Crushing Club Marketing

Producing a video for one of the most historic clubs in the country is one thing. Producing one that actually does it justice is another. In this episode, Ed sits down with StoryTeller's Creative Director Steve Mulholland to revisit the brand anthem video they produced for The Olympic Club in San Francisco. Three days of filming. Two very different locations. A club with more than a century of history. And a bar that was, by everyone's admission, set pretty high. Steve walks through how the project came together, from the planning decisions that shaped the shoot to the choices that made the final piece memorable. They talk about why messaging comes before cameras, what smart interview subject selection actually looks like, and how the first 15 seconds of a video can either earn a viewer's attention or lose it. Key Moments: 00:00 Introduction to the Olympic Club Video Project 02:57 The Scope and Planning of the Production 06:13 Crafting the Messaging and Storytelling 08:59 Interview Selection and Participant Dynamics 11:57 Cinematic Techniques and Visual Storytelling 18:57 The Role of Music in Video Production 28:07 Memorable Elements of the Olympic Club Video

In this episode, we chat with Dave Porter, CEO and GM of Greystone Golf and Country Club, about how he transformed his club's governance from a traditional committee-based structure to a CEO-led model. Dave shares his journey of building trust, empowering staff, and creating a more efficient decision-making process that's helping the club thrive. Key Moments: Setting the Stage [00:00:00]: Ed introduces the challenges of traditional club governance and why change is needed in today's competitive landscape. The Early Days at Greystone [00:05:01]: Dave discusses his initial requests when hired, including changing how committees report and operate within the club structure. Building Trust [00:11:05]: Insights into how Dave gradually built trust with members and staff through focus groups, operational changes, and transparent communication. Pandemic Innovations [00:03:48]: Discussion of creative member engagement initiatives during COVID, including the still-popular sunset cart cruises. Committee Evolution [00:15:15]: Dave explains how he streamlined committees from 12 to a more focused structure, making them advisory to management rather than the board. Culture Creation [00:40:23]: Exploration of how the new structure enables better staff culture, using the example of "Wimbledon on the Green" event to show improved interdepartmental cooperation. Leadership Qualities [00:43:54]: Discussion of what GMs should consider before pursuing a CEO model, including risk tolerance and leadership style. Member Communication [00:17:16]: Dave shares his approach to keeping members engaged through informal channels like "Happy Hour with Dave" instead of formal committees. Board Meeting Changes [00:32:40]: How board meetings evolved to become more strategic and focused on big-picture items rather than operational details. Final Thoughts [00:50:34]: Dave emphasizes the importance of staff retention and positive culture in creating sustainable club operations.

In this episode, we talk with Russell Bennett, a professional drone photographer specializing in golf course imagery, about the technical and artistic aspects of capturing courses from above. From licensing requirements to creative techniques, Russ shares insights on how clubs can best utilize drone photography to showcase their facilities. Key Moments: Discussing Drone Sightings [00:03:00]: Before diving in, Russ discusses his perspective of seeing drones in the recent news. Getting Started in Drone Photography [00:03:45]: Russ discusses his transition from marketing to drone photography during COVID, starting with golf courses due to his passion for the game. Course Representation [05:30:00]: Conversation about the importance of quality drone footage in representing a club professionally versus settling for basic aerial shots. Licensing and Regulations [06:30:42]: Overview of FAA Part 107 licensing requirements for commercial drone pilots and important airspace restrictions near airports. Shooting Heights and Techniques [15:08:00]: Insights into flying heights and creative techniques for capturing engaging course footage, including low-altitude shots for dramatic effect. Technical Equipment Insights [17:16:18]: Russ explains different types of drones, focusing on the DJI Mavic Air 2S for cinematic shots and the DJI FPV for dynamic fast-moving footage. Drone Versus Handheld Videography [19:44:00]: Discussing finding a balance between using drone shots versus handheld gimbal shots. Shooting Strategy and Timing [23:16:00]: Details about optimal shooting times, with cinematic footage best captured during golden hour and technical hole-by-hole footage during midday. Working Around Golfers [24:55:00]: Discussion of strategies for filming while the course is active and considerations for capturing footage with or without players present. Multiple Day Advantages [27:12:00]: Discussion of why multiple shooting days are beneficial for capturing the best possible footage and ensuring complete coverage. Investment Value [29:16:00]: Explanation of why professional drone footage is a worthwhile investment for clubs, potentially lasting for years on their website and marketing materials. Questions to Ask a Drone Photographer Before Hiring [31:45:00]: Russ suggests asking photographers for samples of the artist's previous work alongside shot-specific insights. Final Thoughts [32:35:00]: Final thoughts are shared and Russ shares his profile, @birds_eye_film (Instagram), alongside his email: Russell.birdseyeview@gmail.com.

In the big picture of club improvements, updating bylaws and reviewing governance is about as uninteresting and unsexy as it gets. Most club leaders would rather spend these golden years of private clubs dreaming up capital improvements - which is great, but taking care of governance also matters. In this episode, we check in with David Chag and Denise Kuprionis from The Club Council to talk about Club Governance and why it matters for the health of your club today and in the future. Key Moments: Introduction to Club Governance [00:00:13]: Ed Heil introduces the importance of governance and bylaws in private clubs, noting how these "unsexy" elements are crucial for club health and culture. Governance vs. Bylaws Explained [00:04:44]: Denise Kuprionis explains the distinction between bylaws as controlling documents and governance as the broader framework of systems that help directors make decisions and determine club direction. Evolution of Board Oversight [00:09:32]: Discussion of how club boards are moving away from operational involvement toward true governance roles, with emphasis on the need for bylaws to reflect this shift. Communication and Transparency [00:20:07]: David Chag emphasizes the critical role of proper communication in maintaining trust, noting how clubs have developed more sophisticated communications departments to meet modern expectations. Board Succession Planning [00:24:01]: Denise Kuprionis discusses the importance of year-round succession planning for boards and the need to ensure diverse perspectives and skills in the boardroom. Modern Meeting Adaptations [00:26:17]: Discussion of how clubs are adapting governance practices for younger generations, including the use of Zoom meetings and respecting time constraints of volunteer board members. Bylaw Review Process [00:29:18]: Explanation of how most club bylaws don't need complete revamping but rather strategic updates to reflect modern governance practices. Board Culture and Performance [00:35:56]: Discussion of how culture is defined by accepted behaviors in the boardroom and the importance of setting clear expectations for board member conduct. Signs of Needed Governance Review [00:41:51]: Identification of warning signs that indicate a club needs to revisit its governance structure, including lack of transparency and member dissatisfaction. Steps for Improvement [00:45:38]: David Chag outlines actionable steps for improving club governance, emphasizing that it's about getting better rather than fixing what's "broken."

