I have no past or present affiliation with Wyndham past being a WorldMark member.

I have no business affiliation with a competitor of Wyndham.

I have not advertised any type of timeshare credits for any purpose.

I have the flexibility to attend all Board meetings. I have no meeting conflicts.

I wish to continue serving on the Board to ensure that WorldMark remains the valued vacation ownership offering that it is today. My first priority is to support Board initiatives to improve owner credit usage. My second priority is to support Board policy for bringing stability to the resale market for owner credit values. My third priority is to eliminate the use of credits for commercial usage.

In balancing improved amenities with stable to lower operating costs, I will use the knowledge of the developer, manager, and Club together to approve only those enhancements that meet both criteria.

My tenure with large corporations ─ including Caterpillar, Boeing, and Tenneco ─ has provided me with experience managing budgets and staffing for organizations with over a billion dollars in sales and more than 6,000 personnel. My experience as president and owner of a hotel management company provides me with the expertise necessary to analyze issues from the management perspective, while my time working with a timeshare developer allows me to appreciate the developer’s perspective. This experience, combined with my knowledge as an owner, enables me to provide viable recommendations to solve challenges and identify opportunities for WorldMark.

Having 40 years of experience operating in various companies with different cultures and diverse interests teaches you to listen closely to your employees, your customers, and owners. It also teaches you to respect their point of view and, more importantly, their personal stake in the results of your decisions. Having served as president of five companies, using this listening and respect process has enabled me to bring about unique, high-value results.

The Developer seeks new destinations where plans and business analysis indicate opportunities for ownership growth and satisfaction. The Manager delivers the services required to operate the Club for the benefit of all owners. The Board provides oversight to ensure that the governing documents are upheld, while working with the Developer and Manager to ensure WorldMark owners are provided with and enjoy expansive vacation opportunities. In short, the Club, Management Company, and Developer bring their abilities and experience together to work as a cohesive team to improve and grow the Club ownership and value.

Negative

Negative

Negative

Perhaps. My volunteer work is flexible since the hours are scheduled around my calendar. Without advance notice, it is sometimes difficult for me to schedule dog care/boarding.

I believe I can contribute my skills and knowledge to the Board and work towards the common good. My top three priorities are work excellence, teamwork, and safety.

I am known for planning out the scope of work assigned to me. (plan to plan) It is good to listen to the enhancements, but the requirements are a priority and staying within the budget assigned to me (the team.) Learning from other Board Members would be helpful and getting more than one estimate for an enhancement. That enhancement would be in my scope (if approved) for a future budget.

I worked for the BP/ARCO corporation for 27 years. My experience is in Operations, Maintenance, and Projects with scopes and budgets from $15MM- $325MM.

• 1994-1996 Clean Fuels Project Carson, CA
• 2009 Cherry Point Refinery Blaine, WA $15MM budget. Completed all the scope and came in under $10K.
• 2010 -2013 Clean Diesel Project Blaine WA. Improvement to lower carbon emissions from Diesel Fuel and build an improved Hydrogen Plant. My main duties were additional work requests, safety, field walks and engineering verifications, meet environmental regulations and operations procedures.
• 2013- WRMP project Whiting Indiana. Modernization and Environmental Improvement. A multi-billion dollar project- my section was $300 MM. Same job duties as above. I was not familiar with this team or the area. My personal skills and caring about the safety of the workers from all walks of life and levels make it difficult when the project came to an end. I have contact with many from the project.
• 2021 CRU Turnaround ( a turnaround in refining is when a unit is shutdown for Inspection Regulatons) $35 MM. $20MM of the project was accomplished under my supervision in 6 weeks. No safety or environmental issues and under budget

My family of origin, I had 7 sisters and 3 brothers and we all looked out for each other. My parents taught all of us a solid work ethic. Therefore, I believe WM to be a family. I believe in teamwork and respecting each other. I live by the golden rule and enjoy have fun. Exploring new and exciting aspects is the spice in my life.

The Developer owns a portion of the properties and pays the maintenance fees on those resorts. They also absorb the fees of the defaulted ones. The chart was presented at the Scottsdale Owner’s meeting October of 2023.

I currently serve on the WorldMark Board of Directors.

NO.

NO.

YES. NO.

As a member of the Board, I want to protect and increase the value of the investment that my fellow members and I have made in the Club. I will continue to encourage and improve existing best practices within the operations of the Club and identify ways to show new and existing owners the unmatched value of WorldMark. In addition, I want to illustrate everything that makes WorldMark so special beyond other vacation options such as hotels or home rentals.

