I am running because I see this as an opportunity to give back to a community that my family and I have called home for more than a decade.
My connection to the district is longstanding. My daughter attended West Morris Mendham High School for all four years and graduated from the school, and my son is currently a junior there. I also currently serve on the Chester School District Board of Education. These experiences have given me a close view of our schools—as a parent, board member, and taxpayer—and have reinforced how important a strong K–12 education is in PREPARING students for what comes next.
I care about my children, their friends, my neighbors’ children, and the opportunities available to every student in the district. I want to help PRESERVE what is working well, strengthen academic outcomes, and ensure that our community’s resources are used responsibly. In short, I am running because I care about our district as a parent, neighbor, board member, and taxpayer. Likewise, I want to PROTECT our children's mental health, their well-being and our parental rights in all aspects of their educational journey.
I bring more than 20 years of experience in the pharmaceutical industry, including leadership roles with Pfizer and Novartis. Throughout my career, I have managed multimillion-dollar budgets, worked with people from diverse backgrounds, analyzed complex information, and made decisions where both results and financial responsibility mattered.
I also currently serve on the Chester School District Board of Education and lead its Policy Committee. In that role, I have helped establish key performance indicators to understand student achievement better using the district’s own data. I have also led conversations with members of the community to find practical solutions on issues important to our neighbors, such as allowing students to ride bicycles to school while keeping student safety as the top priority.
These experiences have taught me to listen, ask the right questions, consider different viewpoints, and work toward practical solutions. They would allow me to contribute to the WMRHSD Board from day one.
I don't believe there is one formula that will resolve every decision involving teachers, educational quality, and taxes. Each situation needs to be evaluated individually, based on its impact, its cost, and the results we expect it to produce.
Retaining good teachers is essential to maintaining a strong school district. It requires competitive compensation, professional development opportunities, supportive leadership, clear expectations, and a work environment where good teachers want to stay to do their best work.
At the same time, taxpayers deserve transparency and confidence that their hard-earned money is being spent responsibly. My experience has taught me that when an organization takes a careful look at how it operates, it can often find efficiencies and savings that don't require lowering standards or compromising results.
As a board member, I would work with the superintendent and my peers to protect programs that produce results, find efficiencies, and carefully look at the long-term cost of major decisions. Spending more does not automatically lead to better outcomes, but cutting costs without understanding the consequences can also hurt students. Balance is key.
Before doing that, I'd need to review the district’s curriculum, student-performance data, and input from teachers, students, parents, and administrators. My priority is ensuring students receive a challenging, well-rounded education that prepares them for future success. This includes strong foundations in math and STEM, language arts, world languages, critical thinking, financial and civic literacy, emerging technologies, and the responsible use of AI.
We should use multiple measures to evaluate how well we are preparing students. These may include student growth, state and standardized assessments, performance in advanced courses, college and career readiness, and, where possible, outcomes for graduates after they leave the district.
Classrooms should teach students how to think, NOT WHAT TO THINK. Students should learn to distinguish facts from opinions, evaluate reliable evidence, consider other viewpoints, and reach informed conclusions. Sensitive social and political topics may have a legitimate place in education (and be in accordance with the subject). The questions presented to students should encourage genuine discussion rather than begin with a predetermined answer.
I am seeking a position on the BOE for West Morris Regional representing Chester Township, to give back to our community and bring my experience in financial management, operations, technology and people leadership to our schools. Schools face the challenge of maintaining educational excellence while managing rising costs, retaining great teachers and being responsible with taxpayer dollars. Having managed large organizations, multimillion-dollar budgets and high-performing teams, I believe my experience can be valuable in navigating these challenges. As the mother of a senior at Mendham High school, I also want to ensure our students are prepared for a rapidly changing world while maintaining a strong foundation in academics, critical thinking and problem-solving. My platform is: Transparency, Cost, Results
As a Senior Vice President at Bank of America, I led global organizations of more than 500 people and managed significant multimillion-dollar budgets across technology, risk, data and operations. My responsibilities included financial management, developing and retaining high-performing teams, and making difficult decisions about priorities and resources.
An important part of my role was listening to and working with diverse stakeholders—from clients and business leaders to traders and technology teams—understanding their concerns and incorporating their input into decision-making. I would bring the same approach to the Board by actively listening to parents, educators, students and the broader community.
I later founded an IT services and consulting company, which gave me firsthand experience building a business, managing resources and working directly with people. I believe this combination of financial discipline, operational excellence, people leadership, technology experience and data-driven decision-making would be valuable to the Board.
Great teachers are fundamental to educational excellence, and attracting and retaining them must remain a priority. At the same time, taxpayers deserve responsible stewardship of their resources. My approach would be to establish clear priorities, understand where money is being spent, identify operational efficiencies and direct resources toward areas that have the greatest impact on students. Financial discipline doesn't simply mean spending less. It means spending wisely. Operational and financial excellence should help protect educational excellence while delivering value to taxpayers.
I would not begin with a predetermined list of curriculum changes. I would first look at student outcomes and listen to our educators, administrators, parents and students. I strongly believe in maintaining rigorous fundamentals in reading, writing, mathematics, science, history, arts, music, critical thinking and problem-solving. At the same time, students should be prepared for a world increasingly shaped by technology and AI and understand how to use these tools responsibly. Technology will continue to change. Strong fundamentals should not.
In summary my focus would remain on educational excellence, operational excellence and taxpayer value.