Assessments. They seem to go hand-in-hand with private club membership. Many clubs have voted to assess members for new amenities in recent years, and many more are considering doing the same in the months ahead. Like death and taxes, clubs see assessments as a necessary evil, but are they? In this episode we talk to Jim Butler, CEO of Club Benchmarking who shares his perspective on assessments and how club's can plan for the future more thoughtfully. What he says, may surprise you. Key Moments: • Introduction to Club Assessments [00:00:13]: Ed Heil introduces the topic of club assessments and how they, along with initiation fees, are two factors that often concern prospective club members. • Not-for-Profit Business Model [00:04:45]: Jim Butler explains the unique challenge of private clubs being not-for-profit entities, contrasting with how board members often try to apply for-profit thinking to club management. • Capital Intensity of Clubs [00:06:51]: Butler reveals that the average club has $28 million in gross assets while making no profit, making clubs one of the most capital-intensive industries. • Three Main Capital Sources [00:09:10]: Discussion of how clubs fund capital through three main sources: capital dues, initiation fees, and assessments, typically split equally between these sources. • The Irrigation System Story [00:18:30]: Butler shares an illuminating story about Thorny Lea Golf Club's 50-year-old irrigation system to explain the concept of capital consumption and member responsibility. • Net Worth Categories [00:24:02]: Description of the three categories of clubs based on net worth trajectory: decreasing (red bucket), flat (yellow bucket), and growing above inflation (25% of industry). • Union League Success Story [00:25:32]: Discussion of how the Union League of Philadelphia's success came from understanding the business model and creating more opportunities that members were willing to pay for. • Board Education Challenge [00:31:12]: Butler addresses the unique challenge of educating rotating board members about the club business model, with boards typically changing 3-4 members annually. • Counter-Intuitive Club Economics [00:34:29]: Explanation of how the most financially successful clubs often have the highest food and beverage subsidies, demonstrating the unique nature of club economics. • Industry Evolution [00:38:26]: Butler discusses the dramatic changes in the club industry from 2019 to 2023, including increased capital generation, facility investments, and unprecedented waiting lists at many clubs.

Not long ago, a club's membership director was the receptionist at the front desk. As it related to new member acquisition, that person's primary job was to provide and receive, membership applications. In some cases, they may also be asked to provide a club tour. However, the idea of the membership director also acting as a salesperson was not only foreign, it was considered tacky and frowned upon. After all, any club worth its salt should never "sell" memberships. Then the recession happened in 2008 and the private club industry had to adapt. It took time and, later, a pandemic to turn the tables on the downward trend, but as clubs rebounded through the 2010s, some clubs struggled and started to revise their perspective on recruiting new members. Emotionally tethered to their past ideas of exclusivity, prestige, and privilege, some clubs were forced to reinvent themselves.  It was during this time that Melissa Hansen entered the private club industry as the Director of Marketing and Membership at Hammock Bay Golf & Country Club. A lifelong learner and networker, Melissa became a member of the Membership Directors of Southwest Florida (MDASF) and launched her career as a membership professional. Today, Melissa is the Director of Marketing and Membership at a private club in Naples, where she has been since 2011. She's also a consultant and educator to membership professionals providing content and Masterclasses to those eager to transform their careers. Melissa routinely fills her classes and online training sessions with helpful content geared towards people entering the industry as well as those who are more seasoned.  Episode Highlights 2:38 - What inspired Melissa to start her consulting practice 5:50 - How the membership director role has changed over the years 8:13 - Prioritizing marketing tactics in the digital age 9:36 - Using chat messages on club websites 12:38 - Make it easy for people to learn about your club 15:46 - Managing the current workload of a membership director while building for the future 16:05 - The value of a CRM (customer relationship management) platform 18:55 - How Melissa uses HubSpot to improve efficiency 19:59 - The membership director needs to be the sales person 21:28 - Social media as part of a club's marketing strategy 24:43 - Creating FOMO (fear of missing out) in prospective members 28:00 - Important skills to be a membership director today 30:27 - The value of investing in your people Ed Heil [00:00:00] You are listening to Crushing Club Marketing, a podcast for progressive club leaders ready to increase their club's revenue. Time for change begins right now. [00:00:13] Marketing and communications isn't what it used to be in the private club industry. And if you do what you've always done, you get what you always got. Which isn't too bad for clubs that never worry about driving membership. But for most clubs, driving new members is an ongoing concern. Melissa Hansen is a consultant for membership directors and an evangelist for digital marketing. In this episode, Melissa tells us why change is needed and what club leaders need to know to set a course for long term membership growth. Ed Heil [00:00:44] Well, in our world, it's StoryTeller. Every club should have a Melissa Hansen. She's a membership director. First of all, she's someone who embraces technology to help her do her job better. She cares passionately about her members and her club. She juggles a million things at one time and magically, somehow, she finds time to spend with her family. Now it gets better. Melissa also takes time to help other membership directors grow and learn with her mastermind classes. Her passion is to help them become better membership professionals as well. If you're interested, you can learn more about Melissa's Mastermind classes at Melissahansen.com, and we'll plug that again later at the end of the this episode. But Melissa and I connected recently. We had a terrific conversation about the changing responsibilities of membership directors and the many aspects this job has here in the 21st century. Put it this way, as you know, it isn't the same job it was 20 years ago, and it's actually a job that today transcends all business, not just the club industry, but you got to want to learn. And Melissa has the knowledge, the desire and the platform to teach. Melissa, thanks so much for joining me today. Melissa Hansen [00:02:03] I am so excited. I have been such a fan of your podcast for the longest time, so I'm very excited to be here. Ed Heil [00:02:10] Oh, you're very nice. The old joke is you're the one, it's been it's been a lot of fun to get to know you and spend some time with you. And in Naples at the MDASF. Right. And, seminar and, really, really cool. For people who are not as familiar with you in your work, can you give me a little background about, like, how how did you start your consulting practice? Like what inspired you to do that? Melissa Hansen [00:02:38] Yeah. So, I would definitely say that. So a couple of years back, I was the president of the organization, the membership directors of Southwest Florida, and I was on the board for about seven years. And I think we're we're lucky in that organization because we really have such a big group. There's now about 100, people in our direct area that are part of that association. [00:03:03]And through the seven years, really what I saw and I felt was not only the opportunity to get to know so many membership and marketing professionals in the area, but I was also meeting so many of the general managers, and what we would see was they would have a new hire on board, and there was really kind of a need for, to educate that membership professional. And so I just kind of decided to jump in, I've always been like an education junkie, and I've always, you know, always continued to educate myself, you know, after graduating from college, I always want to know the latest and the greatest. And, I really what I was trying to do was to take what I know and share it, you know, with the people that that I worked with that were in my role and really it just kind of spurred from there. [51.5s] We it first started local and now it's gone national. I work with over about 350 clubs, throughout the country. Ed Heil [00:04:04] Wow. And yet you're also a membership director. How do you have time to do all this stuff? And you're a mom? Melissa Hansen [00:04:13] I mean, there definitely aren't enough hours in the day. I'm not going to lie with you. You know, it's not easy. But I think at the end of the day, what it comes down to is it's my passion. Membership and marketing and the private club industry is my everything, and I just can't turn my brain off. Ed Heil [00:04:31] You've got so many educational opportunities for for your students. What do you, how do you hope they benefit the most? Melissa Hansen [00:04:39] I really just serve to inspire them. And just I love doing these. We do kind of discovery calls before we get started on a one on one and really kind of go through maybe a challenge or two that they're having at their club. And I think that after so many years of being in the industry that you've just you've tested it all right, you realize that there's things that work and things that don't work. And so I really just say, okay, this is your challenge. These are three things that worked for me. These are three things that have worked for other students at other clubs. Let's go ahead and try implementing these at yours and and helping you get through this challenge. Ed Heil [00:05:19] Yeah. Got it. The, there has been so much change. And, you know, in the time that you've been in the industry and, and really, you know, dare say that after 2010 there's been, you know, quite a bit of change with so much digital, presence in private clubs. What do you think, are some of the biggest changes? You've seen in the last 15 years and how those affected the membership director role. Melissa Hansen [00:05:50] Yeah, there there definitely been a lot of changes. I think as you mentioned, you know, the customer, the digital customer journey has been the thing that has changed so much and the way that our members and prospective members, really kind of, you know, expect to be communicated with, you know, 15 years ago as a membership professional, we might be pumping out a quarterly newsletter, or we might be creating a flyer, to promote an event. But now, as a membership professional, we are in charge of not only developing the website, but continuously keeping it updated. We are in charge of social media. We are charge of lead management and managing a CRM system. You know, our clubs have mobile apps and we're using push notifications and all that. Technology has just evolved so rapidly, and it is up to us as membership and marketing professionals to really continue to be educated and learn how to grow with those products. Ed Heil [00:06:57] You know, you say that and, you know, and I, I love the the willingness to say it's our responsibility. But that's a lot of stuff. I mean, is it how realistic is it if if, you know, if I'm a general manager listening to this, this is like our opportunity to say like, is it realistic to say you got to know all this stuff and you know, your newsletters and all the other things? Is it is it realistic, do you think? Melissa Hansen [00:07:24] I mean, I think it is essential. I think it is essential to be a thriving club, you know, a waitlisted club, you know, a club where you are, where you need to be. Do I think that everything has to be implemented at once or by one person? No. I mean, I'm at my club, a department of one. You know, I work with so many companies and vendors behind the scenes that get me to where I am. Ed Heil [00:07:55] How do you do it? I mean, you're you're a team of one. And yet, I mean, there are so many things. How do you determine, you know, what to implement? When is there and is there, an a

