No.

No.

No.

I have the flexibility to attend all board meetings and no regularly scheduled conflicts that would make it difficult to attend emergency or special meetings.

I want to serve on the Board to ensure the ownership receives the best value possible for their investment, regardless of the number of points they have purchased.  My top three priorities are financial viability and sustainability, Board and management operational excellence, and excellent 360-degree communication between the ownership, the Board, and management.

WM has set a standard of service features that distinguishes us within the hospitality industry.  Owner expectations reflect those standards and drive extending or improving our amenities; wanting more at little or no additional cost.  Here is a hypothetical example of how I would balance amenities against cost controls. Most hotels/motels provide complimentary coffee within the unit or in a common area.  We match that.  Some provide some form of complimentary breakfast as well.  If breakfast were proposed as an additional WM amenity, I would first weigh whether it falls within our profile and characteristics as a resort destination.  Given that our standard service model includes a full-service kitchen in-unit specifically to as a standard of convenience and alternative to reliance on local restaurants, then in-resort food service, including barista service, is inconsistent with our service model and would not warrant the additional cost and food safety risk. 

Many amenity expectations are driven by social and technological changes that become ubiquitous to our lives, as WIFI/internet access has, and as the need for EV charging stations likely will.  The Board should keep an eye on emerging trends in anticipation of those that would be consistent with our service model as Board members become aware personally, from the management team, or feedback from owners.  Amenities, like all operating expenses, should be periodically assessed for cost/benefit and impact to the bottom line.

I have a wide range of skills applicable to serving on the WM Board.  Since 2002, I have served on the board of directors for several community service non-profit organizations with annual operating budgets between 1 and 10 million dollars including as Board Chair.  From 2017-2025 I served on the Advisory Board of 4Culture, a King County agency that funds arts organization within the county; 4Culture will be distributing $700 million over the 2026-2033 budget years.  I retired from my IT career in 2016 as a Sr. IT Project Manager for Seattle City Light.  For 15 years, I continuously managed multiple projects, sometimes simultaneously, with budgets ranging between $10 and $50 million, with direct responsibility for the budget, task management, and the entire software development process from conception and needs assessment through software development, end-user and training, and implementation.  I also served on city-wide teams developing human resource policies and standards, and development of community engagement standards and practices.  I served from 2004-2014 on the Regional Council of the Professional Technical Employees Local 17 labor union, overseeing union operations for over 9,000 union members whose combined wages exceeded $800 million. I certified as a mediator and from 2014 through 2020, I mediated cases for the King County Inter Local Conflict Resolution Group (ILCRG), King County’s Restorative Justice Program, the Seattle Federal Executive Board Dispute Resolution Program (FEBDR), City of Seattle Office of Civil Rights and multiple community non-profit organizations.  As a result of extensive training and these experiences, I possess a versatile skill set that includes task management, team building, collaboration, negotiation, mediation, communication, attention to details, troubleshooting and problem-solving, interim and long-term goal-setting, expectation and performance management, and success assessment.  These have served me well as a board member and volunteer at multiple organization, and will serve me well as a productive contributor on WM’s Board.

I believe service in support of shared community goals and objectives is an honorable activity.  I believe representatives of the community need and must seek the support and participation of the community in order to effectively serve that community.  As a WM Board member, I promise to listen to the ownership’s needs and desires, to function transparently, to ensure metrics are in place to monitor and assess operational performance and ownership value, and to ensure communication about our organizational performance is provided to the ownership on a periodic basis as well as promptly reporting any decisions or conditions that have a significant impact upon the organization’s health and services.

I have read each of the governing documents available on the website.  I understand that Wyndham, by contractual agreement and on behalf of the Club, is responsible for both the operations and development of the Club properties and sales of vacation points to new and existing owners.  Resort, management representatives, and sales staff are Wyndham employees or subcontractors.

No.

No.

No.

Yes. No.

