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I'm running for the board of education because I really care about our community and our students in the township. Based on my experience with the two kids, I believe our school district is facing some challenges, especially in recent years, our schools have a decreasing number of students and decreasing scores in the state student assessment exams. Montgomery has been a strong school district. A lot of families moved here because of that, just like my own family. I would like to run to the board to see what exactly the issues are, what challenges our schools are facing, and then try to use my experience through years of working in the manufacturing industries on communication, quality control, root cause analysis, and management skills to help and bring our schools to the right track.
My top 3 priorities will be:
1. Expand learning opportunities by growing STEM, dual-enrollment, internships, and early-intervention programs. Support and challenge every student to reach their full potential while ensuring a strong balance with social-emotional learning.
2. Attract and retain excellent teachers and staff, so that every child benefits from the very best educators and leaders.
3. Promote transparency in budgeting and decision-making to ensure our resources are used effectively and always in the best interest of our children.
Please visit our webpage for the full platform https://montychildrenfirst.com
As the first-time runner, I don't have enough knowledge on the school budgeting yet. However, based on my experience working in the manufacture industry. All the budgets DIRECTLY related to student's education should be protected and increased if necessary. All the budget "INDIRECTLY" related to student's education should be reviewed and re-evaluated. All the budgets "UNRELATED" to students' education are "WASTES" and shall be cut. BOE shall periodically review and oversight all the expends, walk all the numbers to make sure our limited budgets are used effectively and to the best interests of our students.
Disagreements are common in diverse communities. As a board member, I will always treat all the parents with respect and fairness. First, I will meet with all the parents in the groups, to clearly understand their concerns, their requests and the reasons supporting the requests. I will clarify all the facts and explain the policies based on lawful requirements and fairness to all the students. Secondly, I will bring all their concerns and requests to the board meeting for discussion, make sure all the requests are clearly answered with supporting facts and documents. Thirdly, I will promote transparency in decision-making, advocate for clear communication about how decisions are made, including the evidence, community input, and long-term considerations that inform the Board’s actions. The Board and parents share the same interest all the disagreements could be solved through communication and putting our children's interest first.
As an immigrate of myself, I believe all children regardless of citizenship or immigration status shall have the right to public education as long as providing residence in our township. On the other hand, schools have to follow the established state and federal laws and procedures. The mission of schools is to educate to foster trust and to provide a safe and supportive environment for every student.
Our district has many strengths, but to remain competitive, we consistently need to focus on improving in the academic, vocational, and fine arts programs.
Academics: We should expand dual-enrollment course selection, restore the accelerated math path so students are prepared for advanced coursework in high school and beyond. Our literacy program should be strengthened, particularly to support students with dyslexia so they can read at grade level. Our high school counselors should be relieved of some administrative tasks
so they can spend more time mentoring students, guiding course selection, and helping them build strong college application profiles.
Vocational Education: Not every student plans to attend a four-year college, and our programs should reflect that reality. By expanding partnerships with local businesses, trade unions, and community colleges, we can create pathways to apprenticeships, certifications, and internship opportunities. These experience gives students real-world exposure and career readiness in field like healthcare, technology, and skilled trades.
Fine Arts: The arts are essential to a well-rounded education, Music, theater, and visual arts foster creativity, confidence, and collaboration. we should protect and expend fine arts opportunities and include modern options such as digital media and graphic design, which also connect students to emerging career fields.
Slogan
Excellence in Education
My qualifications are rooted in a balanced perspective; combining my professional experience with my personal commitment as a parent.
Professionally, I've spent over 20 years at Johnson & Johnson, where I'm a Finance Director. I've managed multi-million dollar budgets and executed strategic plans. I'll bring this disciplined approach to the school board to help ensure our resources are strategically aligned with our educational goals, allowing us to build on our tradition of academic excellence.
Personally, I see the direct impact of the district’s policies through my own children. This insight gives me a unique understanding of the dedication of our excellent teachers and the needs of our students.
Ultimately, I am uniquely qualified to serve because I offer a perspective that is both dedicated to building on our academic strengths and personally invested in our community. I am committed to preserving our high standards while ensuring a bright future for Montgomery's schools. This means I'll bring both a professional's expertise in financial management and a parent's understanding of our students' day-to-day realities. My goal is to work collaboratively with the board, administrators, and the community to make smart decisions that support our teachers and provide every student with the tools they need to succeed.
My goal is simple: to keep our schools strong by working together. This means focusing on what our students need to succeed, giving our excellent teachers the tools they deserve, and building a stronger relationship between our schools and our entire community. I'm committed to being fiscally responsible and transparent with every decision we make.
