I'm not running because Beachwalk is broken. I'm running because decisions that belong to 980 members keep getting made in rooms most of us never hear about — and because everything on this page came out of the club's own documents.
Every claim below is sourced to a club document or a St. Johns County recorded instrument. No rumors, no anonymous sources. Read them yourself — the index is at the bottom of this page.
On April 20, the board voted to commit to conveying the club to the CDD, "predicated on conditions" that were never disclosed to members because they came out of a closed session with counsel. The minutes label the item UNNOTICED. The President and the Secretary both voted no.
Board Minutes 04-20-2026 · §IXbIn October 2022 the developer used its reserved power to amend the bylaws unilaterally and lowered the quorum for member meetings by nearly half. Fewer members are now needed to decide anything the membership votes on.
Instr #2022102639 BK 5660 PG 1866A recorded amendment created an "Associate Membership" for Sentosa Beachwalk Apartments, LLC — up to 25 residents per day, unaccompanied, with access to the lagoon, the beaches, the slides and the beach bar. You pay dues and are capped at nine guests at $5–$10 each.
3rd & 5th Amendments BK 4550 / BK 4740A member asked in June whether the club would get a full financial audit before the CDD due diligence. It has not happened. A reserve study was budgeted for March and, as of the May meeting, had not been started — for a club carrying roughly $7.3M in buildings and equipment.
Board Minutes 05-18 & 06-15-2026"What you're saying is, let's move to conveyance once those conditions are done. And we cannot talk of the conditions… How dare you going to something like this without asking the members?"
I am quoting a sitting director, from the club's own published minutes, objecting to a vote she lost 3–2. That is not a rumor about Beachwalk. That is Beachwalk's record. My argument is simply that members should not have to go digging through recorded instruments at the county clerk to find out things like this.
I'm not going to tell you the sky is falling, because the statements don't say that and you'd catch me in it.
Through June 2026 the club posted a net profit of about $201,000, roughly $71,000 ahead of budget — against a loss of about $200,000 over the same period last year. The club paid off its debt in 2025 and is carrying north of a million in cash. Credit where it's due: that is a real turnaround, and the board and staff did it.
But look at where the money comes from. Dues and administration produce about $1.17 million in surplus. Everything else runs at a loss — the clubhouse about $632,000, aquatics $154,000, food and beverage $134,000, tennis $47,000. Your dues aren't funding extras. Your dues are funding the entire operation.
Which is why the food and beverage number matters. Through June, every dollar of F&B revenue cost the club $1.22 to produce. Cost of goods ran about 39% of revenue for the half — and in the board's own April presentation, the Vice President put current food cost at 45–48% against an industry target of 28–35%, noting a burger that costs $3 to make is being priced at a loss. Closing that gap alone is worth roughly $74,000 a year. That is not a mystery to be solved. It is a plan already presented to the board that nobody has executed.
"Target food cost 28-35% (vs. current ~45-48%). A burger costs ~$3 to make — no need to price at a loss… Cut top-heavy management salaries; hire more hourly staff and pay them well… Reducing COGS could fund ~$5/hr raises across staff."
Meanwhile the guest fee — the single most argued-about policy in this community — is not working on its own terms. Guest check-ins are down about 43% year to date, roughly 4,100 fewer visits, and guest fee revenue is running well behind the budget it was supposed to fill. Board members moved four separate times to change or soften it. Most of those motions died for lack of a second.
Specific enough that you can hold me to them, and cheap enough that "we can't afford it" isn't an answer.
Audio recorded, with a written summary posted to every member within five business days. Personnel matters and attorney-client discussions excluded — those genuinely need to stay closed, and I'll defend that.
This is my first motion if I'm seated. It costs almost nothing. Ask every candidate whether they'll vote yes, and notice who hesitates.
What happened on April 20 should not be possible. If an item wasn't noticed to members in advance, it waits for the next meeting. Emergencies excepted, and "emergency" gets defined in writing, not in the moment.
An independent financial audit and a capital reserve study, both published to members in full. We are talking about a possible multi-million-dollar conveyance and a phased renovation plan. Doing either without an audit and a reserve study is negotiating blindfolded.
Every member already has the right to inspect the club's books under Florida law on ten business days' written notice. You shouldn't have to use it.
Recipe costing, weekly inventory, vendor competition, and a menu built around what sells. Get cost of goods to the 28–35% the board's own presentation called for, and put the savings into pay for the people who actually serve you.
The restaurant should be the best reason to walk over here on a Friday night. Right now it loses money and members tell the board, on the record, that the service makes them not want to come. Both of those are fixable.
Management compensation should be tied to membership growth and to the club's financial performance — lower fixed base, real upside for real results. That's a structure question, not a personal one, and I'm not going to run against an employee by name.
I'd also change the board's own code of conduct. As written, directors agree to route member complaints to the General Manager and not to "undermine the authority of our management team." The General Manager works for the board. The board works for you. The document should say so.
The guest fee has cost us about 4,100 visits and hasn't produced the revenue it was meant to produce. That's a policy failing on its own terms and it should be revisited at the budget, with the actual numbers published first.
