APRIL 2006

Kamel Kassem
on Shenandoah’s
outdoor terrace.
PHOTO BY KRISTA HUSA
steering shenandoah
Kamel Kassem wants the
members of the Chaldean
Iraqi American Association
of Michigan (CIAAM) to have optimism,
and also patience, as he works
to get the Shenandoah Country Club
on the right path. With a background
in opening and troubleshooting country
clubs, he brings some unique qualifications
to his new position as
Shenandoah’s general manager and
chief operating officer.
“My specialty is opening and fixing
troubled properties,” he said
from his office overlooking the golf
course. “I’m a turnaround guy.”
Few would argue that
Shenandoah is ready for a new path.
Hopes are high for new general manager
BY JOYCE WISWELL
The $25-million club, which opened
in January 2005, has had a rocky
start marked by slower than anticipated
ballroom bookings and frequent
changes in management.
Kassem, who started in February, is
the third person to run the club in
13 months.
Kassem, a native of Egypt, has
enjoyed a remarkably varied career.
He has a degree in mining engineering,
but before he could pursue that
career path he discovered a love and
affinity for cooking, so became a chef
instead. (He is a Certified Executive
Chef and a member of the American
Academy of Chefs, and has won 18
gold medals in food competitions.)
He has opened nearly 50 country
clubs, resorts and similar facilities;
spent 14 years booking PGA tours at
Forest Hills; speaks Arabic and
Italian; and is a former body builder
who was crowned Mr. Egypt several
times.
But don’t expect to see Kassem
working out in Shenandoah’s members-only
gym. He doesn’t want staff
in there using the facilities, which
means he’ll stay out himself.
“I am,” he said, “a firm believer in
managing by example.”
The plan for Shenandoah is simple
— build revenues and cut
expenses. “Those are the two giants I
am tackling right now,” Kassem said.
IN GOOD COMPANY
Getting word out about the ballroom
— one of the area’s largest at 11,336
square feet — is a top priority. While
the ballroom is virtually sold out on
the weekends, there are still many
weekdays when it sits empty.
Michigan sees some 1,200 weddings
each month, Kassem said, so there is
no end to prospective customers. He
also wants to reach out to other ethnic
groups, in particular the Jewish community,
and book corporate events.
“The banquet hall will be the
bloodline of financial success,” he
said. “The key is to be competitive
and not under-price ourselves — we
are up there with the Ritz-Carlton
and the Hyatt with the facility and
atmosphere.”
Michael Sarara, the new president
of CIAAM, said he and the board
aggressively pursued getting Kassem
to turn Shenandoah around. “He is
perfectly willing to prove himself to
us,” Sarafa said, noting that unlike
SHENANDOAH continued on 39
36 CHALDEAN NEWS APRIL 2006