Tennis High Performance Director

JOB DESCRIPTION High-Performance Director Locations: Mouratoglou Tennis Center Westchester - Jefferson Valley, NY Department: TennisPosition Type: Senior Leadership / High Performance POSITION SUMMARY The High-Performance Director is responsible for the leadership, methodology, culture, player development, coaching standards, competitive pathway, recruitment, and overall performance of the Center's High Performance program. This position represents one of the highest levels of coaching responsibility within Mouratoglou Tennis Centers. The High Performance Director must be an outstanding coach, but equally importantly, must be capable of developing other coaches, building a unified team, creating a structured development system, recruiting talented players, representing the Mouratoglou brand within the competitive tennis community, and establishing a demanding but positive performance culture. The program must reflect the Mouratoglou philosophy of developing the complete competitor through integrated technical, tactical, physical, mental, and competitive development. PRIMARY OBJECTIVES Establish a world-class High Performance training environment. Implement a clear and consistent Mouratoglou player-development methodology. Develop competitive junior players toward sectional, national, collegiate, USTA, UTR, ITF, and higher-performance pathways as appropriate. Create individualized development plans and measurable objectives. Recruit, lead, mentor, and hold High Performance coaches accountable. Integrate tennis training, Strength & Conditioning, competition, recovery, and mental development. Maintain a strong and visible Mouratoglou presence within the regional and national competitive junior tennis community. Identify and recruit talented players who can benefit from the Mouratoglou development pathway. Support the growth, reputation, and visibility of Mouratoglou Tennis Center New York and Mouratoglou Tennis Center Westchester. Create a recognizable High Performance culture based on discipline, ambition, accountability, teamwork, and continuous improvement. 1. HIGH PERFORMANCE METHODOLOGY Establish and document the technical, tactical, physical, mental, and competitive methodology of the program. Create seasonal, monthly, weekly, and daily training objectives. Ensure drills have clear tactical and developmental purpose. Establish standards for intensity, movement, discipline, competitive behavior, and training quality. Adapt development appropriately to player age, maturity, playing style, competitive level, and long-term objectives. Ensure methodology is understood and consistently implemented by all High Performance coaches. Maintain consistency between individual coaching, group training, Strength & Conditioning, competition, and player-development objectives. 2. INDIVIDUAL PLAYER DEVELOPMENT Conduct comprehensive player assessments. Establish individualized development priorities. Develop measurable player-development plans. Monitor technical development, tactical understanding, physical preparation, competitive behavior, mental habits, and results. Conduct periodic formal player reviews. Use video analysis and other appropriate performance technology. Communicate development priorities clearly with players and parents. Adjust training based on progress, tournament performance, physical condition, and competitive demands. Establish realistic short-, medium-, and long-term objectives for each High Performance player. 3. COMPETITIVE PLANNING, TOURNAMENT PRESENCE & PLAYER RECRUITMENT Guide players toward appropriate tournament schedules and competitive levels. Help families understand sectional, national, USTA, UTR, ITF, college-recruiting, and other relevant competitive pathways. Monitor tournament performance and identify developmental patterns beyond wins and losses. Conduct pre-competition preparation and post-match analysis. Coordinate tournament coaching where approved. Ensure competition supports long-term player development rather than short-term ranking objectives alone. The High Performance Director is expected to maintain a consistent and visible presence at relevant local and regional junior tournaments, including USTA, UTR, and ITF events, whenever schedules and operational responsibilities reasonably allow. Tournament attendance is considered an important component of the High Performance Director's responsibilities and should serve multiple strategic purposes. The High Performance Director will: Support and observe Mouratoglou players in real competitive environments. Evaluate how players execute their technical and tactical objectives under competitive pressure. Assess competitive behavior, decision-making, emotional control, routines, resilience, movement, and match management. Gather information that can be brought back into each player's individual development plan. Provide appropriate tournament coaching and support where permitted. Build and maintain relationships with players, parents, coaches, tournament directors, academies, tennis organizations, and other members of the junior competitive community. Maintain a strong professional presence within the local and regional tennis ecosystem. Represent the values, methodology, culture, and professionalism associated with the Mouratoglou brand. Identify promising and talented players who may be appropriate candidates for the Mouratoglou High Performance pathway. Develop relationships with prospective players and families. Introduce qualified prospective families to the training opportunities available at Mouratoglou Tennis Center New York and Mouratoglou Tennis Center Westchester. Promote High Performance programs, camps, training opportunities, evaluations, special events, and other appropriate Mouratoglou initiatives. Create opportunities for prospective players to visit the Center, participate in evaluations, attend appropriate training sessions, or otherwise experience the Mouratoglou methodology. Actively contribute to the recruitment and continued growth of the High Performance player base. The High Performance Director should therefore view tournaments not simply as events attended by existing players, but as an important player-development, scouting, networking, brand-visibility, relationship-building, and recruitment platform. The Director is expected to know the competitive junior tennis landscape in the region, understand which players are progressing through USTA, UTR, ITF, and other relevant pathways, and build genuine professional relationships within that community. Recruitment must always be conducted professionally and respectfully and in accordance with applicable tournament regulations, governing-body requirements, Center policies, and appropriate standards of professional conduct. The objective is to ensure that whenever players and families encounter the High Performance Director at tournaments, the Director serves as a credible and positive representation of the Mouratoglou brand and development philosophy. 