Jason Cortes

Entrepreneurial General Manager/COO specializing in the development and evolution around private member-owned clubs and complex hospitality operations. Proven record of maximizing member-governed, financially self-sustaining organizations; ensuring member-first culture within for-profit environments; and leading/evolving multi-unit operations in competitive markets. Values member experience, employee environment, and long-term stewardship while maintaining short-term goal maximization, with a track record of achieving strong financial performance without sacrificing culture.

Based in Denver, CO with flexibility to relocate for the right private member-owned club opportunity.

Interim Director of Operations / Turnaround Consultant - The Kitchen Restaurant Group (TKRG) - Boulder, CO

(2025-10 - 2026-05)

Accepted a time-bound turnaround engagement with The Kitchen Restaurant Group to support family health needs following a relocation to Denver, applying multi-unit turnaround expertise to stabilize a business sustained for over five years solely by ownership's willingness to absorb losses.

• Stabilized two underperforming locations, reversing $300K annual losses and driving a $250K net profit the following year through business restructuring, cost controls, and leadership alignment.
• Evaluated, recommended, and led the strategic closure of the Chicago location, including full financial assessment, landlord negotiations, team communication, and guest-facing transition planning.
• Restructured the Austin operation after a 299% budget overrun in Year 1, designing and implementing a new operating model that returned the location to break-even performance in Year 2.
• Managed a sensitive period with ownership, stakeholders, and teams. Maintained stability, protected brand reputation, ensured operational continuity.
• Implemented cross-location standards, accountability systems, and leadership coaching to restore consistency, morale, and financial discipline across the group.

General Manager/ COO - The Club at Snoqualmie Ridge - Snoqualmie WA

(2025-01 - 2025-06)

Recruited by Arcis Golf to restore The Club at Snoqualmie Ridge's hospitality-driven culture and elevate the member experience within a competitive, for-profit corporate club environment. Led a high-performing team to strengthen club identity, improve member satisfaction, and achieve financial stability in a $12M annual revenue operation—demonstrating that member experience and financial performance can be achieved simultaneously, even within a growth-focused corporate structure.

• Members Annual Revenue: $6.35MM Food and Beverage Revenue $3.5MM
• Spearheaded a cultural transformation that reestablished a member-first atmosphere, shifting perception from transactional to experiential.
• Rebuilt and developed a results-driven leadership team focused on operational excellence, long-term growth, and a community-oriented experience.
• Returned the club to a full waitlist for the first time since Arcis acquired the property.
• Increased member utilization by 34% within the first six months, with projected growth to 38% by year-end.
• Closed a 17.5% budget variance from 2024, achieving a balanced budget by leveraging proactive in-house financial oversight and real-time tracking, with a strong emphasis on Financial Planning & Management (FP&M) structure rather than just basic accounting.
• Developed and implemented fully customized training programs across clubhouse, aquatics, and outside services—tailored to the club’s culture, than relying on Arcis’ standard training models.
• Cultivated a proactive management culture with structured succession planning at every level, from hourly staff to senior leadership, ensuring long-term talent development and club continuity.
• Positioned the club for future recognition as a Distinguished Club through elevated service standards and strategic member engagement.
• Navigated the inherent tension between a corporate, growth-focused for-profit model and a member-first club philosophy; after returning the club to budget and a full waitlist for the first time since Arcis's acquisition, chose to pursue opportunities where member and employee experience are prioritized alongside financial performance.

General Manager/COO - Greeley Country Club - Greeley, CO

(2023-11 - 2025-01)

Recruited by the Board of Directors to lead Greeley Country Club through a governance transformation—transitioning from a management-company-run operation losing approximately $300K annually to a self-governed, member-run private club capable of funding its own capital projects. Fostered a proactive, member-first culture rooted in tradition and hospitality to elevate the overall member experience and achieve sustainable growth.

