Leadership Lens

Leadership Lens is a podcast hosted and produced by Heather Arias de Cordoba, editor of BoardRoom magazine and leadership storyteller, featuring candid conversations with leaders across hospitality, private clubs, technology and beyond. Each episode explores the challenges they’ve faced, the moments that shaped them and how they continue to adapt, grow and lead with intention. These are honest stories about resilience, learning through uncertainty and building strong teams, designed to inspire leaders at every stage to think differently, lead boldly and keep moving forward.

Leadership Lens is a business podcast hosted by Heather Arias De Cordoba, with 34 episodes on record and a Required Pod Score of 80.

Heather Arias De Cordoba hosts Leadership Lens, a business show with 34 episodes published.

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  Episode #13

  Colin Read: Building Culture, Community and Smarter Clubs

  Sep 29, 202640 minS2

  ABOUT COLIN Colin Read is co-founder and CEO of Whoosh, a golf operations software company helping private clubs and golf facilities coordinate staff, connect systems and deliver personalized member experiences. He is also co-founder of Golfery of Marin, an indoor golf lounge and co-working concept in San Rafael, California. A serial entrepreneur across automotive, hospitality and telecommunications technology, Colin has founded four companies and completed three successful exits, including an IPO. Early in his career, he co-founded ECOtality with his father and helped build the Blink electric vehicle charging network. He later joined the founding team at Reserve, a fine dining technology company that merged with Resy. That experience reinforced his belief that technology should support staff coordination while remaining invisible to the guest. Golf has been central to his life since childhood. He captained the Claremont McKenna College men’s golf team and earned two Academic All-America honors. EPISODE HIGHLIGHT In this conversation, Colin explores the relationship among technology, hospitality, leadership and belonging. He begins with the experience that shaped his entrepreneurial foundation: building ECOtality with his father after college and scaling the company from two employees to more than 200 in 18 months. Working with his father gave Colin a lifelong mentor in partnerships, financing and deal structure. It also taught him to learn from both an organization’s strengths and its softer spots. As his career evolved, he became increasingly intentional about culture, values and mission. His work with Reserve and Resy shaped his view of private club hospitality. In a well-run dining room, the guest sees a seamless experience, not the systems behind it. Colin believes club technology should work the same way, helping staff recognize members, anticipate needs and deliver personal service without making technology the center of the interaction. He also offers a practical view of AI. Connected systems can reduce duplicate work, bring fragmented data together and help staff identify changes in member behavior, anticipate staffing needs and create personalized “magic moments.” The goal is not to replace employees, but to give them better information and more time with members. The conversation turns to confidence, conviction and culture. After declining an early CEO opportunity because he did not feel ready, Colin pursued additional technical education and an MBA. He learned that leaders must define where the organization is going and create values employees can use every day. For leaders entering an established club, Colin recommends spending the first 60 to 100 days looking, listening and observing. Leaders should build evidence, align their teams, start with low-effort, high-impact improvements and understand why each change succeeds or fails. Colin closes by returning to golf as a source of identity, connection and community. He believes clubs should make decisions with future generations in mind while using technology to strengthen, not replace, the relationships that make clubs feel like home. WHAT YOU’LL LEARN FROM THIS CONVERSATION How building ECOtality with his father shaped Colin’s leadership Why mentorship, confidence and conviction matter during rapid growth How technology can work quietly behind the member experience How connected data can help staff personalize service Where AI can support operations without replacing hospitality Why reducing manual work gives employees more time with members How leaders can intentionally build culture and guide change Why new leaders should spend their first 60 to 100 days observing How golf creates connection across generations Why clubs should make long-term decisions with future members in mind Colin returns throughout the episode to one idea: technology should give people more time, information and confidence to build stronger relationships.

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  Episode #12

  John Wilkening: Why Great Clubs Are Built by Great People and Leaders Learn to Get Out of the Way

  Sep 14, 202635 minS2

  ABOUT JOHN John Wilkening, CCM, CCE, is GM/COO of North Hills Club in Raleigh, NC, a BoardRoom Distinguished Club with ELITE status. During his tenure, the club and its team have earned national recognition for strategic planning, renovation, programming and racquet facilities. John has spent nearly 30 years in the resort and private club industry. He began as a busboy at 15 and worked his way through food and beverage, clubhouse, lodge and multisite management roles before joining North Hills Club. He holds the Certified Club Manager and Certified Chief Executive designations from CMAA and serves on the Distinguished Clubs Standard Advisory Committee. EPISODE HIGHLIGHT In this conversation, John explores the people-first philosophy that has shaped his career and the culture at North Hills Club. He shares how three mentors influenced his approach to hospitality, operations and leadership, and why he believes great clubs are built by great people. For John, technical skills can be taught. Attitude, energy and a desire to help others succeed are what matter most. His leadership approach combines support with accountability. Employees are responsible for their own success, but they do not have to pursue it alone. John focuses on removing roadblocks, asking questions and giving people the confidence to find their own answers. He also shares the story of an executive chef who was given the trust and freedom to lead, ultimately becoming assistant general manager and mentoring his successor. The experience reinforced John’s belief that development requires time, consistency and genuine investment in people. John reflects on his own progression from management to leadership and the lesson he would give emerging professionals: Manage things, lead people. As leaders advance, success becomes less about what they can personally accomplish and more about what they can help others achieve. At North Hills Club, that same philosophy shapes the member experience. Every investment should give people a reason to join, stay or bring their friends. John and his team rely not only on surveys, but on visibility, conversation and utilization to understand what members value. The episode closes with John’s belief that private clubs should create welcoming spaces where people can build relationships, spend time with family and friends and feel they belong. WHAT YOU’LL LEARN • Why great clubs are built by great people • How mentors shaped John’s leadership philosophy • Why attitude matters in hiring • How leaders can remove roadblocks without removing ownership • Why employee development requires time and trust • How to transition from managing things to leading people • Why member utilization can reveal more than survey scores • How belonging and connection become part of club strategy

