BIOGRAPHIES OF PROPOSED CANDIDATES 2020-2021 BOARD OF DIRECTORS
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BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
GARY BEAGIN
I’m thankful to have this opportunity to join the San Diego Country Club Board and follow in the
steps of many of you who have served so well. Everyone I’ve met at SDCC has been so
welcoming, accomplished and friendly. I appreciate that very much and hope to return the favor
as a member of your board.
I grew up in the Bay Park neighborhood of San Diego and attended University High School and University of San
Diego. My first job in 1970 was teaching biology and math to seniors and sophomores at Marian High School
(now Mater Dei in Chula Vista) in Imperial Beach. I also coached football and basketball and learned how to play
golf from the students on the golf team when the AD named me the golf coach even though I had never played
golf. I left teaching after two years to work in the life insurance business with Equitable Life. I started in sales,
moved into sales management and was promoted to agency manager in Larkspur, CA in 1979. I was then moved
to run a larger agency in Portland, OR, and five years later took over a regional agency headquartered in Boston,
MA with offices in Maine, New Hampshire, Massachusetts and Rhode Island.
I joined Phoenix Life in 1996 to focus on the estate planning, financial planning and corporate life insurance
markets. I had a variety of roles in my 13 years with the company including VP of Agencies, COO of the broker
dealer, WS Griffith, and VP Corporate Owned Life Insurance. I’ve been retired since 2009.
I’ve had some very rewarding experiences with community service and industry boards. I was President of the
Portland General Agents and Managers Association and the Boston Life Underwriters. I served on the boards of
the San Diego Ecumenical Council, Columbia Pacific Council of the Boy Scouts and the Greater Boston YMCA.
I’ve been a member every year since 1979 of three other golf clubs. Marin Country Club in Novato, CA, Oswego
Lake in Portland and Weston Golf Club in Boston. At Weston I worked on the Long-Range Planning and House
Committees. I joined SDCC in 2015 when we moved back to San Diego and have been a member of the House
Committee and the Finance Committee.
Our Club has some significant challenges to address and has a magnificent history of overcoming them and
emerging even stronger and better than before. I’d love to be a major contributor to our next success as a
member of your board. Thank you for your consideration.
1. What is the number one item of importance to you with the club? What item is least important?
Most important item is the financial viability of the Club in its current form. We must explore all options to
increase revenue and membership as well as prioritizing expenses that enrich the golf experience.
What item is least important?
Least important is dinner service in the Casper Room.
2. What is your opinion of the current operations of the club?
I have thought that we were continuing a structure that was consistent with our long history as a country club
even though we are more of a golf club in reality. As a result, we were spreading our expenses to maintain
services that were not universally attractive to members (such as dinner service) while limiting investment in
revenue generating items like merchandising golf apparel and equipment, lessons, and better-quality food items.
It looks like we are starting to improve in some of these areas with recent changes but our success will depend on
how we restructure and reallocate. Also, central to all this is continued improvement on the golf course. The
deterioration last year was something in direct conflict with our mission statement and it’s nice to see the turn
around this year.
3. What is your stance on the level of amenities of the club? More, less, or the same.
1BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
We could have better quality food a much more robust lesson program, equipment repair service, etc. The sinks
and showers in the men’s locker room need updating. We need to completely re-examine our food service and
look for ways to eliminate redundancies and cost while improving the quality of the offerings. See I’m even being
redundant here.
4. Our Vision Statement is "Provide an exceptional golf experience unsurpassed in San Diego." How would
you implement this vision?
We need two long range planning committees, one for the golf course and another for the Clubhouse. Their
charge would be to deliver a plan to the board with specific projects, timelines and costs. This will get us focused
on what we ultimately want to look like in each area and plan investments and changes accordingly. It will also
get more support from the membership than you would traditionally have when decisions are made unilaterally
instead of with reference to a plan and its goals.
Lastly, please list your service on SDCC committees, if any.