The words Selling and Private Club Membership typically do not go hand-in-hand. In fact, most Membership Directors,  wouldn't be caught dead saying they "sell private club memberships". People sell timeshare properties and vacation packages, but not private club memberships. Or do they? Sales trainer and consultant and founder of Master Connection Associates, Cindy Novotny, is with me in this episode to talk about SALES processes that every club should implement to create long term success. Episode Highlights 4:08 - How sales and marketing applies to the private clube and hospitality industries. 5:42 - The impact of the pandemic on private clubs 7:20 - Now is the time to train your team 9:51 - You're selling experiences 15:08 - Where clubs are struggling today with their sales and marketing 17:44 - Where to start with training your team 19:46 - Sales is no longer a bad word in the hospitality industry 22:21 - Selling is not cold calling 25:45 - The pandemic made some club leaders "cocky" 28:43 - The best follow up methods for prospects 33:07 - Phone calls or email follow ups? Ed Heil [00:00:00] You are listening to Crushing Club Marketing, a podcast for progressive club leaders ready to increase their club's revenue. Time for change begins right now. Ed Heil [00:00:13] The word selling, and private club membership typically don't go hand in hand. In fact, most membership directors wouldn't be caught dead saying they sell private club memberships. People sell timeshare properties and vacation packages, but not private club memberships. Or do they? Sales trainer and consultant and founder of Master Connection Associates, Cindy Novotny is with me in this episode to talk about sales processes that every club should implement to create long term success. Ed Heil [00:00:47] Thanks for joining me today. As I mentioned in the intro, you usually will not hear membership professionals in the private club industry talk about quote unquote selling memberships. It sounds tacky. It lowers perceived value, and the stature of the club is overall cheapened when you use words like that. Typically when you're talking about new member acquisition. But there's a difference between saying you sell club memberships and having proven sales processes in place to drive new member inquiries. So with 50% of the clubs in the country enjoying a new member waitlist. Why does this matter? You might ask yourself, well, we know it won't last forever, right? And with most clubs financially stable today, now is the time to invest. And we know that most would agree with this, especially the healthy clubs, because they're making considerable capital improvements to increase the value of the club and make it, and to invest more in their club. So clubs have all been through the ups and downs of the economy with rising and falling membership initiation fees. And you know that that's not good for your brand. But by building strong processes, investing in technology to improve efficiency and reporting, and even redefining the role of the membership team and membership director, your club can be better equipped to weather the storm that you know is coming. Ed Heil [00:02:17] So Cindy Novotny joins me in this episode as we dive into some of the issues clubs have and some recommendations she has for club leaders. Now, she is bold, she's direct, and she looks at the industry extremely realistically from a business and sales perspective, which in this day and age, it's changed so much through the years with technology and how people shop and how people buy. So we caught up earlier this year, and I was able to pin her down for a half hour while she is traveling the globe, and we had this conversation. Cindy, thanks so much for joining us today. Cindy Novotny [00:02:51] Absolutely. I am thrilled to be with you. This is fantastic. Ed Heil [00:02:55] Well my gosh. All right. So if you're listening to this you don't know how long. I mean it's been years. I think it was actually pre-pandemic when we were you know, I was, you know, talking to you and then to lefty and then we ran into each other at PCMA in Savannah. Yes, I think a year and a half ago or something like that. So, man, I'm just glad to catch up with you finally. Cindy Novotny [00:03:16] Absolutely. I mean, I just I think everything you're doing is so great. And, the fact that I am such a road warrior living on the road, jumping from place to place, I'm so glad we have this opportunity. Ed Heil [00:03:28] The road warriors and understatement. I think you would probably agree for the way. The way it's been going for you. So. Well, let's jump into it. You know, for for the listener who maybe hasn't had the opportunity to be part of your training or heard you speak, let's help help people understand the connection between, you know, the hospitality industry. And if you think about that from the perspective of like hotels, resorts and things like that, private clubs are also very much part of the hospitality industry. But how do you see those, the two worlds, maybe if you think about hotels, resorts and that sort of part of hospitality connecting from a sales and marketing perspective or otherwise with private clubs? Cindy Novotny [00:04:08] Well, it's huge. And I, I grew up in an industry that was I worked for private dining clubs, in Chicago, in New York and at a very young age learning, oh, wow, this is kind of cool. And people pay a membership to just come and have dinner. And then I recognize that it's really all about the experience, and it's all about what somebody wants to feel like. Then, as I continued in the hospitality industry, crossing over into hotels and resorts and now private engagement and jets, we do a lot of work, as you know, in private clubs on sales, training and sometimes sales is like, oh, well, we don't have to sell because we're a private club and you know everybody. We've got a list of people waiting to get in. And I always back up and say, yeah, you have a list of people waiting to get in right now. But there was a time when you were fighting to get members because we compete with so many other experiences. It's not just like we're competing private club to private club, we're competing private club membership to a second home or a yacht or something like that. Ed Heil [00:05:13] Let's talk about that. And, because I'm, I'm interested first in your take on that change, that shift in, in what you're seeing out there from the recognition of your clients as it relates to, hey, we you know, we can't just wait for people to walk in the door. We actually have to have more of a process. Are you seeing just how much greater awareness are you seeing around that? Or is it is it been slow, is have been fast, especially with the pandemic being so good for so many clubs? Cindy Novotny [00:05:42] Yeah. I mean, as I say, I can't even say the word C-O-V-I-D. Right? I cannot. But the one thing there was two things that happened. One is zooms and calls and teams. That's now status normal. When you talk to clients, getting them on a call face to face. Okay. That's because of the pandemic. The second is golf. Even golf clubs because we work with lots of golf clubs. Prior to the pandemic, the younger generation, it was dipping down. They weren't. It's like it's I don't want to go to my dad's club and I don't want to get married at my grandpa's club. And there was a lot of that kind of slowdown. And what I saw happen is that even I belong to a private club in Codo de Caza in California, and then also in Cedar Rapids, a private club. But I saw all of a sudden, like, outdoors. Oh my gosh, I don't want to be like, I don't want to be held back. I can't do things where private clubs were giving people the ability to get out on the golf courses, the fresh air, play tennis, pickleball, all these things. And because the private dining there was sometimes less. It was it like jams of people. So now that has taken the trajectory right up. I mean, that that's why so many people are seeing waiting list to get into those clubs, right? Ed Heil [00:07:02] You know, in many ways, because of this lack of maybe pressure, it seems like this is the time for private clubs. If they're thinking they they need to get their membership directors trained and sales that this is the time to do that. Cindy Novotny [00:07:20] Oh right. And and by the way, if you can sell, you'll always have a job. Let me just say that. All right. Transactional order taking will be replaced is being replaced by AI. So if you're just sitting back and managing your membership, what are you doing? I mean, there's a there's a new member behind every member. There's a new event, a new party, a corporate event. There's so much for that incremental revenue into a club where they can have their company sponsor dinners. And so you have to work your existing membership to be able to get that. But more importantly is there's a lot of competition now. There are private hotels, membership only. There are so many more private city clubs, so many more private bars and fun, cool places that unless you're a member, you can't even get in. You've got to know somebody who knows somebody. And because of that, that is starting to dilute some of the traditional clubs where people go, you know what? I'm not going to join. I'm not going to be a member of this club anymore because I actually don't live in the city anymore. I moved out to the suburbs. So I'm, I'm, I'm going to get rid of being a part of this athletic club or this dining club, and I'm going to move out to the suburbs. Secondly, I'm going to rid of my golf membership because do we really need that is a lot of money. I mean, you know, we have to force ourselves to make sure we every quarter get our dining, you know, minimum. Right. And so what happens is a lot of people have that same thought. So if you're not working it to keep that pipeline full, the people just like me now, we haven't canceled our club

