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.
5
Made with FlippingBook Ebook Creator