“ A resort he’ d visited every Thanksgiving had become the center around which a chapter of his life orbited.”
OWNERSHIP & TRAVEL Page 21 Jul / Aug, 2026 | TimeSharing Today
it was pure terror, and a lesson in how quickly the tide can turn.
That proximity to the ocean never diminished. Eventually, when a professional opportunity gave him flexibility, Osterman moved his family to Palm Coast, about thirty minutes north of Ormond Beach. They lived there for five years. A resort he’ d visited every Thanksgiving had become the center around which a chapter of his life orbited.
When Ownership Becomes Stewardship
For most of those years, Osterman was content being a good owner. He used his weeks. He gifted them to family members- his parents, an aunt and uncle, friends who’ d done something meaningful for the family. Everyone in his extended circle knew the resort existed. His wife’ s brother had bought two weeks there just before Patrick and Ida did, and they vacation there every year.
Then things got complicated. In 2014, the seated board was driven to make a management decision that began to slowly change the resort’ s character, drawing it closer toward corporate ownership and diluting the family-centered interval model that had defined it for decades. A long lawsuit followed. And during that
“ A resort he’ d visited every Thanksgiving had become the center around which a chapter of his life orbited.”
time, Osterman began paying a bit more attention in a more detailed way.
He read the board communications. He learned about ownership ratios and how many of the resort’ s available weeks were drifting into corporate hands. He grew increasingly concerned about what the resort would become if individual owners stayed disengaged.
“ I really was not in favor of that,” he says plainly.“ I wanted to keep it a resort where you could have a potluck and hot dogs out on the pool deck- not a place full of people you’ ve never met who belong to some corporate interest.”
He, with the help of a few other owners, launched an owner engagement campaign. He built a Facebook community page. This group reached out to more owners with emails, newsletters, and mailings to eventually reconnect with the more than 1,600 individual owners across the resort’ s 3,060 available weeks. Voting participation, which had languished below 30 %, began to climb. Owners who had assumed someone else would handle things began to tune back in.
In 2024, following a judicial ruling called to unseat the incumbent board and call a new election, Osterman was the only candidate who stepped forward. He was appointed to the board to finish the remaining time left on the term. At the 2025 annual meeting, he ran for a full term and was elected. The five-member board now includes four individual-owner representatives and one corporate trustee- the latter of whom represents a block of roughly one-third of all available weeks.
The Search for a Management Partner
As Osterman settled into his board role, one significant challenge quickly came into focus: the resort’ s longtime management company, Resort Solutions Realty, was retiring. Its principal, Wes Sattenfield, had guided the property through a decade of difficult terrain, including a protracted litigation suit, and had built what Osterman describes as a financially solid, well-managed operation. But he
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