Occupation
Architect/Project Manager
Education
Masters in Architecture/Bachelors in Construction Engineering/Associates in Civil Engineering
Qualifications
Professional experience in building and construction in K12 and higher education
I am a father with kids in this district, I see everyday the importance of strong schools, not just for students, but for families and the entire Perrysburg community. My family has had the joy of watching our children in various performances and our oldest in his athletic pursuits. We understand the importance in maintaining these programs which help create a well rounded student. I also believe that my professional experience gives me the unique ability to help guide our district in long term planning for our facilities. I want to serve because I believe in making decisions that put our kids first, support our teachers, and keep our schools moving forward.
Gaining support of the community when it comes to the passage of levies. With the state restricting its funding of public schools, community support is critically important. Any increase in enrollment will compound the issue.
We need to focus on the positive. We are a community, and I hope we can all come together with one goal: Our Kids, Our Community, Our Future.
Change of leadership is on the horizon. With the upcoming superintendent search, we need to find the best candidate to lead our school district's future.
I applaud the current Board's initiatives with creating its own reporting system as well as highlighting other tip line and crisis lines for issues to be reported, and reported anonymously if necessary. I support these programs and am willing to explore other options as well, so that ALL feel comfortable to seek help/assistance.
I believe the board will have to work together to find ways to minimize the impact on students and their educational experience. As a community we should be proud of the fact that we spend less per student than the state average with high ranking results. Maintaining the quality education and the high results Perrysburg historically produces, should be paramount. Our high performing schools is the reason many of us moved into this community and is something to be valued.
Occupation
Business Relations Manager, Telesystem
Education
University of Toledo
Qualifications
Passionate, Effective Communicator, Confident Leader with Compassion and a focus on listening, Process-driven with Accountability to multiple Stakeholders, Budgeting
I bring a unique combination of hands-on school involvement, professional leadership experience, and a strong commitment to collaboration. Over the past 2 years as an officer with the Parent Organization at PJHS, I’ve worked closely with teachers, parents, and administrators to build trust and strengthen relationships. That experience has given me valuable insight into the needs of all stakeholders. With 15+ years in management, I’ve successfully led teams by fostering accountability, trust, and open communication—all skills I would bring to the board. As a parent and strong communicator, I’m passionate about continuous improvement and ensuring our district grows in a way that reflects both our high standards and our community’s values.
The recent changes in leadership bring an opportunity for a fresh start. It’s critical that we take this time to reset and refocus, and to listen. We need to be in-step with our teachers and staff to ensure they feel supported, valued, and heard. We also must acknowledge the community, who have been consistent in their desire for transparency and safety. I believe delivering clear, consistent communications that show not just what steps we’ve taken, but how effective they are, is a key to rebuilding trust and support. Because Perrysburg Schools need to rely on funding from the community, we must work tirelessly to deliver the experience everyone wants for Perrysburg students at a cost that Perrysburg residents will support.
Safety is priority. We must ensure our policies and procedures are and remain to be effective, up-to-date, and responsive to evolving challenges. I would promote seeking and building stronger partnerships with law enforcement, mental health professionals, social agencies, and local universities to bring in best-in-class training and practices. This includes addressing bullying, anxiety, staff conflict, and even sexual abuse through prevention, early intervention, and support systems. Once strong policies are in place, we need to regularly review and pressure-test them—measuring outcomes, tracking incidents, and adjusting to ensure real improvement in the safety, security, and well-being of all students and staff.
We'll need to focus on using what funds we have available on programs and projects that are meeting the district goals of “Ensuring all students achieve their greatest potential,” and prioritizing safety. Programs that affect literacy or graduation rates, district safety, & teacher quality would rank highly along with anything that is mandatory from the state. We will look at more long-term funding potential in the form of grants/partnerships with local businesses or nonprofits to determine if there are alternate sources of income for any of our programs. Additionally, we must hold our local and state reps accountable for their decisions that negatively affect the funding that is so desperately needed for us and all Ohio districts.
