Your Questions

We need to listen better, answer better and tell our story better: to ourselves first, then to the world.

Our own members often hear the news from a neighbor or a Facebook page before they hear it from the CA, and there's nowhere to check what happened to a question. And we pay $346 per person a year with no CDD fee, while newer communities nearby charge $300 to $700 a month per home, yet buyers and realtors don't hear that story clearly.

I've spent my career on exactly this kind of problem. And I'll be honest: if we get this right, my house is worth more when I sell it. So is yours.

It isn't a technology project.

It means you hear from the CA first, your question gets an answer or a date, and it's easier to find your neighbors, clubs and the volunteers who can help. Paper stays.

More than 35 years in marketing and communications, and I've already done my homework on this community.

I've worked in marketing since 1988, leading marketing departments and launching software businesses. Here, as Caloosa Golf Club's volunteer marketing director, I lead its website redesign and ran the club's first digital advertising on Facebook and Google. Site visits have more than doubled since May. Take a look: golfcaloosa.com.

I was one of the authors of the CA's 2026-2028 Strategic Marketing Framework, with Julie Chappel's Communications & PR Committee. I also wrote the CA's application to Google's nonprofit program; the board approved its key elements in April, and the grant was approved. I'd like to help the board put both to work. 

I've also served on the board of a UK technology start-up that raised millions in its first months. 

Before filing, I met with five sitting directors to learn what the job really involves. If elected, I'd be one of nine, and I'll vote on evidence, not hunches.

I control my own schedule, and I'll step out of any vote that touches Caloosa.

I'm a full-time resident and homeowner. I help run a UK logistics company and plan to retire in 2027. Because I set my own schedule, I'll be at every board meeting, and I'll serve the full three years.

At Caloosa I'm a board director and the volunteer marketing director. Caloosa is a separate organization, and I'll step out of any CA matter that involves it.

I have two large German Shepherds and a mountain bike - I LOVE green space!

In all my conversations, I haven't heard one person say they want residential development on the golf courses. The board was elected to follow the members' wishes, as far as policy and law allow.

What the CA can do is limited, but real. Zoning belongs to Hillsborough County, and as a 501(c)(3) the CA can't lobby. But it can get the facts and the county hearing dates to every member, quickly and directly, so 11,000 members know when and where to be heard. That's what "Better Connected" means in practice. 

I'm one of nine votes, and I'll work within what the law allows. 

The board clarified its position in the May 13 minutes - You can read them here - https://www.suncitycenter.org/wp-content/uploads/May-13th-2026-BOD-Meeting.pdf

My summary -

• When and why: the board decided in 2022, based on legal counsel’s input and practical reasons.

• No plan yet: no development plan has been filed with the county to take a position on.

• Working relationship: an adversarial stance now would hurt the board’s ability to get ClubLink to act on complaints such as mowing and downed trees.

• Next step: the board will take a position if something is submitted to the county.

Protect the bargain we have, and bring in value that doesn't come from dues.

At $346 per person a year, even a couple keeps roughly $40,000 over ten years compared with newer communities nearby.

Being debt-free is a goal now and forever. Today we carry the $3 million Phase 1B loan members approved in December 2025. I wouldn't take on new debt unless a large majority of members directed us to.

Google's nonprofit program offers up to $120,000 a year in free advertising, plus free email, calendar and forms tools. I want us to know exactly what we spend on technology and why. My test for every decision: does it raise revenue, cut costs or reduce risk?

Members should hear the news first, and be able to see what happened to their questions.

The board already publishes minutes and videos, and its workshops take members' input. I'd build on that with a public list of questions and where each one stands. Here's a sample using the October 28 and November 11 meetings.

Yes, and credit to them.

The board has held Coffee and Conversation sessions, its workshops take input, and the president has answered members' questions in writing, including why the board stays neutral on ClubLink. What's missing is the last step: one place to see what was asked, who has it, and what happened.

It shouldn't.

My forum and notes are my own job as a director. Anything larger needs five votes, and volunteers with a named owner, not more hours from the office.

Clubs run on volunteers, and volunteers deserve better tools.

The free Google program the board approved in April includes club web pages, club email, calendars and sign-up forms, at no cost to members.

Good ideas here often stall halfway. I'd coach volunteers on process and technology so they get finished. I serve on the CA's Technology Committee now.

Our framework says it plainly: volunteers are its greatest strength and its biggest risk. Staff can't carry this alone, so the work has to be easy for volunteers to pick up. 

Members voted for it, and it's being built. It isn't the board's role to reopen that vote.

Phase 1B, the pool and restaurant, passed with a large majority of members and is now being built.

Nothing I'm proposing competes with Phase 1. My ideas need little budget, and better marketing helps it: new facilities only raise home values if buyers and realtors hear about them.

The Association does.

I wrote the application, and it was filed in the CA's name, with Director Julie Porto as its owner on Google's side. The board approved the key elements in April.

Everything I've done for the CA belongs to the CA.