ARCHIVE SEARCH RESULTS

Randolph Gerner, a New York City architect, has been instrumental in the renovation and decarbonization of his building, saving $700,000 and meeting LL97 carbon-emission goals for the next 40 years. (Print: Taking Charge: Randolph Gerner)

Shareholders in a Lower Manhattan co-op frequently email the board with personal and irrational complaints, leading to a series of co-op dramas that are both cringeworthy and disappointing. (Print: The Write Stuff)

New York City apartment dwellers are always looking for more space, but the basement and penthouse floors of their buildings often remain unused, and could potentially be converted into storage units or other amenities for the co-op. (Print: Space Oddity)

David Wolf, a retired doctor and co-op board member, has been instrumental in the successful management of Windsor Tower, a 26-story co-op in Manhattan, by providing excellent customer service, addressing issues quickly, and maintaining close working relationships with building staff and management. (Print: David Wolf, Windsor Tower)

Rachel Pincu-Singer, a market research consultant, has been serving on the board of her Upper West Side co-op since 2014, and has successfully resolved disputes and managed the building's finances, including the installation of a dual-fuel boiler and the replacement of the gravel roof. (Print: RACHEL PINCU-SINGER)

After a year of FISP work, shareholders in a Lower Manhattan co-op have moved on from the project, appreciating the absence of the dust, noise, inconvenience and expense, and are now focused on other issues. (Print: Out Of Sight, Out Of Mind)

Gerald Ross has been the president of 160 West End Ave for nearly four decades, overseeing the building's maintenance, shareholder issues, and energy efficiency initiatives, while maintaining a $12 million revenue stream and $6 million in reserves. (Print: Taking Charge: Gerald Ross)

A co-op in Lower Manhattan is facing a massive demolition and construction project across the street, while dealing with a seemingly endless FISP assessment and a reserve fund for future expenses, causing shareholders to be "FISP-fed up" and frustrated with the board. (Print: Stage Management)

David Hales, a consultant in international public health, serves as board president of his Yorkville co-op, managing the challenges of running a small co-op, including scaffolding headaches, a sublet lottery, and a new management company. (Print: Taking Charge: David Hales)

A renter turned co-op owner in Manhattan discovers the importance of being involved in the co-op culture, learning to jump in and out of the rope of building business, and becoming a part of a group that jumps together in different ways. (Print:Learning the Ropes)