Reflecting on 25 Years: Lessons, Challenges, and Growth in the Private Club Industry

At BoardRoom magazine, we value the perspectives of industry leaders who have dedicated their careers to the growth and evolution of private clubs. In this reflective piece, Peter Cafaro , Senior Vice President at JBD JGA Design & Architecture , shares insights from his 25-year journey in the club industry. From changes in capital investment strategies to the growing inclusion of families and women in club culture, Peter highlights how the industry has transformed—and the opportunities that lie ahead.

As I proudly and humbly celebrate 25 years with JBD JGA Design & Architecture and in the remarkable world of private clubs, I reflect on what I have seen, experienced, and, most importantly, learned since I began my journey on November 15, 1999, as director of marketing. One of the best aspects of this journey has been the incredible number of deep friendships and lasting relationships I have formed along the way. The people in this industry are dedicated professionals and committed friends. Each of these relationships has contributed to my understanding of both my profession and myself.

While the fundamental aspects of our industry have remained relatively consistent over the years, my perspective on the matter has evolved significantly. As both a professional and a strong advocate for capital investment, 25 years ago, I witnessed a widespread reluctance toward making such investments. Club leadership tended to focus more on short-term, low-cost improvements, often aimed at leaving a legacy for themselves and their administration. Unfortunately, many of these projects were executed without professional guidance or were approached as DIY efforts by groups of members and their spouses.

It is essential to recognize that most clubs are no longer the refuge for middle-aged men seeking to escape family life. Today, clubs are integral to their members' families, with spouses and children increasingly engaged in the club's social and recreational activities. Evidence of this shift can be seen in the wish lists from club members over the past two years, which focus on programs and activities that promote year-round engagement.

In today's world, I rarely encounter a club embarking on an individual project that is not part of a broader vision or a Master Plan. Club leadership still seeks to leave a lasting mark on their administration, with many leaders aiming to address deferred maintenance and set their clubs on a path to financial stability and predictability. This commitment to financial excellence can be attributed to fellow professionals like Club Benchmarking , GGA Partners? , and Condon O'Meara McGinty & Donnelly LLP . I'm also pleased to note that today's club leaders recognize the value of professional assistance in finance, planning, and design.

We all remember three significant societal events that have occurred over the past 25 years: September 11, 2001; the Great Recession of 2008/2009; and the economic and personal devastation caused by COVID-19 in 2020. Despite the challenges that followed each of these pivotal moments, the club industry not only survived but emerged stronger and more committed. Lessons learned from these setbacks have resulted in clubs that are stronger and more vital than I have experienced in my 25-year career. While the club landscape has improved significantly, some work still remains.

Many members pay substantial fees for the privilege of club membership, which fosters a strong desire to utilize their clubs. Clubs must respond by providing programming and amenities that encourage off-season use. As someone living in the Northeast and working with various clubs in the region, I have found that offerings such as a vibrant bar and dining experience, paddle courts, range-based hitting bays, simulators, fitness facilities, and bowling can enhance year-round participation.

I am always delighted to see women taking on leadership roles in clubs, but I often feel disheartened by the feedback I receive from both male and female members. Many clubs have overlooked the significant resources and opportunities that their female members represent. Unfortunately, too many clubs have yet to modernize their governance structures to create a membership model that is inclusive and allows more women to occupy leadership positions.

As I conclude my first 25 years as a club professional and embark on my second—likely not as long—I remain proud to be part of this industry. I am overwhelmingly optimistic about the current state of our industry and its future, and I hope to continue playing a small role in helping clubs reach their highest potential.

Peter Cafaro is Senior Vice President at JBD JGA Design & Architecture .