Teamwork is not just a buzzword in the successful operation of a golf club. It's the very essence that drives every aspect of the club, from course maintenance to clubhouse management. The collective efforts of groundskeepers, administrative staff, golf professionals and food and beverage personnel, all united by the shared goal of maintaining high standards, are the key to delivering exceptional experiences for members and guests. This shared commitment is the bedrock of the excellence expected at a private golf club.
Undoubtedly, the general manager is the driving force behind the leadership team. His or her guidance is the cornerstone of a well-oiled and efficient operation. But who provides the necessary support when the GMs need it? Often, it's the assistant general manager, a strong and capable figure who plays a pivotal role in maintaining the club's momentum.
PGA of America General Manager Adam Kushner runs the Berkeley Hall Club in Bluffton, South Carolina. We recently caught up with Adam to find out his thoughts on the importance of having a strong second-in-command figure when running a club.
“I have many special relationships with my team, and with my background, I have a very good working relationship with our director of golf and director of agronomy. Dustin Dunn, our Assistant General Manager, has been a game changer for our operation. Dustin’s background is in F&B, so he compliments many of the areas in which I am not as strong. Since Dustin’s arrival two years ago, we have improved our overall F&B satisfaction and greatly reduced turnover throughout the team. As I often say, Dustin's contributions to our club's success cannot be overstated. His expertise, dedication and leadership have been instrumental in our achievements.”
Adam Kushner’s career in the golf business dates back to when he was 14 years old and started caddying at the Kahwka Club in Erie, Pennsylvania. After high school, Kushner attended Methodist University and interned at Kahkwa, Oakmont and Pinehurst. After graduating from Methodist, he took an assistant golf professional position at Oakmont Country Club and worked there for five years. In 2011, he started his journey back south and became the head professional at The Country Club of North Carolina under PGA of America Director of Golf Jeff Dotson. At the end of 2015, Kushner moved to Bluffton, South Carolina, where he became the director of golf at Berkeley Hall Club. In May 2020, he was promoted to the GM/COO role at Berkeley Hall, where he continues in that position today.
Berkeley Hall is a 36-hole private golf community with two Tom Fazio golf courses. “One thing that makes Berkeley Hall unique is that we do not have any holes that have houses on both sides, and over 20 holes do not have any homes on either side,” said Kushner. Berkeley Hall is indeed very unique for a golf community. Aside from 36 holes, the club has one of the top-ranked practice facilities in the country, a spa and fitness center, an indoor/outdoor pool, tennis, pickleball and a river park. “We currently have about 500 property owners and 75 non-property owner members,” he explained. Kushner relies significantly on his Assistant GM, Dunn, to keep Berkeley Hall running smoothly.
“I collaborate on a lot of projects with Dustin. One of the best examples of how we work together is during events like our Member-Guest. I share many of the ideas I would like to see for the event, and Dustin can tweak the suggestions to make them more manageable for the F&B team while creating a first-class experience for the members and guests.”
Kushner and Dunn also collaborate on capital improvement projects.
“As we work through a future fitness center renovation, I have worked with our committees and trainers to see what the wants and needs are for the project, and Dustin can provide feedback from experience at other clubs and by talking to members throughout the day.”
Kushner and Dunn even collaborate on managing their team. “I get pulled into a lot of meetings with the board, committees and other member meetings, and Dustin is available for the team to help them through different issues, not forcing them to wait to see me for an answer. I believe that our trust in each other has made for a great team and has improved the overall culture and empowerment of the entire team.”