The Stars Line up for Kingswood II

What to do with an aging asset? Use it until it’s no longer suitable for its intended purpose? Keep fixing it in an effort to squeeze out a few more years of use? Undertake a major overhaul or renovation involving a significant investment of time, energy, and financial resources?

These are age-old questions that plague many among us sooner or later about our assets small or large. Many folks have at one time had to choose whether to repair, replace or run a motor vehicle into the ground, but it’s quite another matter when we are confronted with such realities regarding our residence. Yet, this was precisely the dilemma that confronted owners of units in Quechee Lakes’ Kingwood II condominium association. According to COA president James Reavis (“I drew the short straw,” he jokes), the reality of such questions started to become ever more real five or six years ago when every annual budget began to require increasing amounts of money to address fundamental and ongoing structural issues.

In the early going, 25-year board member Chet Marcus was the chief advocate for a major rehabilitation project. Says Marcus, “The time was right to address the aging problem with a bank loan, given historically low interest rates,” then continues, fixing the “Band-Aid” approach we were taking with the repairs became a necessity.” That approach “wasn’t stopping the bleeding,” he recalls.

Other board members and owners also desired to do what it took to rehab the structures. “We really like it here,” says fellow board member Deb Garner, one of the many enthusiastic owners at Kingswood II. Among the features of the development, Garner cited the unique ski-on-ski-off feature that the development offers as a big plus.

As Marcus had observed, the cost and seriousness of annual repairs reached a point where the board, confronted as it was by the “what to do” nature of the condition of its members’ units, began to research what was possible before the need was of crisis proportions. An effort was made to consult with local contractors, but those found either lacked the expertise, manpower, or experience, or all of the above. The search was expanded to include all of Vermont and New Hampshire with similar results. Such was the uniqueness of the Kingswood II project.

Garner had experience with a company out of Needham, Massachusetts for which condominium projects are its sole market niche. Schernecker Property Services, or SPS, focuses solely on refurbishing condominium exteriors, the “envelope,” as they refer to it. Garner was familiar with a project that SPS had completed in Plymouth, Massachusetts where it renovated the exterior of Whitecliffs Condominiums. Garner, who is a Real Estate professional in the Cape Cod area, knew that SPS had a good reputation and track record in Condominium Exterior Envelope Replacement, so she introduced that company to the Board.

That led to SPS traveling to Quechee for walk-throughs, which led to full building inspections, which led to recommendations and, finally, a budget. Through that process it became increasingly clear that SPS was the best option. It also became clear that the magnitude of the project was beyond what few, if any, realized would be necessary. So much so that Reavis recalls that “most of 2019 was spent planning.”

Another major hurdle was to find a bank that would finance the project. Again, Marcus led the board’s effort in searching among local lenders but none would underwrite a complete renovation of an entire condominium development. “It became too big for them to consider,” Marcus relates. Reavis also notes that part of the difficulty for most lenders was due to the financial picture typical of condominium associations. “All we had was receivables,” says Reavis.

Fortunately, SPS had worked with a Avidia Bank, headquartered in Hudson, MA, on similar projects. Ultimately that institution underwrote the Kingswood II project which was no small thing, since it would soon become a $3.2 million undertaking.

The final bridge to cross prior to the onset of the project was to gain the agreement of all thirty-seven unit owners. As one might imagine, in any group that large there were bound to be differences of opinion and differences in willingness to agree but eventually enough of a comfort level was achieved for the membership that the project could proceed. No doubt it helped that SPS estimated that the value of each unit was likely to increase in the range of forty to fifty thousand dollars.

In the era of the COVID pandemic, few could imagine that a Condominium project of this size and complexity could come together, but, as Garner says, “The stars all lined up for us!” For some there was nervous anticipation when work began in mid-July of 2020, understandable after those many years of transition from vision to concept to the searches for contractor and lender. For board members and other owners, there was also eager excitement and, no doubt, some relief. From there on, everything was as smooth and slick as a ski run down Quechee Hill, right? Well, not quite.