4. HIGH PERFORMANCE COACHING TEAM The High Performance Director is responsible for creating one unified coaching team. Responsibilities include: Lead High Performance coaches and Assistant High Performance Directors. Establish coaching assignments and responsibilities. Conduct regular staff meetings. Observe coaches systematically. Provide direct and constructive feedback. Mentor and develop coaches. Create shared terminology, methodology, expectations, and training standards. Ensure relevant player information is shared appropriately among coaches. Address inconsistent standards or unprofessional conduct promptly. Promote collaboration rather than individual ownership of players. Encourage coaches to attend relevant tournaments and observe players in competition when appropriate. Create an environment of continuous professional development. The High Performance program must never become dependent on one coach or fragmented into separate individual coaching businesses. Every coach must understand that the player's development and the success of the overall program come before individual coaching interests. 5. STRENGTH & CONDITIONING INTEGRATION Work closely with the Strength & Conditioning Coach. Integrate athletic-development objectives with tennis-development objectives. Coordinate player workload. Support age-appropriate development of speed, strength, mobility, coordination, endurance, agility, and injury-prevention habits. Communicate relevant physical concerns appropriately. Coordinate with approved medical, physical therapy, sports science, nutrition, mental-performance, or other specialists when necessary. Ensure communication exists between tennis coaches and performance staff regarding player workload and development priorities. 6. PLAYER & PARENT COMMUNICATION Establish clear expectations regarding training, attendance, competition, conduct, commitment, and communication. Conduct structured player/parent development meetings where appropriate. Provide objective and professional feedback. Communicate individual development priorities and appropriate next steps. Manage expectations regarding rankings, tournament results, playing level, and development timelines. Address concerns proactively. Maintain appropriate professional boundaries. Help families make informed decisions regarding tournament scheduling, training volume, private instruction, camps, travel, college pathways, and other appropriate development opportunities. 7. TALENT IDENTIFICATION & DEVELOPMENT PATHWAY Work closely with the Junior Development Program Director to identify emerging players. Establish clear transition standards between Junior Development and High Performance. Conduct talent-identification sessions and evaluations. Develop opportunities for promising players to experience higher-level training appropriately. Monitor emerging competitive players throughout the local and regional tennis community. Build relationships with relevant schools, tournaments, coaches, academies, college programs, federations, and tennis organizations. Maintain an active pipeline of prospective High Performance players. Create appropriate follow-up processes for players and families identified through tournaments, evaluations, referrals, camps, and other recruitment channels. Talent identification should be viewed as an ongoing responsibility rather than an activity conducted only when roster space becomes available. 8. PROGRAM MANAGEMENT & GROWTH Develop seasonal schedules and recommend staffing and court allocation. Monitor enrollment, retention, attendance, capacity, and utilization. Maintain appropriate coach-to-player ratios. Develop camps, intensive training blocks, match-play opportunities, tournament preparation, and special High Performance experiences. Support recruitment of appropriate players. Collaborate with Center leadership on pricing, scheduling, marketing, and program strategy. Review financial and operational performance. Develop strategies to improve retention and attract qualified players. Build connections between JDP, High Performance, private instruction, Strength & Conditioning, camps, tournaments, and competitive opportunities. Identify underutilized training periods and appropriate opportunities for additional programming. Contribute to annual and seasonal business planning for High Performance Tennis. 9. BRAND REPRESENTATION & COMMUNITY VISIBILITY The High Performance Director is a senior representative of Mouratoglou Tennis Centers and is expected to actively contribute to the reputation and visibility of the organization. Responsibilities include: Represent Mouratoglou professionally at tournaments, tennis events, meetings, showcases, exhibitions, and other appropriate industry activities. Build credibility and relationships within the junior tennis community. Understand and communicate the Mouratoglou development philosophy clearly. Support Center marketing and promotional initiatives when appropriate. Participate in events designed to introduce new players and families to Mouratoglou. Collaborate with marketing and leadership to highlight player development, tournament participation, achievements, and appropriate program stories. Identify opportunities for partnerships and relationships that strengthen the High Performance program. Act as an ambassador for Mouratoglou Tennis Center New York, Mouratoglou Tennis Center Westchester, and the broader Mouratoglou organization. Brand representation must always remain professional, authentic, and consistent with Mouratoglou standards. 