Why Are Kitchen Upgrades the Critical Ingredient for Successful Facilities Planning?

black_and_white_technical_draw_PhotoGrid-1024x683

When private clubs initiate development of a master facilities plan, the emphasis typically leans toward highly visible, member-facing amenities—new dining rooms, updated golf facilities or expanded fitness centers. While these improvements play a key role in enhancing the member experience, they can only function at their best if the most critical operational component—the kitchen—is addressed first.

The kitchen is like the heart of the body. If the body gets bigger and a smaller heart cannot support it, everything begins to fail. In the same way, when clubs expand offerings—adding new dining outlets, increasing membership, or enhancing event programming—a dated or undersized kitchen will quickly become a bottleneck that affects quality, service speed and member satisfaction.

The Club’s Operational Core

Private clubs are no longer confined to formal dining. Today’s members expect flexibility, variety and innovation in their culinary experiences. Outdoor dining patios, family-friendly spaces, health-conscious menus and grab-and-go options are no longer considered luxuries—they are baseline expectations. Each of these new formats requires specific kitchen workflows, equipment and capacity.

Outdoor dining has surged in popularity, especially post-pandemic. However, delivering hot, fresh, high-quality meals to an outdoor terrace that may be 50 to 100 feet from the main kitchen requires thoughtful planning. Likewise, family dining spaces must accommodate broader menu options and faster turnaround, while grab-and-go stations demand new refrigeration, packaging, and point-of-sale systems. Trying to meet all of these needs with a kitchen built in the 1990s is simply not sustainable.

Upgrading the kitchen ensures that a club is not just reacting to trends, but is proactively positioned to lead in member satisfaction and service innovation.

Efficiency, Labor and Profitability

Labor is one of the most significant cost centers for private clubs, and nowhere is this more evident than in the kitchen. An outdated kitchen—poorly laid out, with worn-out equipment and insufficient prep space—requires more staff, more time and more energy to produce the same results. These inefficiencies directly affect the bottom line.

A renovated kitchen, designed with modern culinary principles in mind, improves workflow, reduces redundancy and speeds up service. Innovations like induction cooking, combination ovens, energy-efficient ventilation, and ergonomic design not only reduce overhead but enhance staff morale and safety.

Additionally, with clubs increasingly viewing their food and beverage programs as major revenue streams rather than break-even amenities, a kitchen upgrade can help expand capacity, improve consistency, and support a broader range of money-making events—from weddings and wine dinners to golf tournaments and seasonal pop-ups.

Future-Proofing Through Flexibility

A master facilities plan should consider not just the next five years, but the next 20. A club’s kitchen must be future-proofed to accommodate membership growth, evolving food trends, and increasing expectations around sustainability and dietary customization.

Modern kitchens are being designed with modular equipment, smart technology, and flexible prep areas that can easily be adapted for vegan prep, allergen-free zones or seasonal menus. Features like walk-in coolers with separate access zones, composting stations or sous-vide water baths can’t simply be wedged into a cramped legacy kitchen—they must be planned from the ground up.

Elevating the Member Experience

At the heart of every private club is the member experience. Dining remains one of the most personal and frequently used amenities in any club, and its quality and consistency are often what members remember most. The ability to produce a perfectly seared filet mignon, a fresh seasonal salad or a quick and healthy snack on the go—all without delays—starts and ends in the kitchen.

When clubs invest in dining rooms or new culinary venues without first upgrading the kitchen, they’re essentially building a beautiful body around a failing heart. Eventually, that mismatch becomes evident to both staff and members.

In private club planning, form must follow function. A master facilities plan that overlooks the kitchen is one that jeopardizes the success of every other initiative tied to food and beverage. Whether your club is adding new venues like outdoor dining, grab-and-go stations, or family dining rooms, or simply aiming to elevate service and efficiency, a kitchen upgrade is not a secondary consideration—it is a strategic imperative.

In the end, a well-designed kitchen is not just about better food; it’s about enabling the entire club to grow, adapt and thrive—now and in the decades to come.

 

*Article published in the Fall 2025 edition of Club Director.

Share This Article

About Christian W. Coulter, CCM, ECM

Chris joined The McMahon Group after 35 years in private club management, spanning 2 continents and 2 islands.  Chris provides consulting services for strategic planning, membership surveys, facility improvement programs, and general consulting expertise on club needs.  In addition, Chris also provides specialty consulting in operations, buyouts, capital fundraising, facility conditions and membership.

Prior to joining The McMahon Group, Chris served as the CEO of The Westmoor Club, Nantucket – a Platinum club. Prior, Chris served 20 seasons as the General Manager of Bald Peak Colony Club, a seasonal private club on the shores of Lake Winnipesaukee in the lakes region of New Hampshire.  Prior to that, he held senior management positions with St. Francis Yacht Club in San Francisco – the largest yacht club in the world, Boodles of London – one of the oldest and most established city clubs, and the Harvard Club of Boston – a Platinum alumni club.

Chris earned his Bachelor of Science degree from the Cornell School of Hotel Administration, earned his CCM designation in 1999, was awarded the ECM designation in 2001.   He is an active contributor and prominent leader in the industry having served on the CMAA New England Chapter Board and multiple CMAA National Committees.  Chris was selected as a CMAA Fellow in 2020.

Chris is married to his college sweetheart and best friend,  Jennifer, and together they have 3 daughters, Sarah, Hannah and Abby.  When not working, Chris enjoys the outdoors in New Hampshire and producing boutique maple syrup, as well as rooting on his beloved Red Sox and Patriots.