Issues arose relative to the availability of many of the necessary materials. Products that one might assume would be readily available were in some cases hard to find on a timely basis. COVID-related delays to the delivery of windows and screens, doors, A/C units and other things were sometimes a week, that became two weeks, that became a month. (Even now as the project nears its completion there are still some A/C units which had not been delivered.) The trim was a particular sticking point because the installation of the new siding could not be completed without the trim on site.

Along the way, there were some “surprises” uncovered as the original materials of the vintage 1972 condos were removed. That necessitated that some of the structures be rebuilt, even “down to the studs,” Garner recalls. New electrical wiring was done up to current code, and new gas lines were installed. In some cases, new footings had to be poured, especially under decks where some also needed new pylons.

Through it all there were weekly meetings with SPS attended by Reavis, Garner, and fellow board members Jeff Ellowitz and Mike Baresich. Their commitment to the project involved many trips back and forth from their primary residences as far away as Rhode Island.

Now that the project is nearly complete, there is tremendous enthusiasm, even glee, in the voices of Marcus, Garner and Reavis. What was once a huge problem with no apparent solution has become a source of pride and joy thanks in no small part to the hard work of the building committee, the board as a whole, and to whatever power in the Universe it is that arranges for “the stars to line up.”

We live in the age of Covid-19. Years from now, people might well harken back to the Covid Era: “Where were you during the pandemic of 2020?” they may ask. Unless the disease has claimed a member of our family, in a decade or more most of us won’t have a distinct memory of any specific event. Not so for John Grondin, a genuine Quechee kid who has fought the pandemic on two fronts.

Grondin’s parents, Emile and Ruth, moved their large family (John is the 8th of 9 children) from a small town in Connecticut to Quechee where Emile worked in management for the QLLA complex. Of French-Canadian ancestry, John’s father was a man with many business interests, mostly in real estate. Ruth, of Lithuanian decent, earned a Master’s degree in English. As is the way with large families, everybody worked. “Nothing was handed to us,” says John, who had part time jobs at QLLA and other area businesses, and even at Woodstock’s Rockefeller mansion.

John recalls that there were many big families at Quechee Lakes in those days. The Recreation Center on property was a bustling place with lots of youngsters coming and going. “Quechee was our playground! I feel fortunate to have grown up here,” John observes somewhat wistfully, his eyes revealing the kind of trip down memory lane that we all have taken when we pause to ponder yesteryear. “We had to work. We all did.” And so, it was in Quechee that the seed of John’s work ethic was planted, one that would later sprout into a whirlwind of productive energy and ideas. Innovation was also part of his legacy, his grandfather having invented a “drop plow” for snow removal, or so the family story goes.

How did grade school in Vermont differ from the town back in Connecticut? For one thing, there were many more farms and farm kids. In those days, every small Vermont town still had dozens of small dairy farms. In that era, Vermonters still announced with pride that the state had more cows than people, and the aroma of a dairy barn and its cow manure was an everyday part of elementary school. The other big difference that John recalls was deer hunting season, which was a very big deal… so big, in fact, that every year, some kids skipped several days of school to be in the woods.

So how does a Quechee kid transition into a high-tech Covid warrior? (By the way, that’s my term, not his!) That tale unfolds over a couple of decades, but really began with Grondin showing kindness and respect to an elderly couple to whom he sold a car for a local dealership. Years later, he interviewed for an Upper Valley job in technology for which he had inadequate qualifications, but he impressed the company vice president who was doing the hiring. It so happened that it was that man’s parents for whom John had been so helpful, and though the elderly couple had since passed, the memory of Grondin’s kind act lived on in their son. The VP gave John his start in the information technology field, mentoring him, giving him the benefit of his business experience. That led to another opportunity in the Boston area, working for a company based in Dublin, Ireland where he helped to build and run a company that sold software to the federal government. That led to an interest in environmental products, including industrial-size composters of all things, and that led to his current enterprise, Smart Air Care, of which he is the president and CEO. Based in South Florida, his company manufactures everything right there, and buys components only from American companies.

