1. MICHAEL GALLUZZO
mgbbcc@yahoo.com
100-44 Chateau Lane Phone: (914) 741-1913
Hawthorne, NY 10532 Mobile: (914) 557-7327
GENERAL MANAGER / CHIEF OPERATING OFFICER
Private Golf & Country Clubs
Improved quality of service, food and facilities while lowering costs for eminent, family-oriented golf and
country clubs by:
 Recruiting, training and retaining loyal, service-oriented staff members who exceed the expectations of
the most discriminating members.
 Leveraging professional demeanor, presence and reputation to influence members, staff and the
community as the highly visible face of the Club.
 Completing multimillion-dollar capital projects on time and on budget without compromising detailed
craftsmanship and quality expected by members.
 Swiftly resolving financial challenges, member complaints and unexpected crises through quick
thinking and sound decision making.
FACILITIES MANAGEMENT
 Responsible for maintaining and constantly renovating multi million-dollar properties. Managing daily
operational repairs and long-term projects.
 Directed a $750,000 employee housing project and managed engineers, architects, designers, contractors
and sub-contractors.
 Oversaw a $2 million golf course renovation, which included extension of greens, reforming bunkers
and adding 1,400 new sprinkler heads to the existing irrigation system.
 Responsible for a $3.5 million clubhouse renovation, which included total demolition of the interior
facility. Managed all designers, contractors and sub-contractors and made all final decisions on work
changeovers. Worked as owner’s rep for this renovation.
Vast experience in:
P&L Management & Budgeting | Revenue Generation | Cost Control | Contract Negotiations
High-End Food and Beverage (F&B) Operations | Golf Course Operations | Capital Improvements
Recruitment | Staff Retention | Staff Training & Development | Service Quality & Consistency
Member Satisfaction | Board & Community Relations | Upscale Events, Banquets, Fundraisers

2. MICHAEL GALLUZZO / PAGE 2
PROFESSIONAL BACKGROUND
ORIENTA BEACH CLUB, MAMARONECK, NY
Clubhouse Manager ― July 2014 to March 2015
The Club:
A private, member owned club. 400 members. 1.4 million in F&B, 60 employees, private beach with cabanas, 3
swimming pools, 8 tennis courts and a beachside lunch pavilion.
Management Scope:
Fully responsible for all private parties and member events. Book, set up, execute and break down all banquets.
Develop each menu with the assistance of the head chef. Work closely with the head chef for all member
functions. Work efficiently with florists, decorators, bandleaders and D.J.’s to successfully complete each and
every party. Accommodate guests of 50 to 400 people.
NEW YORK ATHLETIC CLUB, TRAVERS ISLAND, PELHAM MANOR, NY
Director of Banquets ― May 2013 to December 2013
The Club:
A private, member owned club, Travers Island, is the annex to The New York Athletic Club in Manhattan. 8500
members have access to the club. $3.2 million in F&B, 125 employees, 14 tennis courts, olympic size swimming
pool, state of the art fitness center, turf field that hosts soccer, rugby and lacrosse and a 125 slip yacht club.
Management Scope:
Fully responsible for all private parties and member events. Book, set up, execute and break down all banquets
that generate $2.8 million. Develop each menu with the assistance of the banquet chef. Work closely with the
head chef for all member functions. Work efficiently with florists, decorators, bandleaders and D.J.’s to
successfully complete each and every party. Accommodate guests of 50 to 1000 people.
INWOOD COUNTRY CLUB, INWOOD, NY
General Manager ― April to October 2012
The Club:
A private, member-owned country club on the South Shore of Long Island. Founded in 1901, Inwood played a
significant role in the history of golf. Bobby Jones won his first major here, the 1923 U.S. Open. 250 members,
45 employees, $4.5 million annual revenue, $1.2 million F&B. Inwood also features an Atlantic Ocean Beach
Club, 10 Har-Tru tennis courts, a state-of-the-art fitness center, and rooms and suites for members who make
Inwood their summer residences.
Management Scope:
Held full responsibility for P&L, day-to-day operations, operating and capital budget, F&B, staffing and
training, events, community relations, member relations, facilities management and upgrades, and major
purchase/contract negotiations. Reported to Board of Governors and supervised assistant GM, controller, chef,
golf course superintendent, golf and tennis professionals, dining room manager, beach club manager and locker
room manager.

3. MICHAEL GALLUZZO / PAGE 3
Results:
 Negotiated and contracted for a new alarm company for all smoke, fire and burglar alarms. Saving 5%
of yearly costs for the club.
 Coordinated and supervised all special event dinners on site at the beach club. Keeping labor and food
costs at reasonable levels.
 Ensuring member satisfaction in maintenance and sanitation procedures for all rooms and suites rented
during the summer months.
 Collaborated with producers from the Golf Channel to have 6 PGA Tour Pros play in a golf
tournament at Inwood Country Club. V.I.P.’s of the Golf Channel were invited to play with the pros in
August of 2012.
MAG CARDS & GIFTS, YORKTOWN HEIGHTS, NY
Owner and Operator ― 2011 to 2012
The Store:
1,800 square foot retail store. Offering seasonal and daily greeting cards, gifts, magazines, newspapers and
other retail items. Licensed New York State Lotto agent.
HOLLOW BROOK GOLF CLUB, CORTLANDT MANOR, NY
General Manager ― April 2010 to January 2011
The Club:
Private golf club purchased from the Empire Golf Organization by two individuals in 2009. 200 members, 40
employees, $1.1 million F&B revenue, 18 hole championship golf course, locker rooms, pro shop, 20,000sq. ft.
clubhouse with ballroom seating for 200, grill room and patio dining.
Management scope:
Hired to manage all departments involved in running the club. As a privately owned club there are no
committees or board of governors. All decisions are made by me and then conveyed to the owners for
approval. Held full responsibilities for day to day operations, P&L, strategic planning, operating and capital
budget, F&B, staffing, member relations, membership director, advertising and promotions, community
relations and events.
Results:
 Limited losses 20% in the dining room through new purchasing policies and inventory
controls. Developed new catering menus to streamline costs. Rescheduled dining room hours to reduce
labor costs by 10%.
 Personally took in 12 potential members as new members.
 Worked with CBS and ESPN radio to promote and advertise club.
 Upgraded service for catering by establishing new service procedures.
 Raised club employee morale by strict but fair management style.

