LOW Residence:  Section 8

Introduction/Family:
My wife and I with our four children Pierce, Slater, Connie, and Jacquette have been part-time residents for 17 years and now I have resided full-time in LOTW for the past three years; we’ve been here a total of 20 years. My wife and I initially bought an older house on Section 8 Lot 67, for a weekend getaway we came down normally in the warmer months while the kids were small. In 2012 we tore down and rebuilt a new house. In 2019 we purchased the property on Sec 8 Lot 68 right across the street and again built our forever retirement house there. Due to our fulltime jobs and frequent travel, I couldn’t really commit as a reliable volunteer for LOTW committees until I retired. My wife and I are both retired USAF officers, but both still had significant jobs as a senior government employee for my wife at the Pentagon and for me a Vice President of a large DoD focused company in McLean VA. I’m still working part-time through my personally owned T&C Consultancy LLC., but I can do everything from LOTWs. I joined the ECC about a year ago, based on my experience building two homes I had a pretty good understanding about that process. My goal in joining the ECC was to help the LOTW residents maintain compliance yet meet their stated residential goals. Communication is key. Now I’d like to help at a different level, one I believe I have unique experience.
 
Education:
Master of Science, Management, Troy State University - 1998
B.S., Political Science, University of Idaho - 1984
 
Experience:
I believe that my experience from 27 years in the USAF, managing the base public works division while on exchange to the Coast Guard in Traverse City, Mich. Working at numerous leadership and management levels in USAF and Industry developing requirements, building programs, managing contracts during execution phase through completion. Between the 39 years in the military and Industry I have the real-world experience managing and leading people. Both in the Military and within Industry (Vice President for a large Defense Contractor) I was given the toughest leadership positions because I was able to build a strategy, a cohesive team, and a viable plan that made execution to meet organizational goals a reality. I really want LOTWs HOA to be focused on making this community the best it can be. I believe communication and tenacity are key qualities to making change in a bureaucracy. I stood up a new career field in the USAF, having to build a business case and build consensus at the tactical, operational, and strategic levels. I was hand-selected by the Secretary of the Air Force to develop and implement a new combat career field “Combat Rescue Officer (CRO)”; the 5 year program included the stand-up 10 new squadrons, building an appropriate and sustainable training pipeline, initiating a two-tiered selection process all at a cost of $20M. Had 40 officers and two squadrons up and running within 18 months for OEF and OIF. At the same time, was lead Architect for the Battlefield Airmen and Guardian Angel Weapons System. Researched and staffed package for almost two years to finally win approval after personally briefing the CSAF. This institutionalized a “fix” to the equipment issue for Battlefield Airmen programs which had typically been poorly funded year to year. Initiative resulted in a $70M plus-up to ensure airmen in the deep battle space had the most current and capable combat gear. To maintain long-term sustainable and vibrant organizations like Battlefield Airmen and LOTW the core foundations (baseline requirements of power, services, and money) need to be solid and realistic. We need to build baseline requirements and manpower needs to sustain the level of services and Amenities. Realistic baselines help you build realistic budgets that address the fundamental processes needed to manage an association.
Although I see some obstacles that could cause short-term to mid-term frustrations among residents, LOTW employees and the Board; I really do see a bright future. I believe I have the motivation, real world experience and core skills of honesty, integrity, and trust to help the board address some of the most critical issues our community faces.
 
Critical Areas from my perspective:
1. Revenue: NCR revenue is decreasing due to fewer lots available for new construction.
2. Amenities are losing money; so hard decisions will need to be made on whether the funding of amenities should be shouldered by all residents when only a fraction use the amenities.
3. Focusing on a 1-year budget cycle doesn’t allow you to properly plan. We should build three-year budgets.
4.  Continuing to increase manpower without a detailed manpower study based on a manpower document organizational requirements which outline jobs, task based on local salary scales will help in our hiring process.
5. Finally, there seems to be a reluctance to reduce or extend amenities services or restructure them to reduce losses. Some of this may be because of Restrictive Covenants, but some out-of-the-box thinking may be needed.
 
Final Thoughts:
A smart commander told me once “you don’t know, what you don’t know;” to be a good leader you need to be a good listener and follower first. I would sincerely appreciate everyone’s vote later this summer. I promise you one thing, “I will be your representative and listen and follow the community’s desires based on our governing directives.” Please vote on the referendums