Grondin’s business develops, manufactures, and markets products that literally scrub the air using “unique advanced oxidation plasma.” The process literally destroys the DNA of cells such as viruses and bacteria, rendering those cells inert. The company’s mission is “to offer state-of-the-art air purification technology to our customers, whether its in-duct or stand-alone units that deliver the highest quality of indoor air.” Smart Air Care works almost exclusively with facilities in healthcare, hospitality, and government.

While on business in Nevada early this year, John was stricken with the Covid virus. He contracted it while working in a long-term care facility, in spite of the fact that he wore a full array of personal protective equipment. At first, the fit 50-something Grondin found that he was having a hard time exercising, but that soon escalated into splitting headaches and such fatigue that it was hard to even get out of bed, where he stayed for two solid weeks. At the time, nobody knew how to treat the new virus, and the hospitals didn’t want him, so he was treated with house calls by a private physician. The doctor prescribed antibiotics, over-the-counter pain medication, and bed rest. It was over a month before he began to feel like himself. Today, the energetic Grondin feels “right as rain.”

Grondin continues to be actively engaged in the battle with Covid-19 on both the personal and professional fronts. Personally, he is part of a study at Dartmouth-Hitchcock Medical Center in Lebanon, for which he donates his convalescent blood plasma on a regular basis. In most patients who have survived the virus, the level of antibodies in their blood shrinks rapidly within a month. In Grondin’s blood, the number of antibodies is “off the charts.”

Professionally, his company’s products are helping people and businesses near and far. Upper Valley clients include Golf and Ski Warehouse, Ottauquechee Physical Therapy, and even the Quechee Post Office. Ned Waters, CEO of Golf & Ski, says his stores are doing everything they can to help protect their customers while they shop, and the Smart Air Care technology is part of that effort. Waters’ employees tell him that they notice and appreciate the difference in the air quality while they work.

With QLLA board approval, Quechee Lakes has also installed the Smart Air Care equipment – 16 air handlers total – in the Main Club House, the Base Lodge, and the Pro Shop. Says general manager Brian Kelley, “The safety and health of our members, guests and staff continues to be our number-one priority. The team at Smart Air Care took great care of us before, during, and after the installation to make sure everything was working properly.” Members’ reactions? “I have received a high volume of communications from members thanking us for installing this technology which has given them more confidence to come to the club and dine indoors during the pandemic.” Taking it one step further, Kelley and Grondin are working on a proposal which would allow QLLA members to purchase and install this Covid-fighting equipment in their homes. And they have just agreed to expand the use of this technology throughout the ski-related facilities.

These days, Grondin spends more time in Quechee than he has in many years. His mother and his son both live here, and he has siblings in the area. “It feels good to be back in Quechee,” he says, then adds, and “to do something substantial” about Covid. Be it through his blood plasma or the plasma technology in the products that his company manufactures, John Grondin is fighting the Covid battle on both fronts and will likely be doing so for many years to come.

Picture, if you will, an upscale four-season resort community in the gently rolling hills of eastern Vermont. It is August, and life here typically hustles and bustles through summer months, but this year ’tis even more so: outdoor facility uses are at or near all-time highs. The 1300-plus members and their families are keeping the golf courses and swimming pool as busy as ever. Youth tennis and golf programs have waiting lists. Demand is so great that members make reservations to use the pool. That is the 2020 edition of life at Quechee Lakes.

Pandemic? Schmandemic!

Into this pristine setting now strides a new general manager brimming with enthusiasm, thrilled to be part of what is already a certifiably good thing, excited to be in a rural, four-season environment, and optimistic about what the future holds for his new domain. Meet Brian Kelley, a 41-year-old with an authentic and seemingly boundless love-of-life energy for all that being alive can mean. In an era when the oft-mandatory masks can conceal smiles, Kelley’s eyes and body language do his smiling for him. He exudes a warmth of friendliness which can’t be manufactured. Indeed, it would be difficult to imagine feeling more welcomed when meeting someone for the first time than while sitting with him in the Quechee Clubhouse lobby for a visit.