• Members Annual Revenue: $6.2MM Food and Beverage Revenue $2.4MM
• Appointed by the BOD to transition the club from a management-company-run model to a self-run, GM/COO-led private club governed by and for its members, eliminating dependence on an external management company.
• Led the financial turnaround from a $300K annual loss to a balanced, self-sustaining budget within one year, building in-house FP&M discipline that allowed the club to fund its own priority-member projects going forward.
• Spearheaded a membership turnaround, growing membership from 230 to 300+ with a waitlist in year one, while raising initiation fees by 309% proving governance change, financial discipline, and member satisfaction could be achieved together.
• Raised initiation fees by 309% and still obtained a waitlist in year one with a focus on member retention and team culture.
• Achieved a 98% member satisfaction rate through proactive management, budgeting, forecasting, succession planning, and team development.
• Cultivated a culture of proactive management and team development, ensuring operational excellence and member satisfaction.
• Led initiatives that improved financial health, transforming a $300K annual loss into a balanced budget within a year through in-house financial oversight and real-time tracking.
• Collaboratively developed and implemented training programs for clubhouse, aquatics, and outside services, empowering team members and elevating service standards.

Director of Operations - LA Hospitality Group - CA to NY

(2014-09 - 2023-11)

LA Hospitality Group is a dynamic company that developed multiple hospitality venues, managing a diverse portfolio ranging from quick casual eateries to fine dining establishments. The group’s focus was on creating environments that resonated with neighborhood expectations, ensuring that each venue reflected the unique character of its community while delivering exceptional experiences.

• $5MM to $25MM Annual Revenue (per location)
• Reported directly to ownership.
• Managed operations of up to 15 locations in over 10 cities, with average annual revenues ranging from $5 million to $25 million each.
• Developed strategic plans, marketing strategies, budgets, and financial forecasts for each location.
• Managed and motivated a team of over 1,700 employees, achieving a 95%+ employee retention rate through a culture-first mentality.
• Streamlined financial reporting, providing owners with more relevant information in a user-friendly format.

Club Manager - Eldorado Country Club - Indian wells, CA

(2010-08 - 2014-09)

Eldorado Country Club, located in Indian Wells, CA, is a premier private club known for its rich history, exclusivity, and commitment to excellence. Offering world-class golf, luxurious amenities, and unparalleled service, Eldorado provides its members with an exceptional experience in a serene desert setting. The club is a hub for camaraderie and community, where tradition and prestige meet modern comforts, creating an elevated lifestyle for its members.

• Members Annual Revenue: $10MM Food and Beverage Revenue $4MM
• Led day-to-day operations at one of the most prestigious private clubs in California, delivering exceptional member experiences across golf, dining, and luxury amenities within a $10M annual membership revenue environment.
• Maintained an elevated food and beverage operations generating $4M annually, enhancing menu design, service standards, and event execution to align with member expectations for exclusivity and quality.
• Fostered a service-centric culture through hands-on leadership, team development, and a personalized hospitality approach consistent with the club’s heritage and high standards.
• Strengthened departmental collaboration and accountability by implementing performance metrics, training programs, and consistent leadership engagement across all service areas.
• Preserved and advanced the club’s legacy of excellence by balancing tradition with innovation, reinforcing its reputation as a sanctuary for community, privacy, and world-class service in the Coachella Valley.
• Orchestrated and managed a $1.4M kitchen renovation and implemented multiple technological upgrades.

Director of Restaurant Operations - The Syndicate Hospitality Group - Los Angeles, CA

(2008-06 - 2010-08)

Syndicate Hospitality Group, based in Los Angeles, operates one of the world’s premier entertainment venues, renowned for its exceptional experiences and cutting-edge events. In addition, the group manages two exclusive nightclubs and two distinctive restaurants, blending luxury and innovation to create dynamic social environments. With a focus on delivering unparalleled entertainment, dining, and nightlife, Syndicate Hospitality Group sets the standard for high-end hospitality in the heart of the city.

• $5MM to $42MM Annual Revenue (per location)
• Development one of LA's Premier entertainment venues "My House".
• Conducted in-depth research to identify operational, menu planning, marketing, and expense management improvements.
• Guided frontline managers to optimize staffing, resulting in a 6% reduction in company-wide labor costs, while maintain a high level of service.

General Manager - Towne Restaurant - Manhattan Beach, CA

(2000-01 - 2008-08)

As General Manager, I was responsible for the build-out and concept development of Towne Restaurant, overseeing its design, launch, and daily operations.

• $4MM Annual Revenue

Bachelor of Professional Studies (BPS) - Business Management - State University of New York Syracuse (1994-08 - 1996)