ClubCorp - 2014-2018 - aka "Round 1"
ClubCorp - Hartefeld National
April 2014 - May 2015
I joined ClubCorp after closing my restaurant, initially looking for stability and a fresh start. What began as a temporary role quickly became a promising career path as I realized my knack for country club management. Although I hadn’t planned to stay long-term, I saw the growth potential and embraced the opportunity to build a meaningful career in the industry.
ClubCorp - Ford’s Colony
June 2015 - October 2017
At Ford’s Colony, I was instrumental in a comprehensive reinvention of the club, elevating Food & Beverage (F&B) operations and enhancing member experiences. This success didn’t go unnoticed, and ClubCorp leadership frequently asked me to assess and analyze other clubs in the region at the request of John Cegielski. My evaluations were thorough and candid, covering everything from team performance to operational efficiency. Typically, these tasks fell under the responsibilities of my Regional F&B Director, Mamee Groves. My stepping into this role created tension with her, as it seemed she viewed my involvement as an encroachment.
The first time I encountered Mamee directly at Ford’s Colony, it was anything but smooth. She arrived unannounced, skipped introductions, and immediately questioned my integrity by accusing me of a significant inventory discrepancy. She went as far as directing my GM, David Ford, to issue a formal write-up, essentially implying that I was cooking the books. Despite the solid relationship I’d built with David, he didn’t investigate the accusation or challenge Mamee’s directive, which showed me just how much power she wielded even as a new manager. I contested the reprimand, and eventually, David confirmed that my inventory count was correct and the accusation unfounded. Still, Mamee never retracted her claims or issued an apology, leaving me with the sense that I was being targeted.
At the time, I didn’t realize the full extent of Mamee’s bias. I initially wrote her off as the new Regional F&B Director whose management style was hard to work with. But over time, the consensus among other F&B Directors and Chefs became clear: Mamee was seen as underqualified and hired mainly to meet diversity targets. This was a frustration shared widely by the team, who watched her repeatedly push certain candidates—often those of color—over the General Managers’ preferred choices. One clear instance of this happened at Norbeck Country Club, where Mamee advocated for her preferred candidates over those Patrick Ellis, the GM, wanted to bring on board.
Norbeck
October 2017 - October 2018
At Norbeck, I essentially took on the responsibilities of a General Manager, though I didn’t formally hold the title. I led operational improvements, increased member satisfaction, and demonstrated my ability to manage the club successfully. When the GM position officially opened, though, I wasn’t even considered or given the opportunity to apply. Instead, the role went to a close friend, Patrick Ellis, who initially acknowledged my qualifications but later began criticizing my work at Norbeck. According to Kelly Robertson, Patrick had some jealousy toward my performance and accomplishments, though the reasons remained unclear. Patrick, like many others, was aware of Mamee’s influence on my career trajectory but didn’t confirm that she blocked my advancement directly.
After I resigned, several colleagues confirmed what had been a strong suspicion within ClubCorp—that Mamee had actively prevented my upward mobility and ultimately pushed me out. Over the years, many commented privately on Mamee’s tendency to disproportionately target white males. There was simply no business reason to target me or to obstruct my career. This, combined with the recurring rumors of her race-based decisions, underscored the political and systemic challenges I faced, ultimately leading me to resign under duress and file a formal complaint.
While I left quietly, not wanting to stir further conflict, I maintained connections with former colleagues like Kelly Robertson and Patrick Ellis. In the years following, they would share insights into Mamee’s ongoing behavior, including her satisfaction in having “forced me out.” This experience made me realize the impact of unchecked bias in leadership roles—a frustration that would shape my approach in the years that followed.