Most successful businesses have a defined sales process. One that identifies the best prospects, converts them into leads and then nurtures those leads with emails into customers. Most private clubs are missing this process. If your club has enjoyed a waitlist, this isn't a big deal, but what happens when the well runs dry? In this episode we're talking about lead management with Kevin Page, Managing Director at StoryTeller and lead HubSpot strategist and lead management expert. We'll dive into managing new prospective member leads, increasing efficiency and helping clubs avoid reactive membership recruitment. Key Moments 1:36 - Ed and Kevin discuss typical prospective member intake processes at most clubs. 5:04 - Ed explains the need to help Membership Directors operate more efficiently. 7:00 - Automating the inquiry process for prospective members doesn't have to be "robotic", Ed and Kevin discuss the advantages and consderations of automation. 9:36 - Responding in a timely manner to a prospective member's inquiry is important and email communication that is tailored for that inquiry can add customization while also utilize automation to make it more efficient and reliable. 10:46 - Kevin explains you can still communicate a level of exclusivity with automated email responses. 12:24 - Kevin explains the importance of sending membership information as part of an automated reply to a website form inquiry. Many clubs already send a "template" response which is not as efficient. 15:01 - Membership directors can get valuable time returned to them by having a process that leverages email automation. Membership Directors will spend less time on unqualified leads and more time with qualified prospects. 19:50 - Ed and Kevin discuss the importance of staying in touch with prospective members who are not ready to join this year, but possibly in the future. 21:08 - Kevin recaps the valuable engagement analytics gained from tracking emails sent and opened. 23:02 - Marketing automation can help clubs beyond new member acquisition. Clubs that host outside catering events can leverage similar technology and CRM platforms to manage leads and forecast new business. 25:57 - Ed and Kevin talk about tracking online activity of prospects and how it can help your membership and catering teams prioritize the most qualified prospects. A high performing CRM will also help your team provide accurate forecasts to report back to committee chairs and the board. 31:04 - Kevin talks about the importance of tracking tasks in a CRM so Membership Directors can stay on top of the many responsibilities they juggle. Podcast Transcript Ed Heil: You are listening to Crushing Club Marketing, a podcast for progressive club leaders ready to increase their club's revenue. Time for change begins right now. Most successful businesses have a defined sales process, one that identifies the best prospects, converts them into leads, and then nurtures those leads with emails into customers. Most private clubs are missing this process. When your club has a waitlist this isn't a big deal, but what happens when the well runs dry? Today we're talking about lead management with Kevin Page, StoryTeller's lead HubSpot strategist and lead management expert. Hey, Kevin Page in the house. How's it going, Kev?   Kevin Page: [00:00:48] I'm great. How are you, Ed?  Ed Heil: [00:00:49] Awesome. Well, thanks for joining us today. And, I know that our audience is, is interested in this topic because, you know, as you know, working with many of our clients and in clubs that, the actual like, how would you say the actual, like, member application and intake process for that is, is not always the same at every club. And, it can differ from club to club, but in general, it's a pretty outdated process. Like in your work in, in the clubs you've worked. What sort of the typical process when someone expresses an interest or goes to a website to learn more about about a club.  Kevin Page: [00:01:36] Yeah. Good question. Often times, you know, these, clubs will have some type of form on the website, whether that be, contact us form, request a tour, download our membership pricing, something along those lines. And that will send a notification to the membership director that membership director, you know, typically is doing one of two things right there, either reaching out and sending, you know, some type of personalized email, to try to nurture that relationship and get to know the person a little bit better, or oftentimes, they're just sending over whatever information that that particular person is asking for. And, you know, crossing their fingers and hoping that an application comes in soon after.  Ed Heil: [00:02:22] Right. And so, I mean, I'm in truth, I think that we see a lot as well is that there isn't a, you know, there there might be some sort of like download, get our membership guide or something like that. But in so many cases, especially the more, gosh, what would you say? Maybe the more conservative clubs are just like, hey, request a tour, get more information or something like that. And while, you know, I think that it's not like it's not that that doesn't work, right. I mean, it's not like there isn't you're not getting that information, but they're missing allowed, missing out quite a bit if all they're doing is responding. Just. What, like a notification? That's what a lot of people get using club software today is they'll get a notification in their inbox, their email saying, hey, Kevin Page, apply to be a member today. Right. So. They're missing out a lot of stuff, aren't they? I mean, as far as what they could glean from that person.  Kevin Page: [00:03:26] Yeah. Well, what what we oftentimes find when we're working with, with new clubs or consulting with new clubs is there's not much else after that initial outreach. So that initial outreach, many of these membership directors and clubs are, you know, really great at and being on the ball with, hey, those notifications come in. I want to strike while the iron is hot and get out to this person and see if you know they're truly qualified and interested in in joining the club. Others maybe want to either appear very exclusive or, you know, and actually are very exclusive and, and want to, kind of handle the, the sales process with that sort of, dynamic as well. So there's just. Yep. Here's the application process. You know, it's a bit colder. So, you know, either of those approaches. What typically happens is that after that initial approach, it's all right. They join or they don't. And if they don't join, there's very rarely a process in place for, you know, the ongoing nurturing of those people. And as we know, you know, joining a club and membership for most folks is a big decision and a decision that takes some time. You know, a lot of people submitting those forms or understanding or trying to reach out and understanding what membership pricing looks like may not be ready to make that decision within the next 14 days. 30 days, you know, even six months. So it is a bit of a process. But it's not always treated as that type of process, if that makes sense.  Ed Heil: [00:05:04] Oh, for sure. And it's, you know, again, that, not to go too far down how old school a lot of processes are, but they have something that's just not necessarily the most efficient process. And I think the one thing I just don't want to lose sight of, if you're listening to this and you happen to be a membership director, you're going, my gosh, are you kidding me? Like, I've got so much stuff I'm responsible for and frankly, with, you know, social media today and with so much digital communications, not to mention a lot of membership directors are responsible for the club newsletter and other things that they're pulled in a lot of different directions, and we get it. So one of the things that we hope that you're able to walk away from today, if you're listening, is, some ideas and ways you can make that process a little bit more efficient. Free up to do some more things and really focus on the the areas where you can really maybe drive the most success and not just for yourself, but for the club as well. So, Kev, let's talk a little bit about, the automation process. Because when you say automation to people in the private club space, it is almost like oil and water. So "oooh, automation doesn't sound like a personal touch," which is very much what historically clubs have wanted to provide that that level of intimacy, especially since they're joining, there, you know, that prospect might be joining their club. And yet automation can feel very, you know, very cold. So let's just talk about what let's start with maybe what does that look like? And when when we talk about automating the process of someone applying or filling out a form on the website so that the membership director doesn't have to handle each one, what does that look like?  Kevin Page: [00:07:00] Yeah. That's a great question. So, you know, I look at it in kind of two different parts. And the first part of it is really trying to optimize, the, the time of, you know, let's, let's say the membership director you just mentioned, the number of hats that they wear, the responsibilities that they have oftentimes to member retention and engagement as well as driving new members. And so through that automation, what what we're attempting to do is make sure that they're focusing their attention on the right people, the most qualified people. And so a lot of times, you know, the initial outreach is pretty similar prospect to prospect that comes in, but once there's a reply that happens, you know, or some type of actual connection, that's when automation might become a little bit more difficult, because now you've had that connection, and you want to move forward with that context. And so oftentimes what we do with automation is that initial introduction or outreach can be an automat

