John Cohn
PebbleCreek is at a pivotal moment. The transition from Robson Communities to homeowner governance is real, complex, and demands experienced leadership. As a sitting Board member and Chair of the Transition Advisory Group, I have been in the room where this work is happening—vendor selections, financial planning, the governance structures that will carry us forward. This is not theoretical for me; it is work I have been in the middle of for 16 months.
Transition is the defining challenge in front of us—not a single handoff but a series of consequential decisions on staffing, finances, technology, contracts, and governance that will lock in how PebbleCreek operates for years. The timeline is unforgiving: by January we will be contracting with vendors and starting at least one short-term infrastructure project, while defining the work that must be handled internally, outside the three main contracts. We cannot afford to miss deadlines, or the July transition date could be jeopardized. Done well, this protects what we have built; done poorly, it creates problems that are expensive and slow to unwind—and that is precisely why continuity of experienced leadership matters right now.
But July 1, 2027 is a milestone, not a finish line. Even now, I am thinking about what comes after Robson: defining our own identity and protecting home values as PebbleCreek stands on its own; stewarding the roads, golf courses, and amenities that make this community exceptional; and building a governance culture that represents everyone, decides transparently, and listens.
These are not finished plans, and they should not be any one person’s. They are the start of a conversation I want to have with you.
So I am asking for your vote. This is a moment that rewards experience already in motion—I know the work because I am already doing it.