General Manager

ABOUT THE JACKSON COUNTRY CLUB
Located in the heart of Jackson, TN on 160 acres, the Jackson Country Club was founded in 1914. It moved to its current location in 1929 and opened a new golf course that fall. Since then, the Club has hosted more Tennessee Golf Association
Championships than any other Club in the state. A new clubhouse was built in the late 1990s, and the golf course underwent a $5.5 million full renovation in 2025 that was completed by renowned architect Kris Spence. The renovation was paid for in cash by the membership via assessment and the course is widely recognized as one of the best in the state of Tennessee. The Club has a strong tennis program with 2 professionals, 2 indoor tennis courts, 4 outdoor courts, a junior Olympic sized pool with snack bar, fitness center, and dining/banquet facilities that can accommodate up to 450 people.
There are approximately 545 members currently. The Club operates as a 501(c) non-profit business. There are 9 Board members who serve three-year terms and they meet monthly. Committees include Golf, Tennis, House, Finance, Tennis, and Landscape. The golf course sees 20,000+/- rounds annually and Club revenue is budgeted at $4.9 million for 2026.

The General Manager (GM) has total operational responsibility for the Jackson Country Club and reports to the Board of Directors. The GM oversees the private country club with an 18-hole golf course and practice facilities, food and beverage operations with multiple dining rooms, an active banquet operation, tennis facility, a pool, and a fitness facility. The GM will be expected to be highly visible and engaging with membership and team members. The GM will also work closely with the Board as an innovative thought leader as the Club continues to evaluate investments in facilities and employees.

CORE LEADERSHIP COMPETENCIES

• Must be professional and highly respectful in his/her personal style, demeanor,and presence. Someone who recognizes and is comfortable interacting with all demographics of members, staff and other constituents who contribute to the long-term success of the Club.
• Attention to detail and being intentional in follow-up on decisions.
• Ability to achieve results and complete tasks/projects.
• Ability to attract and develop a strong supporting management team.
• Ability to communicate effectively.
• Ability to be hands on and very engaged when needed.
• Ability to cope with day-to-day pressure and maintain a healthy and positive culture.

PRIMARY RESPONSIBILITIES

• Provide input to the Board on long range and annual business plans to achieve the mission of the club. Once approved by the board, develop plans to implement the long range and annual business plans.
• Ensure the club is operated in accordance with all applicable local, state and federal laws.
• Prepare comprehensive operating plans and budgets, obtain approval from the Board, and operate in accordance with approved budgets.
• Maintain a long-term capital budget to ensure the sustained material condition of all physical assets of the club.
• Manage capital projects including aesthetics, maintenance and repair, budgeting, contracting, scheduling, and report regularly to the Board.
• Direct the recruiting and training of all staff including designing a recruiting strategy that is economical and delivers consistent and appropriate staffing levels and training.
• Work with golf course superintendent and golf professional(s) to ensure the golf course and golf operations maintains its reputation as the premier golfing experience in West Tennessee.
• Build a team to deliver a strong Food and Beverage experience.
• Develop a comprehensive social calendar for members that keeps the membership engaged in their club.
• Develop and recruit outside events that supplement the income of the club. This includes weddings, chamber functions and business meetings. Ensure that the events are adequately staffed and receive superior service from the Club staff.
• Establish employee rules and regulations, work schedules, internal controls and a performance appraisal system for those employees that report directly to you.
• Assure the highest standards are set and achieved in providing personalized member services, community, and satisfaction.
• Ensure that committees established by the Board are well supported and operate in accordance with board approved policies and directives.
• Oversee security, risk management and health and safety programs to ensure that measures are in place to protect members, employees, staff, and club physical assets.
• Ensure that the Board is thoroughly informed on the status of club operations, member satisfaction, and financial performance.
• Oversee new membership development initiatives and be involved in new member orientation.
• Provide a comprehensive communications program that keeps all appropriate constituencies informed on relevant matters.

DIRECT REPORTS

• Accounting Staff
• Membership
• Director of Food and Beverage
• Head Golf Professional
• Director of Tennis
• Front of House Manager
• Banquet Manager