10. ON-COURT LEADERSHIP The High Performance Director must maintain a strong and visible presence on court while also dedicating sufficient time to supervising and developing the entire program. As a general framework: 25% - Active on-court coaching 25% - Player assessment, coach supervision, tournament observation, and quality control 50% - Program leadership, planning, communication, administration, recruiting, tournament planning, player-development planning, and business development The exact distribution may change during tournaments, camps, intensive training periods, recruiting periods, and other seasonal requirements. Tournament presence is considered part of the Director's leadership and player-development responsibilities and should be incorporated appropriately into the overall work schedule. 11. CULTURE & STANDARDS The High Performance Director is expected to create a culture characterized by: Ambition Discipline Intensity Respect Accountability Resilience Teamwork Humility Professionalism Commitment Competitive excellence Continuous improvement High standards must never compromise player welfare, safeguarding, sportsmanship, appropriate long-term development, or professional conduct. The Director must personally model the behaviors expected from players and coaches. PERFORMANCE INDICATORS Success should be evaluated through a combination of: Individual player development Competitive progression Player retention Program enrollment and growth Quality of recruited players High Performance player pipeline Training quality Coach development Methodology consistency Player and parent satisfaction Strength & Conditioning integration Appropriate tournament progression Consistent presence at relevant USTA, UTR, and ITF tournaments Visibility and reputation within the competitive junior tennis community Qualified player leads generated through tournaments and tennis-community relationships Successful conversion of appropriate prospective players into Mouratoglou evaluations and programs College placement where relevant Mouratoglou brand representation Program reputation Operational and financial performance Tournament results alone should not be the sole measure of success. The Director's ability to develop players, coaches, the program, the Mouratoglou brand, and the future player pipeline must all be considered. REQUIRED QUALIFICATIONS Extensive High Performance coaching experience. Advanced technical and tactical tennis knowledge. Demonstrated success developing competitive junior players. Strong understanding of USTA, UTR, ITF, and other relevant tournament pathways. Demonstrated leadership and staff-development ability. Excellent player and parent communication. Strong organizational and program-management skills. Ability to create and implement structured player-development systems. Strong professional network within competitive tennis or demonstrated ability to develop one. Ability and willingness to attend tournaments regularly. Professional integrity and a strong collaborative approach. Required safeguarding, background screening, CPR/AED, and First Aid compliance. PREFERRED QUALIFICATIONS High-level playing experience at collegiate, national, international, or professional level. USPTA, PTR, ITF, national federation, or equivalent advanced coaching certification. Demonstrated experience developing sectional, national, UTR, ITF, collegiate, or professional-level players. Experience in a recognized High Performance academy or international training environment. Experience attending and coaching players at junior tournaments. Established relationships within the regional, national, or international competitive tennis community. Experience recruiting junior players into High Performance programs. Experience with video analysis and performance technology. Understanding of college recruiting and international competitive pathways. CORE LEADERSHIP COMPETENCIES High Performance coaching expertise Player-development judgment Leadership Coach development Talent identification Player recruitment Strategic thinking Competitive analysis Tournament presence Relationship building Brand representation Communication Accountability Emotional intelligence Operational discipline Commercial awareness Collaboration Continuous improvement ROLE EXPECTATION The High Performance Director is responsible for the performance of the system, not simply the performance of the players personally coached by the Director. The successful Director builds an environment where methodology is consistent, coaches collaborate, players understand their development plans, parents receive clear communication, physical and tennis development are integrated, and every training session has purpose. The role also extends beyond the walls of the Center. The High Performance Director must be a visible and respected presence within the competitive junior tennis community, regularly attending relevant USTA, UTR, and ITF tournaments, supporting current Mouratoglou players, identifying emerging talent, developing relationships with players and families, and creating appropriate opportunities to introduce new players to the Mouratoglou development system. The Director is expected to actively contribute to building the next generation of Mouratoglou players while representing the brand with professionalism and credibility at every interaction. The ultimate objective is to establish Mouratoglou Tennis Center New York and Mouratoglou Tennis Center Westchester as recognized destinations for serious player development, supported by a strong competitive presence, an expanding pipeline of talented players, and the standards, culture, methodology, professionalism, and international reputation associated with Mouratoglou. Reports To: Tennis Center Director and Mouratoglou Tennis Leadership