No

No

No

Yes

I have had the honor of serving on the Board of Directors for over 12 years, and as President of the Board for 3 years. In this time, I have helped provide leadership during very serious and stressful times — including the pandemic lock down and the subsequent reopening of resorts, the launch of a new owner website and reservation platform, and a special assessment to address unprecedented tax expenses. I’ve led through many challenges and many changes in our Club, its offerings, and programs. I am excited about the new opportunities we have to customize and enhance our owner and guest experiences at our resorts, now more than ever before. I believe that, for the most part, the changes during this time have been very positive. My top three priorities will remain: (1) governing the Club operations such that fiscal strength and stability remain our number one goal; (2) increasing member access to a growing number of vacation destination opportunities; in other words, “more dots” and (3) ensuring that member communications, both to and from the Club, be solicited, heard, respected, addressed, and remain protected.

I believe technology and online services are key ways that we can continue to hold increasing costs at a reasonable level. I also believe that maintaining Wyndham as a large management partner provides us the economies of scale that keep our Club operational costs to a minimum, through their very large purchasing power. I believe recent system enhancements have helped add value to your vacations by offering more specialized and customized experiences, which we are very excited about.

As a former Council Member and Mayor Pro Tem for the City of Fillmore, I shared governance responsibility for a $38 million municipal budget. As financial advisor of Merrill Lynch, I am personally and currently responsible for the management of over $100 million dollars of private and business investor assets.

I work and remain committed to being an independent thinker and leader representative for the Board. I strive to establish and maintain a civil, robust, and transparent deliberation process for myself and my fellow board members, so that we can thoroughly entertain and discuss ways that we can improve the delivery and experiences received by our members and guests as they vacation with us at WorldMark. I am committed, as a fiduciary, to my responsibility for the successful governance of the Club. As an ardent user of our membership, I enjoy and want continued expansion of services, amenities, and vacation resort options — and I want to receive these benefits at a fair and reasonable price. I remain committed to listening to all relevant stakeholders and using my best judgment and financial/fiduciary experience to make the best decisions possible. I will apply all relevant data at the time a decision is rendered with a keen focus on financial stability of the Club, owner expectations and trust, and of course, future sustainable growth of the Club. With your continued support, I remain dedicated and accountable to these goals.

The Club represents first and foremost our owners and the assets within the Club (i.e., the resorts, provided free and clear by the Developer, the reserve fund, and our goodwill). Management represents our hired manager charged with the responsibility of the day-to-day operations, staffing of all vacation planning, resort operations and customer relation functions, maintaining costs and expenses within budget and of course, responding to any and all operational emergencies, while also assisting the Board to anticipate and budget for operating expenses and long-term planning needs. The Developer is charged with analyzing, acquiring, and presenting new vacation location options to the Club for consideration, as well as the right to grow the Club membership through sales, while adding inventory to the Club asset base. All are interdependent and related to one another’s success. Without honest, open, and transparent dialogue between all three entities, the challenges of operational management and long-range future planning are difficult, if not impossible!

No

No

No

Yes, I can attend quarterly meetings and do not have conflicts prohibiting me from attending emergency meetings.

I am honored to help elevate the vacation experiences of WorldMark owners and their families, making sure every trip is one to remember. My top priorities are:

1. To ensure the Club continues to remain solvent with maximum benefit to owners
2. To maintain and improve upon the WorldMark facilities
3. To utilize my experience to enhance relationships for the betterment of WorldMark owners. 

Conducting a thorough cost-benefit analysis has consistently guided me toward making well-informed decisions.

Over the course of more than 18 years, I worked as both a staff member and Chief of Staff for Ventura County’s Third District Supervisor. I was entrusted with a $2.5 billion annual county budget, which required meticulous review, thorough research, and a comprehensive understanding of every line item to support informed decisions on budget approval.

In addition, I served on the Santa Paula City Council and later as the city’s Mayor, where I was responsible for overseeing a $50 million municipal budget.

My leadership extended to the Ventura Regional Sanitation District board, representing the city. This board managed a budget of $25 million annually to operate the countywide landfill and provide water sanitation services for several Ventura County cities.

Furthermore, I was a board member for Interface Children Family Services, a nonprofit organization in Ventura County with an average yearly budget of $20 million. This organization delivers vital support to children and families, including runaway youth and domestic violence shelters, all at no cost to those in need.

The values my parents taught me — respect, responsibility, integrity, compassion, kindness, and the simple principle of treating others as I wish to be treated — are at the heart of everything I do.

As a board member, I carry these values into every decision, supported by my extensive experience managing budgets and serving on public, nonprofit, and special district boards. I have a strong track record of fostering successful public and private partnerships. Most importantly, I believe in maintaining open lines of communication; for WorldMark owners, this means being accessible, listening to your concerns, and working alongside you to address matters that are important to you.