And I want a straight answer on why an apartment complex can send 25 unaccompanied people a day to our lagoon while a member who wants a tenth guest at a birthday party cannot.
And I'd be suspicious of anyone who says they do. Nobody outside that closed session has seen the numbers — including me.
There's a real case for it. A CDD is a unit of Florida government: open meetings, public records, published budgets, an annual audit filed with the state, supervisors elected on the November ballot. It can borrow more cheaply than a private club, and government-owned property is generally exempt from property tax.
There's a real case against it. Your dues would become assessments on your property tax bill — enforceable like taxes, which means you can never opt out and, ultimately, a lien on your home. A member who never uses the lagoon pays anyway, forever. And the board itself has flagged open questions it can't answer: who holds the liquor license, who employs the staff, who handles HR and compliance.
The Secretary put the governance cost plainly at the April meeting, and it's worth reading twice:
"You guys will not have the ability to even chime in on the budget. Five people decide that budget… the budget at the CDD level is done by the CDD manager, and is presented to the members. But you don't have the option at the CDD to discuss if you are okay or not with that budget."
The President was blunter about the stakes: "This is a one-way transaction we're considering. There is no undoing it."
So I won't pretend to a conclusion. Instead, here is the standard I'll insist on before any vote — and I'll vote no on any conveyance that hasn't cleared all five:
Half the frustration in this community comes from asking for things that are genuinely off the table. You deserve to know which is which.
Our tax status and our liquor license both restrict sales to members and their guests. The President said as much at the February meeting. There may be a better license structure available — it's worth real legal work — but "let the public in" is not a switch anyone can flip.
Special assessments are for capital improvements only. If operating costs rise and revenue doesn't, the answer is dues or cuts. Anyone promising otherwise is guessing.
For as long as the Declarant Membership exists, the developer can amend the governing documents without any member's consent. That's how the quorum went from 30% to 17.5%. It is the single biggest structural issue nobody campaigns on.
This is a representative body. On guest fees alone I've read passionate members on both sides in the same meeting. I'll follow the majority interest, show my work, and tell you honestly when I voted against what you wanted and why.
Because the law doesn't require them to tell you. Beachwalk Club, Inc. is a Chapter 617 Florida not-for-profit corporation — not an HOA. Florida's HOA statute gives members a right to attend board meetings and record them. Chapter 617 has no such requirement. Florida's Sunshine Law doesn't apply either; that only reaches government bodies, which is why the CDD's meetings are public and ours aren't.
To the club's credit, it does post minutes and monthly income statements on its website — that's more than many clubs do. The gap isn't publishing. The gap is closed sessions, unnoticed motions, and decisions members learn about after the fact.
No — though I understand why people are. My point about the guest fee is narrower and it's a numbers point: it was budgeted to raise about $160,000, it's running far behind that, and it has cost us roughly 4,100 member and guest visits. A policy that doesn't raise the money and does empty the club has failed on its own terms. That's an argument the board can't dismiss as feelings.
I don't have a position, and I'm not going to invent one to win votes. I have a standard — the five questions in Section 4 — and I'll vote no on any deal that hasn't answered all five in public, with documents, before the vote.
What I am against is deciding it in a closed session and telling members afterward.
No. I've read every set of minutes from this year and there are directors on that board fighting hard for members in those rooms — you'll notice I've quoted one of them twice on this page, approvingly. The Treasurer moved to revert the guest policy and couldn't get a second. The Vice President brought a serious plan to fix the restaurant.
My problem is structural, not personal: good people are operating inside rules that let five members decide a one-way, multi-million-dollar transaction in a closed room. Change the rules and you don't have to rely on everyone being a good person forever.
I'm not going to campaign against an employee by name, and I'd be skeptical of anyone who does. What I'll say is structural: compensation should be tied to membership growth and financial performance, and the board's own code of conduct — which directors sign before they can even run — should not tell directors to route member complaints to management and avoid "undermining the authority of our management team."
The General Manager is an employee of this club. The board hires, directs, and evaluates that employee on your behalf. That's the whole relationship.
Some of the time, yes. But a director who puts questions in writing before the vote, asks that the answer go in the minutes, and votes no with a stated reason builds a permanent record. You'd be able to read exactly what was asked, what was answered, and who voted which way — every month.
That record is the point. Four-to-one with the reasons published beats five-to-nothing behind a closed door.
Check it. Every factual claim on this page is sourced in the index below — club minutes and financial statements from the members' site, and recorded instruments in the St. Johns County public records with book and page numbers. If I've gotten something wrong, email me and I'll post a dated correction rather than quietly editing the page.
Five minutes. I'm aggregating every response into a report — no names attached — and presenting it to the board and the General Manager, whether or not I win a seat. If enough of us say the same thing in the same document, it stops being anecdotes and starts being evidence.
Take the resident surveyI'm walking all 884 homes. If I miss you, or you'd rather talk than fill out a form, call me — I mean that literally, not as a campaign line.
Club documents are posted on the members' site under Resources. Recorded instruments are public and searchable at the St. Johns County Clerk of Court.