Montgomery schools are regarded by many as being some of the best in the state. To maintain this status, we must move from unproductive meetings and tangents to meaningful execution and action. I will bring a disciplined approach to the board, partnering with school administrators to ensure our priorities are not just discussed but are effectively implemented. My focus will be on getting things done for our students, teachers, and community, without micromanaging the day-to-day operations.
I believe the conversation on budget priorities begins not with the numbers, but with what we as a community value. This includes a commitment to academic excellence, personal growth, and the overall well-being of our students, ensuring they become responsible adults.
Montgomery has one of the best school districts in New Jersey, and I believe we're already headed in the right direction. We have a strong core, and any changes should be small, purposeful recalibrations that build on our existing strengths.
My strategy for a fiscally responsible budget centers on collaboration and accountability. I would propose a "start, stop, continue" exercise with our teachers, administrators, and parents. This open dialogue would help us identify which programs are most effective and potential opportunities for improvement.
By taking this approach, we can meet the community's expectation of fiscal responsibility and ensure our resources are strategically used to support our students and our schools.
As an elected representative, I believe the Board of Education is the voice of the Montgomery community. Therefore, my first step in addressing policy concerns is to listen and understand the root cause of any misunderstanding or disagreement.
Some policies are enacted to ensure compliance with state and federal laws. A lack of compliance can expose the district to lawsuits, fines, a loss of funding, and government intervention. I would only consider changing policies that are not legally mandated.
When the board has full control over a policy, I would approach the issue with the same rationale I use at home: rules are in place for a reason, but they can be changed for the right one. This would involve a full review of the pros, cons, financial impact, and any indirect consequences of the rule change. After a thorough review and input from all parties, the board would make a final decision.
Transparency and clear communication are key. I would ensure the community understands why the board reached its decision. While policies should be reviewed from time to time, constantly revisiting past decisions is counterproductive and takes away from issues that require our attention.
The role of schools when interacting with U.S. Immigration and Customs Enforcement (ICE) is a matter of strict policy in New Jersey. The New Jersey Department of Education (NJDOE) has provided clear guidance to all school districts on this topic, and these policies are in place to be followed to the letter.
Based on the fact that Montgomery schools are already top-ranked in New Jersey, I believe our academic, vocational, and fine arts programs are headed in the right direction. The issues we face are not systemic failures that require a complete overhaul, but rather opportunities for continuous improvement. I don't believe any single person should make broad curriculum decisions. My approach is rooted in collaboration and problem-solving. I would gather feedback from various stakeholders—including educators, parents, and both current and past students—to identify which areas of the academic program, vocational and fine arts offerings need to be revisited. Connecting this back to the topic of priorities and budget I would hope that a start, stop, continue exercise would be a holistic tool to identify potential enhancements to the academic, vocational and fine arts offerings.
Slogan
Excellence in Education
The Montgomery Board of Education isn’t operating effectively, which is hurting students, staff, and the community. As an attendee at board meetings, I see board members argue unproductively about curriculum and the budget; I am sure there are other unresolved issues out of the public view. While it is natural for members of a board of education to have differing opinions, the disagreements I see are not indicative of a board that is working toward mutually acceptable agreements. This does not help our students or our community. I want to help the Montgomery board work in a more collaborative and productive manner, have a more unified voice, and be a body that respects the expertise of the staff, while ensuring our children get the best education for their future.
I am a former high school teacher and school librarian, now an Associate Director of Government Relations at the NJEA, where I advocate for students, staff, and schools. Because of this experience, I understand how schools work. I worked in a large comprehensive school system (bigger than MTSD) and in a vocational school district. I understand student needs across the spectrum, from the least to the most able of students. I know the rules and regulations that apply to schools, as well as the limitations under which they operate. I understand the role that everyone plays in a school system: students, parents, ESPs, teachers and educational services staff, administrators, and the Board of Education members.
My employment at NJEA is an asset, not a detriment, as my work experience equips me to be an extremely effective board member, for I will arrive in the role with a comprehensive understanding of school district operations and limitations. While I would recuse myself from MTEA negotiations and deliberations, as per School Ethics Commission advisory opinions, on balance, my knowledge of student needs and issues facing public education will help serve the students and residents of Montgomery/Rocky Hill.
Montgomery needs to improve its board operations and grow community engagement to ensure that our students continue to get the best education they can.
