Education
M.B.A., Ohio State University, 2013 M.S., Materials Science & Engineering, Ohio State University, Columbus, OH, 1999 B. Tech., Metallurgical Engineering, Indian Institute of Technology (IIT), Madras, India
Experience
Senior Vice President of Data & AI, held prior leadership roles at T-Mobile and Chase. Frisco Education Foundation board member, multiple District Advisory Councils, FISD Insight & Board Leadership Academy.
Campaign Phone
469-790-0728
I want to serve on the school board to ensure FISD continues to be a high performing school district in the future. As the most experienced leader and mentor in this race, I understand our district’s unique strengths and challenges. My FISD service includes boards and committees (Frisco Education Foundation, District Advisory Councils, Legislative leadership committee), student mentorship (IncubatorEDU, Independent study & mentoring, DECA) reviewing Teacher grants, Student scholarships and Teacher of the year applications, and graduation from FISD Insight & Board Leadership academy. I’m committed to collaborative, transparent leadership to keep FISD moving forward for every student and educator.
I support FISD’s Whole child model to ensure every student feels safe, seen and supported. For staff, the district should expand the Teacher Incentive Allotment (TIA) across all disciplines to recognize excellence, improvement retention and maintain competitive benefits. I support the transition to the Student Success Tool (HB 8) because it prioritizes year-round growth and provides teachers with immediate, actionable data. As a trustee, I will ensure the school district maintains transparent, two-way communication with all stakeholders to foster a culture of belonging.
To improve student outcomes in Frisco ISD, I would prioritize Future-Ready Literacy and CCMR (College, Career, and Military Readiness) success. My goal is to close the achievement gap for sub-populations, specifically Emergent Bilingual students, by ensuring 3rd-grade reading proficiency. This will be measured through MAP (Measures of Academic Progress) growth data and STAAR "Meets" or "Masters" levels. Additionally, I would expand industry-based certifications at the CTE Center, measuring success via the Texas Academic Performance Report (TAPR).
I had the privilege of serving on the 2026 FISD Teacher of the year Selection Committee, and its inspiring to see their impact across the campuses and community. I support providing educators with opportunities for the professional growth and continuous learning and increased support through community and corporate partnerships. I have first-hand experience in supporting our educators in the classroom as a community champion, advisor and partner in classroom activities. Our educators appreciate community partnerships and value we bring to the students. Beyond competitive pay, I support providing necessary amenities and personal perks to keep our educators motivated and appreciated.
FISD has seen declining enrollment for the past 2 years, primarily due to ageism and fewer children enrolling in kindergarten classes. Declining enrollment impacts the district significantly as state funding for Frisco ISD is largely tied to enrollment. We may be very early in the cycle with demographic changes in Frisco, so additional time is needed to observe these trends before making long-term decisions. As a trustee, I will address these issues with a long-term plan and explore balanced solutions including new and innovative revenue streams, advocacy for additional state funding and resource optimization.
The future of education and definition of workforce readiness is about to be disrupted by AI significantly. As an experienced Data and AI leader, I will guide Frisco ISD to adapt AI responsibly in classroom teaching, student learning and workforce pathways. AI should supplement rather than replace teacher-student interaction, while preventing misuse and ensuring academic integrity. All AI usage must strictly adhere to the Texas Student Data Privacy Agreement (TXSPA) to protect student data from third-party model training
As a trustee, I will address fiscal challenges with a long-term plan and explore multipronged solutions including 1) Explore new and innovative revenue streams in addition to Access Frisco and Frisco Flex to offset declining enrollment 2) Advocate for additional state funding in underfunded areas like special education, safety and transportation 3) Optimize resources to ensure vital education programs remain sustainable and effective and 4) Expand programs like Dual credit courses to retain students and keep families engaged.
While there are multiple opportunities for parents, staff, and community members to get involved with FISD currently, there’s rooms to improve their involvement. Having been part of multiple District advisory councils and programs like FISD Insight, I have seen first-hand how effective they can be in engaging our community. Effective communication and embracing friendly channels for reach out are essential. I support streamlining our digital platforms into integrated user-friendly channels to reduce information fatigue. As a trustee, I will hold monthly Trustee Town Halls to improve communication and drive more community engagement into programs like Insight, District advisory councils etc.
In addition to declining enrollment and budget deficits, other issues facing FISD are teacher attrition and retention challenges and an expanding special education student base. As a trustee, I will advocate for additional state funding in areas like special education, safety and transportation, retain educators through competitive compensation and professional support and optimize resources to ensure special education programs remain sustainable and effective.
