RESUME OF CANDIDATES BOARD OF GOVERNORS 2026-2029
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ANNUAL MEETING MARCH 15, 2026 PROXY/BALLOT
1. To Elect Four (4) designated Candidates to the Board of Governors for a term of three years (2026-2029):
You must vote for exactly four (4) candidates .
Any ballot which contains votes for a number less or more than four (4) shall be deemed void and shall be of no force or effect.
The Board of Governors Recommends Approval of the Proposed Capital Budget.
2. Proposed Capital Budgets items totaling $3,489,700, from current available funds, for the period of May 1, 2026, through April 30, 2027.
Approve Disapprove ❒ ❒
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RESUME OF CANDIDATES
Candidates
Page
1. 2. 3. 4. 5. 6. 7.
4 6 8
Harry Armon * Bill Glassman ** Paul Mendez ** Carey Pack **
12 14 18 22
Mark Rosenbaum * Robert Shustak **
Beth Singer * Jeffrey Tauber *
8.
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* Nominated by the Nominating Committee ** Nominated By Petition
MEET THE CANDIDATES SUNDAY, MARCH 1, 2026 2:30 PM—LUMIÈRE
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HARRY ARMON—BIO
Harry, and his wife, Navila, have owned their home in Frenchman ’ s Creek since September 2021, and each year, they ’ ve spent more time here. By the 2025/2026 season, they ’ ll enjoy over six months at the community. Both avid golfers, they also appreciate Frenchman ’ s ameni- ties, including the Beach Club and gym. Together, they have six children and two grandchildren, all of whom love visiting Frenchman ’ s Creek.
As Founding Partner of Arcap Partners, Harry is an expert in privately held business ownership, including M&A, restructuring, family business challenges, succession planning, exit strategies (including ESOPs), and tax planning to improve outcomes for clients. With over 25 years of experience in family-owned businesses, Harry offers clients unique insights not commonly found in the advisory field. He currently serves as board member and Chief Strategy Officer of Wolkow Braker, a multi-state roofing business, and holds equity stakes in several construction compa- nies. Harry has also led numerous large-scale restructurings.
From 2001 to 2008, he ran Chestnut Capital Partners, a boutique investment banking firm.
Prior to 2001, Harry worked with his father and brother in a multinational defense electronics company, where he led acquisitions exceeding $100 million, contributing to exponential growth. In 2001, the com- pany divested most of its manufacturing holdings.
Harry prides himself on his ability to analyze complex issues and find meaningful solutions.
Harry is active in the Finance and Grievance Committees at Old Westbury Golf and Country Club in Long Island. He is also involved in the Audit and Golf Tournament Committees at Frenchman ’ s Creek and looks forward to being engaged with the community for many years to come.
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HARRY ARMON—Q&A
WHAT ARE THE TOP THREE CHANGES IN THE WAY WE AND THE BOARD MANAGES OUR AFFAIRS AT FC AND WHAT CHANGES WOULD YOU PROPOSE TO MAKE?
First and foremost, the Board must prioritize the needs of all owners and residents, including seniors, younger generations, year-round and part-time residents, townhouse and custom home owners, golfers, racquet play- ers, and non-golfers. Everyone deserves equal consideration. I propose restoring the exceptional member experience that Frenchman ’ s Creek was known for before the recent COO took charge. This is vital for our future. The COO operates at the direction of the board, which needs to set clear goals and hold this person accountable to our values. Having lived in the community for five years, it ’ s clear to me that the Board underutilizes the knowledge and expertise within our own membership. We have skilled professionals, such as those with significant construc- tion knowledge, and operational and finance expertise, who could be more involved in future projects. I would also advocate for a more efficient use of resources, ensuring that the community runs smoothly. The budget process should involve a bottoms-up review of each department annually, allowing us to identify cost- saving opportunities without sacrificing quality. Finally, I believe communication between the Board and the community must improve. Acknowledging mis- takes and addressing them transparently is essential to fostering trust and driving improvements.
REGARDING YOUR POTENTIALLY BECOMING A BOARD MEMBER, WHY YOU, WHY NOW, AND WHAT IS YOUR CALL TO ACTION?
Why Me : I have a deep passion for Frenchman ’ s Creek and its unique offerings. Our low-density community, our beach club, and the prohibition on rentals all contribute to a sense of belonging that we must preserve. Over the past four years, management ’ s policies have not consistently enhanced the member experience. I am committed to continually improving the quality of life and service for all members. With my background as a business owner, I am prepared to roll up my sleeves and help make things better. I understand the pressures on both operating and capital budgets and am confident we can balance high-level hospitality with fiscal responsibility. Why Now : After five years in the community, I am invested in its future. We are at a pivotal moment with several large-scale projects ahead, and I want to ensure their success. Our operating budget remains unstable due to the new clubhouse, and I have the skills to help navigate these challenges effectively, ensuring smooth execution of capital projects. Call to Action : As we transition to new management and the new clubhouse, the Board must set clear goals for elevating the quality of life at Frenchman ’ s Creek while being mindful of costs. I am committed to ensuring that service levels and costs meet the needs of all owners, whether in custom homes, patio homes, or town- houses. I am committed to restoring the sense of community that has diminished over the years. We are all equals and need to respect and appreciate each other. I am optimistic about our future—economic trends and the value of our community are promising, but it ’ s up to us to leverage these advantages and secure a prosperous future for all of us at Frenchman ’ s Creek.
