Occupation
Small business owner
Education
Public school
Campaign Phone
2148370569
Note:
Im delighted to be running for my third term as school board trustee in Carrollton Farmers Branch.
My community leadership, collaboration, and the ability to listen, empathize, and build consensus with focus on data-driven policies, make me well-qualified to serve on the School Board and make a positive impact on our schools and students.
To attract and retain quality teachers and staff, it’s essential to offer competitive compensation, invest in professional development for retention, provide ongoing training, mentorship programs, provide ortunities for teacher advancement, and offer a collaborative work environment make it attractive to be in CFBISD. Community partnerships and grants help budget constraints but ultimately, as a community, we must advocate for public school in Austin .
The newly introduced vouchers can create competitive pressure, and lead to enrollment declines in our district, CFBISD is equipped with amazing programs and opportunities for students so that families are at home and that we meet their children’s needs.
Yes there has been a decline in enrollment. The decreasing attendance poses significant challenges, but our team of 8 works together to reassess our strategies and strengthen our offerings. By focusing on community engagement, program improvement, and support services, we can work towards stabilizing and potentially increasing enrollment in the future.
By supporting policies, procedures, and guidelines to protect students and employees, we create a school environment where all students and employees feel safe, respected, and valued,. These policies and procedures enhance both educational and social outcomes within our district.
Improving community engagement and communication has always been a priority for me. Another critical issue is the mental health and well-being of our students and staff. I promote mental health awareness, and create a supportive environment where emotional well-being is prioritized. Collaborating with community organizations to provide additional support resources is also vital.
Occupation
Executive Vice President at WNDYR
Education
College
Campaign Phone
2143072113
My wife Stephanie spent 30 years in CFBISD as a teacher, administrator, and principal at Newman Smith High School. I have lived this district's wins and struggles at our kitchen table for three decades. Professionally, I bring 25+ years of technology consulting leadership, managing organizations with over $150 million in revenue. I know how to read a budget, ask the right questions about where money is going, and hold leadership accountable for results. I completed a post-graduate program in AI and Machine Learning at the University of Texas at Austin. I combine the financial and operational rigor of a business executive with the insider understanding of a family that has been part of this district for a generation. CFBISD faces a budget crisis, declining enrollment, and a community that has lost confidence in its board. Those are governance problems, and solving them is what I have done professionally for my entire career.
Teacher compensation is the last place you cut, not the first. The people in front of students every day are the foundation of this district. To attract and retain quality teachers, the board must protect classroom pay in every budget cycle, benchmark against peer districts, and cut central administration before touching campus staff. Beyond pay, teachers need a board that listens, a central office that supports them, and conditions that make them want to stay. My wife spent 30 years in this district. I know what it looks like when educators feel supported and when they don't.
CFBISD is experiencing declining enrollment driven by demographics and charter competition. The Texas ESA program does not launch until 2026-27, so no district has hard data on voucher impact yet. What we do know is the math. Every departing student takes per-pupil funding but fixed costs remain. Over 70% of ESA applicants are families already in private schools. This was sold as rescue. Early data says subsidy. CFBISD must prepare now for the pressure coming. I have and continue to be against vouchers, especially the way that the politicians went about getting them passed.
Enrollment in CFBISD is declining. The district's demographer reported diminishing enrollment driven by lower birth rates and economic trends. The district closed four campuses in 2025 after carrying nearly 10,000 empty seats. This directly pressures services because Texas funds schools based on Average Daily Attendance. Fewer students means less funding, but fixed costs of operating buildings, staffing, and programs do not shrink proportionally. This is the math behind the consolidation decisions already made. When students leave for charter schools, the district's recapture liability can actually increase because property wealth per student rises while entitlement drops. The district loses the student, loses the funding, and owes more to the state. CFBISD must play offense by becoming a district families actively choose through strong academics, expanded CTE programs, and a story worth telling.
Every student and employee deserves to feel safe, respected, and valued. The district should enforce clear, consistently applied policies against discrimination and harassment with transparent reporting and accountability mechanisms. Policies must comply with federal and state law and be communicated clearly to students, staff, and families. Enforcement matters more than language. The best policy in the world is worthless if people do not trust the process to address violations fairly and promptly. The board's role is to ensure those policies exist, are followed, and are reviewed regularly.
Fighting for adequate state funding. Texas underfunds public education and the voucher program diverts taxpayer dollars to private schools with no accountability. I will advocate alongside other districts to demand the legislature increase per-pupil funding. Locally, I will push for transparent multi-year financial planning, benchmark spending against peer districts, and ensure our bond is managed with discipline. I want CFBISD telling its story better. We need families, teachers, and students excited about this district so enrollment trends reverse and families choose us.
Occupation
Bilingual Coordinator
Education
Bachelors in Business Administration & Masters in Curriculum and Instruction: Bilingual Education
Campaign Phone
4697666594
I bring 14 years of experience in public education, including as a teacher, instructional coach, and bilingual coordinator. I understand how board decisions impact classrooms, teachers, and student outcomes. As a parent with two kids in public school, I am personally invested in our schools. I bring both professional expertise and lived experience, allowing me to make informed, student centered decisions.
Attracting and retaining strong teachers must be a top priority. Competitive pay is essential, but so is creating supportive working conditions. Within budget constraints, I would prioritize classroom funding, reduce inefficiencies, and advocate for compensation that reflects the value teachers bring. Retention also improves when teachers feel respected, supported, and included in decision making.
Declining enrollment is a concern across many districts, and school vouchers may contribute to that trend. While families should have choices, public schools must remain strong and well funded. I believe our focus should be on improving student outcomes, strengthening programs, and building trust so families choose to stay in CFBISD.
CFBISD has experienced declining enrollment, which impacts funding and long-term planning. This does create pressure on the district to adjust staffing, programs, and facilities. It is important that decisions are made strategically, with a focus on sustainability while minimizing disruption to students and maintaining quality educational services.
Every student and staff member deserves to feel safe, respected, and valued. I support clear policies that prohibit discrimination, along with consistent enforcement, staff training, and systems for reporting concerns. Creating a positive school culture requires both strong policies and a commitment to accountability and respect for all.
In addition to financial stability, I am focused on improving student outcomes, strengthening early literacy, supporting teachers, and expanding college and career pathways. I also believe rebuilding trust through transparency and clear communication is critical to moving our district forward.
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