My top three priorities are: 1) Manage factors that drive costs in maintenance dues with a goal of minimizing the annual increase to members. 2) Educate new, existing, and potential owners about the value of WorldMark. 3) Advocate for ownership in partnership with the management team in areas like improving the website and maximizing our market desirability, with a key focus on finding ways to increase the WorldMark resort footprint.

My experience as a CPA and a Chief Financial Officer running businesses with over $150 million in revenues annually guides my decisions. I understand the operations of the business and continue to make educated decisions. I will understand and explore what our competitors provide to make sure WorldMark is providing competitive amenities. Maintenance of the excellent asset we now have should come first and enhancements should be continually reviewed and carefully considered.

A business must stay focused on providing the best possible product and delivering on its promises. For WorldMark, owners want the Board to remain committed to ensuring the properties are well-maintained, that the staff is motivated and friendly, and that the Board communicates frequently and well with all of the membership about what it takes to deliver great vacations. Open and frequent communication means spending a lot of time listening to the concerns and needs of our membership and providing feedback to them. When speaking with the membership at large, being open, transparent, timely, and direct makes for the best communication.

My main career focus is finance and accounting. I was educated at the University of Southern California, obtaining a B.S. in Accounting in 1996, and I am a CPA (California CPA #78045 inactive). My past two jobs have been the Chief Financial Officer of multi-national businesses (Grapeman Farms and Pacific World Corporation). These businesses had over $100-150 million in revenues selling to customers like Walmart, Target, Rite Aid, CVS, Walgreen, Carrefour, Costco, Kroger, and a long list of other food and drug mass merchandisers globally with operating budgets of $125 million and $140 million, respectively.

In all my work, I am ultimately responsible for the entire budget of the business, the full accounting operation, and all of the forecasting activities, as well as ensuring company audits are completed. I am responsible for 13-week cash flow reporting, annual cash flow, annual actual financial results, as well as variance analysis of Forecast and Budget versus Actual results. I organize and prepare quarterly results and presentations for the company’s Board of Directors.

I have extensive Information Technology experience, developing and implementing enterprise resource planning systems at each and every company for which I have worked.

My jobs have required significant travel to China, Europe, and North America so that I can be engaged and involved in the day-to-day operations of manufacturing and farming facilities. Translating business activities into financial figures requires significant operational experience.

I have extensive experience dealing with various legal issues — from farming regulations, to real-estate laws, to trademark and patent laws. As a Police officer, I am also well-versed in criminal and tort law.

Typically, the Human Resources organization reports to me, so I have a deep understanding of employment rules and laws across the U.S. and globally.

My family and I are avid users of the Club. We live for vacations and use WorldMark almost exclusively for our vacation adventures; we try to take three or four trips to a resort each year. I know and love the facilities.

In addition to working as a CPA, I have been a farmer, a Los Angeles Police officer, as well as a Chief Financial Officer of businesses with over $150 million in revenues. I have spent a significant amount of my career working for Boards of Directors, so I know very well how the relationship between Management and the Board works. I have also spent a considerable amount of time operating businesses.

In my 17 years of police work, I learned how to listen and communicate with people from all walks of life. I think that people who meet me would describe me as open and honest, with a very common-sense approach to solving problems.

I am a very active person — I enjoy playing a number of different sports, such as hiking, backpacking, whitewater rafting, skiing, and running. Additionally, I spend a great deal of time doing volunteer work in my community.

The Developer researches new locations and constructs new resorts, which are deeded debt-free to the Club. The Management Company is the entity that operates the resorts, maintains the facilities, and administers the membership and reservations. The Management Company operates using the maintenance dues paid by the members of the Club. The Club is all of the member-owners who buy into the club, utilize and visit the properties, and pay maintenance dues to keep the resort in top shape.

No affiliation with Wyndham

No, no one has business affiliation with competitor.

No, never sold credits for profit or to generate income.

Yes, I can attend quarterly meetings in October in person or by conference call. I have flexibility with my schedule.

I have a love and fascination with how “Worldmark, The Club” has focused on a vision held by its original creators and has set bylaws whereby property remains free and clear, separate from its developers and create destinations and availability for families and owners. I live in the Pacific Northwest where the club has its origins and many of its owners but the area is not represented on the board. I want to lend my strong financial background to make Worldmark meet its objectives, including 1) being more profitable; 2) increasing occupancy during non-peak seasons by doing more innovative incentives; and 3) providing a more positive experience for owners via a) technology that works b) evaluation of costs and eliminating amenities with non-value-added expenditures. What once was almost all positive perspective shared by owners about the club has recently turned quite negative in several areas and some of it is founded, yet it saddens me as this can be corrected. This negativity needs to be addressed and the positives accentuated if “The Club” is to maintain it’s good name and objectives.