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BILL GLASSMAN—BIO
Sandy and I moved to Frenchman ’ s Creek in 2018 and sold our house in St. Louis in 2020 to make Frenchman ’ s our exclusive home. I am running for the board because I want to make Frenchman ’ s the very best it can be. My educational background is a BA from the University of Illinois and an MBA from the University of Chicago.
My first business was a family business started by my grandfather. It was
a chain of gasoline stations that spanned from PA to CO. It was sold to a competitor.
The second business was a chain of radio stations including one that served Broward and Palm Beach County.
The third business was an airport service business. We provided skycaps and security screeners in air- ports from Anchorage to West Palm Beach. This company was sold to a public company from Israel. The company was sold before 9-11 and the TSA taking over airport screening. The fourth and fifth businesses were connected. The fourth company indexed medical records for large insurance companies like Hartford and USAA. It was sold to a private equity firm. The last company in- dexed medical records for large medical systems like Harvard, Yale, Mayo, United Health Care and Cleve- land Clinic. This was the most successful of the five companies. It was also sold to a private equity firm. The last two companies had independent board of directors, with whom I worked closely. This will be beneficial with the job of being on the Frenchman ’ s board.
My experiences at Frenchman ’ s Creek are: •
Finance Committee member and Vice-Chair Audit Committee member and Vice-Chair
• • • •
Security Committee
Golf Committee
Racquet Sports Committee
We are in the happiness business. We want to make people happy by saying yes … yes to top-notch food, yes to top-notch service and yes to top-notch facilities. The key to this happening is for the Board of Governors to give very clear instructions to the general manager and then judge the general manager based on his or her following the instructions from the Board of Governors. The Board of Governors is like the Board of Directors of a company. The general manager is the CEO, and we ’ re all shareholders invested in this company called Frenchman ’ s Creek. In my business career, the last two businesses had outside Board of Directors, They were also shareholders, so I know very well how boards work and how helpful an effective board can be to the CEO.
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BILL GLASSMAN—Q&A
WHAT ARE THE TOP THREE CHANGES IN THE WAY WE AND THE BOARD MANAGES OUR AFFAIRS AT FC AND WHAT CHANGES WOULD YOU PROPOSE TO MAKE?
The number one priority is to hire the right general manager. Frenchman ’ s is considered one of the top clubs in America, and it needs to be led by a strong general manager. We should look for someone with experience in a residential community and hospitality. The next two things I would address are food and service. It ’ s said a club is only as good as its food. Say- ing that, Frenchman ’ s should be equivalent to the best food in South Florida. Let ’ s give Opus every op- portunity to fulfill that. With the improvement with food, we need improvement with service. I know how hard our staff works, but we shouldn ’ t have to ask someone to remove our plates. If we need to hire more staff, we should do so, and that staff needs to be properly trained.
REGARDING YOUR POTENTIALLY BECOMING A BOARD MEMBER, WHY YOU, WHY NOW, AND WHAT IS YOUR CALL TO ACTION?
Why Me: I bring 54 years of experience working with people at all levels. I successfully ran and sold five businesses, two, as I said with outside board of directors. One business had 5,000 employees and had locations from Anchorage to West Palm. One business depended on AI long before it was a buzz word. We ’ re looking at some major capital improvements, and the board needs to include members who under- stand the ramifications of those expenditures, especially on overspending on early capital projects. As I said, we moved here in 2018. What brought us to Frenchman ’ s was the incomparable level of ser- vice, the beach club, low density and the unbelievable sense of community. I really know how this club works and what we need to do to make this the top club in America. I have very strong analytical, finance and management skills. In eight years, I have really had no conflicts with a single member. I ’ m a proven leader. Why Now: Our community is very divided. There are too many complaints. There needs to be a way to bring this club back together. We need much better communication. When rumors begin, they spread like crazy. There have been many unfortunate incidents that have happened recently. We need to address matters like this and make sure they don ’ t happen again. Call to Action : The clubhouse still needs time to be up and running. Pickleball courts need to be com- pleted, restaurants running at the level we expect and services we used to enjoy resumed. If existing management cannot do this in a satisfactory manner, we need to look for management that can. A well-functioning board does not micromanage the operating officers. It ’ s purpose is to set policy for the betterment of the club and to make sure it is carried through to the end.
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PAUL MENDEZ—BIO
My name is Paul Mendez and with my wife Carol, we are proud resi- dents at Frenchman's Creek since 2019. I graduated from Bucknell University with a degree in Accounting and earned an MBA in finance from Columbia University. My career began in finance at large public corporations where I spe- cialized in financial analysis, long term-term planning, budgeting and mergers and acquisitions.
I later founded, and for over 45 years, grew a business into the largest electronic and software fire- systems company in New York City, serving commercial buildings and office spaces.
