Meet the Candidate
Chris Tabat
Candidate for: Board of Directors
Unit(s): 127
Owner since: 2017
Candidate Profile
1. Connection to Wild Eagle Lodge
Describe your connection to Wild Eagle Lodge, including how long you have been connected with the property and how you use it.
We have been non-renting owners since 2017 and used our condo as a 3-5 month seasonal residence.
2. Relevant Experience
Summarize the professional, volunteer, board, financial, property, or other experience you would bring to WELCA.
I am a retired computer software development professional, working as a programmer, analyst, systems designer and manager on large corporate mainframe systems. Much of my career was spent in banking working on accounting systems. I retired as a VP from USBank. I served on the WELCA Board as Treasurer from 2022 through 2024, and served on the 2026 Finance and Budget Committee, Business Operations and Commercial Oversight committee, and chaired the Rental Management Alternatives committee.
3. Reasons for Running & Priorities
Why are you seeking a seat on the WELCA Board, and what two priorities would you focus on during your term?
Situated on perhaps the finest piece of real estate on the Eagle River Chain, Wild Eagle Lodge is the finest resort of its kind in the North Woods. I believe its owners deserve an HOA board comprised of independent directors who are committed to high quality, cost effective property and rental management services, and that those service providers should be held accountable through a) quantifiable performance criteria and b) periodic competitive bids. I am so enthused about the progress our 2026 directors have made towards the objectives mentioned above and would like to personally thank each and every one of them. We will always have more work to do and I would like to continue their work as a 2027 Director.
4. Responsibilities to Owners
What do you believe are the Board’s most important responsibilities to WELCA owners, and how would you approach those responsibilities?
As stated in #3, first and foremost all owners deserve high quality, cost effective property and rental management services. We also need to make sure that we keep property values up at the lodge. High quality services and lucrative rental opportunities are the first step. But financing for any condo seems to be subject to stricter rules and we need to make sure that WEL satisfies those rules so future generations can secure conventional financing.
5. Evaluating Competing Priorities
Board members must weigh financial needs, property maintenance, owner interest, governing documents, and long-term planning. How would you evaluate competing priorities and make decisions?
The first step is effective planning. As Treasurer, I created the first Strategic Plan ever published at Wild Eagle. I believe in owner involvement, and both Carol and I have worked on various committees. Our 2026 Board has already created committees to work on finance, property maintenance, and governing documents. I would continue to encourage the formation of committees and owner involvement, specifically a Strategic Planning Committee and a committee to develop a recommendation for the Blue Heron / onsite food and beverage service. The work of the 2026 Board and supporting committees has demonstrated that there are cost effective, good solutions to most challenges. It takes hard work. “People don’t plan to fail, they fail to plan” and “Many hands make light loads.”
Board Service & Disclosure
6. Working Through Disagreement
How do you approach disagreement with other directors or owners, and how would you support the Board’s collective decision after a vote?
It would depend on the point of contention. If all options had been thoroughly explored, we might have to agree to disagree and I would abide by majority rule. If I felt more work could result in a better solution, I would suggest either Board members or a committee explore further.
7. Commitment to Board Service
Board service requires preparation, regular meeting attendance, review of materials, and follow-through between meetings. Can you make that commitment? Please note any known limitations.
My wife is recovering from a serious health issue, we are currently making some difficult lifestyle decisions and our condo is currently for sale. So yes, my availability could be impacted. Our bylaws allow for one non-owner director and I will be happy to continue to serve out my term or step aside, based on the preference of my fellow directors, if and when we sell our WEL condo. But I believe my track record of work, meeting attendance, preparation and follow through as a Director from 2022-2024 speak for themselves.
8. Potential Conflicts of Interest
Please disclose any current business, employment, ownership, family, or financial relationship that could be reasonably viewed as an actual or potential conflict of interest involving WELCA business. Disclosure does not by itself disqualify a candidate.
None.
Responses are presented as submitted. Formatting has been standardized for consistency.