Cedar Brae Golf Club - General Manager

CLUB OVERVIEW

Cedar Brae Golf Club, nestled in the scenic Rouge Valley in northeast Toronto, is a member-owned private club with a rich history spanning over 100 years. The Club features a challenging, award-winning 18-hole course designed by renowned architect CE (Robbie) Robinson, a disciple of Stanley Thompson. The course is a picturesque parkland layout with elevation changes, large, fast greens, and multiple tees, providing challenges for golfers of all skill levels.

The club’s primary mission is to provide its members and guests with a truly exceptional golfing experience through a premier golf course layout, practice areas, clubhouse, and dining facilities. The members and the club’s leadership team strive to deliver these high-quality services and operate the club in a financially prudent, forward-looking manner. In 2025, Cedar Brae Golf Club stewarded a new Strategic Plan, confirming the priorities for the Club and solidifying a new Purpose Statement:
Cedar Brae Golf Club – where golf is our focus. Our members. Our strength.

The culture of Cedar Brae is steeped in tradition yet mindful of both the opportunities and challenges the game of golf faces in the future. To that end, they embrace the opportunity to elevate Cedar Brae’s reputation and brand as both a championship-level golf course and a highly desirable private club in Toronto.

The General Manager of Cedar Brae Golf Club is solely accountable for the efficient and effective execution of the club s operations. In day-to-day operations, the GM reports directly to the Club s member-elected President and to an Executive Committee composed of four Directors. On matters relating to achieving the Club’s strategic objectives, the GM reports to the full Board, which consists of an additional six Directors, for a total of ten.

The annual evaluation of the GM’s performance is the responsibility of the Executive Committee.

The GM leads a full-time management team comprising the course Superintendent, the Clubhouse Manager, the Executive Chef, the Food and Beverage Manager, the Head Golf Professional, the Controller, and a small team of general administrative staff. During the outdoor golf season (approximately April to October), the Club will have approximately 140 occasional and full-time staff accountable to the 515 golfing members.

The Club s total revenues are just over $5.2m, with annual dues accounting for approximately $3.5m.

An ad hoc search committee has been formed to lead the search, and it has full operational responsibility for executing all key elements. The process will end when the search committee provides their recommended candidate(s) to the full Board of Directors for review and final approval.

The search committee, working with the search consultant, has identified several key competencies to be used in identifying, evaluating, and selecting the final candidate to fill the role of General Manager. These competencies reflect the Club s operational and strategic needs today and tomorrow and have been validated through an intensive analysis conducted by a search firm with proven experience and expertise in the golf sector.

These key competencies relate to practical skills and proven abilities that align with the Club’s current and foreseeable needs. In addition, the search process will seek to identify specific behavioural attributes the Club considers necessary for the selected candidate to succeed in the GM role. The skills and abilities, together with specific behavioural attributes, have been summarized below. The search process will evaluate applications based on their ability to demonstrate a high level of expertise or command of many of these competencies.

The General Manager is responsible for leading the team to achieve Cedar Brae Golf Club’s strategic objectives while advancing its culture of excellence, innovation, and community. Success in this role requires a strong fit for Cedar Brae Golf Club s current and future needs. To ensure alignment with this distinctive environment, the following key competencies have been identified as…