Steve Parkinson
Built home in Stanhope Gate 2004.
Year-round resident of UPCC for 20 years.

CAREER
26 years as CEO of 4 biotech/ pharmaceutical development companies, including, one taken public.
Over 40 years in start-up and development stage biotech/biopharma companies.
Raised over $200M in private/public equity financing and corporate investment.
Accomplished senior executive with strong scientific background in microbiology and business, including P&L, deal making and personnel management.
Memberships of multiple professional organizations and boards of directors over several decades.

EDUCATION
Degrees in life sciences (microbiology) and marketing from Heriot-Watt and Napier Universities in Edinburgh, Scotland.

PERSONNAL
Born in Edinburgh, Scotland. Moved to the USA almost 32 years ago – 12 years in Massachusetts and 20 years in Florida.
Wife Julie, two daughters and four grandchildren.

WHAT DO I BRING TO THE BOARD
I have spent most of my career convincing a wide variety of people, especially investors, of my personal integrity and honesty. In doing so I have had to establish trust and credibility and overcome investor’s cynicism of ‘it sounds too good to be true’ pitches. I have managed hundreds of people of widely divergent backgrounds and conducted complex and difficult negotiations in varied commercial and regulatory collaborations – I know how to set realistic goals and compromise to get a deal done.
In serving on many different boards, I have worked with many lawyers, accountants, advisors and government regulatory agencies. I bring education, intelligence and common sense along with tough business experience, including fiduciary and financial responsibility, to the role of Supervisor of the UPRD.
I participated in various town halls and other meetings and discussions pertaining to the purchase of UPCC from the developer, the establishment of the UPRD and the 2019 bond and matters and issues arising from the transition.
Since retiring two years ago, I have become more actively involved in the community including attending UPRD board and workshop meetings, town halls and other community meetings.
I believe doing justice to the role of Supervisor will require about 12 to 15 hours per week and I am willing to commit for the three-year term.
MY UPRD PLANS AND PRIORITIES
Maintenance of the club facilities to ensure excellent operational standards is a top priority. Expeditious completion of ongoing improvements including golf irrigation are essential and evaluation and execution of other meritorious projects and upgrades are high priority. Competitiveness, especially pertaining to the golf course, is a long-term focus.
The UPRD must establish a solid Business Plan including long-term planning for essential maintenance and modernization. Operational revenue should be maximized through fair but value-based membership fees, and funding sources for improvement projects should be extensively explored with a fair balance of creative funding vehicles, including sponsorships, commercial funding and member support.
Most of all, I stand for open transparency and exhaustive communications with all UPCC residents to engage with them, communicate with them and get their opinions, participation and involvement with the club to support those on the BoS who represent their hopes and wishes for the club.