Director Of Operations

Lost Lake Woods Club Association Director of Operations (General Manager) Job Description POSITION TITLE Director of Operations (General Manager) Reports to Board of Directors Employment Type Full-Time, Exempt POSITION SUMMARY The Director of Operations serves as the head of operations for Lost Lake Woods Club, a nonprofit 501(c)(7) organization. The role is responsible for the day‑to‑day management of all club operations, staff, facilities, non‑member revenue, and member services. This role executes the strategic direction established by the Board of Directors while maintaining clear operational authority over staff, budgets, control of service delivery, member satisfaction, and financial and tax reporting. The position is designed to ensure efficient and compliant operations, high‑quality member experience, and consistent execution of Board‑approved policies and by‑laws, while maintaining appropriate separation between governance and operations. CORE RESPONSIBILITIES 1. Operational Leadership Oversee all daily operations including clubhouse maintenance, dining and beverage, golf course, on‑property recreational facilities, lodging, and grounds Ensure consistent, high‑quality member experience across all services Implement and enforce policies, rules, and regulations established by the Board Establish and maintain standard operating procedures for all departments Oversee software systems and infrastructure Provide IT/office support for committee and board of director activities 2. Staff Management Hire, supervise, train, discipline, and terminate all staff Ensure Human Resource practices and compliance with state and federal laws Develop staffing plans (seasonal and full‑time) Conduct performance evaluations for all employees Establish a culture of accountability, professionalism, and service 3. Financial Management (Execution‑Level Authority) Develop annual operating and capital budget for Board approval Collaborate with Finance and Audit committee on financial planning Manage expenses within approved budget Manage payroll and taxes Approve routine expenditures within established thresholds Provide monthly financial P&L reports, capital and operational variance reports to the Board Manage inventory, waste, and retail sales Ensure financial software systems appropriately support the operations 4. Member Experience & Relations Serve as primary point of contact for member concerns and service issues Ensure timely trending and resolution of complaints Maintain strong, professional relationships with members Support communications and onboarding of new members Oversee events, programming, and communications 5. Facilities & Asset Management Oversee maintenance of all facilities, grounds, and infrastructure Develop capital improvement recommendations Manage vendor relationships and contracts Maintain asset and property records 6. Governance Support (NOT Governance Authority) Attend Board meetings and provide operational reports Advise the Board on operational impacts of decisions Execute policies directed by the Board Do not independently set policy or governance direction Provide technology services as appropriate AUTHORITY & DECISION RIGHTS Director of Operations HAS authority over: All hourly staff hiring, supervision, and termination Recommendations for salaried staff, subject to BOD approval Day-to-day operational and financial decisions Communication plans and methods Budget execution within Board-approved limits Vendor selection and management (within budget) Operational policies and procedures Financial controls, reporting and taxes Director of Operations DOES NOT have authority over: Bylaws or governance structure Membership approvals or discipline (unless delegated) Budget approval (recommendation only) Strategic direction (advisory only) BOARD VS. OPERATIONS RESPONSIBILITY MATRIX Area Board of Directors Director of Operations Strategy: Defines, Advises & Executes Budget: Approves, Development & Manages Staff: No direct supervision, Full authority Daily Operations: No involvement, Full authority Policies: Creates, Implements Member Discipline: Decides, Supports Committees: Oversees, Coordinates Vendors: Oversight (major), Manages PERFORMANCE EVALUATION FRAMEWORK 1. Operational Effectiveness (25%) Facilities functioning and maintained Services delivered consistently Issues resolved efficiently 2. Financial Management (20%) Adherence to budget Cost controls Financial reporting accuracy and timeliness Tax preparation and timeliness 3. Staff Leadership (20%) Staff retention and performance Clear accountability systems Positive workplace culture 4. Member Satisfaction (20%) Complaint resolution time Member feedback trends Service quality perception 5. Board Relationship & Governance Alignment (15%) Quality of reporting Responsiveness to Board direction Maintains appropriate boundaries QUALIFICATIONS 7–15+ years of leadership and direct experience in a Non‑profit club management, hospitality, HOA, or similar environment or municipality management experience Strong operational and financial management analysis experience Experience working with Boards or governance bodies Demonstrated ability to manage complex facilities and diverse operations Excellent interpersonal and conflict resolution skills Proficient with standard industry and office software applications Applicant Submission Requirements Submit an application letter with salary range requirements CV or Resume Letter of Recommendation #J-18808-Ljbffr