My leadership included taking control at two different times of two public companies, restructuring them, taking them private, and ultimately merging them together - work that required rigorous financial over- sight, contract negotiations, operational restructuring and employee retention. My management philosophy is collaborative and accessible. I maintained an open-door policy so employ- ees at every level could raise issues directly with me. That team approach encouraged quicker problem identification, collective problem solving, and stronger implementation - principles I bring to community service. After retiring in 2022 and while recovering from back issues, I sought out ways of getting more active at Frenchman's Creek. Reviewing community data, (1100 members; 450 golfers), revealed an unmet need for non-sport activities. I established the Community Activities Committee with the support of then Board President, Mike Azeez. Today that committee has over 400 registered members participating in 17 activities, all run by enthusiastic Frenchman ’ s Creek volunteers - a testament to what neighbors can ac- complish together! More recently I recognized the need to engage the GenZ population on issues of anti-Semitism, hate and bullying. I created the program, with the support of the nonprofit Insight for Education, that asked stu- dents to develop social media projects demonstrating how to combat hate. This was implemented by the Palm Beach County School system this fall that resulted in 250 student videos.
This experience further reflects my belief that effective communities are built through outreach, educa- tion, and member participation.
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PAUL MENDEZ—Q&A
WHAT ARE THE TOP THREE CHANGES IN THE WAY WE AND THE BOARD MANAGES OUR AFFAIRS AT FC AND WHAT CHANGES WOULD YOU PROPOSE TO MAKE?
Over the years, I've listened to neighbors, friends, and community members, and a few themes come up again and again - the desire for more clarity, more connection, and more say in the decisions that affect our daily lives. If elected, I would focus on 3 priorities that reflect those conversations and respect our community's long-term success: Amplify Member Voices on Major Projects: Our community isn't a faceless corporation - it's a collective of people with shared interests and investments. For that reason, I support giving members a direct voice on major expenditures over $500,000 through a line-item vote or structured input process. This isn't about slowing down progress; it's about ensuring alignment and trust when decisions carry significant financial impact. When members feel both heard and invested in the outcome. We strengthen our com- munity and reinforce shared ownership of our future. Champion Transparency and Clear Communication: Good governance is built on clear, consistent com- munication. Members should not have to guess at the reasoning behind decisions or interpret board dis- cussions after the fact. I will advocate for communications that explain not just what is decided, but why - shared in a timely, understandable way. Transparent updates about meeting discussions, financial impacts, project timelines, and upcoming decisions help eliminate confusion and build confidence in Board leader- ship. Expand Outreach Across Our Community: We are a diverse group with many perspectives, and it's im- portant that Board members actively seek out voices beyond their own. I intend to meet and listen to members from all areas and interests -whether that happens at casual gatherings, scheduled town halls, or one-on-one conversations. The more we listen, the better decisions we make, and the more members feel genuinely represented.
REGARDING YOUR POTENTIALLY BECOMING A BOARD MEMBER, WHY YOU, WHY NOW, AND WHAT IS YOUR CALL TO ACTION?
Why Me: I believe bring a combination of professional experience and community commitment that uniquely positions me to serve.
Professionally, I have an extensive financial background that taught me to evaluate risk, manage long- term strategy, lead teams and make thoughtful decisions that balance vision with fiscal responsibility. But what may matter even more is what l've done right here at Frenchman's Greek. Three years ago I saw a need. I felt our community could be more connected - that we had extraordinary talent and energy among our members that simply needed structure and support. So I created and chaired the Community Activities Committee. Working alongside devoted and committed member volunteers we opened the door for neighbors to come together over shared interests. I recognized the human resources within our own gates and helped shepherd them into an organized, on- going presence that strengthened our sense of belonging. That experience gave me broad exposure to the diversity - and a deep appreciation for what makes this community special.
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PAUL MENDEZ—Q&A (con ’ t)
Why Now: This is an especially important moment for our community. Beyond the capital budget initiatives already underway, we are about to make one of the most conse- quential decisions for our future - the selection of a new General Manager. Whoever is chosen must understand the upscale nature of our community and, more importantly, that we are truly member-centric. This requires not only operational skill, but emotional intelligence and cul- tural awareness. The timing matters. I believe the decisions we make now will shape the experience of every member for years to come. A Call to Action: Over the last 3 years I ’ ve watched the Board thoughtfully address the long-term capital vision for Frenchman's - creating a long-term plan - building a beautiful new clubhouse, renovating the fitness center, planning reconfiguration of the driving range and 9th hole, and much more. Those invest- ments were impressive and necessary. What I would like to be a part of next is an equally robust revitalization of the culture of Frenchman's. Historically, there was something special about Frenchman's Creek that other gated communities envied. Members were friendly and inclusive. Philanthropic yet low-key. We were known for exceptional food and truly member-focused service.
There was a warmth and ease here that made people proud to call this home. That doesn't have to be a memory. It can be our future!
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CAREY PACK—BIO
My wife Linda and I have been proud members of Frenchman ’ s Creek since 2008. We spend our summers in Northern NJ, near our two sons and their families that now include 5 grandkids ranging in age from 2 to 6. We love it here and our families love visiting us every opportunity they get. I am the lone incumbent running for the Board. To set the record straight, I joined the Board in 2023, one year after Miles was hired. I had no input or involvement in hiring Miles.
