Up To Par Management / Sparrows Point Country Club
Sparrows Point was acquired by a group of builders who, despite their real estate background, lacked experience in running a country club. After a year of struggling to manage it themselves, they handed over operations to Up to Par, which won the bid with an unrealistic proforma. I joined as the GM, fully aware the club needed a complete overhaul.
I ran Sparrows Point with a diverse team—a true melting pot, primarily female staff of various backgrounds. DEI was never an issue here; my focus was always on capability and accountability, regardless of who came to work. Each team member was respected and treated equitably based on performance, as I’ve done throughout my career.
Implementing essential changes met resistance from some members and owners, especially as I held staff accountable. In one incident, the F&B Director—who struggled to enforce standards with her team—became openly insubordinate during a setup for a busy afternoon. I bluntly told her, "Neither of us would be doing this if you held your f*****g people accountable!" Although unfiltered, the owners—who had extensive video and audio surveillance throughout the club—agreed my reaction wasn’t unwarranted. Ironically, that F&B Director still holds her position and is best friends with the wife of one of the club's owners.
This particular owner, known for his invasive surveillance practices, contributed to a hostile atmosphere. After my termination, he withheld the deposit I’d placed for my wedding at the club, instead using it to cover unrelated charges on my club account—a legally questionable move. He compounded the issue by making the check out to three separate individuals, all unconnected, and misspelling each name, appearing to intentionally complicate cashing the check.
My efforts to improve the club clashed with ownership and management. Members who were upset by my approach and disciplinary actions spread complaints, and rumors grew. At one point, I felt compelled to have a direct conversation with a former Golf Pro who was rumored to be involved in misinformation. After meeting with him privately, I was terminated—not for any unethical behavior but ostensibly for my method of engagement.
By the time I signed a lease to separate myself from the club environment, I was terminated, impacting me both professionally and personally, even leading to the end of my engagement. Despite the challenges, I remained focused on building a team that upheld accountability and delivered results, with DEI at the core of our team’s everyday function.
Interesting tidbit: From the pool at Sparrows Point Country Club, I could see the Key Bridge in Annapolis every day. When the incident occurred, I texted the owner, asking if everyone I knew was safe before we knew who was missing. He didn’t reply.
