Timeshare ownership is often discussed in terms of contracts and controversy, but less attention is given to long-time owners who build family traditions and step into leadership when governance challenges arise. Mary Connel’s story reflects both the personal value of ownership and the responsibility of Board service – especially when governing documents define a finite future. At Barclay Towers II in Virginia Beach, the Association faces a May 13, 2028 sunset date requiring owners to vote on continuation or termination. As Board President, Connel has focused on early planning, financial discipline, and clear communication.

From Family Vacations to Multigenerational Commitment

Connel and her husband Dan purchased their first timeshare in 1983 at Orange Lake Resort during a family trip to Disney World. “We went there every year while the kids were growing up,” Connel said. “Now our children take their children – and our grandchildren are interested in continuing when they have families of their own.” Over time, the Connels expanded their ownership to Golden Strand in the Outer Banks, Barclay Towers II, and Powhatan Plantation Resort, building a multi-resort portfolio used across generations. Through exchanges, the family traveled widely. While not every resort experience was smooth, governance quality proved critical.

A Service Mindset Becomes Board Leadership

Connel joined the Barclay Towers II Board in 1995 after inheriting a week from her mother. With a 30-year career in vocational-technical education and a long history of volunteer service—including rescue squad work, church service, animal welfare initiatives, and volunteering at Langley Air Force Base hospital – service came naturally. She served from 1995–2000, returned in 2005, and has been Board President for more than a decade, emphasizing documentation, transparency, and risk protection.

A Sunset Provision and Complex Structure

Barclay Towers II’s 40-year sunset provision requires a continuation vote before expiration. The property operates within a mixed-use building that includes additional timeshare units, hotel operations, and whole-ownership interests – adding operational and valuation complexity and making early planning essential.
As 2028 approaches, delinquent and abandoned weeks – nearly 400 of approximately 1,800 – create financial pressure. Connel has supported stronger enforcement tools, including nonjudicial foreclosure, reinforcing the principle that paying owners should not subsidize non-paying owners indefinitely. Recovered intervals can be rented to support operations.

Connel began raising sunset planning years in advance, participating in Board forums, TBMA conferences, webinars, and town-hall sessions, including one led by Lemonjuice Executive Vice President and COO Scott MacGregor. After evaluating firms over several years, the Board selected Lemonjuice Solutions for its integrated legal, communications, valuation, and transaction approach. “They explained the process whether they were selected or not,” Connel said. “That mattered to
our owners.” Owner education began before formal engagement in July 2025, including presentations at the November 2024 annual meeting. Since then, communications have included mailednotices, digital reminders, recorded meetings, FAQs, dedicated support, and an owner website. Recent participation reached record levels, with 79 attending in person and approximately 75 online, with Lemonjuice facilitating.

Ownership has been a learning experience. A proactive Board must serve the best interests of the Association and the owners. That responsibility cannot be taken lightly. 

What Comes Next

In early 2026, owners received a welcome letter outlining next steps. A sentiment survey is planned, and Lemonjuice is reviewing governing documents to ensure  compliance and transparency. Connel hopes to complete as much work as possible before 2028, potentially avoiding a full maintenance billing year. Financial stabilization continues, including $108,800 from a delayed COVID-era grant applied to foreclosure efforts before year-end 2025. Owners will ultimately decide whether to continue or terminate. Planning now supports either an orderly continuation or structured wind-down. At Barclay Towers II, the Board and Lemonjuice are working to meet that responsibility with transparency, professionalism, and respect.