With 18 years in the community, 3 years on the Board, 2 years on the Executive Committee as Vice Presi- dent, a year on the Compensation Committee, and board positions at FC Realty and FC Charities Founda- tion, I have gained extensive and extremely valuable experience in how our club works. I ’ m not running on promises or aspirations. I ’ m running on actual achievements, results and fact-based ideas for the fu- ture. The main achievements during my first term are : • Our club is in the best financial position it ’ s ever been . Our capital position is sound and secure. • A Strategic Plan is in place to guide the direction for future boards • We refreshed our mission and vision statements to clarify the FC value proposition • We developed, for the first time, a long-term capital model that identifies all the major projects need- ed, when we should begin the work and importantly, how we will pay for them without a member as- sessment . The model is flexible, so if home sales or the economy slows, we can delay the start of the projects. • We continue to find creative new ways to raise revenues, generating over $1 million annually from ARB and FC Realty fees. • Our new clubhouse is open and was completed on budget • I ’ m particularly proud of the Fitness Center renovation project. An ad hoc committee, led by experts in fitness centers and development, recommended to the Board that a smaller and different approach would achieve better results. This decision saved the club from spending over $20 million dollars on an inferior project. Phase 2 work on the Spa and Locker Rooms will happen this summer. • Importantly, I recognized early on that hospitality and member experience were suffering, especially with food and beverage. I initiated, for the first time, board-approved goals for Miles to gather the facts that finally led to a consensus and majority vote to change leadership. Professionally, my career was in the financial services and technology industry, holding senior leadership roles at several large global securities and brokerage firms. I was the Chief Executive Officer for 12 years at a brokerage firm that grew primarily through acquiring and integrating other firms. I had significant ex- perience in leading organizations through difficult uncertain periods while providing clarity of the strategic vision and operating direction for both staff and clients. Throughout my career, I have been an independ- ent thinker that can deliver results by building consensus across various groups. These skills are particu- larly relevant with my work on the FC Board. Currently, I run a small consulting and advisory practice, working closely with senior executives in the se- curities trading business on strategy and business development. I am also a Managing Member of a small venture fund that invests in blockchain related businesses and serve on two boards for start-up enterpris- es. I earned a BA from Stony Brook University and an MBA from Carnegie Mellon University.
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CAREY PACK—Q&A
WHAT ARE THE TOP THREE CHANGES IN THE WAY WE AND THE BOARD MANAGES OUR AFFAIRS AT FC AND WHAT CHANGES WOULD YOU PROPOSE TO MAKE?
• Communications and Transparency must be the highest priority for the next Board. The Board needs to seek better ways to communicate with members. Last year, I organized a series of breakfast meetings for direct member feedback with the President and me. We need more opportunities like this for members to engage directly with the Board and senior management. While a lot of information is provided in Board meetings, summaries of discussion points need to be communicated immediately after meetings. I will continue to be a strong advocate for transparency of information. • Committees are an important part of our club ’ s culture, but in my opinion, need to be vastly improved. Committees should be gathering member input on issues and providing recommendations directly to the Board. I will evaluate each committee ’ s effectiveness, mission, size, scope, and membership to en- sure clarity, fairness and broad member participation. I am open to reinstating some of the committees that were successful in the past but consolidated or disbanded. • Operating expenses and increases in dues each year need to reigned in. Having deeply immersed my- self in this issue, the real challenge that must be addressed are the labor models and food costs in the new clubhouse. I understand the issues and will work closely with the new GM and the food and bev- erage managers to bring these expenses under tighter control while significantly improving the mem- ber experience. Also, after spending my first year on the Comp Committee, it is clear to me that the time has come to completely overhaul the current system of how our senior management team re- ceives bonuses. I will support a move to a performance-based structure where management is encour- aged and rewarded for achieving outstanding performance and results against clear agreed goals that are aligned with the Board ’ s goals.
REGARDING YOUR POTENTIALLY BECOMING A BOARD MEMBER, WHY YOU, WHY NOW, AND WHAT IS YOUR CALL TO ACTION?
Between hiring a new GM and managing numerous future projects on our docket, the next Board will have its hands full. Having an experienced, steady hand will be critical. I am deeply immersed in what we've done and what ’ s coming. I don ’ t need to scramble to figure it out. I don ’ t need to play catch up or face a learning curve or devote any time getting myself ready for the sprint. I ’ m already sprinting, and I ’ m certain my deep institutional knowledge can be enormously helpful to the new board members who will have to tackle the barrage of issues efficiently and prudently. Everyone on the Board naturally has their own personality and style. Let me be clear about mine: I don ’ t grandstand. I ’ m not one to talk just to hear my own voice or pad my own ego. I keep my head down and focus on the work. I never make a rash decision. I take the time to listen, ask questions, gather diverse opinions, evaluate, re-evaluate, collaborate and always do what I think is in the best interest of this club.
I ’ m not a “ me ” guy – I ’ m a “ we ” guy. Every member of the Board can attest to that.
I have worked very hard for the club over the last 3 years. It's a labor of love. I do this job because I care deeply about our club and see so much potential to restore our culture and end the divisiveness in our community. My focus is solely on what's best for all of us. Character, Integrity, Honesty and Judgement all matter when it comes to representing the entire FC membership. I hope I have earned your support for another term, and I pledge to never let you down.
