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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