{"id":3719,"date":"2018-12-22T14:34:23","date_gmt":"2018-12-22T14:34:23","guid":{"rendered":"https:\/\/northwoodsleague.com\/thunder-bay-border-cats\/?p=3719"},"modified":"2018-12-22T18:03:25","modified_gmt":"2018-12-22T18:03:25","slug":"now-hiring-general-manager","status":"publish","type":"post","link":"https:\/\/northwoodsleague.com\/thunder-bay-border-cats\/2018\/12\/22\/now-hiring-general-manager\/","title":{"rendered":"NOW HIRING – General Manager"},"content":{"rendered":"

\"\"<\/strong><\/p>\n

Saturday December 22, 2018<\/strong><\/p>\n

The Thunder Bay Border Cats are seeking a dynamic, experienced General Manager to support the Board of Directors.<\/p>\n

Cover Letters and Resumes will be accepted until January 5th, 2019<\/strong>.\u00a0 Job Applicants can submit their cover letters and resumes to info@bordercatsbaseball.com<\/p>\n\n\n\n\n\n
Job Title:<\/strong><\/td>\n\u00a0General Manager<\/td>\nPosition Type:<\/strong><\/td>\n\u00a0Full Time<\/td>\n<\/tr>\n
Location:<\/strong><\/td>\n\u00a0Thunder Bay, ON Canada<\/td>\nDate Posted:<\/strong><\/td>\n\u00a0December 12, 2018<\/td>\n<\/tr>\n
Salary:<\/strong><\/td>\n\u00a0Salary (TBD) + Commission<\/td>\nPosting Expires:<\/strong><\/td>\n\u00a0January 5, 2019<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
\n

Job Description<\/strong><\/span><\/p>\n

DUTIES AND RESPONSIBILITIES OF THE GENERAL MANAGER:<\/strong><\/p>\n

1.\u00a0\u00a0\u00a0 <\/strong>Business Operations<\/strong><\/p>\n

a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Develop an annual budget and corresponding plan detailing the goals and objectives of each department for the Team. This budget should include contingency planning should there be a need to make changes prior to the year’s end in order to accomplish and achieve the goals of the Owner.<\/p>\n

b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Deliver an approved annual budget program and cash flow analysis by October 1 of each year to be implemented immediately.<\/p>\n

c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Have regular monthly discussions with the Board of Directors regarding the status of the accounts payable, receivable, payroll and cash flow.<\/p>\n

d)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Provide to the Board of Directors on a monthly basis the current payroll, accounts receivable, payables and cash on hand.<\/p>\n

e)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Provide to the Board of Directors a monthly variance report that shows the status of the Team’s budget including but not limited to the current cash flow, monthly and yearly variances and explanations.<\/p>\n

f)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage the concession contract and oversee relations between the Team and its concessionaire.<\/p>\n

g)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Evaluate the concessionaire\/concession sales on an annual basis and provide the Board of Directors with written suggestions for improvement.<\/p>\n

2. Strategic Team and Sales Planning<\/strong><\/p>\n

a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 No later than December 1 of each year submit to the Board of Directors a set of the Team’s goals and objectives.<\/p>\n

b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Sales Planning & Management<\/p>\n

    \n
  • Develop and implement a plan for increasing corporate advertising and sponsorship revenue.<\/li>\n
  • Develop and implement method of communicating with and motivating the sales teams’ members to achieve sales goals<\/li>\n
  • Develop process for tracking and, ultimately, closing, sales leads.<\/li>\n
  • Provide sales training for staff.<\/li>\n<\/ul>\n

    c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Season, Individual and Group Sales Plans<\/p>\n

      \n
    • Develop a plan that will allow for a sustainable ticket campaign throughout the season, designed to significantly increase group sales and mini-plan ticket packages.<\/li>\n
    • Develop group ticket plan and pricing strategy.<\/li>\n
    • Develop a season ticket and mini-season ticket pricing plan and sales campaign, including a uses and benefits strategy that will be conveyed to the Team’s customers.<\/li>\n
    • Develop a written plan to expand attendance on games throughout the season.<\/li>\n<\/ul>\n

       <\/p>\n

      3. Staffing<\/strong><\/p>\n

      a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Establish human resources policies on sexual harassment, discrimination, and other such topics. Report immediately and confer with the Board of Directors any and all human resources issues as they develop.<\/p>\n

      b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 No later than December 1 of each year submit to the Board of Directors a staffing plan and organizational flow chart for the Team for the current year, including a timeline for hiring new staff<\/p>\n

      c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Hire outstanding personnel to fill all available positions.<\/p>\n

      d)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Develop job descriptions for each full-time staffer and requirements for each job, including priority task lists.<\/p>\n

      e)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Conduct annual performance reviews with each staff member.<\/p>\n

      f)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Establish and maintain a strong and positive relationship with the Team’s full-time and game-day staff.<\/p>\n