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MARK ROSENBAUM—BIO
My wife Karen and I have proudly called Frenchman ’ s Creek our primary residence since 2022. During the summer months, we spend time at our home in New Jersey, while also enjoying travel and spending time with our family. We have five children, one granddaughter and two dogs. Our family loves visiting us at Frenchman ’ s Creek and taking full advantage of the exceptional amenities and the vibrant community life it offers.
Over the past 4 years, we have become actively involved in the community and have formed many meaningful friendships. We enjoy participating in golf, fitness activities, and card games, and I currently serve on the Finance Committee (since 2023). I was also a member of the 2025 Selection Committee and previously served on the Insurance Committee in 2023. I am originally from Brooklyn, New York, and Karen grew up in Woodbury, Long Island. We raised our family in Livingston, New Jersey where we both were active members in community life. During that time, I also served as a Trustee for several nonprofit organizations, with a particular focus on education and senior living.
I received a Bachelor of Business Administration from Pace University, Lubin School of Business, gradu- ating with a dual major in Accounting and Finance.
My professional career began at Arthur Andersen, where I joined the Tax Advisory Practice directly from college. Over 6 years, I developed expertise in leveraged buyouts, mergers and acquisitions, cross-border transactions and restructurings, and real estate. After Arthur Andersen, I then embarked on a 30-year career in the Family Office industry, working for 3 high net worth families. I initially joined a multigenerational New York City real estate family (generations 12 through 14) as Tax Director/Controller. Over time, I advanced into senior leadership roles including Chief Financial Officer, Chief Investment Officer, and Chief Executive Officer. In my final 4 years, I also served as Trustee for a series of family trusts. My second Family Office role was with a first-generation cable television entrepreneur, where I was en- trusted with building a full-service investment and family services organization. Over 13 years, I grew the firm from 3 employees to 38, serving as the senior executive with full day-to-day operating and invest- ment discretion. I was also honored to serve as the sole non-family Trustee and Fiduciary. Most recently, I served as President of an Atlanta-based Family Office focused on the strategic, invest- ment, financial, tax, and operational needs of a multigenerational international family. In addition to lead- ing the Family Office, I was a Member of the Board of Directors for the family-owned communications, media, and automobile enterprise with annual operating revenues exceeding $25 billion.
Throughout my career and community involvement, I was committed to thoughtful leadership, sound financial stewardship, and serving the long-term interests of the organizations and families I represented.
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MARK ROSENBAUM—Q&A
WHAT ARE THE TOP THREE CHANGES IN THE WAY WE AND THE BOARD MANAGES OUR AFFAIRS AT FC AND WHAT CHANGES WOULD YOU PROPOSE TO MAKE?
1. Governance and Fiduciary Responsibility The Board of Directors serves as the fiduciaries and trustees of Frenchman ’ s Creek. They have been en- trusted by the membership to act on behalf of the entire community. As such, the Board ’ s priorities and goals must be guided by meaningful engagement and consensus-building with the owners they repre- sent. First, we must strengthen community engagement and embrace consensus-driven governance. Board decisions should be informed by active, regular, and transparent communication with as many members as possible. Individual directors should bring the collective perspectives of the community to the full Board. Those views can be thoughtfully evaluated, strategically discussed, and translated into clear ac- tion plans that deliver timely and measurable results. Decisions must reflect the will and best interests of the membership—not the personal views of individual directors. Second, we must reinforce fiduciary discipline and accountability. Based on my experience serving as a fiduciary and trustee for multigenerational family interests and charitable and nonprofit organizations, effective governance requires structure, clarity of purpose, and accountability. Board members must rec- ognize that they are stewards of community assets and decision-makers on behalf of others. This respon- sibility demands consistent adherence to sound governance principles and clearly defined priorities. In summary, the key proposed changes are: • Greater engagement and consensus-building with the membership. • Stronger governance discipline and accountability. • Unwavering adherence to fiduciary principles. • By committing to these standards, we can strengthen trust, improve decision-making, and ensure that Frenchman ’ s Creek is managed in a manner that reflects the collective interests of its commu- nity. 2. Fiscal Responsibility and Financial Discipline Over the past 4 years, Frenchman ’ s Creek club dues have increased by almost 70%. If this trajectory con- tinues, it will place the club on a dangerous and unsustainable path. As a member of the Finance Committee since 2023, I have observed a budgeting process that must change. The prevailing approach has been: “ Let ’ s provide departments with what they need, as it will im- prove operations and enhance the member experience. ” While well-intentioned, this philosophy has too often resulted in unchecked spending. A large part of this approach was driven by our most recent Gen- eral Manager, who was granted significant Board discretion to allocate capital and operating funds as he deemed appropriate. Going forward, we must implement meaningful structural and procedural changes to restore fiscal discipline and long-term sustainability. Following the Board election, we should immediately undertake a comprehensive review of depart- mental costs, staffing levels, and operational effectiveness. The objective should be to identify opportu- nities to improve efficiency, service quality, and overall performance. In my experience, sustainable success comes from building a more efficient organizational structure, not simply increasing headcount. We should clearly define job responsibilities, provide proper training, and empower employees to succeed within a well-designed framework of accountability.