The Club must do both, keep costs in control and better enhance its technology. First, technology MUST have I.T. personnel that can address these needs more quickly! Once it works, the owners will have better amenities. Why do some members accounts work, and others do not? Example, I am a platinum member who cannot see the remaining credits I have nor many other screens that should and have had valuable information in the past, but do not get fixed. I have put in requests for over 3 weeks, multiple times, yet no fix. Secondly, by increasing the occupancy rates by adding new incentives in non-peak seasons profitability will increase. Increasing revenue is a solution to cutting costs. This could eliminate the need for special assessments, which creates mistrust of management and the Board. Both revenue increase and lean management principles must continuously be evaluated and best practices can and will make owners less focused on what is wrong, and more focused on how they can enjoy their ownership.

I have served in a fiduciary capacity, a manager and overseen budgets in both corporations and non-profit organization. I have certifications with Washington State as a Certified Public Accountant through June 30, 2027, principal owner of a CPA firm through June 30, 2024. I had investment advising licenses with FINRA and Insurance licenses that have chosen to retire those licenses. I graduated from a top 3 school in accounting with specific focus on taxation. Working for large companies ranging from Bank of America 98.6 billion in revenues, to Boeing (17 years) 79.7 billion in Revenues, to Russell Investments (4 years) 300 billion in assets, and Stella-Jones (6 years) 2.5 billion in Revenues. I have advised and managed other companies via my CPA practice as well. I currently create and manage a budget for a segment of a large non-profit pro bono.

I am held in high esteem and do not compromise integrity, honesty and service to others. I represent a different segment of the financial world, as a CPA, a fiduciary and as an owner of Worldmark since 2003. I grew up in the Pacific Northwest and have seen Trendwest and Worldmark grow to what it is today. With its roots starting first in the PNW and expanding throughout the West, then Internationally “The Club” gives us access to the world. I love Worldmark, The Club yet I have seen the frustration grow in very recent years. I read comments daily with recurring complaints, difficulties in navigating the site, and sales pitches where promises are questionable. I want to help address these because the concept of what we all bought and our ownership is fantastic and blesses our lives and those we love. As a member of the board. I want to be active in promoting ideas that are best for our owners, that in fact keep Worldmark, its owners, developers, and Manager cohesive and successful in keeping its promise and promote joy for us, the owners. In the 1990’s I participated with a major US company to study the successes of Japanese companies in learning lean manufacturing principles. These principles have developed over the years. I want to apply my 40+ years of experience to Worldmark by looking at how we can increase revenues, maintain or cut costs and ultimately keep owners happy. In the end not seeing special assessments, spending the money up front to get the technology now that every owner wants and deserves. We can do it with innovative ideas and smart lean practices that benefit all of us.

“Trendwest” the original developer created WorldMark, The Club. Laws regulating timeshare businesses required protections against any loss of property rights stemming from the debt or financial condition of the developer. Therefore, the developer, established WorldMark to be a legally and financially separate entity, free from any debt and guaranteed to always have sufficient resources to operate the properties through its own source of income from the annual dues paid by WorldMark members. WorldMark, a nonprofit benefit corporation, operated similarly to a large homeowner's association, providing protection for those who purchase now Wyndham’s vacation product. It was created for the specific purpose of owning, operating, and maintaining the real property purchased and developed. Once Wyndham had developed a vacation property, it transfers the property to WorldMark free and clear of any monetary encumbrances in exchange for the exclusive right to sell the vacation credits created by the units transferred. The management Company works directly with the developer. The Club (it’s owners/members) remains free from debt, via revenues from annual dues paid by its members.

Yes, as an owner.

No, I do not have any business affiliation with a Wyndham competitor or any related entities.

I sold back points as they were about to expire a few years ago due to minor health issues. That was the only time I had to sell back or lose my points. I just combined my points with my oldest son.