Our board isn’t operating effectively, which is hurting the students, the staff, and the community. The board’s disagreements are not indicative of a board that is working toward consensus and does not help our students or our community. I am a consensus builder, and I will help the Montgomery board work in a more collaborative and productive manner, have a more unified voice, and be a body that respects the expertise of the staff.
Many residents feel disconnected from the board. Community engagement plays a vital role in a district’s success. It builds trust between the school and the community, improves student achievement and sense of belonging, develops family-school relationships, and enhances the district’s reputation. Improving communication between the board and the community and having occasional forums will help create a better sense of community engagement for all members of the community: parents, students, residents without children in school, and the staff.
The Trump administration has threatened cuts to states. The district won’t know our actual amount of state funding until just before the tentative budget has to be finalized. With this uncertainty, the board’s job is to keep our students and their education as the primary factor when making any budget decisions. All financial decisions need to be weighed in terms of their benefit or harm to students and their education and should result from a strategic plan that looks at the long- and short-term needs of the district. This strategic plan needs to be developed with input from parents and students, staff, and residents without children in the schools, and will guide the board as it makes financial decisions.
When there is disagreement about a policy, it is important to gather information. The first step is to understand why a policy exists. Some policies exist because of mandates with very little wiggle room, while others have greater leeway. It is also important to find out how the policy impacts various groups within the school community and get feedback from those affected. Armed with this information, the board can consider the parents’ views, understand why they’ve taken their position, and make policy decisions. While one group of parents might not like the ultimate decision, a process where everyone is heard is helpful.
The school’s job is to ensure that all students can attend public school safely and that their rights are not violated. The NJ Department of Education issued guidance on January 22, 2025, about the role of the school when interacting with ICE. (https://www.nj.gov/education/security/studentrights/) As per that guidance, schools need to ensure that ICE agents who come to a school have an appropriate judicial warrant. Without this warrant, ICE agents should not be allowed to enter. In order to protect students and staff, the school district needs to train the staff appropriately.
The district has a robust selection of course offerings at all levels and excellent practical and fine arts programs. However, we need more sections of some courses so that students can take the classes they want.
I am running for the Montgomery Board of Education because I believe deeply in the power of public education to prepare all students for success, both academically and personally. Our schools are the heart of this community, and I want to continue building on Montgomery’s tradition of excellence while ensuring that every student has access to the resources, support, and opportunities they need to thrive.
My previous service on the Montgomery Board of Education has given me firsthand insight into the complexity of school governance—balancing educational goals, fiscal responsibility, and the needs of students, families, and staff. That experience taught me the importance of collaboration, transparency, and thoughtful decision-making.
Professionally, I bring strong management, community leadership and business knowledge which allows me to approach board work with both a strategic lens and a practical understanding of how policies affect students in the classroom. I have worked closely with educators, administrators, and parents, and I understand how to navigate challenging conversations while keeping the focus on student outcomes.
What makes me uniquely qualified is a combination of experience and perspective. I have already served our district, I understand the challenges and opportunities ahead, and I bring a steady, informed voice committed to equity, excellence, and fiscal responsibility. I care deeply about our students and community, and I am dedicated to ensuring Montgomery schools remain a place where every child can succeed.
My priorities for serving on the Board of Education center on three key areas: academic excellence, student well-being, and responsible stewardship of district resources.
First, academic excellence. Montgomery has a proud reputation for strong schools, but we must continue to evolve our curriculum to prepare students for a rapidly changing world. This means strengthening STEM and humanities programs, supporting innovation in teaching, and ensuring access to advanced coursework as well as interventions for students who need extra help. I plan to implement this by working closely with administrators to review curriculum initiatives, monitor student achievement data, and support professional development for teachers.
Second, student well-being. Education is not just about test scores—it’s about nurturing the whole child. Access to extracurricular activities and a safe and inclusive school environment are essential to student success. I will advocate for continued investment in counseling resources and initiatives that build strong, accountable and respectful student body. Our students ought to be free and strategic thinkers ready to address challenges ahead.
Third, fiscal responsibility and community partnership. Our schools operate on taxpayer resources, and it is the board’s responsibility to manage those resources wisely. I will prioritize transparency in budgeting, long-term planning for facilities and staffing, and open communication with families and the broader community. Implementation will include supporting clear reporting practices, fostering community engagement sessions, and ensuring that budget decisions align with educational goals.
Ultimately, my approach is grounded in collaboration. The best solutions come when board members, educators, parents, and students work together. My goal is to help Montgomery remain a district that not only excels academically but also develops resilient, well-rounded young people prepared for the future.
The school budget is a reflection of our community’s values, and I believe we must protect and, where possible, focus funding for areas that most directly impact student learning.