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MARK ROSENBAUM—Q&A (con ’ t)
I propose forming a small 2-to-3-person Board subcommittee, working in conjunction with select members of the Finance Committee, to develop and implement operating and performance- enhancement initiatives. Once a new General Manager is hired, he or she will be a critical part of the process. This group would also ensure stronger accountability among department heads regarding how budg- ets are allocated, spent, and invested. As part of this effort, we should implement zero-based budg- eting annually, requiring each department to justify its expenses rather than relying on incremental increases year over year. With respect to the Finance Committee, it should be engaged earlier and more substantively in the fiscal year during the development of both operating and capital budgets. My experience on the committee has been confirmatory in nature, rather than allowing for meaningful influence in shaping financial priorities and allocations. That must change. 3. Reassess the Long-Term Capital Plan An immediate and comprehensive review of the existing long-term capital plan and budget is essen- tial. We must re-evaluate assumptions, timelines, and funding sources to ensure sustainability and adequate liquidity. For example, the current capital plan assumes a fixed number of annual home sales, which repre- sents a key funding source for capital projects. Market conditions fluctuate, and we must actively monitor and adjust our projections accordingly. Capital planning must be dynamic, not static. Ensuring adequate liquidity for capital projects is critical. Without prudent forecasting and appropri- ate adjustments, we risk being forced into less desirable alternatives, such as special member assess- ments or borrowings from the bank on our unused line of credit.
REGARDING YOUR POTENTIALLY BECOMING A BOARD MEMBER, WHY YOU, WHY NOW, AND WHAT IS YOUR CALL TO ACTION?
Why Me: 1. Experience as a Trustee and Fiduciary I bring many years of experience serving as a trustee and fidu- ciary for individuals, shareholders, and beneficiaries. I am an active and strategic consensus builder with a proven history of success. At Frenchman ’ s Creek, this experience, along with my ability to ac- tively engage with our members, will be critical for the success of our community. 2. Broad Board Leadership Experience During my career, I have served as a member of the Board of Directors for more than 20 companies, with enterprise values ranging from $50 million to more than $50 billion. I have served on various subcommittees focused on strategic direction, evaluating perfor- mance, hiring senior management, and leading management transitions when necessary. 3. Deep Financial Knowledge of Frenchman ’ s Creek As a member of the Finance Committee since 2023, I have developed an in-depth understanding and knowledge of Frenchman ’ s Creek ’ s operating and capital budgets. As a potential Board member, my financial expertise would be more impactful (as compared to my role as a Finance Committee member) in supporting the long-term capital strength of our community.
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MARK ROSENBAUM—Q&A (con ’ t)
4. Ability to Resolve Disputes and Strengthen Unity Throughout my career, I have successfully resolved disputes among beneficiaries, shareholders, and management teams. My family and I love French- man ’ s Creek. However, I have begun to see some division among our members. One of my highest priorities would be to actively work to help resolve these divisions, as unity is critical for the future success of our wonderful community. Why Now: This is an extremely critical time for our community. For example, (i) a new club house, (ii) ma- jor upcoming capital projects, (iii) rising operating costs, (iv) employee turnover and (v) the process of hir- ing a new Frenchman ’ s Creek General Manager.
This will require engaged expertise of the Board, a Board that will collaborate closely with the community, our staff and will make Frenchman ’ s Creek a 5-star community we will all be proud of.
Call to Action: This is a pivotal moment for Frenchman ’ s Creek. We need Board members who are willing to make an unconditional, time-intensive commitment to engage with members, think strategically, set clear priorities, and successfully execute the critical projects ahead. I have been retired for 5 years and have materially reduced my outside professional commitments. I now have both the time and the drive to dedicate myself fully to serving as an engaged and valuable member of the Board. I respectfully hope the community will give me the opportunity to contribute meaningfully.
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ROBERT SHUSTAK—BIO
Robert Shustak and his wife, Phyllis, have been proud residents of Frenchman ’ s Creek since 2021, with the past two years spent as full- time members. They are delighted grandparents to their first grandchil- dren this year and cherish the time spent with their growing family at Frenchman ’ s Creek.
Robert is an active participant in various facets of Club life, engaging in creekball, golf, investment clubs, discussion and card groups, and community events. He is deeply committed to Club governance, current- ly serving on the Finance Committee as Vice-Chair, the Strategic Planning Committee, and the Rackets Committee. With a professional background focused on operations, finance, organizational development, and strate- gic planning, Robert held senior leadership positions as Chief Operating Officer and Chief Financial Officer in the financial services industry. Upon retiring from full-time executive roles, he continued to offer consulting and advisory services specializing in organizational effectiveness, operating structure, and senior management performance. Robert ’ s dedication to community extends beyond Frenchman ’ s Creek, as he was a member of Rockrim- mon Country Club for 27 years. Following the Global Financial Crisis, he joined the Board and served as Treasurer for 5 years, subsequently becoming Vice President. As Treasurer, he successfully navigated a challenging period of membership decline and led efforts to stabilize and revitalize the Club for long-term success. In addition to his extensive experience, Robert ’ s key strengths lie in his sound judgment, practical wis- dom, mentorship abilities, clear communication skills, and talent for fostering consensus and driving re- sults.
