John B. Dufault, CEC, CCM, SHRM-CP

• Oversaw all administrative functions and daily operations including golf and greens, clubhouse, buildings & grounds, finance  & accounting, membership, food & beverage, communications and marketing, safety, and human resources.
  

• Reported directly to Club President and served as ex-officio member of the Board of Governors and all Club Committees, including Long Range Planning Committee.

• Hired, supervised, and directed the work of executive level management including Head Golf Professional, Golf Course  Superintendent, Finance Director, Clubhouse Manager, Restaurant & Events Manager, Executive Chef, Director of Maintenance, HR Generalist, and  Communications Coordinator.

• Oversaw annual recruitment and retention of +/- 120 US & International employees.

• Membership: 800+ families, $8MM total revenue including $1MM in Initiation Fees, $3MM in Dues, $2MM + in Food & Beverage from  multiple venues, and $1MM in Golf Fees and Pro Shop retail sales.

• Responsible for development and implementation of annual Operating and Capital Budgets.

• Developed and oversaw all training and coordinated the efforts of all year-round and seasonal employees.

• Developed and refined ongoing  quality standards and ensured that they were consistently met.

• Oversaw and administered H2B and J1 Visa worker programs including 25 – 35 international employees per year.

• Oversaw and  administered staff housing and transportation for multiple locations, up to 35 employees per year.

• Maintained daily contact with members and guests to assure maximum member satisfaction at all times.

• Oversaw $10MM + in capital projects between 2009 and 2021 including construction of new 19K s.f.  state of the art greens maintenance facility, full parking lot renovation, purchase (and improvements) of workforce housing, and ongoing shoreline revetment on 1.3 miles of Atlantic coastline.

• Liaised with state and local regulatory authorities including Conservation Commission, Town Select Board, Board of Health, Building Division, Fire, Police, etc.

• Oversaw successful transition of “Pro-owned” to “Club-owned” retail Pro Shop in 2019.

• In charge of daily clubhouse operations for a membership of 600+ families, $10MM annual operating budget, including over  $2.4MM in food & beverage income from multiple venues.
  

• Developed and implemented strategic long-range and annual business plans, operating reports, forecasts and budgets.

• Implemented and monitored the House operating and capital budgets and directed corrective action as necessary to assure that  financial goals were attained. Monitored internal cost control procedures, analyzed variances and maximized efficiencies.

• Through five direct reports; responsible for budgeting, staffing and general operating procedures relative to all food and  beverage operations, physical plant repair and maintenance, fitness facilities, security, in-house laundry, locker room  operations and general housekeeping.

• Developed and implemented annual house capital budget ranging from $150-$200k.

• Developed and oversaw training of all clubhouse staff (+/- 100 in season). Oversaw and administered H2B and J1 Visa worker  program, including housing.

• Assured ongoing quality standards at all times.

• Maintained daily contact with members and assure maximum member satisfaction at all times.

• Counseled with other managers and employees in cases of grievances and complaints; directed problem correction where  necessary.

• Served as an ad-hoc member of appropriate club committees.

• Involved with $20MM+ in capital projects initiated in summer 2007 (major component: full scale Clubhouse and staff housing renovation projects).

•  Directly responsible for all aspects of operations and financial performance of a 300+ member, highly seasonal, semi private, developer-owned country club with annual gross operating revenues of approximately $3MM.
  

• Provided oversight and leadership in the areas of food & beverage operations, accounting and financial management,  human and professional resources, building and facilities management, golf operations, grounds maintenance, marketing  and member relations.

• Carried out all new membership sales and performed orientation as well as developing and implementing all internal and  external marketing.

• Through six direct reports (Department Heads); coordinated the efforts of 125+ employees.

Full operational accountability for 300+ member primarily Jewish club

Day to day operational accountability. representing ownership group.

In charge of all culinary operations for high end private club.

Coursework included business management, food & beverage, liberal arts