Education
BBA - University of North Texas, MBA - Southern Methodist University
Experience
Allen City Council, Allen Mayor Pro Tem, Economic Development Corporation Board, Community Development Corporation Board, Regional Transportation Council - North Texas Council of Governments, All Community Outreach Board of Directors
Campaign Phone
2147624922
As Mayor, I want to see that Allen continues to be a place where residents and businesses thrive and continue to be proud to call Allen home. Allen is moving from decades of rapid growth into the responsibilities of a mature city. That shift brings new challenges, and it requires steady and experienced leadership. My professional background, years serving the city, and the relationships I have built in the community uniquely position me to guide Allen forward. Several former Mayors, Council members, school board trustees and business owners in the city have endorsed my candidacy for Mayor.
One major change is Allen’s move from decades of rapid growth to the responsibilities of a mature city. We must be intentional, such as defined in Allen’s 2045 Comprehensive Plan that I helped create. It sets the stage for the next chapter of Allen’s success by addressing future land use, housing, transportation, neighborhood reinvestment and economic development. While there remain development opportunities along the 121 corridor and downtown, much of our attention should be on the topics laid out in this Plan.
For the most part, yes, but like most cities in North Texas, transportation options that fit our city and region is a work in progress. With the ongoing growth, we need to stay abreast of new opportunities. Incorporating AI to enhance traffic flow is an example. Having served on the Regional Transportation Council for four years, I learned a lot about transportation issues. It is incumbent upon the RTC, counties, and cities to collaborate, looking for transportation solutions that include mobility options for all groups, including pedestrian, bicycle, vehicular uses and other modes.
Aging neighborhoods as well as water and waste water lines are infrastructure challenges. We have approximately 110 neighborhoods in our city. In 2027, around 70 of them will be 25 years or older. There are 36 Non-HOA neighborhoods which call on the city to do more to improve and enhance. During my time on Council, we became more deliberate and strategic in how we identify and direct funding. We created a Community Enhancement department that targets neighborhoods of greatest need. These are examples of the strategic approach we have taken to address these needs and they will continue.
We must work carefully to balance the necessary set of services which include: Public Safety, water, wastewater, parks, streets, and more. It is not so much about changing services, but defining what the appropriate level of service should be to keep costs of government low. Ongoing strategic investments in technology, like Smart Water Meters and Artificial Intelligence (AI), are instrumental in reducing the cost of living. The 2045 Comprehensive Plan addresses the “missing middle” housing option which calls on city leadership to explore alternative housing opportunities. It is important.
Each year during my six years on Council, we adopted a fiscally responsible budget and tax rate. The tax rate was lowered each year and today Allen has one of the lowest city tax rates in North Texas. City staff brings forward a detailed and fiscally responsible budget as well as a 5-year capital improvement plan. It positions Council to make sound financial decisions, seeing that funds are directed in a manner that fits our long-term strategic plan. The city’s history of being fiscally responsible gained Allen the recognition of being one of most affordable cities to live in North Texas.
Allen is close to build-out. Less than 9% of our land remains vacant. We as leaders must be intentional about how the remaining land is developed. Whether it be housing, retail, or commercial, they must complement the area/neighborhood, understanding it may not be the perfect alternative, but is good for the city as a whole.
My experience working on the Regional Transportation Council (RTC), the North Central Texas Emergency 911 Board and the North Texas Municipal Water District provided me several opportunities to work with the state, region and neighboring cities. On the RTC, I represented five of Allen’s neighboring cities. I developed friendly and constructive relationships with the many people I worked alongside and I learned that I must be a champion and defender of our city and region. I am grateful for those relationships and the work we accomplished.
The loss of local control is an important issue. Local governments are better suited to manage the affairs of their own city. I don’t believe it makes sense to adopt legislation and believe you can apply it to every city, and that is what the legislators seem to imply. Cities are in a different place in their life cycle and city leaders know what will work best for their city. Afterall, we live here and have to live with our decisions firsthand. Being much closer to our constituents, we are better positioned to make decisions for the betterment of Allen.
Experience
Small Business Owner, Licensed Private Investigator, Allen City Council 2021-2024
Campaign Phone
469-207-4542
I’m running because Allen is entering an important transition. As we approach build-out, leadership must focus on stewardship, reinvestment, and long-term planning. During my time on City Council and in the community, I’ve worked with residents, businesses, and organizations to address public safety, redevelopment, and fiscal issues. I believe strong leadership starts with listening and collaboration. My goal is to preserve what makes Allen special while preparing responsibly for the future.
Allen is transitioning from a growth city to a mature one. As build-out nears, the focus shifts to redevelopment, infrastructure maintenance, and financial sustainability. Planning for this means encouraging thoughtful reinvestment, maintaining strong services, and preparing for changes in revenue. With proactive leadership and disciplined planning, we can manage this transition and ensure Allen remains a high-quality place to live.
Allen’s transportation system is strong, but continued coordination is necessary as the region grows. Many major roadways are under TXDOT control, so partnership is key. Within the city, targeted improvements can help relieve congestion, but resident input must guide decisions. I support practical solutions that improve traffic flow, maintain safety, and preserve neighborhood quality of life while recognizing most residents rely on personal vehicles.
Beyond transportation, the priority is proactive maintenance of roads, utilities, and public facilities. Addressing issues early reduces long-term costs and prevents service disruptions. I support disciplined capital planning, regular maintenance schedules, and prioritizing core infrastructure needs. Planning ahead ensures reliable services and protects the quality of life residents expect.
Allen provides a high level of services that contribute to its quality of life, but affordability can be a concern for some residents. I support exploring smaller-scale housing options and addressing the impact of large investors in the housing market. At the same time, the city must be cautious about relying on taxpayer-funded subsidies and remain focused on maintaining core services through responsible financial stewardship.
The city should regularly evaluate its finances and pursue cost-saving measures that do not reduce services. At the same time, Allen must proactively identify alternative revenue sources as reliance on property taxes changes. That includes exploring tourism-related fees, adjusting service fees where appropriate, and pursuing legislative opportunities for a larger share of certain revenues. Careful planning will keep Allen financially strong.
As Allen approaches build-out, land use should focus on quality over quantity. That includes thoughtful infill development, reinvestment in areas like downtown, and projects that complement existing neighborhoods. Strategic redevelopment and strong planning will help maintain community character while supporting long-term economic strength.
Collaboration with county, state, and regional partners is essential. I will work to ensure Allen’s voice is heard on issues like transportation, infrastructure, and public safety. Strong relationships and clear communication help secure resources and address shared challenges while protecting the needs and priorities of our residents.
One of the most important issues is managing Allen’s transition while preserving its character. That includes maintaining public safety, supporting redevelopment, and ensuring strong financial stewardship. With thoughtful planning and steady leadership, we can protect what makes Allen special while preparing for the future.