Occupation
Internal Auditor and Consultant
Education
Bachelor in Business Administration, Finance - University of Toledo, Executive MBA - University of Michigan
Qualifications
Over 20 years of Board/Board Committee experience, financial statement experience, servant leader, building teams and organizational structures, human-centric communications
I am a 1997 graduate of Perrysburg High School and a veteran of the Ohio Army National Guard (Honorable Discharge). With 20 years of experience in approximately 1,000 Board/Board Committee meetings at financial services organizations and industry associations, I have experience in governance, risk management, and compliance. I served as Vice Chair (2016–2018) and Chair (2019–2024) of a township zoning board, helping master board dynamics and oversight. As a Certified Internal Auditor, I uphold independence, ideal for an impartial school board member. My consulting work includes process improvement and risk/control assessments. Strong communication skills enable me to engage stakeholders effectively.
Effective human-centric communication is a pressing challenge. Stakeholders—parents, staff, and community—require tailored, clear engagement, not inconsistent tweaks to an existing process. A rebuilt communication strategy is essential. Strategic vision is equally a pressing challenge. Leadership inspires when the destination is clear. The district’s strategic vision isn’t broadly known, and details on execution, timeline, and costs lack transparency. Engaging both supporters and detractors fosters compromise, uniting the community for Perrysburg Schools’ success. Prioritizing students and the district over divisions, we can achieve meaningful progress towards our desired district and maintain destination district status.
These four areas are not a static environment. These areas are in constant change and require regular evaluation with input from professionals in these areas. The district can’t be successful if students are afraid to speak to a trusted adult about any of these topics. My proposed change is fostering trust so students can openly share concerns, enabling the district to act. Gaining students' trust to speak to a trusted adult is a first step in what becomes a larger process that could include laws and regulations. Quite simply, if the district doesn’t know which students need help it can’t do anything to help them. This type of change won’t be easy or fast. Trusted communication is essential to a safe and secure district and student body.
Ohio public school districts provide free, accessible, quality education to all students within their boundaries. In Perrysburg, we must prioritize spending to ensure quality education, defined by characteristics like smaller class sizes, robust curricula, and safe environments. Our district has the resources to shape an exceptional student experience but needs alternative funding to support its strategic vision (once developed). While essentials like heating are non-negotiable, a clear, communicated strategic plan will align stakeholders, boost funding, and prioritize spending to enhance education and student outcomes as a community.
Occupation
Lecturer at University of Toledo
Education
MA in Education from University of Findlay, BA from Miami University in Middle Childhood Education
Qualifications
Public School Teacher, State Director of national after school organization, BA and MA in Education
My family lives in the district, my children attend the schools, and I have spent my entire career in education; first as a public school teacher, then as a non-profit director for a non-profit serving kids in Toledo, Columbus, and Cleveland, and now as a professor at the University of Toledo teaching pre-service teachers. I know how schools run and the challenges they face.
1. Financial Instability_We must explore cost effective solutions and build strong relationships with our community.
2. Political Divisiveness_We must foster open communication and build strong relationships with families. We need to focus on a strategic vision for the district, ensuring the perspectives of all community members are heard and taken into account.
We must prioritize student mental health by integrating social-emotional learning into our curriculum, expand access to mental health resources for our students and staff, promote mental health literacy, and foster positive educational settings. In order for any of these techniques to be effective, we must strengthen relationships in the community, engage families more often, and provide resources.
Our students and staff must always be our first priority. Without the success of both of these groups, our schools are nothing. We must prioritize effective educators, and student programs.
Occupation
Continuous Improvement Manager
Education
BS Industrial Engineering from Purdue University
Qualifications
I bring over 20 years of experience as an industrial engineer focused on process improvement, cost reduction, and operational efficiency.
I’ve spent over 20 years as an industrial engineer focused on improving systems, cutting waste, and making operations more efficient. I’ve worked with small businesses and government agencies, and the approach is the same: listen to the people doing the work, identify the real problems, and build solutions that actually last. I’ve lived in Perrysburg since 2007 and have six kids who have attended Perrysburg Schools. Four have graduated, and two are still in school. I know this district as both a parent and a problem-solver. What I bring is a clear-eyed look at the numbers, a commitment to accountability, and a willingness to ask hard questions that too often get avoided.