I would like to serve on the Board for WorldMark as I believe that I have expertise in management, finance and operations that would enhance the overall WorldMark experience for our owners.  I believe that there are areas that need some development with the Boards’ guidance.  Some of these areas are:

• Regular visits to resorts that our board currently doesn’t have the time, or perhaps incentive, to visit.  There are properties within our organization that are outdated and need to be evaluated, both in terms of upgrades and in terms of long-term viability.  I strongly feel that these visits are long overdue and need to be scheduled, to better understand our Clubs’ needs.  I would address that need with other board members and encourage scheduling these visits.  This would likely require some motivation to do so for some of our Board members. I would encourage the Board to schedule meetings at properties that may not be as much “fun” as others in the interest of serving the needs of both our Owners and the long-term partnership with Wyndham.
• Expansion into new markets is essential for both sales and our Owner base.  The travel world has evolved significantly in the last decade.  It is up to us to see that we evolve accordingly.  I would be pleased to play an active role in identifying properties, in particular on the East coast (where we are currently underrepresented).  I believe we are missing some destinations that would both increase sales and Owner satisfaction.
• I believe that the true success of any organization is “the big picture”.  Unfortunately, the world today is centered primarily on instant gratification.  It is imperative for the long-term growth and success of WorldMark to play the long game. I hope to be able to communicate the understanding of that to our members through discourse and interaction.  Most importantly: the contribution that Wyndham, as both developer and manager, must be communicated effectively to our Owners. Good stewardship is not cheap.

There is no easy answer to balance what people want and what is financially feasible for a company.  Again, I believe transparency and open communication go a long way toward narrowing that gap.  I hope that redirection and open communication in the Owners’ meetings will foster a better understanding of the   affordability of our product for our members.  Life is always about trade-offs; the difficulty is identifying which avenue best serves the long-term success of our Club.

I spent several years with Fairfield Communities in the 80’s and 90’s as Director of In-house, Offsite and OPC Marketing in Williamsburg, VA.  I also worked in Sales/Sales Management for both Fairfield Communities and Offsite International.  In the 2000’s I was affiliated with C2i Media, an internet media company.  Since 1993 I have owned and managed an independent used car dealership in VA.  In 2016 I opened a finance company to complement my car dealership and purchase contracts from other auto dealers.  In 2019 I moved to Florida with the intention of retiring and instead opened a branch of the finance company to assist borrowers in need of sub-prime lending.  My business expertise and experience, as well as my extensive travel and life experience, make me uniquely qualified to contribute to the requirements of a board position with WorldMark.

I am well-traveled and balanced in my life.  I am a very strong, independent individual with a tendency to look at the long game.  My ability to disseminate, identify a problem and find a solution has served me well in my professional life.  I believe those are personality characteristics that would be valuable to the BOD.  I love to travel and believe that time together away from day-to-day issues binds a family.  WorldMark offers an effective vehicle for families to strengthen ties and increase their exposure to our country.  My family has been traveling with WorldMark for 20 years.  Our years in the Club give me a unique vision for both what the Club currently offers and the phenomenal potential moving into the future.

The relationship between the Club, the management company and the developer is a rich one.  Wyndham’s role has been an injection of life-force (and capital) into WorldMark.  Their commitment to quality, investment of both funds and time, and experience in the timeshare business is invaluable.  The symbiotic relationship we have has provided innumerable benefits to the Club.  Not only do they provide effective management of Club properties; their commitment to expansion offers our Owners new quality vacation opportunities that few other developers could offer.

I do not have any past or present affiliation with Wyndham.

Neither I nor any member of my immediate family have a business affiliation with a competitor of Wyndham or any related entity.

Yes. On three separate occasions, I listed unused reservations I had reserved on the Koala website in an attempt to recoup maintenance fees and avoid losing credits. These listings were not made for profit or to generate income; they were simply an effort to minimize financial loss on reservations that I could not use.  I never actually rented any of them.

I have the flexibility to attend quarterly Board meetings and the October annual meeting, either in person or by conference call. As a self-employed CPA, I maintain a very flexible schedule. The only potential challenge is my busy season from February 15 to April 15. With adequate notice, I can schedule around deadlines and have no difficulty attending emergency or special meetings.

I want to serve on the Board because I am deeply committed to the long-term success and value of WorldMark for current and future owners. My master’s project in graduate school (Fall 2000) analyzed the pros and cons of timeshares from both developer and purchaser perspectives. Although the WorldMark credit-based model differs from traditional deeded-week timeshares, many of the core issues remain relevant. This background, combined with my experience as a long-time owner who has bought, sold, and combined memberships on the secondary market, gives me valuable insight into the challenges facing both WorldMark, The Club and its members.

