I am a Bloomfield Hills Schools parent, community member, technology executive, and current Board of Education Trustee, where I have had the privilege of serving in Board leadership, including as President. Professionally, I serve as a Chief Information Officer, leading technology, strategy, budgets, and organizational change.
I am seeking re-election because I care deeply about the future of our schools and believe experienced, thoughtful leadership is critical as we navigate enrollment challenges, financial pressures, changing student needs, and rapidly evolving technology.
I bring strategic thinking, fiscal discipline, technology expertise, and a willingness to listen to differing perspectives. I am proud of our district, but believe continued success requires us to evolve. My focus is strengthening our financial foundation, improving academic outcomes, attracting families, supporting educators, and preparing every student to “Belong Here, Excel Anywhere.”
My top three priorities are academic outcomes, safety and belonging, and long-term financial sustainability.
First, we must ensure every student is challenged, supported, and prepared for life after graduation. I will continue advocating for measurable academic goals, evidence-based instruction, and accountability for student growth and achievement.
Second, students learn best when they feel physically and emotionally safe and know they belong. We must maintain strong safety practices while building school cultures where every student feels known, respected, supported, and connected.
Finally, various financial pressures threaten our ability to sustain excellence. We must align resources with enrollment, make disciplined financial decisions, and invest in programs and opportunities that attract families to Bloomfield Hills Schools.
These priorities are interconnected: strong schools must be academically excellent, welcoming and safe, and financially sustainable.
I have had the privilege of serving on the Bloomfield Hills Schools Board of Education for 12 years, including serving as Board President and Treasurer. During my time on the Board, I have worked to provide strong governance, fiscal responsibility, accountability, and a consistent focus on improving opportunities and outcomes for every student.
Professionally, I am a Senior Manager with KPMG, where I advise organizations on complex global workforce, tax, policy, and operational matters. My career has required me to manage complex issues, analyze data, oversee significant financial matters, work collaboratively with diverse stakeholders, and hold teams accountable for delivering results. Those same skills are directly relevant to effective School Board governance.
I am running because I believe there is still important work to do. I am proud of what our district has accomplished, including passing a comprehensive Strategic Plan, successfully managing a significant bond program.
1. Academic Achievement and Measurable Student Outcomes
Our highest priority must be ensuring every student is challenged, supported, and prepared for success. We must continue improving academic achievement, establish measurable outcomes, and ensure Bloomfield Hills Schools compares favorably with Michigan’s highest performing districts.
2. Fiscal Responsibility and Aligning Resources With Priorities
Strong educational outcomes require responsible stewardship of taxpayer dollars. With changing enrollment, rising costs, and significant facilities investments, the Board must ensure resources are directed toward priorities that have the greatest impact on students while maintaining long term financial stability.
3. Safety, Security, and Trust
Students and staff deserve a safe and secure learning environment. We must continually evaluate security, emergency preparedness, and student well being. Trust must also be strengthened through transparency, accountability, meaningful
I spent 20 years in law firm operations streamlining processes, resolving complex challenges, and aligning diverse stakeholders. I hold an MBA from Michigan State University’s Eli Broad College of Business and have a proven record of community-driven leadership.
As a parent of a student in special education, I advocated to establish our district’s Peer-to-Peer program and hire our Autism Specialist. As president of Bloomfield Hills Robotics (2025–2026), I transitioned the program into an independent nonprofit, opening access so any student could participate, not just those "in the know."
With state education facing deficits, we must be strategic. Simply cutting staff and increasing class sizes harms students. As a well-funded district, we must separate "must-haves" from "nice-to-haves." I will bring disciplined operational oversight, re-negotiate contracts, and protect our classrooms so every dollar spent directly matches the educational quality our children deserve.
1. Protecting Frontline Staff & Smart Spending: Deficits should never be balanced by cutting educators, eliminating support staff, or bloating class sizes. We must provide rigorous oversight, separating "must-haves" from "nice-to-haves," re-negotiating vendor contracts, and reducing overhead to keep resources squarely in classrooms.
2. Educational Quality Drives Test Scores: Standardized test scores matter, but chasing them directly misses the mark; improving total educational quality naturally lifts scores. We must champion key classroom investments—retaining paraprofessionals, reading specialists, and student supports, while safeguarding special education & enrichment.
3. Transparent Three-Way Communication: Effective leadership requires breaking down silos. We must improve dialogue across three fronts: engaging frontline staff early in policy decisions, providing predictable updates to parents, and offering clear transparency to tax payers.
Bio
Bloomfield Hills parent of three children, all attending Bloomfield Hills Schools.
Over the course of your term, you'll experience the district simultaneously as an elementary, middle and high school parent.
Nearly a decade coaching youth sports in the community — mentoring kids and building relationships with families.
20+ year career in media and technology.
Currently a senior business leader working on complex partnerships and negotiations.
Relevant skills
Bring together stakeholders with different interests.
Manage complex, multi-million-dollar negotiations.
Data-driven decision maker.
Comfortable asking questions, digging into complicated issues and communicating them clearly.
Long-term strategic planning.
Collaborative leadership rather than needing to be the loudest person in the room.
WHY
Strong schools make strong communities. Leadership is stewardship. My objective is to leave people and institutions better than I found them.
1. Academic Excellence & Preparing Students for What's Next - Every BHS student should leave prepared for whatever comes next:
Maintain rigorous academic standards and measurable outcomes.
Ensure BHS continues to lead in college preparation, AP opportunities, and all trades/career paths.
Intervene early when students fall behind.
Recruit, retain and support outstanding teachers.
2. Student Safety & Well-Being:
Physical security and emergency preparedness must remain priorities.
Regularly evaluate plans rather than assuming yesterday's standards are sufficient.
Maintain strong relationships with local law enforcement.
Mental health: counselors/support staff, early identification and prevention.
Digital safety is increasingly part of student safety
3. Trust, Transparency & Responsible Governance
Communicate complicated district decisions in language families can understand.
Create meaningful opportunities for parent/community input.
Listen before making decisions.
Be transparent.