In this episode, Pat Damer, SVP of Revenue at Arcis Golf (70 properties, $1B portfolio), shares with Ed Heil how his company transformed from managing 3 clubs to 70 by prioritizing revenue operations, smart technology adoption, and member-first service. From sticky note CRMs to enterprise automation, Pat walks through the practical evolution of club operations and why revenue growth creates better member experiences. This conversation cuts through the usual tech-versus-tradition debate with clear examples of how automation enhances, not replaces, exceptional service. If you're managing one club or scaling multiple properties, Pat's perspective on starting small, getting quick wins, and choosing the right tools will give you a practical path forward. Episode Highlights: 01:23 – The rocket ship years: Growing from 3 clubs to 70 properties 04:18 – Investment philosophy: Why deferred maintenance and member experience both matter 06:19 – The "declare your major" conversation that shaped Pat's revenue-first approach 08:39 – Why revenue fixes more problems than cost-cutting 09:18 – Operational software vs. experience software: Understanding the distinction 14:42 – The HubSpot pivot: Moving from Salesforce to an integrated CRM platform 22:30 – Lead generation reality check: Why most clubs don't need traditional pipeline management 26:04 – Member journey automation: Pre-arrival, birthdays, and personalized communication 31:40 – The integration challenge: Why siloed systems create operational friction 37:46 – Technology and exceptional service aren't mutually exclusive 40:34 – First steps for club leaders: Start small, get quick wins, build buy-in