The biggest challenge is long-term fiscal planning. The district keeps growing, but spending continues outpacing revenue with no real plan to control it. When the money runs short, we get hit with more levy requests and threats of cuts. That cycle isn’t sustainable. I’ll push for a clear funding plan that matches spending to what the community can realistically support. We also need more transparency on where the money goes, what programs are working, and which ones need to be reevaluated. If we don’t start making smart, accountable decisions now, we’ll be forced into worse ones later.
As a parent, I want to know my kids are safe, supported, and in an environment that takes their well-being seriously. That means more than just extra security measures. It means listening when students speak up about bullying or harassment, making sure their concerns aren’t dismissed, and following through with real action. It also means making sure the right support staff are in place when students need them. None of that happens without smart budgeting and clear priorities. When too much money is tied up in administrative costs or programs that don’t show results, there’s less left for the students. Parents deserve to know their tax dollars are going toward what matters most, the students.
If we know reserves are projected to drop, then we need to stop spending like nothing’s wrong. I would prioritize core educational services first: teaching, student support, and programs that directly impact learning. Everything else should be reviewed and justified. That includes long-term spending, special projects, administrative costs, and any programs that aren’t showing clear results. We need to focus spending on what gives students the most value. If we don’t make smart adjustments now, we’ll be forced into more painful cuts later.
Occupation
Marketer for Melaleuca Wellness company; current Board member
Education
M.Ed. in Curriculum & Teaching, certification in JH Soc. Studies
Qualifications
Lifelong educator, experienced Board member
My entire adult life has been spent in education in one way or another: student, teacher (4th-12th), sub, grad school, advocate, Sunday school, Board, etc. Students have always been my focus. My varied background of travels and jobs adds enrichment to my interactions with all ages. Students taught me early on to “Listen to Learn” which I’ve found of paramount importance working on the Board. Creating opportunities for students to be great US citizens and lifelong learners is the forefront of my “why” for being on the Board. Also, this next Board must go through the lengthy, arduous process of finding a new Superintendent. I will add some stability and experience to a young Board which without it, could make this task much more difficult.
It can be difficult to separate many of the issues as they tie into one another. We need to find a new superintendent from a very shallow pool of candidates who will need the skillset to unite not only our community but also within our District, to rebuild confidence and trust once again. We could be facing additional cuts and the Board needs more involvement in those decisions gathering info by attending District dialogues, surveys, etc. Our student numbers dropped off this Fall. Why? Exit interviews could be SO helpful here and with the staff. Funding from the State remains in flux for yet another year so we must budget without knowing how the State will meet its obligations from HB96.
These are general thoughts due to limited space. These need to continue: District Safety Committee & Parent Safety Task Force brought many completed projects (eg: lock upgrades, water dispensers, camera upgrades, cyber security & trainings for District –I’d add the community as well, etc); vulnerability assessments; classroom guides. I’d strengthen the use of the Buddy System from HPI – HS & I’d like to see the “in-house, on-call counselor system" return. We’ve added “Crisis-Go” software for our larger buildings to aid in quick reconnection & coming on Prof. Dev. Day will be anti-grooming classes & in Nov., there’s Safety Day. This all takes money as the safety upgrades for the stadium were cancelled due to the levy failure.
Go back to “my why” – it’s all about our kids so it begins with Safety (e.g.: personal safety on & off campus & mental health, as well as continuing to maintain our facilities) with compliance to laws such as caseloads for Special Ed & counselors, curriculum, transportation (PK-8), and other expenditure requirements). Then, curricular growth in academics, citizenship, and post-graduate goals to ensure all students achieve their greatest potential. Passing levies allows additional enrichment programs for tutoring, STEAM, Jr. Jackets, field trips, athletics, performing arts, and keeping classes small, to name a few.
Occupation
Business Owner
Education
Bachelors of Business Administration in Management Information Systems from the University of Notre Dame.
Qualifications
20 year IT professional with the final years as a Project Manager, almost 10 years as a small business owner, mom of 2 students, one who is a junior at Perrysburg High School.