Since I am retired and substitute Teach, I can make myself totally available for any meetings called for Wyndham business. Currently I Serve as an elected School Board trustee. I do have 2 monthly meetings and expulsion hearings at night as needed. However, these meeting are set for each year and should not interfere with any Wyndham quarterly meetings. Meeting by conferencing will be no problem. Attending the yearly meeting in person will not be a problem. I would try to attend all meetings in person as I believe These meetings are important to attend

I would like to serve on the board all indications are that the members voices are not being heard. Members are complaining as it seems that the information keeps changing when we call or look up the information on line or when we call. I have 4 top priorities, but they are interrelated.

a. My first priority is improving the website. Communications is key to keeping members happy and in the know. The web site needs a word and phrase search button. In addition, the web site needs to be senior proof. That means the seniors need to have the website written so they can use the site without struggling to navigate the website. When I worked for Princess Cruises, I served on the Medallion Class App committee. It still needs work, but the senior travelers can navigate the site. Everyone agrees the Wyndham website needs to be reworked.

b. Customer Service is sorely lacking at the sales and other corporate sites such as financial and title services. Members complain about their treatment, timelines and lack of accurate communications. Our members expect to be treated with courtesy and respect. As an example, I had some questions about the new VIP services. I asked to talk with a manager. He made wait for almost an hour. To show up. And then had the audacity to tell me I had 30 seconds to discuss the items I needed answers for. I told him this will take a l lot longer. I hear this happens at a lot of sales offices. The sales program needs to have Board attention.

c. As I stated My 3rd issue is related to my 2nd issue. Legendary customer service is not a suggestion, but and actual concept on providing customer service. Our members/customers expect have their issues addressed and completed the first time they call or access our website. As A board we want our customer singing our praises, not bad-mouthing issues they encounter. Paying attention to our customers is all phases of businesses and fixing the issues is Legendary Customer Service. I will push this if elected to the board of directors I will push for the matrixes that track our customer satisfaction at all level of our business.

d. 3-4th Issue. Is the reservations system is not functioning. I tried to book a reservation at a Club Wyndham in Oceanside, but found that the website shows no rooms in mid-October and actually Through June of next year, with no chance to waitlist. I had to book at another resort, Wordmark. Even when I called (twice) I got 2 different responses and none of them made sense. O I called a friend who is a Club Wyndham member, he stated there are rooms available. Not what I wanted to hear as a member. Now the last item for this issue, Is I read that several members have complained about showing up and being told they don’t have a reservation. I some cases a confirmation email was not sent out. Confirmation emails should be automatic. This means our members have to print out their confirmation to show at check-in. Again, another issue that needs board attention.

Balancing customer desires, operational cost and enhancements takes a lot of research, management skills and efficient operations. This is a balance that is in need of constant monitoring. I have a technology and management background that allows me to manage an operation that can be cost efficient. Our members expect us to keep our costs in check as most of us are retired with a limited budget. My past government jobs and my current position as a school board trustee is to control cost and provide and education to our students. When I was first elected on the board, the district was $10 Million in debt and was monitored by our county school board. Under the current school board leaders with our school superintendent, we paid off this debt within my first year. I am a hands-on leader. I will be a hands-on leader as a member of the Wyndham Board. I will be active with monitoring Operational balance to keep cost to a minimum.

Board Management: 1. I serve on the Southern Kern School District as a Board Trustee. Our annual budget is over $74 Million per years and growing. I understand budgeting and fiscal responsibilities. We control out major budget item (personal and benefits) within established limits to stay within budget and keep a healthy reserve. I managed a large technical photo documentation division to meet flight test documentation needs using state of the art digital imagery. My annual budget was over $4 Million each year and what ever I was awarded by each flight test programs. I had the most advance digital audiovisual production systems to document Test Flights for the Department of Defense. Our job was to provide Legendary Services with the best quality at the lowest possible price. I always kept in mind that my budget was the tax payer’s money. Current I serve on the Board Of Directors for Colomont Inc and was elected corporate secretary. I have the corporate background to work for our members a board director.

People find I am a hard worker who is involved with getting the job done. If elected, I will be active in researching the issues the members see as issues. I have been in the communications business for over 50 years. I still officiate high school sports and substitute teach. I am a technology person, I helped pioneer electronic imaging for use in conference rooms. I will work to increase communications and work to see the website is improved and made senior proof. I do monitor the Facebook site and will continue to do so if elected. I won’t just monitor, but will make sure complaints will be surfaced to the correct department for resolution. As A school board member, I constantly have contact with taxpayers, parents, staff and students. I will take any issues to our superintendent. For resolution and I follow up.

As I understand the Club Management and Developer relationship work hand in hand to develop, manage and sell timeshares Club management operates the resorts and has a sales agency. The Developer works with the sales agency for continue funding to build additional resorts and by selling and determining vacation credits.