Episode Summary: In this episode, Ed sits down with Tom Wallace of Kopplin, Kuebler & Wallace to unpack why governance often breaks down during leadership transitions at private clubs. Drawing from his experience facilitating hundreds of board retreats, Tom shares a clear benchmark: only about 25% of clubs have governance truly dialed in. The conversation explores stewardship versus short-term decision-making, the importance of structure over personality, and how written systems, succession planning, and member communication protect a club's mission, vision, and values. It's a grounded, practical discussion on how strong governance is built intentionally and sustained over time. Key Moments: Why only a quarter of clubs are truly prepared Tom explains how clubs tend to fall into three groups: those with governance fully structured, those actively working toward it, and those stuck in a cycle of dysfunction where each new president resets priorities. Stewardship over "leaving a mark" The conversation highlights how strong presidents think like stewards, focused on long-term health rather than personal projects or visible wins during their term. A leadership lesson from Arnold Palmer Tom shares a story from his time at Oakmont that shaped his philosophy on leadership: clubs existed long before any one leader and will continue long after, making long-term thinking essential. When governance goes wrong, it shows up physically An example of a clubhouse filled with rooms named after past presidents illustrates what happens when guardrails are missing and decisions are made in isolation. The intersection of member culture and staff culture Tom explains that the strongest clubs are built where member culture and team culture align, and why governance plays a critical role in keeping those cultures connected. Early warning signs of governance drift Ignoring data, lacking a strategic plan, or focusing on short-term issues are all indicators that governance may be quietly eroding before problems surface publicly. Why structure protects everyone From strategic business plans to board policy manuals and orientations, Tom outlines the written systems that stabilize clubs through leadership transitions. "If it's not written down, it doesn't exist" A Ritz-Carlton principle reinforces why documentation and clarity are essential, not bureaucratic, in complex organizations like private clubs. Governance as guardrails, not handcuffs Tom compares good governance to bumper bowling: it doesn't guarantee perfect outcomes, but it prevents leaders from sending the club off course. How to spot a strategic board What boards talk about matters. Strategy, capital planning, and long-term direction signal health; operational minutiae signal trouble. Succession planning as a leadership responsibility Strong clubs know who their future presidents are well before transitions happen, creating continuity rather than disruption. Committees as the leadership pipeline Tom explains why committees should serve as the proving ground for future board members, with performance and collaboration guiding recruitment. Younger members and the owner mindset The episode explores how clubs must intentionally teach stewardship and volunteer expectations during member onboarding to avoid transactional relationships. Why board retreats accelerate alignment Tom closes by sharing how retreats create self-awareness, clarity, and a realistic multi-year roadmap, reinforcing that good governance is a process, not a one-time fix.

Episode Summary: In this episode, Ed sits down with industry leader Kris Butterfield Cance to explore one of the most urgent challenges facing private clubs today: generational transition. From outdated bylaws to evolving member expectations, Kris breaks down what clubs must rethink if they want to stay relevant and financially healthy in the next decade. She shares practical examples from her work at Bethesda Country Club and La Cumbre Country Club, offering a front-row view of what successful evolution looks like. This conversation is a candid, realistic look at how clubs can honor legacy while creating space for the future. Key Moments: 3:20 — Why Kris wrote her Boardroom Magazine piece Kris explains the conversations and frustrations she heard at PCMA that inspired her to address generational stagnation head-on. 5:15 — What younger generations actually want from clubs From flexible programming to redefining tradition, Kris breaks down what Gen X, Y, and Z members value in club experiences. 7:55 — Balancing legacy expectations with modern needs Ed and Kris discuss how clubs can preserve tradition while adapting formats, events, and amenities. 10:05 — Community as the real differentiator A look at why everyday experiences—card rooms, family zones, outdoor gathering spaces—matter more than once-a-year blowout events. 12:25 — The financial urgency behind generational transition Kris and Ed dive into wait lists, initiation fee trends, and the wealth transfer that will shape clubs through 2045. 14:10 — How one traditional club successfully modernized Kris shares the transformation at Bethesda and how they rebalanced their member demographic. 17:50 — The importance of board clarity: mission, vision, values Kris explains why cultural alignment must start in the boardroom and how clubs can implement practical systems. 22:20 — Transparency without oversharing They unpack the difference between healthy transparency and giving members unnecessary or harmful detail. 26:55 — What data reveals about actual member behavior Kris explains how usage patterns—not just event attendance—should inform decision-making. 31:00 — Should younger families "skip the line"? Kris addresses the controversial question of whether clubs should prioritize young applicants over older prospects. 34:40 — Final takeaway: Relevance over replacement Kris closes with the core truth: clubs don't need to choose one generation over another; they need to stay relevant to all.

