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Common-Sense Responsibility
I am running for the West Windsor–Plainsboro Board of Education to continue the work I have already begun as an appointed member and Finance Committee representative, and to contribute a thoughtful, experienced, and fiscally responsible voice to the challenges and opportunities facing our schools. I was honored to be selected by the Board in July 2025 following a public interview and deliberation process involving seven candidates. That appointment reflects a strong vote of confidence from the sitting Board, and I am now seeking to earn that same trust from the community through election.
What sets me apart is the breadth and depth of my personal and professional experience combined with a long-standing, hands-on commitment to our district. I have brought more than 30 years of leadership experience in senior living, healthcare, and real estate, including managing high-value operational budgets, leading diverse teams, and speaking nationally on sales and marketing strategy. I have served in executive roles where community-building, accountability, and long-term planning were essential to success, skills directly applicable to educational leadership.
On a personal level, I have lived in Plainsboro for 28 years and have been actively engaged in civic and community service throughout that time, including serving on Plainsboro’s Human Relations Council and founding the Plainsboro Business Partnership. I currently serve as President and Pit Crew member of the Northern Knights Marching Band Booster Club, supporting our students’ extracurricular growth and enrichment. My wife, Denise O’Brien, is also deeply involved in the district through her longstanding work with the Girl Scouts. We have raised our family here and are fully invested in the success of this community. I am running because WW-P students deserve Board leadership that is engaged, experienced, and genuinely representative of the values and diversity of our community, and I am ready to continue that work.
As a current member of the Board of Education, my foremost priority is to uphold the responsibilities and ethical standards expected of a Board member in service to the entire West Windsor–Plainsboro school community. While it is natural to ask about individual priorities, it is important to recognize that Board members do not set personal agendas, we collectively support and help shape the district’s strategic direction through collaboration, oversight, and adherence to the Board of Education Code of Ethics.
Specifically, my role is to contribute thoughtful, informed, and independent judgment while ensuring that all decisions are made in the best interest of our students, staff, and community. I am committed to refraining from making personal promises or private commitments that could compromise the integrity of the Board; and to supporting our district personnel in the proper performance of their duties and guarding against undue influence from special interests or partisan politics. In doing so, I aim to be a steady, ethical, and effective partner in the work of delivering an exceptional educational experience for every student in our district.
As a current member of the Board of Education and its Finance Committee, I understand the importance of balancing educational excellence with fiscal responsibility. One of our greatest challenges is operating within the state-mandated 2% tax levy cap while facing annual increases in the cost of goods, services, and labor that often exceed that limit.
We must continue to protect, and where possible, enhance core instructional programming, student support services, special education, and our robust arts offerings. These areas directly impact student growth and experience. At the same time, we have an obligation to our taxpayers to look for responsible ways to manage rising costs without compromising educational quality.
Sustaining excellence under fiscal pressure requires strategic planning, clear priorities, and ongoing dialogue with the community and state leaders. I remain committed to those principles in every budget decision we make.
I will adhere to Code of Ethics N.J.S.A. 18A:12-24.1(J) “Proceed through proper channels”. I will refer all complaints to the chief administrative officer and will act on the complaints at public meetings only after failure of an administrative solution.
Schools must serve as safe, inclusive spaces for all students. In our district, West Windsor Plainsboro’s mission emphasizes that every individual deserves respect and support, without exception.
Following recent changes to federal enforcement policy, New Jersey’s Department of Education has issued guidance to uphold student safety and remain law abiding. Specifically, if ICE personnel appear at a school, staff are instructed to:
Request their official credentials and any judicial documentation (warrants, subpoenas, or court orders); Immediately notify the Chief School Administrator or superintendent; and Consult with legal counsel before taking any action, unless there are clearly defined, legally recognized emergency conditions (known as “exigent circumstances”).
The West Windsor–Plainsboro Regional School District is widely recognized for its academic excellence, consistently ranking among the top districts in the state. Less frequently highlighted, but equally commendable, is our outstanding performing arts programming, which includes thriving visual arts, theatre, and music curricula with two exceptional marching band programs at both High Schools. These offerings are integral to a well-rounded education and contribute significantly to student engagement and personal growth.
One of the key challenges the district has been actively preparing for is the anticipated increase in student enrollment driven by new residential development. This growth has implications not only for class sizes and facilities but also for ensuring that all students continue to have access to high-quality academic, vocational, and arts programming. As a member of the Board and the Finance Committee, I support thoughtful, forward-looking planning to maintain program excellence while expanding capacity.
I am running for the West Windsor-Plainsboro Board of Education because I care deeply about our students’ futures and the strength of our school community. As a parent, long-time resident, and active community member, I am deeply invested in the success and well-being of our students. Through my volunteer work with the Town Center PTA, my current role as Treasurer for the Millstone River School PTA, and my support of numerous community events and organizations, I have developed a strong understanding of both the opportunities and challenges facing our schools. These experiences have reinforced my belief that the best educational outcomes happen when families, educators, and the community work together in an atmosphere of trust, transparency, and shared responsibility.
Professionally, I bring over 22 years of experience in cybersecurity and digital infrastructure, advising both public and private sector organizations. As schools become increasingly reliant on digital tools for learning, communication, and operations, this expertise is especially valuable. I can help ensure that our district’s digital systems are secure, efficient, and student-friendly, an area where I believe I can make an immediate impact.
