Modern systems • Disciplined oversight • Strong governance

Modernize WAL. Raise the Standard.

Watergate at Landmark is a large, complex community — and a significant investment for every owner.

We deserve modern systems, disciplined oversight, and governance practices that go beyond minimum legal compliance.

I’m running for the Board to improve both how we operate — and how we make decisions.

See the 90‑Day Plan Fix What Residents Experience

Note: This site is an informational campaign page and is not an official WAL website.

Greg Sampson

Gregory Sampson

Candidate for WAL Board of Directors
Modernize operations
Fix daily pain points like gate access, delivery enforcement, and sanitation where residents feel it.
Raise governance standard
Written decision summaries, structured public comment, and rule-impact review—so choices are clear.
Protect property value
Disciplined oversight and financially responsible projects that strengthen resale value and buyer appeal.
Read More

Why I’m Running

I believe WAL can operate better — not through disruption, but through disciplined improvement.

My background includes 17 years of federal Inspector General oversight focused on accountability and performance.

Principles
Transparency strengthens trust. Discipline protects property value. Modernization improves daily life.

Watergate at Landmark is a significant investment for every owner. We can raise the standard for how we run it.

Modernize WAL. Raise the Standard.

We deserve modern systems, disciplined oversight, and governance practices that go beyond minimum legal compliance.

  • Strong governance
    Written rationales, clear tradeoffs, and predictable opportunities for owner input.
  • Disciplined oversight
    Performance standards for vendors and follow-through on what residents experience day-to-day.
  • Protect property value
    Financial responsibility first—then improvements that increase buyer appeal and resale strength.

Fix What Residents Experience

Residents feel operational problems every day. These are practical improvements we should address with urgency and accountability.

Gate & Visitor Access Modernization

The current paper-based visitor permitting process creates unnecessary congestion, long lines, and frustration. Evaluate secure options like app-based authorization, expiring QR codes, and license plate integration.

Delivery Enforcement & Accountability

Packages are too often left in lobbies despite clear rules requiring unit delivery. Clear enforcement standards and consistent follow-through are needed to restore reliability.

Snow Preparedness & Vendor Performance

Snow response must be proactive, coordinated, and performance-driven. Define planning, vendor expectations, and measurable standards—and review performance.

Pet Policy Balance

Pet waste enforcement must improve. Also evaluate practical solutions like a properly enclosed dog area to balance responsibility with usability.

Loading Dock Cleanliness

Persistent odor and sanitation concerns at the G-level loading docks require stronger inspection standards and operational discipline.

Security Review

Evaluate camera coverage gaps in parking and common areas and consider modernization where appropriate, while protecting privacy.

First 90 Days: Raise the Governance Standard

Our governing documents establish the legal framework for Board operations. But they do not require written rationales, structured public comment, rule impact analysis, or performance dashboards. Legal compliance is the floor. Strong governance is the goal.

No More Black Box Decisions

I will advocate for written, plain-language decision summaries explaining:

  • The problem being addressed
  • Alternatives considered
  • Financial implications
  • Risk tradeoffs
  • Why a specific option was chosen

Structured Public Comment Before Major Changes

For significant policy or financial decisions, I will support:

  • Clear advance notice
  • Defined public comment periods
  • Online submission of feedback
  • Summary of resident input prior to final vote

Rulemaking Reform – Stop Rule Creep

I will propose a formal Rule Impact Review before adopting new restrictions and support periodic review of existing rules. Rules must be proportionate, clearly justified, and focused on real problems.

Why governance discipline matters

Governance discipline improves operations
When decisions are clearly documented and publicly explained, vendor oversight improves, modernization accelerates, and operational problems are addressed more effectively.
Moving beyond minimum compliance
Strong governance practices build confidence and reduce speculation—because owners can see the rationale, the tradeoffs, and how success will be measured.
Bottom line
Transparency builds confidence. Structured engagement improves decisions. Discipline protects property value.

Value Projects (When Financially Responsible)

Amenity upgrades should strengthen resale value and buyer appeal when financially justified. We should prioritize projects that protect the budget, reduce risk, and deliver measurable benefits.

Evaluate carefully
Prefer vendor-paid or revenue-sharing models where possible, and avoid expensive projects that don’t improve value.
EV charging (vendor-paid / revenue share) Targeted gym modernization Rooftop usability improvements Smart security enhancements Coworking conversion of underused space

What “financially responsible” looks like

Clear business case
Cost, timeline, risks, and measurable outcomes—before spending.
Protect reserves
Prioritize long-term financial strength and avoid avoidable recurring costs.
Accountability
Vendor performance standards and follow-through—fix it once, not repeatedly.

Value projects should improve daily life and strengthen buyer appeal—without compromising financial discipline.

Video

A brief message about my priorities for modernizing operations and raising the governance standard at WAL.

Key themes

  • Modern systems that reduce daily friction
  • Disciplined oversight and vendor accountability
  • Transparent decisions with clear tradeoffs
  • Financial responsibility to protect property value

How to vote (WAL 2026)

According to the WAL election packet, voting begins February 19, 2026, and proxy/electronic votes must be received by noon on March 2, 2026. The Annual Meeting is March 2, 2026 at 7:00 PM.

Electronic voting

Vote online beginning February 19, 2026:

Go to Voting Site
If you didn’t receive an email invitation, the packet mentions registering and requesting a code via the voting site.

Other ways to vote

  • Mail-in proxy ballot
  • Drop in secured ballot boxes (Resident Services Office / building lobbies)
  • In-person voting at the Annual Meeting (as a last resort)

Key dates

Voting opens
February 19, 2026
Voting deadline
March 2, 2026 at noon
Annual Meeting
March 2, 2026 at 7:00 PM
Meet-the-candidates town halls
Feb 17 (in person) and Feb 19 (in person + Zoom)

Contact Greg

You can always reach me at:

Email
hello@gregsampson.online
Email Greg Volunteer
Quick note
Messages go directly to Greg’s inbox (no website form).

Tell Greg your ideas

Have a cost-saving idea, a day-to-day pain point, or a governance question? Send it — short is fine.

Gate / access Deliveries Sanitation Snow response Security Governance
Tip
Include (1) what you observed, (2) why it matters, and (3) what “better” would look like.
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