I am a current member on the finance committee.
CHRIS BOOTH
I’ve been on the Board for the last 3 years and am running for re-election. During the past 3
years I held all 4 officer positions and am currently club President. The past 3 years have been
some of my most challenging and rewarding years at the club. The Board has addressed many
challenges over the past 3-years, and I believe we were on a strong path in terms of member
recruitment, strategic financial planning and golf course enjoyment. The Covid-19 pandemic has
created an entire new set of difficulties and I’m proud that during my time on the Board we have
been informative to members and adaptive to changing government guidelines.
I am a native San Diegan growing up in East County. Golf has been a significant part of my life since I started
playing around age 7 (some say it must be in the DNA). I played tournament golf growing up in San Diego
starting with San Diego Junior Golf, into high school and college, and now local amateur events. Along the way, I
have had the chance to play with a number of really talented individuals including several who are still on the
PGA tour. Tournament golf has allowed me to play the best courses around the county. My first memory of San
Diego Country Club was playing a San Diego Junior Golf tournament as a teenager. The course left an immediate
impression. I was fortunate to join SDCC as a Junior Executive shortly after college and immediately felt at
home. I left SDCC for a couple years after the birth of our second child, but I couldn’t stay away and rejoined as
a full equity member.
Personally, my wife Tina and I call Chula Vista home and we have two wonderful children, Ellie and Sam. Both
kids enjoy SDCC, Sam for the golf and Ellie for the breakfast tacos!
Professionally, I graduated from San Diego State University with a Master’s degree in Accounting with an
emphasis in Taxation. I am currently a Managing Director with Deloitte in the International Tax Services
group. My focus is serving public and private clients with a variety of cross-border tax issues including tax
reporting, mergers and acquisitions, financing, intellectual property planning, IRS controversy, and financial
reporting for audit and non-audit clients. I also serve as the Treasurer and member of the Board for Pro
Kids/First Tee of San Diego.
1. What is the number one item of importance to you with the club? What item is least important?
Number one item of importance to me is an enjoyable experience at the club followed closely by the financial
health and longevity of the club. The least important item for me at the club is flowers.
2BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
2. What is your opinion of the current operations of the club?
Current operations are better than can be expected during Covid-19. Prior to Covid-19, the club was moving in
the direction of increasing member experiences with a strong eye toward financial stability and operational
efficiency. The club had several years prior to Todd’s arrival that created a number of deterrents toward
optimum operation of the club. The majority of the direct negative factors are now gone (after several years of
hard effort and specific focus on eliminating the negative impact of those factors). Unfortunately, there is a
lasting impression within the membership that is unhealthy and very negatively focused. This negative force is
impacting staff and other members and detracts from the overall operation of the club. A renewed perspective
of the membership would be extremely helpful. The golf course is in very good shape right now with greens
returning to their speed and condition after aerating and fairways looking healthier than they have in a
while. This is attributed to a specific focus by Jack and cooperating weather. The club has been flexible to an
ever-changing set of rules from the City of Chula Vista, the County of San Diego, and California. To me, the
ability to adapt and allow members to experience the benefits of the club right now shows very strong
management and a strong core. Very few aspects of our society have been as flexible as the club. I am looking
forward to a post Covid-19 period when we can see where this management team takes the club.
3. What is your stance on the level of amenities of the club? More, less, or the same.
I would enjoy seeing more amenities at the club. The enjoyment of the membership is a top priority and
members value different aspects of the club. Unfortunately, resources are limited and the club is looking to offer
as many amenities as the resources allow. As an example, it would be fabulous to create a first-rate teaching
facility with the top technology components (i.e., trackman, etc.). Things like member lessons/teaching has not
been a priority in the past and the allocation of resources reflects the level of priority. Many have focused on
F&B as an amenity that we do not need or as something that should be scaled back dramatically. I disagree with
that view. F&B is an important aspect of the overall experience of the club. Some enjoy a simple post round
drink or burrito from the snack shack. Others enjoy the wine dinners and other special occasion events we
hold. The crowds at Mother’s Day, 4th of July, Thanksgiving, etc. demonstrate that we as a club enjoy and
appreciate having F&B available. With everything, there is always room for improvement. I believe the main
negative factor relating to inefficiency and poor history in the F&B department has been eliminated. The current
group has a very strong potential and has the opportunity to really impress us with high quality, enjoyable food
experiences at a level of efficiency we’ve never had. Demonstrating these things will be key to winning over the
whole of the club to fully realize and understand the benefits of having a top-quality F&B department.