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  Episode #1

  Lindsay Pizarro on Resilience, Vulnerability and the Power of Connection

  Sep 7, 202636 minS2

  ABOUT LINDSAY Lindsay Pizarro, CCM, CCE, is managing director of The Golden State Chapter of the Club Management Association of America. She brings more than two decades of experience in private club operations and association leadership across city, yacht and country clubs throughout California. Lindsay began as a student intern in San Francisco and built her leadership foundation at the Bohemian Club, St. Francis Yacht Club and Burlingame Country Club. She later served in GM roles at Newport Harbor Yacht Club, The Country Club of Rancho Bernardo and California Yacht Club. She also spent nine years on The Golden State Chapter board, including service as chapter president. Known for her energy, optimism and ability to connect people, Lindsay leads through gratitude, possibility and growth. Today, she strengthens education, mentorship, professional development and connection across the chapter. Away from work, she is devoted to her daughters, family and the daily practice of choosing joy. EPISODE HIGHLIGHT Lindsay reflects on the experiences that shaped her leadership. The Bohemian Club taught her not to be star-struck and to treat every person with equal respect. St. Francis Yacht Club taught her resilience, whether she was carrying a keg during Big Boat Series or responding when a sea lion washed ashore during family brunch. The lesson was clear: No job is beneath a leader, and sometimes leadership means taking a breath before returning to care for the team and members. Lindsay credits mentors who recognized her potential before she saw it herself. Their encouragement shaped her commitment to answering the phone, making introductions and connecting professionals with the resources they need. The conversation becomes deeply personal as Lindsay discusses losing her husband and raising two young daughters. That loss changed her understanding of urgency, empathy and what constitutes a genuine crisis. When the demands of her GM role began affecting her family, moving closer to her parents and sister became an act of leadership at home. Lindsay is equally candid about becoming a GM at 35, then discovering that experience and wisdom are not the same. While leading a centennial celebration and major clubhouse rebuild from temporary facilities, she was let go. The setback taught her humility and the importance of seeking help before isolation turns a challenge into a crisis. Through The Golden State Chapter, Lindsay now creates the professional community she once needed. She remembers people, makes intentional introductions and helps newcomers feel welcomed. Across city, golf and yacht clubs, Lindsay has learned that the activity bringing people through the door may differ, but the deeper need is the same. Facilities and food support the experience. Feeling seen, valued and connected creates the community. WHAT YOU’LL LEARN FROM THIS CONVERSATION • How family, faith and hard work established Lindsay’s leadership values • Why optimism becomes stronger when balanced with realism • How experience helps leaders distinguish genuine crises from everyday problems • Why leaders must be willing to work alongside their teams • How mentors can recognize potential at pivotal moments • Why vulnerability strengthens empathy and connection • How profound loss reshaped Lindsay’s leadership perspective • What becoming a GM at 35 taught her about experience and wisdom • How asking for help can turn isolation into ideas and hope • Why intentional introductions create belonging • Why clubs ultimately exist to help people feel seen and valued Throughout the episode, Lindsay returns to connection as both a leadership practice and the deeper purpose of clubs. When leaders answer the phone, share resources and remember people’s stories, they build communities capable of holding both celebration and loss.