Ultimately, I am running because I want to create an environment where every child feels supported—academically, emotionally, and socially. I am committed to promoting mental health awareness, reducing bullying, supporting our teachers, and ensuring the district continues to deliver high educational standards while remaining financially responsible to taxpayers.
My priorities on the Board of Education focus on student well-being, academic excellence, and responsible governance. I want every student to feel supported—not only academically, but also emotionally and socially. This means promoting mental health awareness, strengthening digital safety, and ensuring our teachers have the support they need to continue delivering outstanding instruction. At the same time, I am committed to maintaining the district’s tradition of high educational standards while being financially responsible to our taxpayers.
The West Windsor-Plainsboro district has achieved exceptional success over the past several decades and continues to excel across many areas. This achievement is a direct result of our dedicated educators, engaged families, and a strong community. Yet, there is always room to grow. We must build on our strengths, continue striving for excellence, and prepare for the future growth of the WWP community. In an era shaped by rapid advances in AI, the influence of social media, and fast-evolving digital landscapes, we must equip our children with the skills, resilience, and responsibility needed to meet these new challenges with confidence.
To achieve these goals, I will work closely with current Board members and school administrators. I will focus on understanding today’s challenges, collaborating on solutions, and anticipating the needs of tomorrow so our district is always one step ahead. By fostering transparency, open communication, and a strong partnership among families, educators, administrators, and the Board, we can ensure WWP continues to thrive and lead well into the future.
My top priority for the school budget is to protect—and where appropriate, increase—funding that directly supports students’ success and well-being. This includes classroom instruction, mental health services, and teacher support. These investments have the greatest impact on students’ academic, emotional, and social development and must remain at the heart of our district’s priorities.
I also believe we need to strengthen investments in technology and digital safety. With schools relying more on digital platforms for learning, communication, and operations, it is essential that our systems remain secure, efficient, and student-friendly.
At the same time, we must look for opportunities to be more efficient. Administrative and non-instructional costs should be carefully evaluated to ensure that every dollar is used effectively. By streamlining processes, reducing redundancies, and embracing modern tools, we can generate savings that can be redirected back into classrooms and student programs.
My approach to accomplishing this will be collaborative. I will work with fellow Board members, administrators, and the community to review priorities, identify efficiencies, and make decisions that reflect the needs and values of our district. By keeping students at the center while managing resources responsibly, we can preserve WWP’s tradition of excellence and prepare for the challenges of future growth.
When groups of parents disagree about Board of Education policies, my role as a Board member would be to ensure that all voices are heard, respected, and considered in decision-making. Beyond listening, I believe it is important to focus on several key steps:
1. Facilitate constructive dialogue: I would encourage structured conversations where parents can share their perspectives in a respectful and solutions-focused environment. This helps reduce misunderstandings and allows common ground to emerge.
2. Rely on data and transparency: Policy decisions should be guided by facts, research, and the best interests of students. By reviewing data—whether related to academic outcomes, budget impact, or student well-being—we can provide clarity and help parents understand how decisions are made. Transparency in sharing this information is critical to building trust.
3. Form independent committees when needed: For complex or highly debated issues, I would support forming independent committees that include parents, administrators, and Board members. These committees would research the topic in depth and provide a report with findings and recommendations to the full Board. This process ensures that multiple perspectives are considered and that decisions are informed by thorough analysis.
4. Collaborate with experts: Where appropriate, I would also seek input from educators and subject-matter experts whose professional insights can help frame options that balance different viewpoints while keeping students’ needs at the center.
Ultimately, while not every parent may agree with every decision, my goal would be to ensure the process is fair, transparent, and inclusive. By maintaining open communication, leveraging committees for deeper exploration, and focusing on what benefits students most, we can work through disagreements constructively and preserve the trust and unity of our community.
The role of schools when interacting with U.S. Immigration and Customs Enforcement (ICE) must always be guided by one fundamental principle: schools should be safe havens for every child. Students come to school to learn, grow, and feel supported, not to live in fear of immigration enforcement.
In our community, that means schools should limit interaction with ICE to what is strictly required by law and ensure that staff are trained to handle such situations appropriately. Any requests from ICE should go through the district’s legal counsel and superintendent to make sure the district is complying with the law while also protecting the rights and privacy of students and families.
Equally important, schools must provide reassurance to students and parents that a child’s immigration status does not affect their right to an education. Creating a safe and inclusive environment is essential to maintaining trust between schools and the community.
As a Board member, I would advocate for clear policies and communication so that families understand their protections, and staff know how to respond if ICE contacts the district. Schools should never be places where children fear for their family’s safety—they should remain centers of learning, stability, and community support
While I’m not currently on the Board and don’t have full access to internal data, I’ve heard valuable feedback from parents during my campaign. Our district offers excellent programs—one of the main reasons families choose to live here. However, one concern I’ve identified is that when programs change, it can disrupt students who have planned their academic paths based on earlier offerings. The district should carefully consider the impact of such changes on students.
Additionally, I believe we need more collaboration with universities and corporations to expand opportunities. While partnerships like the one with Princeton University are a great start, we should build more such programs to give students access to broader resources and real-world experiences.
