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"When one door closes, another opens—but all too often there is a long hallway in between." That observation from The Ultimate Anti-Career Guide certainly didn’t apply—at least where distance was concerned—to the situation Paul Skelton, CCM, found himself in at the beginning of 2010. Skelton had been told by the developer of The Club at Seven Canyons in Sedona, Ariz., where he was Vice President/Chief Operating Officer, that the struggles caused by the recession and real estate crash had put the property, and Skelton’s job, in jeopardy. But almost as soon as he heard that message, Skelton got another one: Scottsdale golf club, The Country Club at DC Ranch. in Scottsdale, Ariz., wanted to talk to him about becoming its new General Manager/COO. Skelton accepted the position, and physically, the only change when getting to work now involved “taking a left turn instead of a right.” While the change in direction was minimal, however, the path leading to Scottsdale golf club, The Country Club at DC Ranch. was littered with land mines. The scottsdale private golf had been ravaged by the same recessionary forces, and as he reported for his new job, Skelton inherited poor operating results, a mandate to bring in a new Director of Golf, Executive Chef and Director of Tennis (among others), lingering legal issues from the club’s recent separation from its developer—and more than 130 memberships on the exit list. Fast-forward two years, and every road leading to Scottsdale golf club, The Country Club at DC Ranch. now glows with unimpeded, warm welcomes. And for his leadership in implementing strategies and ideas that brought about a remarkable turnaround (see boxes, this page and pg. 50), Paul Skelton has perhaps the most impressive achievement to add to his already distinguished 35-year career in club management (which includes two years as President of the Club Managers Association of America). He is the 2012 co-recipient of The Mead Grady Award, for Country/Golf Clubs with Fewer than 600 Full-Privilege Members, as part of the Excellence in Club Management Awards cosponsored by the McMahon Group and Club & Resort Business. (Skelton shares the 2012 Grady Award, which is determined by judging from a selection committee of a peer group of club managers, with Eric Dietz, CCM, PGA, General Manager/CEO of Lakewood Country Club in Rockville, Md.; Dietz will be featured later this year in C&RB.) Lessons to Work By Looking back at the circumstances surrounding how he and Scottsdale golf club, The Country Club at DC Ranch. came together, Skelton says they confirm the value of abiding by two other oft-quoted axioms about career development: “Timing is everything,” and “Never say never.” In Skelton’s case, the “never” was a vow to not get involved again with member-owned club situations. But while he says he was “absolutely concerned about a number of red flags” that were on prominent display as he looked towards Scottsdale, he also saw good signs among the directors and members of scottsdale private golf club, DC Ranch that convinced him they were ready to take the bold steps needed to begin to reverse the club’s fortunes—and then to let him take it from there. The boldest involved amending club bylaws so original membership rights could be waived and a market-based membership sales program could be implemented. Like many clubs in similar situations at the time Scottsdale golf club, The Country Club at DC Ranch. , had tried initiation fee adjustments that had failed to yield desired results. But the scottsdale private golf membership stepped up to adopt the market-based program, and it quickly brought about a remarkable transformation. “We went from 134 people who needed or had to get out, to 134 active members using the club,” Skelton says. “The issue today, in fact, is how to manage how busy we’ve become. In March of this year, we had over 4,000 golf rounds, the most ever experienced in a single month.” Under Skelton’s direction, other aspects of scottsdale private golf club DC Ranch life—most notably tennis and F&B—have experienced similar revivals, to the point where the membership is now poised to take another major step designed to lift the club to unprecedented levels. Ballots were sent out in April for a vote on a $3.8 million project, the bulk of which would be spent, Skelton says, on a “major refreshment” of scottsdale private golf club DC Ranch’s signature Hacienda Clubhouse. That part of the project would add 3,000 sq. ft. and provide a significant boost to the club’s F&B operation. “We’d redo the kitchen so its layout would be more efficient,” says Skelton. “And we’d add square footage to take advantage of the setting at our south elevation for a new dining venue. “We’d probably increase F&B volume by 25% to 30%,” he adds. “But as we’ve said in the town hall meetings about the project, it’s not about getting bigger, it’s about getting better.” Which is another maxim that can now also be applied to Paul Skelton’s career.
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