4. Our Vision Statement is "Provide an exceptional golf experience unsurpassed in San Diego." How would
you implement this vision?
“Provide an exceptional golf experience unsurpassed in San Diego”
This has been our Vision Statement for a few years. An exceptional golf experience means something different to
every member. To me, an exceptional golf experience means an experience that I look forward to playing every
single time; a course I could play every day without getting bored that allows for a variety of shots and
challenges. An experience that I look forward to long before driving through the gates and think about long after
exiting the property. Pulling into the parking lot with the anticipation of playing a tremendous golf course that is
in wonderful condition and is challenging from any set of tees. To continue to have an unsurpassed golf
experience in San Diego we need to evolve to changing conditions, both financial and changes in weather, water
conditions, and golf appreciation. Prior to Todd’s arrival, it was difficult to adapt to change and create a
stronger overall club as there was a lack of understanding of the club resources. We now have a much stronger
appreciation of the club’s resources and are more easily able to think strategically about the operation of the
3BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
club. I think we still need to create a formal strategic plan and identify our approach to addressing the health
and condition of certain deteriorating assets. Maintaining the club and its assets is difficult without a thorough
plan. We need to continue to identify opportunities to improve both service and utilization of resources. We are
light years ahead of where we were a few years ago but there are always opportunities to improve. Especially
during this Covid-19 period, I would like to see us simplify operations. We cannot be all things to all members
and should continue to focus on doing the core things very well. The golf course is a key example and is in the
best condition I’ve seen in recent memory. We are just starting to get back to food service and I expect our
targeted approach will be in line with the vision statement.
Lastly, please list your service on SDCC committees, if any.
Finance Committee for the last six years.
MIKE BROOKS
My wife Lisa Marie and I joined San Diego Country Club in 2012, almost immediately upon
relocating here from Minnesota. The club is an important part of our lives, and we have truly
enjoyed our membership.
I have been a member of the Golf Committee for several years. I also have been an active
participant on both the Gold and Silver Senior Teams, as well as a participant in Team play.
Socially, we really have enjoyed the wine dinners the club puts on, as well as wine tastings and
other events.
My career was in the financial services, where I spent nearly 40 years in various roles. I retired
in 2015 after 25 years as a partner in a large New Jersey based money management firm.
While living in Minneapolis, I was active in the Big Brother Big Sisters of the Greater Twin Cities,
serving on the Board of Directors as well as the Investment Committee for many years.
After retirement, golf has become a more important part of life, as have our 4 grandchildren. I
also volunteer as a Docent on the USS Midway Museum. I am an active member of the
California Senior Golf Association, and the local group known as the Caballeros Jugadores.
The members of San Diego Country Club have an amazing asset for all of us to enjoy. My goal
as a member of the Board of Directors would be to do everything possible to improve and
enhance our asset for us, and for future generations of members.
1. What is the number one item of importance to you with the club? What item is least important? What
item is least important?
The most important item for me is the golf course, which of course is our most important asset. If the quality of
our course deteriorates, then everything else really doesn’t matter. The least important is hard to quantify, but to
pick something I would say fine dining is the least important thing to me.
2. What is your opinion of the current operations of the club?
I believe that current operations of the club are pretty good under the circumstance we have. Current
management has done a good job in my opinion balancing our income with the needs of the club.
