I live in Apt 6LW.

I’d like to serve as a Director of our condominium.

After graduating from Harvard College, my business career started on Wall Street — financing early-stage companies, and from time to time bringing them public.

After working with about a hundred companies owned by other people, I set out to see if I could build value for myself. I bought six small companies of my own and operated those companies for a decade or so, before selling five of them to one of the oldest companies in the United States, and the sixth to a private-equity sponsored conglomerate.

I tried retirement and found I was spectacularly bad at it. I decided that the world needed another consulting firm and started a company focusing on two industry niches — aiming to help CEOs build their companies’ profits and value.

To-date my consulting firm has advised 708 companies throughout the US, in Canada, England, Ireland and Australia. (www.RHRosen.com). We’ve worked with private companies, public companies, large companies and smaller companies, banks and private equity firms.

While I’ve reduced the amount of consulting I do, I remain active advising clients and offering a CEO Forum for a group of CEOs from throughout the country.

I recognize the demands of serving as a director. I have the energy, experience and commitment to serve in that role.

I have previously served as a director of this kind of building, including six years as the President of a New York City cooperative. I was also one of the founding members of the New York City Council of Cooperatives and Condominiums.

I understand operations and financial matters:

• I’ve owned six companies of my own.
• I’ve advised more than 700 companies, financed a hundred or so and brought 18 of those client companies public.
• I’ve written several books on management and finance, and have taught management at Northwestern University, Emory University and Royal Melbourne University.

I’m not AGAINST anyone. I’m FOR the building and its owners.

The building is facing some crucial decisions. We need to make the right decisions, and the owners need to understand the reasons for those decisions .

There’s uneasiness in the Board’s interactions with owners. There’s no reason for that. After all, this is where we live, and we’re all in this together.

Aren’t you fed up with being treated like an annoying 9-year-old who’s asking impertinent questions? The Board’s approach seems to be: “we’ll tell you when we’re good and ready, and if we want your opinion, we’ll give it to you!”  REALLY?

As owners, we don’t want anything unreasonable:sensible financial management, prompt attention to operating problems and thoughtful consideration of necessary capital improvements, with honest reporting and plain talk that’s responsive to our questions and concerns. 

The Board reports that they’re working hard, and that we just don’t understand the process. I wish we DID understand the Board’s process — which seems to lack coherence. Which projects are most urgent? How will projects be defined and managed? How will decisions be made? How will it all be paid for?

I believe everyone’s interests are best served by a collaborative approach. I’d like to ensure the process of making choices is collaborative and coherent.

Directors certainly need the power to accomplish what’s necessary. But everyone’s interests are best served by discussion and inclusion — before decisions have been made. It’s not inconvenient for the Board, and it’s not a slow or complicated process. The approach can work quickly when properly implemented — and almost always offers superior results for everyone.

We can do much better in facing the major decisions ahead. This is important and we need to get this right.

I hope you’ll support my candidacy.