Building for the Future

In his final year at the helm, the Club’s representative governor reflects on challenges, achievements and what’s to come.

Jesse Green grew up at the Club.

Decades after he learned to swim in the outdoor pool of the old Azabudai clubhouse, he was called upon to help guide our community through the recovery from one of its most trying times: the coronavirus pandemic.

Reselected to lead the Board for a fourth year in November, Green discusses the evolution of the Club and what initiatives Members can expect to see over the coming months.

Looking back, what are you most proud of?
Membership value, satisfaction and our net promoter score. From the beginning, I emphasized that Member value was critical to the success of our Club, and I’m proud of the results we’ve continued to achieve.

Coming out of the pandemic, the Club was generally unhappy. There was an assortment of Covid mitigation efforts that impaired community engagement, quality and consistency of food and beverage, and led to a general loss of sense of purpose. Restoring excitement and finding new ways for Members to utilize their Club were key goals. We did this by eliminating Covid-era restrictions, rethinking our events to appeal to more age groups and interests, improving food and beverage offerings with distinctive outlets and menus, as well as enhancing our recreation offerings and facilities.

Because so much of our revenue relies on new Member entrance fees, if existing Members aren’t recommending the Club to others because they don’t believe in our value proposition, it’s that much harder to achieve growth. Fortunately, our efforts to improve value and satisfaction have had a positive impact.

Events have also been revitalized—particularly those around the Fourth of July and December holidays. All have exceeded expectations. Wonderful collaboration between management and the Board played a key role in our success.

Food and beverage offerings remain both an achievement and a challenge. We’ve made progress, but there’s a long way to go in terms of consistency and quality. The Board, the Food & Beverage Committee and management need to work more closely together to tackle this more effectively.

Our work on recreation has been outstanding, with huge improvements to the Fitness Center, teen rooms and family areas.

And financially, the Club has never been in a better position. We’re seeing the highest earnings in our history thanks to operational improvements and a focus on bottom-line growth rather than just revenue growth.

Would you describe 2024 as a success?
While we saw positive results in membership satisfaction, value and net promoter score, the pace of change wasn’t as rapid as I had hoped. We’ve tackled many of the big-picture issues, and now the Board is focusing on more detailed challenges.

Food and beverage remains in need of significant improvement, as does long-range planning, which I’m particularly passionate about. Although we made great strides last year, we didn’t complete the long-range planning process. This is crucial to the Club’s future. We need a strategic plan that defines where we are and where we want to be.

What can Members expect from the new Northstar Club management system?
Northstar is set to bring tangible benefits. From a Member’s perspective, the changes might not be immediately obvious, but they will enhance the efficiency of management through improvements to our website, a new app and better customization for communication. The real transformation, however, will occur behind the scenes, allowing us to gather valuable data on Member engagement, participation and facility utilization that will help us make informed decisions.

How is the search for a new general manager progressing?
We’re looking for someone with a blend of hospitality and business experience who can partner with the Board, our committees and management on further defining our strategic direction, and then execute that vision for long-term success.

With the Azabudai Club over 4,000 Members and Nihonbashi over 300, are we reaching capacity?
It’s not just about hitting a specific number; it’s more about how effectively we’re utilizing facilities. If I’m waiting 10 minutes for equipment at the Fitness Center or 30 minutes for a table at a restaurant, we might be at or beyond capacity.

However, we need to consider operational efficiency. For example, could we optimize space utilization in our dining outlets or open new areas? So, while we’re getting close to capacity in some areas, we’re not necessarily there yet.

Why was the entrance fee just increased?
Our goal is to ensure the long-term health and sustainability of the Club—not just for today’s Members, but for the next generation as well. Adjusting the new Member entrance fee is one of the tools we use to protect both the Member experience and to maintain financial stability. While it’s possible that entrance fees might be adjusted in the future, any change would be made thoughtfully, with careful attention to demand, capacity and the Club’s ongoing financial health so that we protect what makes the Club special and ensure that every Member—present and future—receives lasting value.

What has being representative governor meant to you?
Leading a club of this size and complexity has deepened my appreciation for what it takes to consistently deliver on the Member value proposition. With so many Members—each with their own vision of what the ideal Club experience should be—I’m reminded that effective leadership requires listening carefully, balancing diverse perspectives and achieving consensus where possible. It’s not about having all the answers, but about fostering an environment where the best ideas can rise to the top and then executing those. This experience has strengthened my belief in the power of honesty, transparency and thoughtful decision-making.

Will you continue to volunteer in Club leadership?
Absolutely. I’ve been a part of the Club since I was two-and-a-half, and it’s had a profound impact on my life. If called upon by future Club leadership, I’d be honored to lend a hand where I can be of the most value. It’s been an incredible journey, and I’m proud of the positive impact we’ve had during my time on the Board.

Words: Shane Busato
Image: Haruo Motohashi for The Japan Times

January 2025