3. What is your stance on the level of amenities of the club? More, less, or the same.
4BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
I am happy with the amenity levels we enjoy at the club now. More amenities cost money that we currently don’t
have, and I think we offer an adequate level for now.
4. Our Vision Statement is "Provide an exceptional golf experience unsurpassed in San Diego." How would
you implement this vision?
Our vision statement makes clear that golf is what we are all about at SDCC. Implementing that vision means
focusing on golf course conditions and player experiences. I’m a believer in more golf events, member
tournaments, guest events, etc. All played on a superbly conditioned and maintained golf course.
Lastly, please list your service on SDCC committees, if any.
I have served on the golf committee for several years, and suggested the annual 4 ball ladder tournament that
the committee recommended and board adopted.
MIKE CORR
I have been a member at San Diego Country Club since 2006, a SDCC Board Member from 2010-
2013 & 2017-2020, and have served on the House and Strategic Planning committees. Married
to my favorite golfer and best friend Donna, we are residents of downtown San Diego's Marina
District. My experience includes: Senior Hotel Industry Executive, Chief Marketing Officer for
Westin Hotels and Resorts, and President NA for InterContinental Hotels and Resorts.
Currently, I am an Executive in Residence, and senior Lecturer for SDSU's Robert Payne School of Hospitality and
Tourism Management.
Reason for wanting to be a SDCC board member: I believe our club has a positive future given the Port's
waterfront development, and changing residential demographics downtown. Our challenge lies in making the
right strategic decisions in the short-term and carving out sound revenue generating strategies that will
guarantee our long-term prosperity. I would like to be a part of this process.
Prior to the pandemic Todd, his team and the Board, were making things happen. Expenses were in line, we
were looking at a cash surplus for the year, a master plan for the golf course was in the works, we were making
progress on reducing water costs, investigating solar energy and providing resources for Jack Aldridge to
improve our wonderful golf course.
Simply stated Covid-19 stopped us in our tracks. I would like to serve again because I want to finish the job that
this board started. I want to assist in laying out a reasonable and realistic long-term plan for the course and club,
plus enhance the short-term value proposition for all members.
1. What is the number one item of importance to you with the club? What item is least important? What
item is least important?
The number one item of importance for the club is continuing to improve the golf course with a long-term goal of
making it one of the top 100 private courses in the USA. In order to make this happen it is incumbent upon all
board members to ensure the appropriate capital and operating expenses are in line with this goal. From my
perspective the following must be considered.
1. Annual capital and operating monies are adequately deployed to ensure the course superintendent
continues to improve playing conditions on a seasonal basis.
5BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
2. Mid-term capital addresses items outlined in the course master plan. Once the master plan is
available to the green committee and BOD should prioritize affordable projects, and begin
implementation.
3. Long term capital such as solar energy, clean water and irrigation will have to be provided for. It is
likely we will have to seek a bank loan to implement these projects
2. What is your opinion of the current operations of the club?
I believe, given the recent travails brought on by the Covid pandemic, club operations are quite good. We have
some factions within the club that have strong beliefs on how the club should operate, what departments are
necessary and ones that are not. What sometimes we tend to miss is the fact that for many suggestions there are
others that are the exact opposite. While at times frustrating the board must balance these opinions and deploy
club resources (cash, materials, equipment and labor) to protect the long-term viability of the club. And, in doing
so, provide a strong short-term value proposition for all members. I believe Todd and team are doing a great job.
3. What is your stance on the level of amenities of the club? More, less, or the same.
My stance on the level of amenities, embraces the fact that the golf course must come first when budgeting for
capital and operations. The last few months have taken a bite our of our membership which has hurt our income
levels. Personally, I am not in favor of maintaining a full F&B operation. That does not mean we can’t have a
terrific F&B product. I believe we can successfully cater all club events such as the Tradition and Billy Casper
Member Guest, and outside events as well. That said the snack shack should remain under our control as well as
the Golf Grill for beer, wine and spirits. In time, as our finances improve, an in-house F&B operation could return.
