BetterOHCC

About me

When my husband and I moved to Ocean Hills, we weren’t simply choosing a neighborhood. We were choosing how we wanted to spend this chapter of our lives. Longevity doesn’t run in my family. I found myself asking: If I only had a few good years left, where would I want to spend them?

After spending a few winters here, we fell in love with this community. I enjoy the many walking paths and the simple kindness of neighbors waving hello.

So, the answer was simple. Close to our sons. Close to friends. Here at Ocean Hills Country Club.

I love finance, enjoy digging into data, and make it a point to stay current on AI. I also love ice cream.

Now, I want to spend this chapter of my life giving something back. Helping protect and build this community and helping my neighbors because they’re worth it. I don’t want to see longtime residents needlessly pushed out of this community because of financial decisions that could have been planned for differently. I don’t want to continue to watch homeowners wait two hours to be heard for two minutes. Life is challenging enough. Being heard shouldn’t have to be an endurance contest.

I believe our meetings, our processes, and our culture should be built around us, the homeowners.

Read my 2026-2027 Vision & Plan for OHCC

Why I’m Running

I care deeply about this community, and when I look at the challenges we’re facing, I realize they’re the same kinds of challenges I’ve spent my career helping organizations navigate. I think we’re at a pivotal point in which the decisions we make over the next two years - decisions about our finances, policies, and governance will shape the community for years to come.

Every organization experiences moments when routine management isn’t enough. I believe OHCC is at one of those moments.

Today we’re facing several significant challenges at the same time:

Aging infrastructure.
Village roof funding concerns.
Pressure on master reserve funding.
Declining operating equity (our safety net).
Irrigation allocation and water management issues.
Governance decisions that will shape our community for years to come.

These aren’t isolated issues. They’re interconnected. They require leadership that can see the whole system—not just individual problems

That’s why I’m running.

Why I Believe I’m Prepared for This Moment

“I didn't spend my career preparing to run for an HOA Board. Looking back, much of my career prepared me for exactly the challenges OHCC is facing today.”

These moments call for leaders who can understand complex problems, organize people around a plan, and guide organizations through change. Helping organizations navigate interconnected challenges is the work I’ve spent my career doing.

Early in my career, I helped lead a business turnaround at The Quaker Oats Company when one of our major brands was losing distribution and market position. Years later, while serving at the Southland Development Authority, I helped lead another organization through a period of significant uncertainty. After months of work, our CEO sent me a text message that I’ve kept ever since.

“Your efforts will have undoubtedly saved the organization from complete disruption, if not dissolution.” - Bo Kemp, CEO, Southland Development Authority

I don’t keep that message because of the compliment. I keep it because it reminds me why this work matters. Helping organizations navigate difficult moments has been the most meaningful work of my career.

Since moving to OHCC, I’ve approached this community the same way. I’ve spent hundreds of hours analyzing our contracts, budgets, audited and aggregated financial statements, reserve studies, governing documents, finance committee reports, Board, Executive Finance Committee, and Executive Session minutes - essentially the history and decisions that brought us to where we are today. Not because I enjoy reading financial reports. Because I believe good decisions begin with understanding the facts.

Professionally, my background combines financial reporting with large-scale project and operations management. But over the years I’ve learned that organizations aren’t transformed by solving one problem at a time. They’re strengthened by understanding how everything fits together: financials, operations, governance, contracts, people.

They’re all part of the same system. I’m a systems thinker, and my approach has always been to understand that system first—and then work with others to improve it.

I don’t claim to have all the answers. But I know how to ask good questions. I know how to build consensus. I know how to manage complex projects. And I know how to turn analysis into insight and insight into action.

I believe that’s what this moment calls for.

1. Protect Our Money

We can care for aging amenities without increasing fees and hitting homeowners with special assessments — if we plan ahead.

Build a long-term financial plan that prioritizes maintaining the value of what we already own.
Competitively and methodically rebid our largest service contracts—including management, landscaping, and security—to ensure homeowners receive the best value. They haven't been rebid in 10+ years and account for +60% of expenses. (See contracts below)
Bring in an independent accountant to review what’s been spent on big projects like the lake and golf course and also to analyze expenses allocated to reserves.
Reduce homeowners’ monthly assessments.

So…What Would I Work Towards?

My goal is simple: build a financially resilient, well-governed, owner-centered community where homeowners are informed, respected, and heard.

2. Open Communication

I would work with fellow Board members to create more opportunities for meaningful, two-way communication throughout the year.

Reorganize meeting agendas to allow homeowners to speak at board meetings without a two-hour wait.
Hold quarterly homeowner town halls focused on our finances, major projects, and community priorities—with plenty of time for questions and discussion.
Provide homeowners with the information the law requires—promptly, transparently, and in the format requested when reasonably available.
Whenever possible, provide the maximum information the law allows—not the minimum.
Treat every homeowner with courtesy and respect, including those with differing viewpoints, and encourage constructive dialogue that helps improve our community.

3. Respect Homeowners as Owners

• Update the CC&Rs to restore homeowners' right to vote on major capital improvement projects.

• Update the Bylaws to strengthen homeowner representation - e.g., Board vacancies filled promptly through homeowner elections whenever practical. Establish lower quorum requirements for homeowner elections, recalls, and petitions.

Update the Operating Manual to work for us.
Use independent experts when specialized expertise is needed—for reserves, procurement policies, contract reviews, etc.

Across all three priorities, I would seek opportunities to use technology, data, and outside expertise to improve service, reduce costs, increase transparency, and help the Board make better decisions.