The role of the General Manager is evolving — and so are the expectations of private club leadership. In this episode, Ed Heil sits down with Joel Livingood, General Manager and COO of Interlachen Country Club, to unpack how mission, culture, and governance are redefining what it means to lead a modern club. Joel shares how Interlachen turned alignment into its greatest strength — guiding nearly a decade of growth, investment, and transformation. From establishing clear governance with the board to building a culture of empowerment among 400 team members, his approach offers a blueprint for sustainable leadership in today's complex club environment. Summary: 00:00 Introduction and Overview of Interlachen's Transformation Ed and Joel discuss Interlachen's decade of change, from major renovations to family-focused investments and restored golf facilities. 03:45 Finding Direction After 2008 Joel explains how recovery began with defining the club's mission and values — the foundation for every decision that followed. 06:45 Balancing Heritage and Progress How Interlachen honored its legacy while adapting to the expectations of modern members. 09:20 Turning Mission into Action The club's mission to "enrich members' lives through outstanding championship golf and family experiences" becomes the guide for culture and operations. 12:30 Embedding Values Across the Club Tradition, excellence, innovation, and stewardship influence hiring, culture, and communication. 15:10 Building the Interlachen Brand Joel discusses intentional storytelling, brand consistency, and how the club communicates its values internally and externally. 18:30 Leading a 400+ Person Team The power of showing up, removing roadblocks, and building a workplace rooted in purpose and growth. 21:10 Empathy as a Leadership Skill Why understanding team members' lives beyond work has strengthened culture and retention. 24:50 Governance and Board Alignment How defining roles between board and management turned governance into a strategic advantage. 28:00 Accountability and Trust Why results, transparency, and shared goals have built long-term trust at Interlachen. 31:15 High Standards, Honest Expectations Setting clear expectations for excellence without shying away from the difficulty of achieving it. 34:10 Managing Board Involvement and Feedback Joel's three strategies for addressing operational overreach and maintaining collaboration. 37:10 The Evolving Role of the GM How today's leaders balance visibility, focus, and flexibility in an increasingly complex club world. 40:10 Advice for Emerging Leaders Joel's three essentials: work hard, stay positive, and adapt quickly. 42:10 Why Business Fundamentals Still Matter Joel explains why today's club leaders must think like business operators and treat experience as the product.

In this episode, Ed Heil and Jason Becker discuss the insights from the Golf Life Navigators mid-year report, focusing on trends in private club memberships, generational shifts, and the integration of real estate with golf communities. They explore the importance of understanding consumer preferences, the impact of service-based amenities, and the financial health of clubs in a changing market. Summary: 00:00 Introduction and Background on Golf Life Navigators 02:59 Understanding the Mid-Year Report and Its Importance 06:01 Generational Trends in Private Club Membership 09:01 Transition Times and Market Dynamics 11:59 Demographics of Golf Life Navigators Users 14:59 Real Estate Integration with Private Clubs 17:55 Shifts in Preferences for Gated Communities 21:02 Lifestyle Amenities and Member Preferences 23:58 The Role of On-Site Brokers 27:00 Trends in Food, Beverage, and Health Amenities 30:00 Golf-Specific Trends and Member Interests 32:55 The Importance of Clubs Within Clubs 35:48 Future Trends and Service-Based Amenities 38:52 Financial Health of Clubs and Membership Models

Private clubs are no longer just competing with each other for talent—they're competing with every employer offering a flexible, supportive work environment. In this episode, Ed Heil talks with Meridith Picarelli-Khattar, Certified Club Manager and Certified Chief Executive, about what it really takes to build a team that delivers exceptional member experiences. Drawing from over 20 years in club leadership, Meridith shares why investing in people-first policies like parental leave, flexible scheduling, and employee development is no longer optional—it's essential. If your club is thinking about how to retain top talent while staying true to its values, this episode offers practical, thoughtful guidance you won't want to miss.

In this conversation, Ed Heil and Steve Mulholland discuss the intricacies of video production, emphasizing the importance of storytelling and understanding the audience's needs. They explore how to capture the essence of a club through various filming techniques, including documentary styles and the use of drones. The discussion also covers the significance of finding the right voices for interviews and mastering the art of conducting them effectively. In this conversation, Ed Heil and Steve Mulholland delve into the intricacies of video production, focusing on the art of cinematography, the emotional impact of storytelling in sports, the crucial role of music, and the importance of editing. They share insights on how to effectively capture compelling visuals, the significance of sound in enhancing viewer experience, and the challenges of editing to create a cohesive narrative. The discussion also touches on practical advice for aspiring producers, emphasizing the need for collaboration and clarity in messaging.   00:00: The Importance of Story in Video Production 05:52: Capturing the Essence of Your Club 12:05: Finding the Right Voices for Your Message 18:02: The Role of B-Roll and Aerial Shots 24:23: The Art of Cinematography 30:30: The Role of Music in Video Production 37:17: Editing: The Heart of Storytelling

Private clubs often pride themselves on tradition—but without strong governance, even the most respected institutions can find themselves unprepared for what's ahead. In this data-driven conversation, Ed Heil talks with Joseph Abely, Executive Consultant at Club Benchmarking and lead author of the Club Benchmarking 2025 Governance Report. Rather than offering surface-level advice, Joe draws on insights from over 400 clubs to reveal what actually moves the needle: board education, succession planning, and long-term strategic thinking. The findings are clear—clubs that prioritize these elements don't just function more smoothly; they outperform their peers financially and operationally. If your board meetings are focused on operational fixes instead of future vision, this episode is your wake-up call.

What defines value in today's private club? It's not the square footage of your dining room or how fast your greens roll—it's how your members feel when they engage with your club. In this episode, Ed Heil is joined by Dr. Bonnie Knutson, professor at Michigan State University's School of Hospitality Business and longtime private club member. Together, they explore why exclusivity isn't the draw it once was, how member experience now drives perceived value, and what progressive clubs are doing to evolve with generational expectations. From redefining reputation to creating "Instagrammable" moments, Bonnie shares research-backed insights and memorable metaphors that will challenge how you think about membership, communication, and strategic planning. Whether you're managing daily operations or setting long-term vision, this episode offers a roadmap for making your club not just relevant—but irresistible.

No club is immune to crisis, but most are unprepared when it strikes. In this episode, Ed Heil is joined by Andy Skoogman, a seasoned crisis communications expert with a background in law enforcement, media, and private clubs. Together, they discuss the common misconceptions club leaders have about crisis situations, what effective planning actually looks like, and why managing internal communication is just as important as handling the public response. Whether it's a media incident, a member conflict, or something more serious, this conversation sheds light on what clubs can do today to be better prepared tomorrow Key Moments: Andy's Background in Crisis Communication [00:00:00] – From journalism to military media training to law enforcement, Andy shares how his career shaped his crisis communication expertise. A Lifelong Connection to Private Clubs [00:04:00] – Andy reflects on growing up golfing with his father and why he chose to raise his own kids in a private club environment. Common Misconceptions About Crisis Planning [00:07:30] – Andy outlines the three biggest myths leaders believe about crises: it won't happen, others will handle it, and you can't plan for it. Real-World Examples of Club Crises [00:11:00] – From tragic accidents to internal disputes, Andy explains how crises at clubs take many forms—most without media coverage. Risk Management Through a Communications Lens [00:14:00] – Why crisis planning can't be left to legal teams alone, and how to look at risk from a PR standpoint. The Speed of Crisis in the Digital Age [00:16:30] – How social media has changed the game, and why clubs need to respond faster than ever before. Choosing the Right Spokesperson [00:20:00] – Why credibility, clarity, and media training matter more than titles when selecting someone to represent the club. Balancing Transparency and Legal Advice [00:24:00] – Why withholding information often backfires—and the case for addressing bad news head-on. Internal Communication Builds Credibility [00:28:00] – Andy shares how consistent member communication builds trust long before a crisis occurs. Club Governance Challenges [00:32:00] – Volunteer boards, dues increases, and why the club communication structure can break down under pressure. Taking Action: Where Club Leaders Should Start [00:36:00] – Practical next steps: scenario planning, identifying spokespeople, and media training for key staff. Final Thoughts on Reputation and Readiness [00:40:00] – Why club reputation is more vulnerable than ever—and why preparation makes all the difference.      