       <\/p>\n

      4. Marketing<\/strong><\/p>\n

      a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Identify and categorize businesses for corporate partnerships and sponsorships<\/p>\n

      b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Work with the Board of Directors to develop a creative marketing campaign that includes print ads, television ads, radio ads, a vigorous website, and unique marketing tactics.<\/p>\n

      c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Establish strong media relationships with local TV, radio and newspaper employees and consummate agreements to drive ticket sales and add value to the corporate partners of the Team.<\/p>\n

      d)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Develop a written strategic marketing plan by November 1 of each year.<\/p>\n

      e)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Establish a promotional calendar for the Team by December 1 of each year for all baseball games that (1) enhances ability to drive group and individual ticket sales, (2) reinforces value for full-season and partial-season subscriptions and (3) maximizes the number of games the Team can sell out each season.<\/p>\n

      f)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Maintain ongoing management of game\/event entertainment (music, p.a., on-field promotions, and special events) in the ballpark to deliver a consistently superior, innovative and fresh approach and to ensure maximum enjoyment by our fans.<\/p>\n

      g)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage the Team’s brand by ensuring compliance with logo usage specifications for all merchandise used by the organization or approved usage by outside parties (e.g. corporate partners, group outings, etc).<\/p>\n

      h)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Oversee the daily editing of the Team’s website and make suggestions for the ongoing improvement of its content.<\/p>\n

      i)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Grow the size of the Team’s database of customer information with specific emphasis on the acquisition of e-mail addresses and the capturing of information for the Team’s corporate partners. Maintain the structure of the database to ensure the ability to target segments of the population based on prior customer behavior or attributes. Utilize the database and e-mail marketing on a regular and frequent basis during the season to implement chosen marketing initiatives.<\/p>\n

      j)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Oversee market research, including planning, composition and implementation of written surveys, focus groups, and telephone surveys, for broad and targeted segments of the Team’s customer base.<\/p>\n

       <\/p>\n

      5. Community Relations Plan<\/strong><\/p>\n

      a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Encourage the Team’s players to become actively involved and visible throughout the Club’s home territory.<\/p>\n

       <\/p>\n

      6. Public Relations<\/strong><\/p>\n

      a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Build strong relationships with the leadership of local business organizations, including the Chamber of Commerce, Kiwanis Club, Rotary, Knights of Columbus, and other such groups within the Team’s home territory.<\/p>\n

      b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Build positive relationships with the Mayor, City Council Members, City Manager, Finance Director, Director of Parks and Recreation, Provincial legislators and other elected and unelected public officials in the Team’s home territory.<\/p>\n

      c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Build positive relationships with local media in the Team’s home territory, including area newspaper reporters, TV and radio station general managers and vice presidents, and on-air talent.<\/p>\n

      d)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Develop a positive relationship with the Tourism Department.<\/p>\n

       <\/p>\n

      7. NWL Affiliate Relations & Team Travel<\/strong><\/p>\n

      a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage the player contracts and oversee relations between the Team and the NWL.<\/p>\n

      b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Communicate with the NWL in the areas of travel, payments, reimbursements and player personnel issues.<\/p>\n

      c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Assure that the Team has an efficient travel schedule to and from its home ballpark that minimizes player travel and club expenses.<\/p>\n

      d)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage the relationship between the Team and its primary bus company.<\/p>\n

       <\/p>\n

      8. Promotions<\/strong><\/p>\n

      a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Develop innovative promotional campaigns that strategically integrate with marketing, business communications, corporate sponsorship, group sales, in-game entertainment, and community relations to drive ticket sales and expand media reach.<\/p>\n

      b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Establish a promotional calendar and written plan as a component to the marketing plan for all home games. Design promotions that provide fun, affordable, family-friendly in-game entertainment.<\/p>\n

      c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Implement all promotions in a proactive manner throughout the year and communicate in advance the key aspects of each promotion to the staff and appropriate media partners in a timely manner.<\/p>\n

      d)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage the in-game promotions (music, p.a., on-field promotions, and special events) to deliver a fresh and entertaining product for each game to maximize fan enjoyment.<\/p>\n

       <\/p>\n

      9. Authority and Reporting<\/strong><\/p>\n

      a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Employee shall report directly to the Board of Directors, and submit a monthly sales report off-season and weekly sales reports during the season to them.<\/p>\n

      b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Employee shall report to the Board of Directors on a weekly basis to review the past week, upcoming duties and direction of staff and Team.<\/p>\n

      c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 All expenses, travel and vacation time of Employee must be pre-approved by the Board of Directors (and, if applicable, followed with a detailed expense report and receipts).<\/p>\n

      d)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Employee shall promptly return all calls and answer all e-mails from the Board of Directors.<\/p>\n

      e)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Employee agrees that final say on all matters resides with the Board of Directors.<\/p>\n

      \u00a0<\/strong><\/p>\n

      10. Overall Management Objectives<\/strong><\/p>\n

      a)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Oversee the day to day operations of the Team and its ballpark.<\/p>\n

      b)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Create a work environment that enforces a positive workplace.<\/p>\n

      c)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Maintain open communications with all staff members.<\/p>\n

      d)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Meet with staff to determine goals for each individual.<\/p>\n

      e)\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Supervise and track staff to make sure each member is on track to reach target goals.<\/p>\n

       <\/p>\n

      Job Requirements<\/strong><\/p>\n

      Minimum of 4 years\u2019 experience working as either general manager, assistant general managers, sales manager or director of operations.<\/p>\n","protected":false},"excerpt":{"rendered":"

      Saturday December 22, 2018 The Thunder Bay Border Cats are seeking a dynamic, experienced General Manager to support the Board […]<\/p>\n","protected":false},"author":10,"featured_media":3727,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[57,41,52],"tags":[],"class_list":["post-3719","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-permanentslider","category-team-news","category-update-ticker"],"yoast_head":"\nNOW HIRING - General Manager - Thunder Bay Border Cats<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/northwoodsleague.com\/thunder-bay-border-cats\/2018\/12\/22\/now-hiring-general-manager\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"NOW HIRING - 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