Nicole Heinrich — COO in Focus

How did you get started in the club industry?

My journey in the club industry began after completing my undergraduate degree in Commerce, where I initially started as a Marketing Coordinator. As I progressed in my career, I had the opportunity to take on the role as Marketing Manager and then Commercial Manager. I am currently the Chief Operating Officer which is a role that I am truly passionate about. I oversee the operations of Ramsgate RSL’s group of clubs, focusing on member experience, employee engagement and strategic planning. My journey from Marketing Coordinator to COO has given me a holistic understanding of the club industry — from marketing right through to operational excellence.

What is the best part of your current role?

As the Chief Operating Officer, one of the most rewarding parts of my role is the opportunity to lead and support our various teams and departments across our group of clubs. I enjoy being able to empower and guide our teams, providing them with the resources, direction and support they need to excel in their roles. It has been extremely rewarding watching our teams grow, develop and thrive with the new challenges as our business continues to expand.

Mentorship can play a pivotal role in nurturing confidence among our future women leaders.

Tell us about a mentor who has been part of your career in the club industry. What advice did they give you?

I have been fortunate to have several mentors who have played crucial roles in my career development. One of the most influential mentors I have had is Nikki Hobin, the founder and CEO of Flourish Consulting. I first started working with Nikki upon commencing my employment at Ramsgate RSL five years ago. I, and our Senior Leadership Team, have been fortunate to partake in many leadership workshops facilitated by Nikki, which has shaped my leadership approach.

One of the most impactful pieces of advice Nikki has given me is the importance of effective communication when leading teams. Nikki is great at sharing little nuggets of gold, and one that has stuck with me is George Bernard Shaw’s quote: “The single biggest problem in communication is the illusion that it has taken place.” This continues to be a guiding principle in my career!

How can the industry better support women into leadership roles?

Creating a supportive environment for women to thrive in leadership roles in our industry is an ongoing process and one that I believe involves a multi-faceted approach. First and foremost, mentorship can play a pivotal role in nurturing confidence among our future women leaders. Women frequently grapple with imposter syndrome, causing them to question their capabilities and sometimes feel like they don’t belong in their professional roles. I firmly believe that by fostering mentorship relationships and investing in leadership development programs, we can address this challenge. It is also crucial for the industry to take proactive steps in promoting flexible work arrangements and providing family-friendly benefits to support individuals in fulfilling their caregiving duties. As a new mother myself, I have come to truly appreciate the significance of such arrangements, particularly in a senior leadership role.

What advice would you give to young women who aspire to be leaders in the industry?

Becoming a leader in the club industry takes patience and persistence. Network to plant seeds for your career. Gain as much experience as you can and seek mentors as your guides. Develop leadership skills in your current role and never underestimate your capacity of being a leader in whatever role you hold. Advocate for yourself when you are ready and remember it is a marathon, not a sprint, and gender doesn’t define leadership potential.