Credit Officer

Vice President, Club Operations & Strategy Location: New York City Reports to: Chief Executive Officer Employment Type: Full-Time Compensation: Base Salary: $140,000–$150,000 Annual Performance Bonus: 10% of salary Benefits: Competitive benefits package and club privileges About the Company We are a rapidly growing hospitality company developing and operating a portfolio of private racquet and athletic clubs in New York City and the Hamptons. Our clubs sit at the intersection of sport, hospitality and community, combining exceptional athletic facilities and programming with the service standards and member experience of a world-class hospitality business. With three clubs currently operating or opening and additional growth ahead, we are building the management infrastructure required to support a multi-property hospitality platform while maintaining the entrepreneurial pace, attention to detail and high-touch service that have defined the business to date. The Role We are seeking a Vice President, Club Operations & Strategy to serve as the CEO's primary operating partner across the portfolio. This is a highly hands‑on leadership role for an exceptional operator who can move fluidly between strategy and execution. The VP will translate the CEO's direction into action, oversee operating priorities across the clubs, support and hold property leadership accountable, build scalable systems and processes, and ensure that projects move from idea to implementation quickly and effectively. This person should be equally comfortable walking a club with a General Manager, evaluating the member experience, implementing a new technology platform, reviewing operating performance, solving a staffing issue, negotiating with a vendor, or taking an idea from the CEO and independently turning it into an executable plan. The objective is simple: make the organization operate better and faster while reducing the degree to which day‑to‑day execution depends on the CEO. Key Responsibilities Multi‑Club Operations Provide operating oversight across the company's portfolio of private clubs. Partner closely with each club's General Manager to ensure strong execution across: Member experience and hospitality Staffing and service standards Racquet and athletic programming Food & beverage Facilities and maintenance Events and partnerships Scheduling and capacity management Vendor relationships Financial performance Serve as the primary escalation point for property leadership and resolve operating issues without requiring CEO involvement wherever possible. Ensure consistency in operating standards across the portfolio while recognizing the unique characteristics of each club. CEO Partnership & Execution Serve as the primary link between CEO direction and organizational execution. Translate strategic priorities and ideas into clear workplans, owners, deadlines and deliverables. Quickly understand the intent behind CEO direction and independently determine the steps required to execute it. Consolidate complex operating issues into clear recommendations and elevate only the decisions that genuinely require CEO involvement. Maintain visibility across the company's highest‑priority initiatives and ensure commitments are completed. The expectation is not simply to identify problems, but to --own their resolution. Systems & Process Development Build the operating infrastructure required to scale the company beyond its current portfolio. Evaluate, implement and optimize systems across areas including: Membership management Court and program booking CRM and member communications Point-of-sale Payments and billing Scheduling Reporting and analytics Vendor management Purchasing Staff communication Project management Standard operating procedures Identify recurring operational friction and develop systems, policies or processes that eliminate unnecessary manual work and decision-making. Create common operating standards and best practices that can be deployed across existing and future clubs. Hospitality & Member Experience Protect and continuously elevate the hospitality standards of the company. Regularly spend time at each property observing the member experience and identifying opportunities for improvement. Partner with General Managers to ensure teams deliver service that is warm, intuitive, polished and consistent with the expectations of a premium private club. Approach operations through the lens of the member experience: details matter, communication matters and execution matters. Special Projects & Growth Lead cross‑functional initiatives that fall outside traditional property operations. Projects may include: New programming and business lines Technology implementations Strategic partnerships Membership initiatives Pricing and financial analysis Capital projects New market or location planning Own projects from initial concept through implementation. Leadership & Accountability Create a disciplined operating cadence across the portfolio. Lead regular operating meetings with General Managers and other key leaders. Establish clear priorities, owners and deadlines and hold teams accountable for execution. Develop property leadership and help General Managers become increasingly autonomous operators. Build a culture that combines urgency and accountability with genuine hospitality and respect for people. The Ideal Candidate This role requires an unusual combination of hospitality instinct, operational rigor, technological fluency and entrepreneurial speed. The successful candidate will likely have 7–12+ years of progressive operating experience, including meaningful leadership responsibility within hospitality, private clubs, luxury hotels, restaurants, fitness/wellness, experiential businesses or another high‑touch consumer environment. Multi‑unit or multi‑property experience is strongly preferred. We are particularly interested in candidates who are: High agency. You don't wait to be told every step. Once the objective is clear, you determine how to accomplish it. Exceptional executors. You move quickly from discussion to action and have a track record of getting complicated projects across the finish line. Hospitality‑minded. You instinctively notice details that affect the guest or member experience and care deeply about service. Systems‑oriented. You enjoy technology and understand how thoughtfully designed systems and processes make organizations more effective. Highly organized. You can simultaneously maintain visibility across dozens of initiatives without losing track of details. Commercially minded. You understand revenue, labor, margins, budgets and the financial consequences of operating decisions. Personable. You can build trust with everyone from hourly employees and coaches to General Managers, members, vendors and ownership. Low ego. No task is beneath you when something needs to get done. Decisive. You are comfortable making judgment calls with incomplete information and understand which decisions require escalation. An excellent communicator. You communicate clearly, concisely and professionally in person and in writing. Calm under pressure. You can operate effectively in a fast‑moving environment where priorities can change quickly. What Success Looks Like Success in this position will ultimately be measured by the increasing operating independence of the organization. First 90 Days Develop a deep understanding of each club, its team, economics, membership and operating model Establish strong working relationships with each General Manager Understand the company's core technology and operating systems Assume ownership of the portfolio operating calendar and major project tracker Establish a consistent weekly operating cadence Begin absorbing day‑today escalations currently reaching the CEO Within Six Months Independently manage the majority of cross‑club operating initiatives Significantly reduce routine operating questions reaching the CEO Establish clear accountability and reporting across property leadership Implement meaningful process and systems improvements Create greater consistency across the portfolio without compromising each club's identity Demonstrably increase the speed at which company priorities move from decision to execution Within Twelve Months The CEO should no longer be the default escalation point for day‑to‑day club operations. The organization should operate faster, with greater consistency and accountability, while allowing the CEO to spend substantially more time on growth, strategy, capital allocation, partnerships, brand development and senior talent. Why This Role This is an opportunity to join a growing hospitality company at an inflection point. The person joining us will not be inheriting a large corporate infrastructure. They will have the opportunity to help build it. For the right candidate, this role offers significant exposure to the CEO, substantial operating responsibility from day one and the opportunity to play a central role in building a distinctive hospitality and private‑club platform. #J-18808-Ljbffr