• 1st Priority: Strengthen the long-term value of WorldMark memberships in the secondary market. Currently, significant barriers to transfer (6+ months) and the loss of benefits after transfer (Travelshare, VIP, RCI Membership, T&L Credits, etc.) reduce resale value. Making secondary-market memberships functionally identical to developer-purchased credits would preserve owner equity and benefit future generations.
• 2nd Priority: Provide clearer guidelines and greater transparency around maintenance fees. Fees should cover core operations of the facilities—including taxes, utilities, check-in and maintenance staff, and reserves for repair/replacement of physical assets. They should include housekeeping in the form of a line item for housekeeping tokens. They should not include marketing/sales expenses, or be used as a general fund. A separate fund for planned improvements would also help with the visibility of where the fees are going.
• 3rd Priority: I recognize that developer sales are essential and that Wyndham holds the exclusive right to sell new credits. Owner Update meetings serve as a valuable channel for sharing promotions, offers, and club updates with existing members. Exploring more flexible and owner-friendly formats for these sessions would enhance the experience for current owners. At the same time, strengthening the long-term value of our memberships will naturally increase demand and create an even more positive environment for everyone.

I believe the Board must strike a thoughtful balance by prioritizing enhancements that deliver measurable value to owners while maintaining strong fiscal discipline. I support budgeting for future improvements separately from routine maintenance and repair reserves so that upgrades do not become an unexpected burden on current fees. We should also regularly evaluate services and technologies (for example, underutilized landline phones or restrictive TV systems) and redirect savings toward high-demand amenities. This approach mirrors successful business practices—such as Tesla’s emphasis on redesigning processes rather than incrementally improving outdated ones—ensuring we control costs while adapting to changing member preferences.

I am a Certified Public Accountant (CPA) with 25 years of public accounting experience, including 23 years holding an active CPA license. My career has centered on financial oversight, budgeting, internal controls, and fiduciary responsibility across large corporations and cooperative entities.

Early in my career, I worked as an auditor and tax professional at two of the world’s largest accounting firms. I then served as Controller for a manufactured housing factory with approximately $30 million in annual sales.

At a major sugar manufacturing company structured as an Agricultural Cooperative, I held two successive positions: first as Factory Controller, then as Tax Director. As Tax Director, I oversaw the full financial operations of three factories and the corporate headquarters, with responsibility for more than $1 billion in total company sales. This role gave me deep experience with the unique financial, tax, and governance requirements of member-owned cooperative organizations — including the management of unrelated business income, which is especially relevant for a nonprofit mutual benefit corporation like WorldMark.

Later, as Corporate Controller for a wood products holding company, I prepared monthly consolidated financial statements for multiple operating mills, managed corporate cash flow, and reported directly to the equity owners. In 2016, I founded my own CPA firm, which I have grown to more than $200,000 in annual gross revenue while maintaining complete responsibility for its financial management, budgeting, and compliance.

In addition, I have served in leadership roles for nonprofit and community organizations, including as president of my condominium association, Treasurer and President of a local Kiwanis Club, and currently as Treasurer of the Borah Lions Football Boosters (a 501(c)(3) organization). These roles have provided me with extensive hands-on experience overseeing large-scale budgets, implementing strong financial controls, and exercising fiduciary duties in complex organizations. I am well prepared to help manage and safeguard WorldMark’s $525 million annual operating budget.

My wife and I became WorldMark owners after my brother (also a CPA and longtime owner) gave us a New Year’s Eve week at Boulevard in Las Vegas as a Christmas gift approximately 17 years ago. That experience hooked me on the Club. Since then, I have bought memberships on the secondary market, combined them, temporarily sold mine during a particularly busy period when starting my firm, and bought back in when life stabilized. I genuinely love WorldMark and actively share it with friends and family by hosting them on trips. What sets me apart is my combination of deep financial and operational expertise, hands-on experience navigating the secondary market as an owner, and a strong commitment to increasing the long-term value and enjoyment of membership for all owners.

