Looking for a General Manager

Posted May 11, 2018

Job Description
The General Manager oversees building operations and all staff of the Virginia Beach Field House (VBFH). This staff member is responsible for budgeting, establishing financial goals and networking within the community to help raise awareness of the VBFH.

The Virginia Beach Field House is managed by Eastern Sports Management, LLC. The VBFH General Manager is responsible for coordinating and working with ESM Staff on business practices, departmental training of VBFH staff, as well as growing business for the facility. This staff member works closely with the General Managers of other ESM properties on shared events, brainstorming new business and attending ESM General Manager quarterly meetings. The VBFH General Manager reports directly to the Vice President of Operations of Eastern Sports Management and has supervisory and budgetary responsibilities.

Responsibilities

A. The General Manager is accountable for the success or failure of the facility measured by growth and profitability. The work of the manager can be broken into seven broad areas.
1. Advance program and product planning, including but not limited to Leagues, Rentals, Youth Programming, Food and Beverage, Tournaments, Events and Membership.
2. Advance program and product marketing.
3. Program and product delivery.
4. Direction of all employees.
5. Physical operation and upkeep of the facility.
6. Timely collection of income and control of expenses
7. Communication with ESM Management Team
B. Specific Responsibilities
1. Advance Program Planning
a. Programs for every session should be decided upon at the finish of the same session of the previous year and should be based on the success or failure of the just completed programs, necessary improvements and changes, and customer and staff feedback.
b. The goal for every session is to fill the maximum amount of league, tournaments, events and youth services with programming. Until all time is filled, new programs need devising and implementation.
c. The final slate of programs should be in place nine months in advance of the session.
2. Advance Program Marketing
a. Review with staff the success or failure of the marketing efforts for the just completed session.
b. Review slate of programming for the session for the next year.

A. The General Manager is accountable for the success or failure of the facility measured by growth and profitability. The work of the manager can be broken into seven broad areas.
1. Advance program and product planning, including but not limited to Leagues, Rentals, Youth Programming, Food and Beverage, Tournaments, Events and Membership.
2. Advance program and product marketing.
3. Program and product delivery.
4. Direction of all employees.
5. Physical operation and upkeep of the facility.
6. Timely collection of income and control of expenses
7. Communication with ESM Management Team
B. Specific Responsibilities
1. Advance Program Planning
a. Programs for every session should be decided upon at the finish of the same session of the previous year and should be based on the success or failure of the just completed programs, necessary improvements and changes, and customer and staff feedback.
b. The goal for every session is to fill the maximum amount of league, tournaments, events and youth services with programming. Until all time is filled, new programs need devising and implementation.
c. The final slate of programs should be in place nine months in advance of the session.
2. Advance Program Marketing
a. Review with staff the success or failure of the marketing efforts for the just completed session.
b. Review slate of programming for the session for the next year.
c. Develop marketing strategy for programming.
d. Direct and supervise staff on execution of marketing plan.
3. Program Delivery
a. Direct and supervise front counter and other staff so that programs are run timely and efficiently.
b. Assign responsibility for specific programs to individuals and monitor their management.
c. Make sure all programs are balanced, schedules fair, and the information is communicated timely and correctly.
d. Follow up with customers to gain feedback on products and focus on guest retention and product improvements.
4. Employee Management
a. All employees report to the General Manager.
b. The GM will make all other employees aware through written instructions of ongoing and seasonal tasks. No employee will go wanting for work for lack of instruction.
c. GM will direct the employee scheduler for the appropriate skill and quantity of other employees to each week.
d. GM will work directly with ESM Human Resources with regards to staffing, to include recruiting, hiring, onboarding, training, counseling and termination.
e. Establish staff culture, morale and vision.
f. Conduct annual evaluations.
5. Facility Management
a. All building systems are set correctly for efficient and economic operation.
b. Direction of maintenance staff to keep facility clean and in good repair.
c. Direction of counter staff to keep fields, courts and rooms properly set-up and lined.
6. Income and expenses (AR, AP & Payroll)
a. Work with ESM Finance Director to manage AR, AP, and Payroll
b. Supervise with the ESM Finance Director the VBFH staff and AR/AP employee to see all fees collected timely. Make changes to procedures as appropriate.
c. Set pricing for all programming.
d. Work with ESM Finance Director to track and control ongoing expenses, in particular cost of goods sold, utilities, facility and administrative expenses. Work with Personnel scheduler and Finance Director to control wages.
e. Ensure that all employees are abiding by proper cash handling procedures.
f. Monitor profit and loss.
g. Develop annual budget, allocate funds and monitor monetary outflow.
7. Meeting and Reporting
a. Meet weekly with other staff members to update and review facility operations and events within a 10-day forecast, as well as discuss new business/events on the horizon
b. Meet and report biweekly with the ESM Management team.

Requirements
• Requires great communication skills, both verbal and written
• Must be extremely professional in appearance, demeanor, and communication
• Must have excellent leadership skills
• Must have excellent customer service skills including a strong background and ethos of customer service
• Must be an effective leader
• Must be able to clearly communicate expectations of fellow team members and hold the team responsible for goal achievements
• Must be detail-oriented and have outstanding organizational skills
• Must have strong time-management skills
• Ability to maintain focus in a high-volume, fast-paced environment
• Must be able to work under pressure and be decisive
• Must be able to handle difficult situations
• Ability to motivate employees
• Ability to multi-task
• Ability to prioritize
• Must be a team player
• Must be creative
• Ability to remain calm and focus in an emergency situation
• Must have strong mathematical skills
• Must have strong problem-solving skills
• Must have previous experience drafting and negotiating agreements
• Must be able to work irregular shifts to include days, nights, weekends, and holidays as needed
• Proficient in QuickBooks, Microsoft Word and Excel
• Must have previous experience with budgets, sales and P&L Management

Preference
At least five (5) years of experience in sports management

If you’re interested, email your resume to Courtney Davis, Vice President of Human Resources and Finance for ESM. Application period closes May 24.