Education
Advanced Management Program (The Wharton School), M.B.A (HR) & M.S in Business
Experience
Frisco ISD parent for 15+ years and senior executive with advanced leadership training, leading large teams and managing multi-million-dollar budgets. Co-founder of multiple non-profits, including LEAF, focused on strong schools and accountability.
Campaign Phone
214-899-2444
Frisco ISD parent for 15+ years, I’ve seen how strong schools shape our children and community. I’m running to ensure every student has access to quality education, while supporting teachers and keeping families engaged. I’ve supported teachers, helped with backpack and school supply drives, served through community and youth initiatives, supported local animal shelters, and as a co-founder of multiple non-profits, including Little Elm Angels Foundation (LEAF), worked closely with families and students. As a senior executive, I bring experience in managing teams and budgets with accountability. I want to bring that balanced, community-first approach to focus on student success, responsible financial decisions, and build strong partnerships.
A supportive learning environment starts with making sure students and staff feel safe, valued, and supported every day. For students, that means strong academics, safe campuses, and access to counselors when they need help. For teachers, it’s about respect, reducing unnecessary workload, and giving them the tools to succeed in the classroom. It also means building strong partnerships with families, so students are supported both at school and at home. At the end of the day, it comes down to making smart, responsible decisions - prioritizing classrooms, supporting teachers, and ensuring every student has the opportunity to succeed in a positive, caring environment.
Frisco ISD is a high-performing district with an A rating and strong outcomes in academics and graduation rates. Students consistently outperform state averages in reading and math, and our graduation rate is close to 99%. That said, there is still room to improve. Growth and closing achievement gaps are areas where the district is rated a B, which tells us we can do better in ensuring every student progresses and succeeds. I’d focus on improving literacy and math growth, expanding real-world readiness through career pathways, and strengthening student engagement. Success should be measured through academic growth, college and workforce readiness metrics, and feedback from students, parents, and teachers.
Beyond pay, we can do more to support teachers by improving benefits, especially health insurance. Today, many teachers are paying a large share of those costs. If the district increases its portion, it puts more real dollars back into teachers’ pockets in a tax-efficient way. Just as important, we need to make the job more sustainable—reducing unnecessary paperwork so teachers can focus on students, strengthening campus leadership, and providing support and mentoring, especially for new teachers. Making sure classrooms are well resourced, recognizing great educators, and giving teachers a voice in decisions will go a long way in helping them feel valued and stay in our schools.
One of the biggest challenges is planning at a time when enrollment is starting to decline in some areas. That means we have to stay ahead of it, not react to it. We should continue expanding strong programs like career pathways, dual credit, fine arts, and athletics, while maintaining a strong focus on academic excellence, so that families choose our schools. I also believe we can do more to connect students with opportunities by partnering with large corporate employers. We also need to work closely with city leaders, use our facilities wisely, and minimize disruption to families, while continuing to listen and deliver real value for every student and their families.
At the end of the day, learning should always come first, and any tools we use should only support that. We need clear guidelines around appropriate use, academic integrity, and data privacy, and make sure these tools are introduced at the right age. In the early grades especially, kids benefit more from less screen time and more face-to-face interaction, working together, building relationships, and developing strong foundational skills. We also need the right controls, so these tools are used responsibly. With the right training, teachers can use them to support learning. The goal is balance, teach the kids to use technology wisely while keeping strong teaching at the center.
At the end of the day, managing the budget is about focusing on what matters the most- our classrooms, our teachers, and our students. With enrollment changing and costs going up, we have to stay ahead of it, not react to it. That means making smart choices, prioritizing what directly supports students, while being thoughtful in other areas. We also need to look ahead and plan carefully so we’re using our resources the right way. We should continue to push the state to make sure our schools are properly supported. The goal is to protect the quality of our schools while making smart decisions that keep us strong for the long run.
Frisco ISD has developed ways to gather input through committees, PTAs, and campus teams. We should build on that by making it easier and more consistent for families and teachers to participate. That includes regular community meetings, simple and anonymous ways to provide feedback, and making sure people know how to get involved. It’s also about being present and listening. Over time, we can look at governance options like single-member districts to ensure broader representation. Most importantly, we need to find more ways to get as close as possible to the families, teachers and kids.