The Club is comprised of owners who — through ownership of vacation credits — maintain ownership of the properties. The Board of Directors, elected by the owners, is responsible for oversight of the budget and oversight of the manager of the Club. The board is guided by the Club’s Governing Documents.

The management company handles the upkeep of the physical property, the booking and reservation system, and financial records of the Club.

The developer identifies, acquires, or builds new properties and turns these properties over to the club unincumbered by loans for exclusive rights to market and sell vacation credits.

Yes, I am currently the Senior Vice President of Resort Operations for the Vacation Ownership business line of Travel + Leisure Co., a leading leisure travel company.

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

No, I have not advertised to trade, rent or sell or have traded, rented or sold a Wyndham timeshare product or WorldMark credits, vacations or housekeeping tokens for profit or to generate income.

I have the flexibility to attend quarterly meetings and the annual meeting in October. I do not have regular scheduling conflicts.

I deeply value my WorldMark ownership and cherish the unforgettable moments I’ve had with my family at WorldMark resorts.

My motivation for continuing to serve on the WorldMark Board of Directors comes from a genuine desire to make a positive impact. With over 25 years of leadership in the hospitality industry, and my current role as Senior Vice President of Resort Operations for the Vacation Ownership business line of Travel + Leisure Co., I bring a comprehensive understanding of both the timeshare landscape and Wyndham’s unique role as Developer and Management Company. This background is a distinct advantage for the Club.

My foremost priority is to ensure our owners enjoy exceptional vacations. Our resort operations team is dedicated to helping families craft cherished memories — whether it’s a milestone celebration, a spontaneous getaway, or annual reunions that become beloved traditions. The stories I hear from owners highlight just how vital WorldMark is to their lives.

My second priority is to guarantee owners receive outstanding value. While keeping expenses in check is always important, WorldMark’s reputation as “the envy of the timeshare industry” is built on providing outstanding services, amenities, and an array of exciting destinations. Maintaining this value is essential.

Lastly, I am committed to broadening and diversifying the vacation opportunities available to our owners. By expanding our offerings, we empower WorldMark members to discover new destinations and experiences — ensuring there’s always something fresh to look forward to on your next vacation.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.

Maintaining a vibrant and forward-thinking club is essential, but fiscal responsibility remains paramount. The Board is acutely aware that member dues and fees must be handled with care. We continually seek opportunities to manage expenses while upholding the services and amenities our owners have come to expect. Striking the right balance is crucial. That is why we emphasize a thorough cost-benefit analysis in every decision, ensuring improvements are made thoughtfully and sustainably.

Currently, I am the Senior Vice President of Resort Operations for the Vacation Ownership business line of Travel + Leisure Co. and oversee a budget of a minimum of $1.5 billion per annum. I have more than 25 years of leadership experience in the hospitality industry and have direct, hands-on knowledge and experience in the day-to-day operations of the Club and its resorts.

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 best way to describe this relationship is to think of it as a three-legged stool. There is WorldMark, The Club, Wyndham the Developer, and Wyndham the Property Manager. All parties are interdependent and need each other to be successful. For example, without Wyndham’s development of new resorts, and its yearly multi-million dollar investments in the club, owners would have to make up the difference through annual assessments and increased fees. Without WorldMark, The Club, Wyndham would not be able to sell credits, which is how Wyndham makes money and pays for club investments. And Wyndham the Property Manager handles the management of the club and makes sure that the services and amenities are first-rate. This interdependent relationship is a win-win for all parties and is what has made WorldMark the envy of the timeshare industry.

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.  Hopefully the meeting will be held in October 2025.

I have loved my ownership for many years and like the vision of “Worldmark, The Club” has focused on the vision held by its original creators and has set bylaws whereby property remains free and clear, separate from its developers and creates 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 b) evaluation of costs and eliminating non-value-added expenditures.  What once was almost all positive perspective shared by owners has recently turned negative in several areas and some of it is founded. This negativity needs to be addressed and positives accentuated if” The Club” is to maintain it’s good name and objectives.  With a focus on owners/members earning trust by being honest, transparent, and addressing key issues will in stead help make the company, its owners and developers be more profitable in the end. A win/win/win!

The Club must do both, keep costs in control and better enhance its technology.  First, technology MUST have I.T. personnel that can address needs quickly!  Once it works, the owners will have better amenities.  Why do some members accounts work, and others still 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 multiple times, yet no fix and no response.  Secondly, by increasing the occupancy rates by adding new incentives in non-peak seasons will increase profitability and shore up forecasted budgets that have missed in revenue.  Increasing revenue is a solution to cutting costs and managing costs in accordance with a more accurate budget will help 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, 2027.  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 hold myself to a high standard am held in high esteem.  I 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 and fees paid by its members.