Lastly, with new Pro Shop leadership I am confident outside services will improve greatly, thereby vastly
enhancing the cart, bag storage and range amenities.
4. Our Vision Statement is "Provide an exceptional golf experience unsurpassed in San Diego." How would
you implement this vision?
By doing what I have outlined above.
Lastly, please list your service on SDCC committees, if any.
Two board of director terms and house committee chairman.
BARRY GERBER
My wife and I have been members of SDCC since 2011. I studied at the University of Wisconsin
prior to joining the United States Navy, where I spent four years as an Intelligence Analyst. I have
spent the past 29 years bringing wireless, consumer electronics to market. I was extremely
fortunate to have spent 20+ years at Qualcomm Inc., holding various positions in Operations,
Program Management, Product Management and finally as a Sr. Director of Business
Development.
I joined Longcheer Technology Co. Ltd. in February 2016, as Vice President and General Manager, North
America. In this role I was responsible for creating our North American business entity. I lead the opening of our
USA branch office in San Jose, CA. I am currently leading our efforts with key technology partnerships, strategic
supplier’s relationships and future IOT/5G business development activities.
It is an honor to be nominated as a candidate for membership on the Board of Directors of San Diego Country
Club. I believe my past professional experience, attention to detail and energy level can help give us more focus
6BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
on the execution of our current Vision Statement, “providing an exceptional golf experience unsurpassed in San
Diego”.
1. What is the number one item of importance to you with the club?
The number one item of importance to me is to provide a first-class Golf Experience. This experience should
include anything that relates to golf. Pro Shop, Locker/Bag Room, Driving Range, Snack Shack, and obviously a
golf course that is maintained to the highest standards.
What item is least important?
Any sort of formal meal service, namely Breakfast and Dinner.
2. What is your opinion of the current operations of the club?
I would give us a C at best. I’ve been a member more than 10 years and the operations haven’t changed much.
Too much of the old “this is the way we’ve always done it mentality”. The course has gone straight downhill since
the Women’s AM. Currently the golf operations are very similar to a Municipal Course experience. Formal
Breakfast and Dinner service has never been well attended and adds very little to our experience.
3. What is your stance on the level of amenities of the club? More, less, or the same.
More, but only as it relates to a golf experience (gate attendant, locker room, proshop and course maintenance).
Properly trained staff, who have pride in their job performance. Here is a brief list of things I notice at other
private clubs, that are missing at SDCC:
• Gate attendant doesn’t notify anyone that a member or guest has arrived.
• ProShop apparel and appearance is outdated. Staff rarely ask if they can help.
• Bag room personnel are disorganized and have no sense of urgency. Rarely offer to provide anything
more than your clubs. How about some simple suggestions like, can I get you a towel? Tees?, or anything
from the proshop?
• Driving Range operations are terrible. Mats are for Muni’s, not private courses. Range attendants are
rarely around. Finding grass to hit off of, after 9am can be difficult.
• Course maintenance is lacking. Weeds in bunkers, flowerbeds and around many tree wells. Cart paths
have weeds and are rarely edged. Bunker entrances have damaged grass and sand is not evenly
maintained. Areas that require hand mowers are forgotten or ignored.
4. Our Vision Statement is "Provide an exceptional golf experience unsurpassed in San Diego." How would
you implement this vision?
First of all, the entire team needs to understand the goal and that currently we aren’t even close to executing to
our Vision Statement. My suggestion is that we use the Women’s AM as our goal. Next, each department needs
to either create their own action plans or be given a script of the plans to reach the goal. Finally, we set a
schedule, hold regular project status meetings (more than the once a month committee meetings), to ensure
progress is being made and address obstacles preventing progress.
We need to instill some urgency and ownership in the leaders of each department. If they can’t execute to our
goals, then we make changes.
Lastly, please list your service on SDCC committees, if any.
7BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
I spent about one year on the membership committee during Scott Shinner’s tenure.
BOB TOWNSEND
My wife and kids are superstars in my life. Lisa is the glue of our family as well as runs our
family business, the San Diego Chicken Pie Shop. Our 13-year-old daughter Dylan is a stud
volleyball player and will be entering her first year at Patrick Henry High School. Most of you
know my son Jack who holds our SDCC junior course record with a 62 and has committed to
play for the San Diego State Aztecs in 2022.
My golf career has been loaded with passion and experience. I first worked for 5 years as a Golf Professional
teaching and working in operations at Torrey Pines Golf Course. This was a great experience that led me to be
mentored under the President of the PGA of America, Tom Addis III, at Singing Hills Golf Course. Since then I
started a golf school at Riverwalk Golf Club where I’ve been since 2000.
Part two of my career has been my wife and I taking over my parents 82-year-old business, the San Diego
Chicken Pie Shop. We were recently awarded San Diego small business of the year in 2019 by Senator Toni
Atkins in Sacramento.
My current involvement with San Diego Country Club has been on the greens committee.
It’s an honor to be nominated to run as a candidate on the Board of Directors for San Diego Country Club.
My vision is to bring a professional approach to governance of the club with the current board members whose
talents can be drawn upon because of their credible business experiences and reputations.
1. What is the number one item of importance to you with the club? What item is least important?
The number one priority of importance would be the golf course conditions itself. It has declined greatly since we
hosted the USGA event. This is affecting the health of our current and future membership. We once were
considered the gem of San Diego golf. Only with the main asset being the top priority will SDCC be able to thrive.
For example, if our standard is USGA conditions, national membership and higher initiation fees will grow
exponentially.
What item is least important?
All items at every club are important. Where you put them on the priority list is the key to success like in any
business.
2. What is your opinion of the current operations of the club?
Golf Shop and outside staff:
Jeff Munak is the only pro in the shop who genuinely cares about our club and the people that make up our
membership. He treats everyone the same whether you’re a guest, a new member or have been a part of the
club for 40 years. This cannot be said for the rest of the golf shop staff.
Our apparel is the worst of any private club in San Diego. Our club needs a buyer!
The relationship between outside staff and members is distant which creates tons of problems on all levels. It all
starts with everyone knowing each other’s name. All staff should be wearing a name tag to create conversation
and respect. Personally, I think all employees and members should be on a first name basis like the private club
Nanea GC, owned by Charles Schwab and Safeway magnate George Roberts.
8BIOGRAPHIES OF PROPOSED CANDIDATES
2020–2021 BOARD OF DIRECTORS
The food and beverage department manager needs to be held accountable for food costs. This hasn’t’ been a
priority for years at our club. I checked a random month’s worth of Sysco’s bills and had my Shamrock rep for the
SD Chicken Pie Shop only compare apples to apples. Conclusion, we could’ve saved at least 20k in a year just off
of select items. We’re still currently ordering from Sysco and they’re only one of the vendors we use!
The office staff could possibly be the nicest collection of people you could ever meet. They’re always in a great
mood and go out of their way to help you with any needs you may have. Truly, a great staff Todd has put
together.
3. What is your stance on the level of amenities of the club? More, less, or the same.
More:
To see the once a month dinner’s that Todd has created continue to grow with success. Thus far it seems that it
has the traction to be very popular. These once a month more social and casual, like burger and beer nights and
wine tasting dinners across the country have proven to be a real home run for the modern golf club.
Less:
A better word would be eliminate. Statistics have shown that nightly dinners are outdated and not part of the
modern golf club model unless the club is inside of a gated golfing community or at least more than half of the
membership lives within 15 minutes of the club.
4. Our Vision Statement is "Provide an exceptional golf experience unsurpassed in San Diego." How would
you implement this vision?
To pass and follow Todd Eckenrode’s Master Plan.
Lastly, please list your service on SDCC committees, if any.
Currently on the greens committee.
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