As a business owner, I understand how to manage budgets, set long-term goals, and make decisions that balance vision with practical realities. My background as an IT professional gives me problem-solving skills, data-driven decision-making, and an ability to adapt to new technology. As a parent in the district, I see firsthand the strengths of our schools and the areas where we can improve.
With our district in transition, this is a critical time for new leadership, fresh perspectives, and a collaborative spirit. I bring a willingness to listen, an openness to new ideas, and the commitment to work with fellow board members, educators, and the community to make Perrysburg schools stronger than ever.
Perrysburg Schools face serious challenges with finances, student mental health, safety oversight, and community trust. I support a credible, transparent levy plan, including a public “Levy Accountability Dashboard” to track dollar spent to dollar raised. I would shield student well-being and academic progress from budget cuts as much as possible. Mental-health staff should be protected even during cuts, and we must maintain low-cost, high-impact extracurriculars that build leadership and belonging. To rebuild trust, I’ll promote respectful dialogue, and launch a monthly State of the District livestream with Q&A. I will insist on clear chain-of-command procedures for handling complaints or reports of misconduct.
I propose ensuring mental health services remain a priority in the district. If cuts are necessary, keep counselors and intervention specialists on the protected list. Ensure budget cuts don’t disproportionately impact vulnerable student groups. Rebuild extracurriculars by prioritizing low-cost, high-impact programs that support leadership, belonging, and academics. I believe we also need to close gaps in reporting and personnel accountability to ensure safety and professionalism. I would support mandatory training for principals and administrators on reporting protocols and boundary guidelines and insist on clear chain-of-command procedures for handling complaints or reports of misconduct.
Teachers, counselors, and intervention specialists need to be at the top of the priority list along with programs that support student growth, such as literacy, STEM, and mental health initiatives and extracurriculars that offer broad participation and leadership opportunities at a lower cost per student. Safety and security measures must remain adequately funded. To support those programs we need to postpone or phase non-essential upgrades or nice-to-have projects until finances stabilize. Technology spending must focus on essentials that directly support learning outcomes. Shared services, partnerships, and grants to offset costs should be examined. Clear communication about the financial trade-offs must keep the community supportive.
Occupation
Strategic Marketing Manager
Education
BA Economics
Qualifications
Perrysburg Parent, Career building Marketing and Communications Frameworks across industries and cultutres
I bring a mix of local roots and global experience that gives me both perspective and accountability. My career has been spent solving communication and engagement challenges across industries and cultures, building systems where people feel heard and results follow. I have led strategy and communications in higher education, design, and nonprofit work, and I know how to take complex issues and make them actionable and digestible. Most importantly, I am a parent of children in this district. I have seen firsthand how strong partnerships with teachers can change a child’s trajectory. That combination of professional skill and personal investment equips me to serve the board and the community better.
The biggest challenge is trust. Families and staff often feel unheard, decisions are made without transparency, and traditions that matter have been cut without real input. Levy failures show that community confidence is eroding. I would push for true engagement, not just the appearance of it, ensuring families, staff, and teachers are part of decision-making. I would also advocate for tracking issues raised at board meetings and reporting on how they are addressed. When people see that their voices matter, trust can be rebuilt.
Safety must come first. That means consistent handling of misconduct, making sure students are not put in unsafe situations, and treating bus routes and other protections as non-negotiable. We also need to strengthen classroom support for teachers, because when they have resources and bandwidth, they can better support the well-being of their students. A stronger, enforceable bullying policy is essential to create a safe environment. The district should also build partnerships with local medical and mental health providers so families can access professional resources directly, instead of trying to create a one-size-fits-all system inside the schools. I would propose regular safety audits with public reporting, open channels for families to
We cannot keep cutting classrooms, teachers, or safety, those must come first. Spending should be tied directly to classroom outcomes and student success. That means a transparent budget the community can understand, and accountability to ensure resources are directed where they matter most, instruction, safety, and classroom support.
At the same time, we should be open to rethinking how programs like camp and sports are structured. Direct community involvement through time, partnerships, and targeted fundraising can help sustain them. These programs are part of what makes Perrysburg special, and with openness and creativity, we can protect them without compromising classrooms or safety.
