others.