The Recording Club

For staff. Please pass it on.

The Live Room at The Recording Club, set up for a session under warm stage lighting

We are looking for one person

Find this person and I will hire them.

A general manager who can learn every job in this building fast, then run all of it. You do not have to hire them. You just have to recognize them.

Greg Spero, founder. The Recording Club, Santa Monica.

Send them to work.therecording.club See the eight field marks

The whole ask: If somebody you meet ticks six of the eight field marks below, send them the link that night.

The job, in eight parts

You do not have to know these. You have to be able to learn them, fast, and then run them.

130 live duties, clustered into eight domains. Four of them carry the club’s most critical roles, and a third of the club’s roles change hands on September 30.

130

live duties

8

domains to learn

4

most critical

33

roles changing hands Sept 30

Audio and sessions

Most critical
  • Every member session in every room, and the engineer bench that runs them.
  • Room readiness QC between bookings, signed off in the staff app.
  • Audio infrastructure, plus the run-books for it that are still unwritten.

Held today by: Audio direction, with a bench of session engineers behind it

Facilities and building systems

  • The 78-item opening run-book and the 127-item close, every day the club is open.
  • Tuesday inventory across Storage B, the Office and the Kitchen, counted against par levels.
  • The SCE demand-pricing exit: 19.2 kW measured against a 19.5 kW ceiling, and it is a one-shot decision.

Held today by: Facilities, split across two staff seats

Video, lighting and content

Most critical
  • Every light in the building runs on GrandMA3, with one operator and no in-house backup.
  • The Synology to Dropbox migration. No drive gets cleared until the files are verified landed.
  • Cameras calibrated room by room, the LED wall frame-rate matched, one post a day on the club channels.

Held today by: A contract production unit, with in-house oversight

Events and bookings

Most critical
  • A 72-hour SLA on every member and event booking request. No exceptions.
  • Shabbat Dinner, JammJam, Pizza Jam, Perception Box, Writers Forum, Women in Music Connect.
  • Two events a week are funded today. Four a week is the target, and members attend every one of them free.

Held today by: Membership and events leadership

People, HR and the studio assistants

  • Eleven active studio assistants working a Day Board in 15, 30 and 60 minute blocks.
  • A five-part reflection fires at every clock-out: what got done, the handoff, what they learned, what they need, how they are.
  • The role-transition gate. Run the duty unaided, get quizzed, get signed off in writing. Nothing transfers without it.

Held today by: Membership leadership and audio direction, over 11 active studio assistants

Membership and member experience

  • The nightly sitting with members, and everything that comes out of it.
  • Member acquisition at about ten net new a month.
  • Guest protocol end to end, from pre-registration to the state the studio is left in.

Held today by: Membership leadership. Parts of it sit unowned.

Systems, IT, AI and the operating framework

  • Fourteen tracking systems that get walked monthly or they go stale, which has already happened once.
  • The Friday scoreboard: six paired numbers pulled from Stripe, the staff app and member surveys.
  • Seven AI systems already live, from the Oracle to Retention Radar to the 6 AM post-mortem, and staff adoption trails the tooling in every domain above.

Held today by: Operations and the founder. Parts of it sit unowned.

Money, accounting and compliance

Most critical
  • Payroll, the monthly P&L, Stripe reconciliation, vendors, bills and the insurance portfolio.
  • QuickBooks on a cash basis, reconciled against Stripe every month.
  • A compliance calendar with live deadlines, and nobody checking payroll behind the person who runs it.

Held today by: Operations and finance, one seat still training into it. Payments are approved by the founder.

What comes with it

The Mixing Room, with the Trident 88 console and near-field monitors
Mixing Room
The Recording Room, with the Yamaha grand piano and a drum kit set up
Recording Room
The Podcast Room, with microphones on booms around a table and cameras rigged
Podcast Room
The Rehearsal Room, with a backline set up and instruments ready
Rehearsal Room

How you spot them

Eight field marks.

Tick what you have watched them do. Telling does not count.

0 / 8

Field marks ticked

At six ticked marks this panel turns over and tells you what to do next.

0 / 8 field marks

Only the obsessed.

“Somebody who will spend 80 plus hours a week here.”Greg Spero, founder

That line describes a person, and the schedule follows from it.

The last session of the night matters more to them than the calendar does. They are not counting.

If that reads as a warning, this is the wrong job, and knowing it now saves everybody an interview.

What the hire is measured by

Four numbers. All of them move or the hire did not work.

Paying members

106 → 150

About ten net new a month gets there.

Events a week

2 → 4

Double the calendar without dropping a night.

Booking response

72 hours

The SLA on every member and event request.

Member experience

No score exists

Nothing measures it today. That is the baseline, and it is the first thing to fix.

What they would own

Day one, month three, month six.

Day one

The work that has nobody’s name on it

  • The studio assistant interview pipeline, currently running with no owner.
  • The member feedback loop. Surveys go out, nothing comes back to the team.
  • A second reviewer on payroll. Nobody does it today.
  • The AI adoption gap, domain by domain.
  • Ongoing edits to the club website.
  • Merch design and new products.

Month three

Standing over the finance handover

Thirty-three roles move to new owners on September 30, and the heaviest cluster of them lands on one seat that is still being trained into. That is the largest single point of failure on the board.

The GM owns the process and checks the numbers over that zone while someone else runs it.

Month six

The invisible duty

Last-resort replacement for me on business and operations, so I can work on growth instead of the floor.

The method is written down already. Shadow me. Write everything down. Shadow each item. Do it. Take the feedback and do it again.

The Trident 88 console in the Mixing Room, faders lit

What this job is not.

A member dinner in the Live Room, with someone playing the piano

If you found them

Send them one link. We take it from there.

work.therecording.club Go straight to the application

01

Apply

Seven written answers, their background, their craft. Expect 45 focused minutes.

02

Review

Every application is studied by our team with AI-assisted analysis against the seven standards.

03

Interview

Strong applications get a conversation at the club, with the people they would work beside.

04

The floor

Finalists work a real shift. The room decides.

The role already sits on that page under Operations and membership leadership, so nothing new has to be built to take them. If you want the full duty list behind the eight domains, it is on the Role Board, staff sign-in required.