Robert holds a B.A. in Accounting from Queens College.
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ROBERT SHUSTAK—Q&A
WHAT ARE THE TOP THREE CHANGES IN THE WAY WE AND THE BOARD MANAGES OUR AFFAIRS AT FC AND WHAT CHANGES WOULD YOU PROPOSE TO MAKE?
There are significant opportunities to improve clarity, communication, operational performance, and capi- tal planning at Frenchman ’ s Creek. If I had to prioritize three changes that would have the most immedi- ate and lasting impact, they would be governance alignment, management accountability, and financial discipline. 1. Clarify Governance and Committee Structure : The Board sets strategic direction. Management exe- cutes. Committees provide structured member input. Those roles must be clearly defined, not blurred. I would establish a Board-chaired Operations Committee focused on operational performance and member satisfaction, creating a direct feedback loop between membership and management on eve- rything from food and beverage quality to racket sports issues to staff responsiveness. This com- mittee would meet regularly, track metrics, and report directly to the Board. The Strategic Planning Committee should concentrate on capital priorities, rigorous Long-Term Capital Plan oversight, com- petitive benchmarking, and designing targeted member surveys that actually inform decisions, not validate predetermined conclusions. Before any major project advances, scope must be clearly de- fined based on data, genuine member input, and realistic sizing for a 600-home community, not aspi- rations from clubs twice our size. We must stop approving concepts and discovering true costs mid- stream. 2. Strengthen GM Direction and Accountability : The Board ’ s single most important responsibility is hir- ing, directing, and evaluating the General Manager. If we get that right, most other issues resolve themselves. With a new GM, we have a rare opportunity to reset expectations. Operational excel- lence and member satisfaction must receive equal, if not greater, focus than capital initiatives. Capital projects do not matter if members are frustrated with daily operations or service quality is incon- sistent. Real accountability requires defined performance expectations tied to compensation and ten- ure; measurable metrics connected to member satisfaction, operational benchmarks, financial perfor- mance, and staff retention; regular evaluation of senior staff effectiveness to ensure the right people are in the right positions; and transparent reporting to the Board, including both successes and chal- lenges. The Board must ask hard questions, demand straight answers, and act decisively when perfor- mance falls short. That is what members expect. 3. Restore Financial Discipline — Capital and Operating: Everything at this Club has a cost. Our fiduciary responsibility is to ensure members receive appropriate value for every dollar spent. On the capital side, we must validate and stress-test the Long-Term Capital Plan using realistic assumptions, build conservatism into projections, define scope before approval through detailed specifications and com- petitive bids, and educate membership on tradeoffs and long-term financial implications. On the oper- ating side, we must evaluate how dollars translate into member experience, benchmark our cost structure against comparable clubs, eliminate wasteful spending, and deploy resources effectively to not require unnecessary dues increases or assessments. Financial discipline is not about spending less. It is about spending wisely, transparently, and in alignment with member priorities. It is about in- formed tradeoffs, long-term sustainability, and ensuring Frenchman ’ s Creek is an attractive value proposition. Conclusion : These three priorities — governance clarity, management accountability, and financial disci- pline — are interconnected. Effective governance requires accountability. Accountability requires financial discipline. Financial discipline requires transparency. Together, they form the foundation of a well- managed club that serves members effectively, operates efficiently, and plans thoughtfully for the future. That is the standard I would bring to the Board, and that is the change Frenchman ’ s Creek deserves.
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ROBERT SHUSTAK—Q&A (con ’ t)
REGARDING YOUR POTENTIALLY BECOMING A BOARD MEMBER, WHY YOU, WHY NOW, AND WHAT IS YOUR CALL TO ACTION?
When considering my potential role as a Board Member, the question of "Why me, why now, and what is my call to action?" strikes at the core of my commitment and readiness to serve. I bring to the table a unique blend of skills, experience, and proven effectiveness that I am confident will add significant value to both the Board and the Frenchman ’ s community as a whole. My background equips me to contribute thoughtfully and strategically, ensuring that decisions align with the best interests of our members and the long-term health of the community. The timing of my candidacy is driven by a deepening involvement and understanding of the community ’ s dynamics over recent years. Through active participation on the Finance, Strategic Planning, and Rackets Committees, I have gained firsthand insight into the challenges and opportunities that lie ahead. While committee membership offers valuable input, it doesn't give the authority to set the agenda or influence decisions at the highest level. Securing a seat on the Board is essential for me to have a meaningful and sustained impact on the direction we take. Additionally, having a seat on the Board would enable me to advocate for greater involvement of committees in setting agendas and making decisions, fostering a more collaborative and inclusive governance process rather than one strictly controlled by the Board alone. My call to action stems from my observations of division within our community, gaps in effective commu- nication with members, questionable decision-making processes, and a lack of coherent planning and op- erations. These are precisely the issues I have successfully addressed throughout my career, and I am pas- sionately motivated to apply that expertise here. The real question is not why I should run, but rather: how can I not? I am ready to dedicate my full energy and experience to fostering unity, transparency, and strategic growth for the betterment of all members.
