Richard Armbrust
Nominating Committee Candidate
Candidate Statement
My wife and I have 3 children and 4 grandchildren. We first came to Amelia in 1987. In 1993 we bought a Piper Dunes condo and joined the Amelia Island Club. In 2020, I began to spend less time in my Private Equity business and more time pursuing other interests, including spending more time in Amelia Island. We are now Florida residents and reside at Ocean Club Villas, while maintaining a second home in Wisconsin.
While I have held top leadership positions as CEO, COO, and President in the business world, early career testing, suggested that I should be a social worker. My personality profile describes me as being a highly driven type A personality with a strong “service for others” bias.
I have a civil engineering degree from Valparaiso University and an MBA from Northwestern University’s Kellogg School of Management. My work history includes 36 years of leading public corporations and privately held companies as CEO, COO or President. I am currently the Managing Partner of Sparta Capital Partners, a boutique Private Equity firm. I have also served as a Board Director for over 11 for-profit companies.
I began my AIPCA work experience as a member of the Strategic Planning Committee in January 2024. In my short tenure, I have spent considerable time reading various Governance documents, Rules and Procedure documents, resident/member surveys, and all the strategic plans which have been available on the web site. I also tried to correlate our stated strategic plans with annual operating plans, budgets, and our current governance documents. This provided me insight into the association’s ability to effectively deal with long-term and short-term issues.
My community service experience includes serving as a Board Director for over 8 nonprofits (educational institutions, country clubs, HOA’s, Boys and Girls Club, March of Dimes). I have also been a non-paid high school tennis coach, college adjunct professor, and career mentor for college students.
Why do I wish to join the AIPCA Board? In the past 16 years, the AIPCA has been faced with multiple catastrophic events (recession, bankruptcy, 2 hurricanes, and covid) all of which required time sensitive actions and decision making. Our association has successfully navigated each crisis they have been faced with. But we should remember the old saying “when you’re up to your neck in alligators, it is hard to remember that the initial goal was to drain the swamp.” Now that most of the alligators are now gone, I believe our community would benefit from a “resident driven” long term plan including a “uses and sources” of funds. This plan would provide a blueprint for the association’s annual activities, plans, and priorities. This effort requires a sound plan, consistent leadership, and possible modifications to governing documents and organizational structures. I have a very strong
background in these types of situations. I have the time, energy, and desire to work with BOD members, employees, and residents to help move our community in this direction.
Candidate Questionnaire
1. Describe how your prior service with AIPCA committees, task forces, study and advisory groups, or other AIP-related organizations has prepared you to serve on the AIPCA Board.
In my short tenure as a member of the Strategic Planning Committee, I have spent considerable time reading Governance documents, the Rules and Procedure documents, various resident/member surveys, and all the strategic plans which have been available on the web site. I also took the time to try to correlate our past strategic plans with annual operating plans, budgets, and our current governance documents. This effort has helped me better understand the challenges and obstacles in developing and implementing a comprehensive long-term plan.
2. What are the most important issues the AIPCA Board will need to address in the next three years?
• Embracing the need for a “resident driven” long term plan which serves as a guideline for income, investments and spending.
• Ensuring the AIPCA has the appropriate governance documents and organizational structure to consistently implement a long-term plan.
• Minimize redundant future expenditures by creating a resource sharing environment between Omni, AIC, and the AIPCA.
3. Describe what you see as the long-term challenge(s) facing our community and provide a strategy for how the Board might address each challenge.
• Gaining community support for what steps we should take to protect our property values and our way of life (beaches, marshes, trees/vegetation sports, walking/biking).
• Securing the funding to support the above effort in a community where a significant portion of residents are on a fixed income.
• Increasing our members/resident’s confidence in AIPCA’s ability to manage the long-term interests of the community.
The first two challenges would be addressed by getting the right group of people to develop a comprehensive “resident driven” long term plan as mentioned above.
The third challenge requires a change in how the BOD interacts with the residents. Allocate more time in BOD meetings listening to residents and more time in BOD meetings for the BOD to provide residents/members follow up on all previous requests from residents. Change BOD presentations from an activity-oriented presentation to a metric drive performance review presentation on all strategic business areas.
4. How will your skills and experience contribute to the AIPCA Board in carrying out its functions and responsibilities? Include pertinent professional and volunteer experience.
I have a wide range of experiences and skills. I have experience working as a Board director for many different companies. I also have experience working as a CEO/President for many different companies. Over the years, I have worked with many talented people and have been exposed to their experiences and skills. So, whether the Board needs help, or the operating team needs help, it is likely that I have relevant experiences to share.
I can contribute on all the above-mentioned issues and challenges.
• Improving communications with members/residents.
• Improving quality of short-term and long-term plans.
• Improving the implementation of the plans we create.
• Modifying/enhancing governing documents and financial reporting.
5. What are your thoughts on increasing Board effectiveness?
It should be a high priority subject, and the members/residents should be asked to help the BOD better understand what areas need to improve.
6. If asked, are you willing to serve as an officer of the Board, including as President?
I am willing serve in any capacity that plays a role in helping the community move forward