Protected investments should include:
• Instructional programs and classroom resources – ensuring teachers have the tools they need to deliver high-quality instruction across all grade levels.
• Teacher and staff development – continued investment in professional training that helps educators adopt best practices and meet the diverse needs of students.
Areas to evaluate for reduction or greater efficiency include:
• Administrative overhead – looking carefully at redundancies, technology upgrades, or shared services that could streamline operations without compromising quality.
• Non-essential programs and contracts – reviewing expenditures that don’t directly support student outcomes to ensure taxpayer funds are used responsibly.
• Facilities and energy usage – seeking cost savings through sustainability initiatives, energy efficiency, and smart long-term planning.
My strategy to accomplish this would be rooted in transparency, collaboration, and data-driven decision-making. I believe in working closely with administrators to analyze budget line items, asking hard questions about return on investment, and inviting community input to ensure our financial choices reflect shared priorities. By protecting core educational services while pursuing efficiencies elsewhere, we can balance fiscal responsibility with our commitment to excellence.
Disagreements among parents are a natural part of a diverse community, and I believe the Board’s role is to ensure that differences are handled with respect and fairness while keeping students’ best interests at the center.
Beyond listening to both sides, I would take several steps:
1. Clarify facts and policies. Often disagreements grow from misunderstandings or incomplete information. I would work with the administration to provide clear, accessible explanations of the policy in question, its purpose, and how it aligns with state requirements and district goals.
2. Encourage constructive dialogue. I would support creating spaces—such as moderated forums, surveys, or working groups—where parents can share their perspectives and explore areas of common ground.
3. Focus on students. When tensions rise, I believe it’s important to bring the conversation back to a central question: “What best supports student learning, safety, and well-being?” This helps shift the discussion away from personal positions toward shared values.
4. Promote transparency in decision-making. I would advocate for clear communication about how decisions are made, including the evidence, community input, and long-term considerations that inform the Board’s actions.
My goal would be to foster trust, even when not everyone agrees with the outcome. Parents may not always leave a conversation with the answer they hoped for, but they should feel heard, respected, and confident that decisions were made thoughtfully and in the best interests of students.
The role of schools in relation to U.S. Immigration and Customs Enforcement (ICE) is first and foremost to protect the rights, safety, and well-being of every student. Schools are places of learning, not enforcement, and our responsibility is to ensure that all children feel safe walking through our doors, regardless of their immigration status.
Practically, this means:
• Following the law while also upholding federal protections such as the Supreme Court’s Plyler v. Doe decision, which guarantees all children the right to a free public education regardless of immigration status.
• Establishing clear protocols for how schools respond to requests from ICE—typically requiring that agents present proper legal documentation and that the district’s legal counsel and superintendent are consulted before any action is taken.
• Protecting student privacy in accordance with FERPA (Family Educational Rights and Privacy Act), which limits the sharing of student information without parental consent or a court order.
• Creating a safe environment by reassuring families that schools are committed to being welcoming spaces where students can learn without fear of intimidation.
As a Board member, I would advocate for clear communication of these policies to staff and families, so our community knows that our schools are committed to both legal compliance and the safety and dignity of every child.
Montgomery has a strong academic program, but there is always room to grow to ensure we are preparing students for the full range of futures they may pursue. I believe three areas deserve particular attention:
1. Academic program innovation. While our district is known for academic rigor, we should continue to expand opportunities for applied, project-based learning—especially in STEM fields and interdisciplinary studies. This approach not only deepens understanding but also builds collaboration and problem-solving skills that are essential in today’s world.
2. Vocational and career pathways. Not every student’s path will be through a four-year college, and we need to ensure that students who are interested in technical, trade, or career-focused training are equally supported. Strengthening partnerships with county vocational schools, local businesses, and community colleges can expand internship and certification opportunities, giving students practical skills and a head start on their careers.
3. Fine and performing arts. The arts are critical to a well-rounded education, supporting creativity, self-expression, and confidence. I would recommend evaluating how accessible our programs are to all students and considering expansion in areas such as digital media, design, and interdisciplinary arts that connect with both traditional and emerging career fields.
By broadening opportunities in academics, career pathways, and the arts, we can help every student find a path that excites them and prepares them for success after graduation. My approach would be to listen to students, parents, and educators about where the gaps are, review data on program participation, and look for innovative partnerships that expand access without overburdening the budget.