There are a few important issues families are talking about. First is campus safety and every parent wants to know their child is safe, and we should keep strengthening that every day. Another is zoning and boundary changes, which can be really disruptive. We need to spend more time listening to families upfront and holding more regular feedback sessions, so decisions don’t come as a surprise. Transportation is another concern, especially for high school students within two miles. For many families, that’s not always practical, and there are safety concerns that need to be addressed. At the end of the day, it’s about making thoughtful decisions that keep students safe and reduce disruption for families.
Education
South Texas Community College - Associates of Business Administration. University of Texas Pan American - Bachelors of Marketing
Experience
VP of the Denton County CPS Board, PTA and Booster Club involvement within Frisco ISD including FFA, Reedy HS Wrestling and Football, and many others. Community service with Clean It & Green It, NAMI, Feed My Starving Children, and many others.
Campaign YouTube URL
Campaign Phone
469-636-5537
I am running because I love Frisco ISD and believe we can do better. Enrollment is declining, families are quietly leaving for charter, private, and home education options, and too many legitimate concerns from parents and staff are met with silence. I have been deeply involved as a parent, volunteer, and advocate, and I have watched our district drift toward opacity when it needs transparency most. I am running to restore trust between the board and families, between leadership and teachers, and between the district and the taxpayers who fund it.
A supportive learning environment starts with honesty about what is and is not working. I hear consistently from parents and teachers that screen-based instruction has expanded beyond what is developmentally appropriate. Devices are tools, not substitutes for teaching. I will push for an evidence-based review of technology use by grade level and ensure results are communicated clearly to families. I also support structured channels where teacher concerns reach the board directly, not just anonymous surveys that disappear into administration.
Declining enrollment is itself an outcome measure we cannot ignore. When families leave for charter, private, or home education, they are voting with their feet. I want the district to publicly report enrollment trends by campus, reasons families cite when withdrawing, teacher retention rates, and academic progress beyond test scores. I will advocate for a publicly accessible performance dashboard that gives every Frisco family a clear, honest picture of how the district is doing, not just in the areas where it excels.
Teacher retention is a transparency issue as much as a compensation issue. The district does not publish clear data on how many teachers are leaving, why, or which campuses are most affected. That has to change. I will advocate for genuine teacher voice in curriculum decisions, structured mentorship for new teachers, reduced administrative burden, and clear leadership pathways so excellent teachers need not leave the classroom to advance. The board should also conduct formal stay interviews and act visibly on what they hear.
Frisco ISD is a district still seen as a growth story that is actually facing declining enrollment. Planning that ignores competition from charters, private academies, and home education co-ops will produce forecasts that are consistently wrong. I will push for enrollment projections honest about this competitive landscape, not just housing permit counts, and rigorous reporting on initiatives to attract students, what was tried, what it cost, and whether it worked. Bond planning must align to realistic enrollment scenarios to avoid the cost of underutilized facilities.
Frisco ISD needs to govern technology responsibly, not just adopt more of it. Parents have raised legitimate concerns about screen time and the displacement of direct instruction, and those concerns have not received a substantive response. I will advocate for a clear, grade-appropriate technology policy defining when devices support learning versus substitute for it. On AI specifically, I support a tiered framework distinguishing permitted uses, required disclosure, and prohibited applications, developed with input from teachers, parents, and students, not handed down from administration.
Budget transparency is a central commitment. Frisco ISD manages hundreds of millions in public funds, yet bond expenditures, project status, and budget variances are buried in agenda packets or require open records requests to find. I will push for a plain-language budget and capital dashboard updated regularly and accessible to any resident. Budget amendments above a defined threshold should receive board discussion, not consent agenda approval. Financial planning must honestly address the per-pupil funding implications of declining enrollment, not optimistically.
The most common complaint I hear is not that families disagree with decisions, it is that they are not heard at all. Parents raise concerns and receive no response. Teachers flag problems and watch nothing change. I will advocate for a formal protocol requiring written concerns to receive acknowledgment and substantive follow-up within a defined timeframe. I will push for campus-level listening sessions in the neighborhoods where families live, and for a standing Community Advisory Panel with a direct, formal channel to the board.
The thread connecting Frisco ISD's challenges is a deficit of transparency. Families cannot make informed decisions when the district obscures meaningful information. Taxpayers cannot evaluate stewardship when reporting is incomplete. I will vote against any action reducing public visibility into district operations and will advocate for proactive communication over reactive damage control. Priorities include an annual teacher retention report by campus, transparent reporting on enrollment recovery initiatives, and clear classroom technology policies that families can read and enforce.
