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.
7
Made with FlippingBook Ebook Creator