VOTE411 Voter Guide

I have served the people of Johnson County through the Sheriff’s Office for 38 years, beginning as a dispatcher and working in corrections, patrol, and leadership before being elected Sheriff. Those roles have given me firsthand experience with the services county government provides and the people who depend on them.

As Sheriff, I have managed staffing, facilities, and budgets while working with the County Council and Commissioners to meet growing needs. I have had to set priorities, explain requests, and find ways to use available funds responsibly with taxpayers in mind.

I would bring that practical experience, a willingness to listen, and a commitment to careful, transparent decisions to the County Council. After nearly four decades o

The county should start by protecting essential services, including public safety, roads, and the courts, while recognizing that growth increases demand for staff, facilities, and infrastructure. We need to plan for those costs before they become urgent and make sure each spending decision serves a clear public need.

When revenue changes, the Council should review spending carefully, set priorities, and look for efficiencies before asking taxpayers to carry a greater burden. I believe in planning several years ahead, listening to department leaders and residents, and being open about the tradeoffs. That is how we can maintain reliable services while keeping Johnson County on a responsible financial path.

I am not a fan of data centers, and I would approach any proposal with considerable caution. They can require substantial land, electricity, and infrastructure while creating relatively few permanent jobs. We need to ask whether the long-term benefit to Johnson County justifies those demands and any proposed tax incentives.

I would review the full financial impact, listen to nearby residents, and expect clear, measurable benefits before supporting county funding or incentives. Growth should strengthen our community and protect taxpayers, and I believe other types of development may offer more jobs and better long-term value.

As a small business owner, financial professional, and 15-year Hoosier resident, I bring practical, data-driven leadership to county government. Having lived in the U.S. for 25+ years, my worldview is grounded in empathy, kindness, and public service. My loyalty is to the people, not party leadership.

As Johnson County grows and diversifies, I bring a fresh, independent perspective focused on listening to residents, building consensus, and making sensible decisions that protect our tax dollars.

We must separate core county duties from wasteful spending. Amid revenue shifts and hiring freezes, we cannot let essential services like public safety, road maintenance, and emergency response degrade.

I support zero-based budgeting: auditing overhead, cutting non-essential administrative expenses, and reviewing developer tax incentives (TIF) to ensure a true public return.

Growth must pay for itself through infrastructure impact assessments rather than burdening current homeowners. By making growth pay its fair share and redirecting wasted funds, we can support our essential county workforce and maintain quality services

I would support a moratorium on new data center development in Johnson County until the county and state establish strong, enforceable standards for energy use, water consumption, environmental protection, land use, infrastructure costs, and community benefits.

Data centers may bring investment, but development must not overwhelm our electric grid, threaten water resources, increase residents’ utility costs, or burden taxpayers.

All agreements, studies, incentives, and nondisclosure agreements must be disclosed to the public. Decisions should be made transparently, with meaningful input from affected residents, local governments, and community organizations—not behind closed doors.