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About USC

Founded as a ‘turn-around’ trouble-shooter for resort non-profit member associations in 1993, Universal Services Corporation (USC) focused upon consultation and management services for commercial resort properties in multiple states until early 2019. Over the years, USC also provided management services for residential properties in the local region through its subsidiary, Pointe Realty Company.

Today, USC has refocused for managing and developing its own properties, while offering consultant services to the Boards of Directors of non-profit associations experiencing sustainability issues. USC’s purpose and experience in serving troubled legacy resort properties’ struggling to remain relevant and survive has created specific and valuable experience. USC is uniquely qualified for determining whether the potential for successful long-term sustainability exists, or the alternatives of asset liquidation, termination, and corporate dissolution is the likely outcome. USC’s significant experience in this arena can provide recommendations for an efficient method and manner for accomplishing the aim. The association through its own Board of Directors can accomplish most of the desired result, or if required, the judiciary, as determined, may provide for expedience in salvaging equity value.

USC’s successful record of helping clients maximize value has evolved from experience in designing systemized strategies applied to manage, prevent, or resolve difficult operations issues involving potential litigation or judicial matters, tax liabilities, with the restoration or recovery of financial value as an outcome.

As consultant, USC can guide their client enterprise endeavors such as:

  • Enterprises seeking to streamline and continue operations: USC tests existing business operations with an eye for improving efficiency by removing systematic waste with continued sustainability as the goal. USC can reduce client-operations expense through its consortium buyer program of most products and services.
  • Enterprises experiencing sustainability issues, or contemplating closure: USC tests operations for potential turnaround success and reports the current ‘reality’ of the enterprise with an unbiased view of the required steps and estimated costs for both recovery and the alternative of closure, liquidation, termination and dissolution.
  • Enterprises considered by its decision makers for closure, liquidation, and dissolution: USC tests the marketplace for highest and best use values of the real property assets, and identifies the new ‘known’ values and variables creating the new position of the enterprise. Once we identify the marketplace position, appropriate actions outlined as considerations for the hard decisions provides clarity and confidence to the Board regarding their new future objectives.

USC has the unique experience for guiding troubled business processes and related judicial processes, if the judiciary appears as an option.

In today’s culture, the ‘right’ Counsel for the judicial task is not just anyone licensed and qualified to practice law. Counsel representing the enterprise for many years may not be best suited for the new challenges of your enterprise. Although familiar with the product, services, and unique operations of the enterprise, Counsel for battling the lack of sustainability, potential liquidation, termination, and or dissolution must comprehend the uncommon aspects of the issues client and its membership while functioning as a member of staff and remaining subject to oversight by the decision makers. Most Counsel assumes they must be in charge of any judicial activity undertaken. In reality, the responsibility for the outcome remains with the Board of Directors. The Board of Directors, or its Manager may not need Counsel most times, unless defending a claim by others brought against the enterprise in a court of proper jurisdiction.

Only in this manner can a well-developed approach to any required judiciary process insure efficiency with expediency. When done any other way, an expected six-month journey may become an ‘expedition’ of several years to conclusion, and time is money. Once in the judiciary, time is ‘BIG’ money!

So, whether you are developer of a community, resort, condo association, or a property manager, our unique experience can help guide you through the tough and unique pathways of business conflict should your enterprise fall within the above three categories of condition.

USC’s experienced management of legal battles and judicial processes from the perspective of the client is critical for preserving client equity in today’s culture. Although wise to avoid litigation in today’s world, conflict resolution is not always achievable outside of the judiciary. Having observed and experienced the judiciary at every level through the Appellate Courts, the first and most critical contact for most issues will be the attorney for representation of the client. An attorney is one who attempts to apply their learned academics with their level of motivated skill sets to a trade, which is the practice of law, and the attorney must subject themselves to a code of ethics.