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  Episode #10

  Chris Gale: Why Today’s Racquets Leaders Must Think Like CEOs

  Sep 1, 202640 minS2

  ABOUT CHRIS Chris Gale, DCA, is director of racquets at Bent Tree Country Club in Dallas, TX, and vice president of The Directors Club of America. With more than 25 years of private club experience, he has led racquets programs at clubs across California, Massachusetts, Rhode Island and Texas, including River OaksCountry Club and Duxbury Yacht Club. Known for staff development, program revitalization and member-focused leadership, Chris brings a broad operational perspective to a role that has expanded far beyond the traditional director of tennis position. Through The Directors Club of America, Chris also helps create stronger professional networks and career pathways for current and future racquets leaders. He views the organization as a family of professionals who share ideas openly, learn from one another and work collectively to strengthen the futureof racquets leadership in member-owned private clubs. EPISODE HIGHLIGHT Chris traces a leadership journey that began at 21, when he was jobless, homeless and down to $2.84. Rather than return toAustralia, he borrowed a telephone and the Yellow Pages, called country clubs across the California desert and found the opportunity that launched his career as a director. That early experience still grounds his leadership in gratitude, humility and determination. Chris explains that the modern director of racquets is no longer responsible only for teaching, programming and visibility. The position increasingly resembles a CEO role, requiring financial and business acumen, human resources knowledge, capital planning and the ability to leadprofessionals across tennis, pickleball, platform tennis, padel and other emerging sports. For Chris, however, operational sophistication must always serve the member experience. At Bent Tree, golf may initially attract a family to the club, but Chris shares the example of Instant Racquets, a six-week introduction to tennis and pickleball designed to remove the intimidation new players often feel. Participants begin together, develop skills together and frequently continue as league teams and friendship groups. What starts as instruction becomes a community within the community. The conversation also explores leading change with patience, communication and performance. Members may want immediate transformation, but leaders must explain the destination, the pathway and the time required to get there. Vision only has value when a united team follows it with action. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this wide-ranging conversation, Chris shares lessons from more than 25 years of racquets leadership, program development and private club hospitality. You’ll hear: How resilience and a willingness to ask for an opportunity launched Chris’s leadership career at age 21 Why gratitude continues to shape the way he leads three decades later How organic mentorship can develop both technical expertise and people leadership Why the director of racquets role increasingly requires the mindset and acumen of a CEO Why emerging racquet sports can introduce new players to tennis rather than compete with it Why every member deserves programming, from highly competitive players to complete beginners Why a positive staff culture directly shapes participation, engagement and the member experience How The Directors Club of America supports networking, shared learning and stronger career pathways Why asking for help is professional growth rather than a loss of pride Throughout the episode, Chris connects strategy and culture to a simple leadership standard: People should want to be there. When a team is aligned, professionals feel ownership and members experience genuine warmth at every touchpoint, racquets becomes more than a collection of courts and programs. It becomes one of the places where a private club’s sense of family is most visibly brought to life.

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  Episode #9

  Kris Butterfield Cance: Building Club Culture Through Belonging, Authentic Service and Shared Responsibility

  Aug 24, 202638 minS2

  ABOUT KRIS Kris Butterfield Cance, MCMP, is director of membership and communications at La Cumbre Country Club in Santa Barbara, CA. She brings two decades of private club experience spanning membership, communications, operations and people and culture. Her leadership perspective is informed by organizational change, global leadership and psychology. Those disciplines reinforce a principle that guides her work: Private clubs are in the people business. Strategy may establish direction, but culture is created by how members and employees experiencechange, communication and everyday interactions. A natural relationship builder, Kris focuses on helping people move from feeling like visitors to feeling that they have found their community. At La Cumbre, she has used communication as a culture-building tool, including adding club-specific language to the employee handbook so new team members can understand the traditions, terminology and history behind themember experience. Her approach connects clear communication, authentic service and shared responsibility for member engagement across every department. EPISODE HIGHLIGHT Step into an insightful conversation with Kris Butterfield Cance, MCMP, director of membership and communications at La Cumbre Country Club. Drawing on experience across membership, communications, operations and people andculture, Kris explains why the strongest private clubs understand that they are not simply managing amenities. They are creating belonging. Kris begins with a simple truth: Culture is not something a club declares. It is something members feel and employees live in every interaction. When team members feel seen, supported and connected to a shared purpose, they are betterprepared to create experiences that feel personal rather than transactional. Communication is central to that work. Kris describes creating a section of La Cumbre’s employee handbook devoted to club language, including the history and meaning behind traditions. Shared language helps employees understand the club’s story and gives them the confidence to participate in its culture from the beginning. Kris explains why clubs should hire for curiosity and genuine care, give employees permission to be human and preserve the traditions that define the club while allowing other practices to evolve. Her phrase ‘progressively rooted’ captures the balance: grounded in identity, but open to becoming what the community needs next. WHAT YOU’LL LEARN FROM THIS CONVERSATION In this thoughtful discussion, Kris shares practical ideas shaped by two decades in private clubs and her experience across both the member and employee sides of club culture. You’ll hear: How organizational change, global leadership and psychology shape Kris’s approach to culture and connection Why culture is created through small, repeated behaviors rather than declarations Why meaningful engagement should be measured by relationships formed, not only attendance Why shared communication allows every department to read from the same book How club-specific language and history can strengthen employee onboardingand belonging How giving employees permission to be human creates service that feels authentic rather than scripted Why retention belongs to the entire club rather than one membership professional Why trust gives club leaders the grace to navigate disagreement and imperfection How a private club creates belonging through continuity, recognition and relationships that deepen over time Throughout the conversation, Kris brings leadership back to human connection. Her perspective reminds us that members are not simply joining a place. They are searching for their people. When a club builds belonging internally, communicates with clarity and creates intentional opportunities for relationships to grow, engagement, retention and long-term relevance follow naturally.

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