As one might expect, Kelley brings with him an impressive résumé of credentials and work history, virtually all of which was accumulated with Troon, which according to its website, is a club management services company that serves over 470 golf courses, “while also managing various amenities, such as tennis, aquatics, fitness, food and beverage, lodging and more.” Kelley worked in various locations around the country mostly in Florida and the Northeast. Quechee Lakes is his third post in New England, and his first career move that wasn’t with Troon.

Why Quechee? Why does a young family man bring his clan and his talent to a sleepy small town in tiny little Vermont? As much as anything, for Kelley and wife, Jennifer, the appeal was the four seasons, and all the outdoor activities that they love and are teaching Jack, their 6-year-old, to love as well. The Kelleys enjoy skiing, camping, fishing, canoeing, hiking… in short, all the things that Quechee and Vermont have to offer. Evidently, after having lived and worked in far more populous areas – and, no doubt, other opportunities – Brian and Jennifer were drawn to Quechee.

As to his new role (he’s been on the job for barely a month) Kelley expresses a desire to improve the experiences of QLLA members, to help them build wonderful memories. He wants to continue in the “Quechee Way” as stated in the framed mission statement at the Guest Services Desk, part of which is to continue in the tradition of being welcoming, not just to members, but to the community at large.

Professionally, he is a “big believer” in culture. Kelley mentions a great appreciation for what he has seen of the Quechee Lakes culture, citing the fact that the membership has been so cheerfully cooperative with the demands of the pandemic which he feels speaks to the caliber of people at Quechee. His eyes sparkled again when he spoke of the music on the tennis courts when he gets to work early in the morning. He hopes to help enhance the Quechee Lakes culture for members and staff alike. Internally, he intends to encourage his team to ”navigate their self-identification,” to be involved with their associations as a means to promote their professional growth and improve their career opportunities.

Kelley’s father was an engineer who had graduated from the US Naval Academy, and whose career took him to the Puget Sound area in Washington State. Though the younger Kelley was born in Queens, NY, by the time he could walk, he was on the west coast where he did all his schooling. Whereas his dad was the “driver” of the family, Kelley recalls that his mom was its “heart.” Mom had a love of ballroom dancing that she had started to teach her sons (he has one older brother) when she was stricken with a disease which rendered that impossible. Dancing? When asked “Do Brian and Jennifer occasionally cut a rug?” he only chuckled!

At age 15, Kelley entered the workforce at a plant that packaged fruit concentrate. His job? To attach labels to the packaging. His next job was at a golf course caddying and cleaning members’ clubs. From there it was on to college for business administration and PGA school. His favorite courses were in marketing where he developed a love for the creative side of business, where imagination can be a key to success. Of course, he loved to play golf, and spent time as a playing and teaching pro. He enjoyed his time at such highly regarded golf venues as Bandon Dunes in Oregon and Grey Hawk. To this day, he still has his PGA membership.

Asked about his most satisfying career accomplishment, he cites his last job at Manchester, NH, Country Club. When he arrived there for his first-ever general manager position, member satisfaction was very low. In fact, at the time, Troon rated member satisfaction there as third worst of the hundreds of properties it managed.

When he left, that statistic had reversed itself: the members of Manchester CC were the third most satisfied of all Troon’s clients. When asked how he did that, he cited “blood, sweat and tears” but one imagines, too, that it was his aura of optimistic enthusiasm for life and for the task at hand which made that mission possible.

What lies ahead at Quechee Lakes? Among the many irons in his fire is identifying and implementing ways in which to work around the Covid-19 virus with approaches that will allow the QLLA staff to provide more services to the membership. Ideas include extending the existing instructional camps by several weeks. Then there’s possible acquisition of food trucks, providing trailers with restrooms, and setting up tents for outdoor dining at the Base Lodge, even during the ski season.

Kelley envisions that after he, his team and QLLA members navigate through the pandemic, Quechee Lakes will emerge better than ever. Whether it is to enhance member memories, further community interaction or appeal to new business, with this optimistic and more than capable professional at the helm, that mission seems very possible, indeed.