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Campaign Phone
(307)316-4942
I'm a 6th generation Wyomingite, 3rd generation LCSD1 grad, 5 kids in LCSD1, and my wife is a SpEd Para. I’m invested in this district for years to come. Having coached and played various sports, I know the importance of being a reliable team member and cheering on others. My family has strong ties to the Air Force, UPRR and Frontier Days; helping me to understand the values that make Cheyenne great.
In my career I've led sales and customer service teams, delivered technology solutions, and won 50+ competitive RFPs, so I understand how organizations weigh budgets and decisions. I build teams that know they can count on me. I'll bring a philosophy of culture, communication and collaboration to the board.
Because the legislature's funding isn't final, the district should plan conservatively and avoid tying ongoing salary commitments to money that may not recur. With whatever is approved, I'd make competitive pay the first priority, especially for teachers in their first five years, because retention protects both student outcomes and enrollment-based funding. Building costs stay fixed whether a school has 2 or 200 students, so savings must come from how we operate. I'd review where technology can replace manual work, where non-classroom roles overlap, and whether major contracts are competitively bid, then redirect those savings to classrooms and staff. I'd make these decisions with teachers and staff, not for them.
Wyoming is one of the "open" states and there's no state-mandated textbook list, so curriculum adoption is entirely a local board decision, recommended by the superintendent and approved by the board. I support keeping that authority local, but I'd push for more transparency and earlier parent input in the process itself, not just after materials are already in classrooms. LCSD1's existing policy already lets parents nominate library materials for review under a defined process. I'd want that same level of clear process and public visibility extended to curriculum adoption, so decisions aren't made administration-to-administration with the board and community left to react after the fact.
Schools can't solve poverty, hunger, or addiction on their own, and I don't think we should try to expand the district's mission to cover every societal problem. That pulls resources and staff attention away from instruction. But schools are where these issues show up first, so LCSD1 should maintain strong basic supports: counselors, school nurses, and food access programs, and lean on partnerships with community organizations, churches, and nonprofits already doing this work rather than building parallel district-run programs. The district's role is to identify need, remove barriers to learning, and connect families to existing resources. Not to become the primary provider of social services.
Closures should be driven by clear, published criteria:building condition, enrollment trends, cost per student, and educational program impact. Decided before a specific school is on the table, not after, so the process doesn't look politically driven. LCSD1's enrollment has dropped by hundreds of students in each of the last couple years, and our budget can't keep funding underutilized buildings. That said, fiscal efficiency can't be the only lens. I'd weigh transportation burden on families, neighborhood stability, and program continuity, and I'd insist on real public input before a vote, not just a notification after the decision is effectively made.
Campaign Phone
3074213318
As an educator for 34 years, I bring a vital "ground up" perspective to the Laramie County School District #1 school board. Having worked inside our district’s classrooms, I deeply understand the front-line issues that must be addressed to truly support our teachers, staff, and students. My extensive professional background spans roles as a classroom teacher (grades 3–6), technology integration specialist, instructional facilitator, tutor, and substitute teacher. Beyond public education, my leadership extends to decades of community service as a church camp director and youth director. Understanding youth development makes me uniquely qualified to advocate for practical, and impactful board decisions.
First and foremost, we must ensure our paraprofessionals and support staff are paid a livable wage. These individuals are the unsung heroes of our schools. Without them, our teachers simply cannot continue to meet the diverse and growing needs of our students. While it may be an unpopular topic, we must also take a hard look at the size of our central administration. As our teachers carry a heavier, more exhausting workload every single year, it is only fair that our administrative footprint downsizes alongside them.
We don't have to look far for solutions. The recent MCER report provides this district with an excellent blueprint to reduce operational expenditures. Let’s use those recommendations to prioritize our teachers and staff.
I strongly support keeping teachers at the center of the curriculum adoption process through district-wide pilots. Finding the right curriculum is challenging, and we cannot truly know if a program is engaging, practical, and user-friendly until we see it in practice inside our classrooms. Furthermore, I support updating our public review process. Currently, curriculum materials are left for stakeholders to review in isolation, without professional context. I oppose keeping teachers out of this final phase. We should include teacher insights—either through written feedback summaries or live Q&A sessions—alongside the preview materials. Allowing stakeholders to hear firsthand how a curriculum performs in practice creates more transparency.
Our educators, counselors, and support staff already act as frontline responders to these societal challenges every single day. From custodians and nutrition services to classroom teachers and secretaries, our schools carry the immense weight of managing poverty, hunger, and mental health crises while simultaneously delivering high-quality education. I believe our district need to provide extra staff to actively bridge the gap between our schools and local resources. This past summer, I personally helped distribute Friday Food bags, witnessing firsthand the critical need within our district. When the school board fosters strong partnerships with a supportive community, we create practical solutions that alleviate the burden on our staff.
Aging buildings with declining infrastructure, soaring renovation costs, and low student enrollment mandate strong fiscal stewardship; which is our first priority. However, financial efficiency should never come at the cost of classroom quality. Our second priority during this transition must be targeted advocacy: ensuring that the schools remaining open are fully equipped with a full support staff and classroom resources, while clearly articulating transportation plans to families who face the logistical burden of busing students further. True balance means capturing structural savings to reinvest directly back into our educators and students.