Professional Ethics is a learned skill, if the person possesses three core competencies; problem solving, social judgment, and knowledge skills. However, Counsel who innately possesses the internalized moral principles governing personal behavior in the conducting of an activity on your behalf, also possesses a set of guiding principles dictating they take responsibility for their own actions while exhibiting honesty, trustworthiness, and dependability. For example, statutory ethics refers to those standards that impose reasonable obligations to refrain from rape, stealing, murder, assault, slander, and fraud. Ethical standards also include those that enjoin virtues of honesty, compassion, and loyalty relating to rights, such as the right to life, the right to freedom from injury, and the right to privacy. Such standards of ethics are adequate because of consistent and well-founded reasons. However, Counsel who makes the subtle decisions regarding method and manner that saves equity value for the client vs. building wealth for Counsel and his/her firm is almost extinct. Well-grounded mature attorneys who pride themselves in rigid adherence to ethics while possessing the innate qualities desired are out there. Their personal integrity is beyond reproach. How do you know who they are? Experience and diligence to investigate prospective counsel and interview each prospect prior to retainer is a component of USC’s consultation services.

Second, ethics refers to the study and development of one's ethical standards towards the highest achievable standard for what is right, motivating one to examine one’s own agenda motivating his actions. An attorney representing clients may also be a fiduciary, and that attorney’s personal feelings, social norms, and even laws can deviate from what is ethical, and the degree of deviation depends upon the innate values present. ‘Ethics’ also means the continuous effort of studying one’s own moral beliefs and moral conduct as a team which includes the client and client’s management in pursuit of the objectives, while striving to ensure that we, and the institutions and enterprises we represent, live up to reasonable standards that are solidly-based. So, it is necessary to handpick Counsel who recognizes the need for constant examination of one's personal standards to ensure they are both reasonable and well-founded. With attorneys, USC maintains oversight to insure ethical decisions resulting in economic success to the benefit of the client.

In this 21st century, this subject has become elusive, demanding, and therefore more sensitive. As you may or may not have noticed, the American culture is not the same as a decade ago. Social moors have shifted and some of the lines are now more blurry, and as a result, the views people have about ethics are less solid today. Some attorneys have become cynical and anesthetized to the evolved norm of their peers for “letting it slide” when grey areas present themselves for actions used within the judiciary to accomplish their agendas. Some attorneys apply their trade for a selfish purpose, which is to utilize the complexity of the judiciary as a tool to confuse the client and multiply the steps, which multiplies the expense to the client, while extracting maximum equity before collapse. Attorneys are people, and have the same flaws, weaknesses, and strengths as those they serve. How is the wheat gleaned from the chaff? Experience!

Client Counsel’s efforts sometimes appear motivated by multiple agendas contrary with the objectives of the client. While USC’s Management enjoys a 100% success rate in each responsible litigation issue, the learning curve was often painful, and expensive. With business planning and difficult decisions related to the future, what one does not do can become more important than what one may do. An effective focus of real asset management comes from many years of managing operations and litigation issues for resort owners associations and residential investors. USC's comprehensive oversight of the commercial, real estate and corporate application of governing statutes at all levels provides extensive background experience for management of sensitive and complex legal issues for the support of counsel in USC’s efforts for protecting its clients. Whether a large association of members/owners, or an individual in need of management and facilitation of resolution services for property or business assets, USC's unique focus supported by significant experience can help you enjoy greater success.

Services USC and/or its subsidiaries provide include:

  • Consultation, investigation, and evaluation of operations and physical plant of not-for-profits, mutual non-profit associations, developer or association owned resort properties, regardless of size or scope.
  • Discovery of enterprise operations realities v. potential for their successful long-term sustainability.
  • Consultation for development of a ‘Plan’ for resolution of sustainability issues and identify potential outcomes.
  • Guide the processes required to reach the objectives determined, with oversight of existing management personnel, or provide qualified personnel as necessary to facilitate the steps involved.
  • Help identify funding resources for the process determined, or identify all available internal options for funding the selected course of action.