Slogan
Excellence in Education
I'm running for the Board of Education because I feel strongly about the importance of exceptional, comprehensive education that benefits both our students and our greater community. Having a premier school system attracts educationally-minded families and produces civically-minded young people. Instead of a collaborative environment with a shared focus on educational outcomes, Board Meetings have become a contentious experience: both with the attendees and within the Board itself. I want to work with, not against, my fellow board members and involve the community to build a partnership for everyone – those with and without children in the school system.
My educational background (graduating Phi Beta Kappa from Columbia University with a degree in economics), my professional experience teaching and tutoring high schoolers (from students struggling with Algebra to those looking for a perfect 800 on the Math SAT), and my on-going commitment to the community (Co-President of the Montgomery Elementary Schools PTA; Co-President of the Montgomery Middle School PTO; secretary of the Montgomery Basketball Association; scheduler for the Montgomery Youth Lacrosse Club; and appointed voting member from Rocky Hill for the Montgomery and Rocky Hill Municipal Alliance) all recommend me for this position. But really, I believe my most fundamental qualification for this role is my temperament. It takes dedication to sit on this Board of Education and listen to the variety of concerns from very passionate stakeholders – students, parents, community members. I am intimately familiar with the relentless time and energy commitments required to deliver a great experience for kids: interfacing with parents and the broader community, coordinating logistics to manage organizations, and quantifying details of financial stewardship and fundraising. And I am willing and able to make that commitment to this school district and to this community.
My number one priority for my term on the Board of Education will be more impactful, transparent communication with families and the community. Our Board of Education has made improved communication a district goal, but unfortunately, we continue to fall short.
Families don't feel like their voices are being heard, or that they even have an effective way to communicate their concerns with the board. The public comment section at board meetings feels ineffectual, and lackluster attendance at those meetings is representative of that disconnect. Emails to the board are acknowledged but never addressed, and until the meeting agenda is published, there is no confirmation of the email's receipt.
There needs to be better opportunities for engagement with the community and communications from Board Members. Single-issue forums would go a long way for parents to feel like board decisions are a collaborative process, and judicial style opinions after particularly consequential votes would establish a rapport with the stakeholders the elected Board Members represent.
I do not believe the first step to evaluating the budget involves looking line by line with an eye to strip it to the bone. Our school district is exceptional, statewide and nationally, and crafting a budget focused only on efficiency is not the way to maintain that excellence.
The first step to evaluating components of the school budget should be working with the administrators to hear where they feel constrained and where they identify programs that aren’t being utilized effectively.
Furthermore, if the Board of Education is known as exclusively fiscally conservative, faculty will never bother to dream big, think of ways that they, with Board support, could be even more impactful in their classrooms and curriculum. Those ideas will die without being presented, without giving the Board the opportunity to see what flexibility or compromises could bring them to life.
The budget as a whole – investing in education – needs to be protected if the district prioritizes remaining exceptional.
In today’s political climate, it often feels the disagreements about policies are a chasm that cannot be bridged, when in reality, parents are disagreeing on how to achieve the same goal: a well-rounded, supportive, exceptional education for their children. I believe even the terminology “both sides” works to keep us apart by assuming mutually exclusive opposition.
I think the Board of Education should proactively host round table discussions about topics of concern to give parents the chance to express themselves learn more about other perspectives. Currently the only opportunity available to do so is during the highly charged public comment section at Board Meetings, which isn't conducive to respectful dialogue. If the Board of Education facilitates collaboration, parents will feel more engaged in the decision-making process and know that resolutions have taken them into account.
U.S. Immigrations and Customs enforcement is a federal law enforcement agency, and as such, the school already has an established policy for interactions with law enforcement (District Regulation/Policy 9320). The State of New Jersey has also provided guidance for school protocols for immigration enforcement to ensure appropriate judicial procedures are followed and designated school administrators are involved, including the opportunity to consult with district legal counsel. The school should act in a manner consistent with the rule of law and district policy.
I believe our district currently has exceptional academic, vocational, and fine arts offerings. However, we risk stagnating if we rest on our laurels and fail to provide new courses and pilot innovative projects. With this in mind, I believe we need to work with administration to get feedback on additional offerings that would benefit the students and the school.
In my roles as Co-President of the PTA (grades pre-K through 4) and of the PTO (grades 5 through 8), I review faculty grant requests for materials or programs that the school is unable to fund. It is often disappointing for us, and for teachers, that after a year of in-classroom implementation with demonstrable benefits, there is no space in the budget to support a proven initiative.
I would recommend closer collaboration with administration and parent associations as the budget is developed to understand new programs or programs previously funded by other sources that should be funded at the district level.