In this episode of Crushing Club Marketing, Ed Heil sits down with Jodie Cunningham, owner of Optimus Talent Partners and a certified Predictive Index partner, to explore how behavioral assessments can revolutionize hiring in the private club industry. Drawing on her years of experience, Jodie shares practical insights on building stronger teams, aligning talent with culture, and avoiding costly hiring mistakes. From understanding your club's identity to using data to navigate generational differences, this conversation is packed with strategic takeaways for club leaders who want to elevate their recruitment approach and enhance the member experience. Key Moments: Meet Jodie Cunningham (00:00:00): Ed Heil introduces Jodie Cunningham, owner of Optimus Talent Partners and certified Predictive Index partner, with a background in HR at the Four Seasons and St. Louis Rams, highlighting her expertise in behavioral science and talent strategy. Culture Drives Member Experience (00:04:03): Jodie emphasizes that culture is shaped by the people you hire, making talent selection critical; the Four Seasons' process, where every candidate met the GM, shows how seriously they took cultural fit (00:05:06). What Clubs Often Miss in Team Building (00:06:12): Many clubs lack a strategic HR lead and jump into hiring without first defining their needs, leading to reactive, short-term decisions (00:07:13). Proactive Recruiting Strategies (00:07:13): Jodie encourages clubs to go beyond job postings by branding themselves as employers of choice and building pipelines through schools and networks; recruiting should be a shared responsibility, not just HR's job (00:08:06, 00:08:58). Knowing Your Club's Identity (00:09:52): Clubs must understand their environment—formal or informal—so they can hire people who thrive in that setting, especially if they're going through change (00:10:55). Common Hiring Pitfalls (00:12:50): Reactive hiring, relying on resumes instead of fit, and unconscious bias are all common issues; resumes show where someone has worked, not how well they'll perform (00:14:37). Why Use Assessments (00:15:37): Assessments give insight into how candidates will collaborate, lead, and fit into your team, revealing traits that interviews often miss (00:16:38, 00:17:22). Don't Over-Rely on Assessments (00:18:15): Assessments are helpful tools, but people can flex in roles temporarily; Jodie warns against using them as excuses for underperformance (00:19:17, 00:20:55). Use Assessments Beyond Hiring (00:21:40): Jodie recommends using assessments for onboarding, feedback, conflict resolution, and succession planning to strengthen team communication and performance. When to Use Assessments (00:23:18): Ideally, assessments are used during the application stage, but timing depends on cost and length; even refusal to take one can offer insight (00:24:20, 00:25:07, 00:27:00). Fair, Valid, and Legal (00:27:45): Use scientifically validated assessments and create objective job targets to ensure fairness, reduce bias, and stay compliant. Picking the Right Tool (00:29:32): Clubs should identify their goals, weigh the cost of a bad hire, and evaluate tools based on pricing model, ease of use, length, and available support (00:31:21, 00:32:18, 00:33:08). The Predictive Index (PI) (00:47:48): PI helps clubs align hiring, onboarding, and performance with a common language; it's quick to complete and offers individualized behavioral profiles (00:48:37, 00:49:41). Getting Started with Assessments (00:50:40): Jodie suggests piloting assessments on 3–5 candidates for a key role to test how it fits into your process before a full rollout. The High Cost of a Bad Hire (00:52:14): Poor hires cost more than money—they impact morale and culture; understanding your team and embracing change are key to long-term success (00:53:22). Generational Insight Through Data (00:54:09): Assessments help leaders adapt their style to different generations and better understand their own strengths and gaps (00:55:56). Sharing Assessment Results (00:43:36): While candidate data isn't typically shared, employees can request access; cognitive data should remain confidential, but internal transparency supports stronger teams (00:45:13, 00:46:04).

Episode Description In this episode, we chat with Jackie Singleton and Kristen LaCount from The Country Club about their approach to club communications. From the evolution of their communications department to managing capital project messaging, they share practical insights on building member trust through transparent, consistent communication across multiple channels. Learn how they've developed a culture where communication is prioritized at every level and how they effectively manage messaging for major club initiatives. Key Moments: Setting the Stage [00:00:25]: Ed introduces Jackie and Kristen, discussing how The Country Club stands out with a dedicated communications team. Communications Evolution [00:01:17]: Jackie explains how club communications has grown from a unique position to an industry-standard role with its own CMAA summit. Early Communications Efforts [00:05:06]: Discussion of how the communications role originated around 2006-2007, initially to handle website needs and online reservations for curling events. Communications Channels [00:08:58]: Jackie outlines their primary communication methods including website, email, push notifications, and strategic use of printed materials. Member Segmentation [00:10:23]: Insights into their email segmentation strategy implemented in 2013-2014, allowing members to opt in/out of various interest-based communications. Capital Project Communication [00:12:31]: Kristen describes their approach to major project communications, emphasizing committee representation and strategic messaging. Campus Conversations [00:16:41]: Jackie shares how they created a dedicated website section for capital planning information to combat rumors and provide easy access to facts. Video Production Approach [00:37:39]: Discussion of their video strategy focusing on authenticity over polish, producing 200-250 videos annually using simple equipment. Squirrel Squad [00:34:34]: How they use different social media approaches for members versus employees, including their famous "Squirrel Squad" initiative for staff recruitment and culture building. Tactical Advice [00:55:09]: Jackie provides practical starting points for clubs looking to enhance communications, including coordinating departmental emails and establishing a consistent club voice. Philosophical Approach [00:52:01]: Kristen offers strategic guidance on building support for communications initiatives by benchmarking against other successful clubs and finding internal champions. Budget Reality [00:49:38]: Jackie notes that their communications budget is approximately 2% of overall club spending, primarily on labor rather than technology or external services.