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BETH SINGER—BIO
Beth Bronner Singer is a seasoned executive with decades of experience building successful businesses by consistently meeting consumer needs and exceeding expectations. She has led as an operator, served as a private eq- uity partner and contributed as a board member. Beth and her husband, Alan Singer, have been members of Frenchman ’ s Creek since 2018. When they arrived they did not know a single person. What has meant the most to them, and what keeps them deeply committed to our community, are the people. The friendships they have formed have
become like family and they treasure our culture of warmth, caring and connection.
Beginning with an MBA in both Marketing and Finance from the University of Chicago, Beth built her career grounded in a deep understanding of the consumer, while also maintaining rigorous financial discipline. She knows her way around a P&L and balance sheet and has overseen significant capital budgets. But she firmly be- lieves that true financial success begins with delivering excellence to the consumer – because satisfied members ultimately drive strong results.
Beth brings a unique ability to balance a deep understanding of member experience with financial responsibility and long-term strategic thinking.
Beth Bronner Singer brings an outstanding track record of leadership and results. She has served as President of major consumer brands including Häagen-Dazs, Revlon and Sunbeam, leading both small and large organizations to success. Her extensive Board experience — six public Company Boards as well as multiple private and nonprofit Boards - gives her a deep understanding of how effective Boards partner with management, collaborate constructively, and drive meaningful change. She knows that progress requires hard work, transparency, and a genuine commit- ment to the community. Beth was motivated to run for the Board after working closely with members over the past two years. As part of a member-led initiative, she helped create a forum that gave our community a voice and refocused attention on what matters most, the MEMBER EXPERIENCE.
As a Board member, Beth will be committed to protecting and strengthening the soul of Frenchman's Creek.
Her priorities are clear : • Member Experience: Upholding the Frenchman's Creek brand of quality service, excellence, and genu- ine care for our community. • Financial Discipline: A rigorous review of our financials, including zero-based budgeting, so that spend- ing reflects today's priorities - not yesterday's assumptions. • Strategic Capital Plan: Finish what we have started. Fix the clubhouse and deliver on current commit- ments before undertaking new projects and never plan spending based on money we do not have. • Engage Our Community's Expertise: We have extraordinary talent within Frenchman's Creek; Com- mittee appointments should be based on relevant expertise and clear criteria - not solely on friendships. We should respect and utilize the depth of experience that lives within our gates. Beth Bronner Singer has the experience, judgment, and proven track record to add real value to our Board. She is collaborative, yet decisive, principled, yet pragmatic, she is committed to doing what is right for our members — and she will deliver results with transparency and integrity.
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BETH SINGER—Q&A
WHAT ARE THE TOP THREE CHANGES IN THE WAY WE AND THE BOARD MANAGES OUR AFFAIRS AT FC AND WHAT CHANGES WOULD YOU PROPOSE TO MAKE?
These three changes will help strengthen our community and position Frenchman ’ s Creek for long term suc- cess:
1. Member Experience : The Board and management must fully embrace a Members First mindset. Every decision should begin with the understanding that member satisfaction drives the overall success of our community, including financial strength and long term value. The Frenchman ’ s Creek brand has always represented quality, service, excellence, and genuine care for our community. These values must be re- inforced consistently across the organization— Board, management, and staff. When member experi- ence is prioritized, everything else follows. 2. Financial Discipline and Transparency : We must reset our financials through zero based budgeting to clearly understand where every dollar is being spent and ensure resources are aligned with current pri- orities. Financial transparency is essential. The Board and Finance Committee must provide members with clear, complete visibility into budgets, spending, and capital plans. We need to get what we have started right, including the clubhouse executed successfully, before initiating additional projects. 3. Leveraging Community Expertise and Strengthening Committees : Frenchman ’ s Creek is fortunate to have an exceptionally talented and experienced membership. We must fully utilize this expertise by strengthening our committee structure and involving qualified members in meaningful ways. By estab- lishing clear criteria for committee participation and selecting members based on relevant expertise, we can improve decision making and reduce reliance on costly outside consultants. Members who live here care deeply about the outcome and bring valuable perspective that aligns with the best interests of our community. REGARDING YOUR POTENTIALLY BECOMING A BOARD MEMBER, WHY YOU, WHY NOW, AND WHAT IS YOUR CALL TO ACTION? There are several aspects of my background that will allow me to add meaningful value to the Frenchman ’ s Creek Board. My career has been built on driving success by understanding and exceeding consumer expectations. In a club community like ours, member experience must always guide our decisions. When members are satis- fied and engaged, the entire organization, financially and culturally, thrives. I also bring strong financial and operational experience, including full profit and loss responsibility, budget development and management, capital planning and long term strategic thinking. Through extensive Board service, I know how to partner constructively with management, collaborate with fellow Board members and represent the interests of the entire community. I know how to lead, build consensus, and drive mean- ingful, results oriented change. Over the past year, I have been actively involved in a community led effort to strengthen engagement and advance positive change. Through this experience, I have listened closely to members and gained an even deeper understanding of our shared priorities and concerns. This direct involvement is what ultimately mo- tivated me to run for the Board. My call to action is simple: to listen carefully, communicate clearly and work collaboratively to strengthen member experience and preserve the “ soul ” of Frenchman ’ s Creek for today and in the future.
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