My Vision for Ravenna
Ravenna is beautiful, stunning, and well known. It needs leadership driven by intention & hospitality in order to take it to the next level. “Great service cannot exist without great leadership” - Will Guidara
My vision is to make the professional staff at Ravenna world class and to become the number one private facility in the state of Colorado. Big goals and big ideas are what I can bring to the table. I see Ravenna having one of the most robust Junior programs in the state, a membership fitter and healthier than any other, and a guest and member experience that is unmatched by any other club in the state. I see the club being led by the best team of professionals of any golf course in Colorado, driven, passionate, and ready to challenge norms driven by the industry. I want to develop the best team I possibly can and along the way develop myself into one of the top PGA professionals and leaders in the country.
Dress to Impress
Dress like a professional, feel like a professional, act like a professional, therefore perform like a professional.
My vision is to have all staff matching with the same uniforms Monday-Saturday, but on Sundays the staff is to dress in business attire.
A New Beginning
I’ll create a unique, one of a kind first tee experience at Ravenna. One that will blow members and guests away, a fun and creative way to start every round of golf.
Refresh what is stale, new ball markers, tees, scorecard, and presentation of the amenities and golf operations layout. Let shake things up!
Leadership Library
I feel a personal connection to this story and how it relates to Will’s family and the challenges that his mother’s condition put him and his father through. Instead of food, I feel golf is a similar outlet when it comes to a passion that can be a guiding star for people during dark times.
Small improvements compound. Little things done consistently eventually create significant results. It all in the details! Build the identity you want. Don't just try to act like a leader. Become someone who consistently demonstrates leadership through everyday actions.
Jesse Cole is unmatched when it comes to building a loyal customer and fan base, and as it pertains to running a country club, it’s all about thinking outside the box and traditional norms that will make a private facility outstanding and memorable for members. How do we create an environment where member just simply never want to leave property?
The First 90 Days
A Strategic Golf Operations Business Plan
30 Day Plan
Inspired by Unreasonable Hospitality
People first. Understand the culture.
Meet with every team member individually. Understand their strengths, goals, and perspectives.
Connect with members to learn what they value most about their golf experience.
Observe the operation through the eyes of the membership.
Establish relationships with department heads and club leadership.
Evaluate current service standards, daily routines, and operational efficiencies.
Identify opportunities to create more personalized and memorable member interactions.
Learn the existing financial structure, retail performance, and golf programming.
The desired outcome: Build trust, understand the culture, and identify where the greatest opportunities exist.31-60 Day Plan
Inspired by Atomic Habits
Create consistency. Establish standards. Develop people.
Establish clear departmental expectations and communication rhythms.
Introduce consistent daily staff huddles and operational checklists.
Develop a unified professional appearance and team identity.
Evaluate tournament participation and opportunities to enhance golf programming.
Review merchandising strategy, inventory management, and retail opportunities.
Identify individual employee development goals and mentorship opportunities.
Establish measurable service and operational benchmarks.
The desired outcome: Create alignment, accountability, and consistent standards throughout the golf operation.
61-90 Day Plan
Inspired by Fans First
Create experiences. Build momentum. Raise the standard.
Introduce thoughtful member engagement initiatives that create memorable experiences.
Implement prioritized improvements based on member and staff feedback.
Develop a long-term golf operations and financial strategy.
Establish a structured employee recognition and development program.
Identify opportunities to grow participation in tournaments, instruction, and junior golf.
Refine retail merchandising and purchasing strategies based on performance data.
Present a strategic roadmap with measurable goals for the next 12 months.
The desired outcome: Establish a clear direction for the future while creating an immediate, positive impact on the member and employee experience.
Corporate Smart
One of my favorite concepts in Unreasonable Hospitality is this concept of restaurant-smart vs. corporate smart. I also believe in the field of golf that there are many talents you can only learn about business and leadership on the corporate run side of golf.
Head of Operations
All receivables and payables flow through me for tracking, consistency, and reliable business practices. Accountability is a key component of this role.
Controlling Expenses
Cost of Goods Sold
Accountability for Performance