WorldMark The Club is the member-driven nonprofit entity that purchases and holds the properties for the benefit of its members (owners). The Developer builds the properties and initially sells credits/memberships to owners. The Management Company (Wyndham) handles day-to-day operations, including guest and owner check-in, maintenance, repairs, and cleaning of the facilities.

I currently serve on the WorldMark Board of Directors.

No.

No.

Yes. No.

As a Board member, I want to protect and strengthen the value of the investment my fellow WorldMark members and I have made in the Club. I will continue supporting and improving the Club’s operational best practices while identifying new ways to demonstrate WorldMark’s exceptional value to both current and prospective members. I also want to highlight what sets WorldMark apart from other vacation options, including hotels and home rentals.

My top three priorities are: 1) Manage the factors that influence maintenance dues, with the goal of minimizing annual increases for members. 2) Educate current, new, and prospective members about the value of WorldMark. 3) Advocate for members in partnership with the management team by improving areas such as the website, strengthening market desirability, and exploring opportunities to expand the WorldMark resort footprint.

My experience as a CPA and Chief Financial Officer for businesses with more than $150 million in annual revenue informs my decision-making. I understand business operations and use that knowledge to make thoughtful, well-informed decisions. I would review what competitors offer to ensure WorldMark continues providing competitive amenities. At the same time, maintaining the excellent assets we already have should remain the top priority, with enhancements reviewed regularly and considered carefully.

A successful business must stay focused on delivering a strong product and keeping its promises. For WorldMark, that means ensuring properties are well maintained, staff members are motivated and welcoming, and the Board communicates clearly and consistently with the membership about what it takes to provide great vacations. Effective communication requires listening to members’ concerns and needs, providing meaningful feedback, and being open, transparent, timely, and direct.

My career has centered on finance and accounting. I earned a B.S. in Accounting from the University of Southern California in 1996 and am a CPA (California CPA #78045, inactive).

In my last two roles, I served as Chief Financial Officer for multinational companies, Grapeman Farms and Pacific World Corporation. Each of these companies had annual revenues of $100–$150 million and operating budgets of $125 million and $140 million, respectively. These companies sold to major global retailers, including Walmart, Target, Rite Aid, CVS, Walgreens, Carrefour, Costco, Kroger, and many other food, drug, and mass merchandisers.

In these roles, I have been responsible for the full business budget, accounting operations, forecasting, audits, 13-week and annual cash flow reporting, annual financial results, and variance analysis comparing forecasts and budgets to actual performance. In addition, I prepare and present quarterly financial results to the company’s Board of Directors.

I also have significant information technology experience, including developing and implementing enterprise resource planning systems at every company where I have worked.

My work has required extensive travel across China, Europe, and North America, allowing me to stay closely engaged in the day-to-day operations of manufacturing and farming facilities. Converting business activities into financial results requires strong operational knowledge, and that experience has been central to my career.

I have also managed a broad range of legal matters, including farming regulations, real estate issues, and trademark and patent matters. Through my work as a police officer, I also gained knowledge of criminal and tort law.

In my work experience, Human Resources has typically reported to me, giving me a strong understanding of employment rules and laws in the U.S. and internationally.

My family and I are enthusiastic Club members. We value our vacations and use WorldMark almost exclusively for our trips, typically visiting a resort three or four times each year. I know the facilities well and genuinely enjoy them.

My background includes work as a CPA, farmer, Los Angeles police officer, and Chief Financial Officer for businesses with more than $150 million in revenue. I have spent much of my career working with Boards of Directors and understand how effective relationships between management and the Board should function. I also bring substantial hands-on experience operating businesses.

During 23 years in police work, I learned to listen and communicate effectively with people from all walks of life. Those who know me would likely describe me as open, honest, and practical in my approach to solving problems.

I am also very active and enjoy hiking, backpacking, whitewater rafting, skiing, and running. In addition, I devote significant time to volunteer work in my community.

The Developer identifies and develops new resort locations, then deeds completed resorts to the Club debt-free. The Management Company operates the resorts, maintains the facilities, and manages member services and reservations, funded by maintenance dues paid by Club members. The Club is made up of the member-owners who purchase into the Club, use the properties, and pay maintenance dues to help keep the resorts well maintained.