4. MICHAEL GALLUZZO / PAGE 4
WILLOW RIDGE COUNTRY CLUB, HARRISON, NY
General Manager / COO ― 2005 to 2008
The Club:
Prestigious family-oriented club. 300 members, 80 employees, $5.5 million annual revenue, $1.5 million F&B
revenue, 18-hole golf course, 6 Har-Tru tennis courts, two pools, locker rooms, pro shop, 35,000 sq. ft. clubhouse
with ballroom seating 250, grill room, patio dining.
Management scope:
Brought on board to reduce deficit and to improve the quality of dining room service. Held full responsibility
for P&L, strategic planning, forecasting, day-to-day operations, operating and capital budget, F&B, staffing and
training, events, marketing/PR, community relations, member relations, facilities management and upgrades,
and major purchase/contract negotiations. Reported to Board of Governors and supervised assistant GM,
controller, chef, golf course superintendent, golf and tennis professionals, dining room manager, and locker
room manager.
Results:
 Reduced gross deficit 66% through new purchasing policies and inventory controls.
 Turned snack bar around from a $150,000 per year loss to a $20,000 profit.
 Grew member-dining revenue 15% by initiating well-attended events such as dinner dances,
comedy nights, themed dinners and live entertainment.
 Brought a large charity golf outing to the club with celebrity players. Netted $60,000 for the
Club and $200,000 for the charity.
 Recruited and hired an exemplary chef who upgraded all menus, resulting in higher member
satisfaction, as well as dining staff morale.
 Saved $1,500 yearly on waste disposal services and received accolades from the Health
department for strengthening the Club's recycling program.
 Oversaw numerous projects on time and on budget, including installation and configuration
of Jonas POS system and an $800,000 clubhouse and pool renovation.
BRAE BURN COUNTRY CLUB, PURCHASE, NY
General Manager ― 1996 to 2005
Assistant General Manager ― 1988 to 1996
The Club:
One of the premier clubs in Westchester County. 300+ member families, 90 employees, $6 million operating
budget, $2 million F&B revenue, 18-hole championship golf course, pro shop, 11 Har-Tru tennis courts, 2 pools,
45,000 sq. ft. clubhouse with ballroom seating up to 500, grill room, patio dining and snack bar.
Management scope:
Promoted from Assistant GM to GM based on results in the areas of F&B cost savings, facilities maintenance,
member satisfaction and employee training, retention and morale building. Directed overall Club operations
and supervised 90 employees through 6 department heads.

5. MICHAEL GALLUZZO / PAGE 5
Results:
 Cut labor costs 10% while improving service by optimizing scheduling around member activity.
 Booked numerous outside private events, including campaign fundraisers, corporate golf outings and
large charities, generating more than $1.2 million in revenue with gross profit margins of over 63%
and net margins of 17%.
 Championed and oversaw construction of employee housing, which improved employee availability,
staff retention, service continuity and customer satisfaction.
 Oversaw numerous capital projects, including a $3.5 million clubhouse renovation, $2 million golf
course renovation, and $750,000 employee housing project, on time and on budget.
 Received "Humanitarian of the Year" award from the Metropolitan Club Managers Association for
organizing an emergency charity golf outing that raised over $400,000.
EDUCATION / MEMBERSHIPS
B.B.S., Business Management • Fort Lauderdale College, Fort Lauderdale, FL
A.A.S., Hotel/Restaurant Management • SUNY Cobleskill, Cobleskill, NY
Member: Club Managers Association of America (CMAA)
Metropolitan Chapter Board Member
Continued Educational Seminars through the Club Managers Association
Certified Pool Operator
President of Chateau on the Hill Homeowners Association

6. MICHAEL GALLUZZO / PAGE 5
Results:
 Cut labor costs 10% while improving service by optimizing scheduling around member activity.
 Booked numerous outside private events, including campaign fundraisers, corporate golf outings and
large charities, generating more than $1.2 million in revenue with gross profit margins of over 63%
and net margins of 17%.
 Championed and oversaw construction of employee housing, which improved employee availability,
staff retention, service continuity and customer satisfaction.
 Oversaw numerous capital projects, including a $3.5 million clubhouse renovation, $2 million golf
course renovation, and $750,000 employee housing project, on time and on budget.
 Received "Humanitarian of the Year" award from the Metropolitan Club Managers Association for
organizing an emergency charity golf outing that raised over $400,000.
EDUCATION / MEMBERSHIPS
B.B.S., Business Management • Fort Lauderdale College, Fort Lauderdale, FL
A.A.S., Hotel/Restaurant Management • SUNY Cobleskill, Cobleskill, NY
Member: Club Managers Association of America (CMAA)
Metropolitan Chapter Board Member
Continued Educational Seminars through the Club Managers Association
Certified Pool Operator
President of Chateau on the Hill Homeowners Association