General Manager

The MAC (Midland Automobile Club) was established back in 1901 and has been running Motor Sport events since then in very many guises. We are a club of currently 1500 members who have a 100 yr lease at Shelsley Walsh Hill Climb where are offices are located. Our club activities extend well beyond Shelsley Walsh though and we regard ourselves as bastions of Hill Climbing and Sprints in the UK. We also have other sections of the club that are thriving that include a Classic section where we run classic car trips all over Europe.

​Shelsley Walsh is the oldest motorsport venue in the world still using its original course. Since 12th August 1905 Shelsley Walsh has been attracting world famous drivers through the ages such as Campbell, Segrave, Caracciola, Bira, Collins, Stuck, carved their sporting careers hurtling up the 1,000 yard, 1 in 6 gradient track. In recent years John Surtees, Sir Stirling Moss, Andy Priaulx, Derek Bell and Hans-Joachim Stuck have driven the famous Shelsley Walsh tarmac that is nestled in amongst one of Britain’s most quintessential countryside locations in the rolling hills of Worcestershire.

Summary

The MAC is looking for a pragmatic, well rounded General Manager who can manage the organisation. Someone who thrives in a services business with a significant Motor Sport bias. Someone who can help the board to achieve the mission and live the corporate values. He/she needs the gravitas to help drive the organisation through change for sustainable growth.

The preferred candidate is a business driven executive with a ‘can do’ mind set and of the seniority needed to be a pillar of the business.

​The Primary Job Purpose:

The General Manager position is a new post for the club and you will have control over the running of the club with the support of the Board of Directors. You will report to the Board via the Chairman of the club and be based at our offices in Shelsley Walsh, Worcestershire. Your remit will be to drive the club forward in these growing times for Motor Sport by focusing on customer retention/attraction, venue management, man management and liaison with the neighbouring businesses and residents.

​Role Responsibilities & Profile

​People:

The new General Manager (GM) will need to be the interface for all communications with the following:

  • All Members

The office manager currently deals with most matters concerning members including renewals, enquiries and some complaints/questions. Members will expect to be able to contact the GM directly regarding matters of importance to them

  • All staff

All staff within the office will come under the control of the GM. The GM will be responsible for overall management of the staff, motivation and direction. The Office Manager will deal with day to day matters such as holiday register.

All temporary staff.

  • The Board and Committee

Reporting to the Board and being answerable to the Board. Preparing and maintaining agendas and minutes and communicating the same. Deal with any matters as instructed to do by the Board and reporting monthly to the board in the board meetings.

  • All competitors

The Competitions Manager will, in the main, deal with all competitors

  • Locals

Attend Parish Council meetings where/when necessary. Deal with any noise issues and complaints and keep in regular contact with the range of locals.

  • Volunteers

The Club survives on a very health volunteer base that operate during events to support the operational activities and during off days for maintenance of the venue where external support isn’t necessary.

  • Federation / Regulatory body

The MSA (Motor Sport Association) – this will mainly come under the responsibility of the Competitions manager.

  • Spectators

Disabled matters

Parking issues

Ticketing staff

  • Contractors

There are approximately 25 key sub-contractors that the MAC uses regularly. The GM will need to maintain good relations and monitor invoices and ensure that everything is carried out in a timely fashion and within budget at a high level of quality/service.

Venue:

The site at Shelsley Walsh requires a maintenance and upkeep. Responsibilities can be split up as follows:

  • Projects (currently)

  • Maintenance

  • The Orchard

  • The Car park

  • The Track

  • All safety barriers

  • Hill drainage & water management

  • Collapses (hill falling away)

  • Trees and leaves

  • Site cleaning/general appearance (litter management)

  • Gates and locks

  • Keys and key register

  • Storage

  • Vehicles and machinery

Product:

Looking after current and potentially creating additional products is vital and can fall into several areas/items:

  • Image (Brand)

  • Appearance – changes, colours, designs

  • Signage

  • PR

  • Press

  • Content

  • Pricing

  • Printed material

  • Corporate bookings

  • Calendar of events

  • Sponsors/advertisers

  • MAC News – monthly magazine

  • Website(s)

  • Organise social events (talks & visits)

  • Annual Dinner - January

  • Black Plate Wednesday

  • Members Day

  • Driving School

  • Breakfast Clubs

  • Trade stands

  • Classic Nostalgia

​Process:

  • Office layout (desks etc)

  • Filing system (physical & Dropbox)

  • Telephone system (answerphone etc)

  • Allocation of tasks

  • Site visitors

  • Communications

  • Daily management

  • Enquiries

  • Complaints

  • Holiday register

  • Develop new products

  • Event management

  • Event services/communications

Competencies:

  • Deliver results - The drive and ambition to achieve goals/objectives and the discipline, organisation and perseverance to deliver outstanding customer service both internally and externally.

  • Act Commercially - The ability to gather and make sense of large amounts of information and apply it to make business and customer focused decisions.

  • Manage Self - Managing own emotions to remain calm, focused and optimistic while dealing with a constant stream of demands.

  • Coach and Develop - The encouragement of long term development of others to build organisational capability.

  • Work with Others - Building relationships and collaborating with others e.g. customers, colleagues, partners & suppliers) to achieve mission, whilst balancing ownership and support.

  • Display Leadership - The ability to inspire others to achieve the MAC’s objectives and to hold them accountable for high standards of performance, whilst being aware of differences. Ensuring the organisation remains under control and delivers on projects and plans.

  • Problem solving - The ability to make evaluative judgments based on the analysis of factual and qualitative (measurable) information, in often complicated and/or novel situations.

  • Decision making - Latitude to make decisions outside of established procedures but within the policy/strategy frameworks of the MAC.

  • Communication - An extremely high level of interactive listening, in order to negotiate with others regularly.

  • Innovation - Develop, analyse, advice on new and adapt existing processes for increased quality and efficiency whilst encouraging others to seek new ideas/solutions for day to day problems.

Organisation: 
Midland Automobile Club