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Occupation
Real Estate Professional
Education
B.S. in Chemical Engineering and Business Foundation at University of Texas at Austin
Campaign Phone
469-951-9788
Note:
instagram.com/songforcarrollton/
Carrollton is home. This is where I grew up, went to the CFB ISD schools, built my company, and now raise my family. That personal connection gives me a deep commitment to protect, maintain, and strengthen our city for the next generation. Professionally, I have managed complex, high-value projects in the Oil & Gas industry, built many developments in the construction industry, and built a real estate company serving our community. Those experiences taught me how to lead with accountability, manage budgets, solve problems, and bring people together through practical, thoughtful leadership.
Managing budget challenges starts with discipline, transparency, and prioritization. The city should focus first on core services that residents depend on every day, such as public safety, infrastructure maintenance, and essential city operations. At the same time, we should regularly evaluate spending for efficiency, eliminate waste where possible, and make sure taxpayer dollars are producing real value. I believe in planning ahead rather than reacting late, because thoughtful long-term budgeting helps avoid unnecessary strain on residents while still maintaining the quality of service.
We should maintain professional, cooperative relationships with other levels of government when those relationships help protect residents, improve services, and bring resources back to the community. That includes working with state and federal agencies, including departments such as Homeland Security, on matters related to emergency preparedness, public safety, infrastructure support, and regional coordination. At the same time, the city must make sure those partnerships are carried out with transparency, respect for local priorities, and a clear focus on what benefits Carrollton residents.
I support clear policies that ensure every resident is treated fairly, respectfully, and consistently when interacting with the city. That includes strong anti-discrimination standards in city services, hiring, and public engagement, as well as regular training and accountability for city staff and leadership. Just as important, residents should feel that they have a transparent and trustworthy process to raise concerns if they believe they have been treated unfairly. A strong community is one where people know they will be heard, respected, and given equal treatment under the law.
As Carrollton continues to grow, public transportation should be part of the conversation in a practical and innovative way. We should support transportation options that improve mobility, reduce traffic pressure, and better connect residents to jobs, schools, businesses, and regional destinations. That includes evaluating connectivity, accessibility, and how transit integrates with future development and infrastructure planning. Public transportation should be approached thoughtfully so that it meets community needs and supports the city’s long-term growth in an efficient and sustainable way.
Carrollton’s greatest challenge and opportunity is planning wisely for the future as a landlocked city. Because there is little room to grow outward, we must focus on smart redevelopment, reinvestment, and improving how we use existing land, buildings, and infrastructure. At the same time, as our population ages, we need to invest in services, accessibility, and quality-of-life improvements that help seniors live safely and comfortably. If done well, Carrollton can become more vibrant, connected, resilient, and livable for every generation.
Occupation
Senior Stock Plan Administrator
Education
Some college
Campaign Phone
214-906-7662
I previously served on Council and I have dealt with severe economic downturns, an aging infrastructure, revitalization of blighted shopping centers and neighborhoods, staff salary freezes and competitive adjustments, police and fire step increases and public safety needs. I believe the work that I have done in these areas and the maturation of my skills and ability to work with any individual, group, background, or point of view would be of great benefit to the citizens of Carrollton, including being a Board of Manager at Parkland Hospital and Board Member on Metrocrest Hospital Authority.
Carrollton must be proactive and engaged as the state continues to propose property tax cuts in the next legislative session. I have firsthand experience navigating budget deficits, having been first elected during the 2009 financial crisis. Working closely with staff, we implemented hiring freezes, restructured fees, renegotiated contracts, delayed projects, and reorganized departments to close significant budget shortfalls. I am committed to delivering the lowest possible cost of service to our community while responsibly addressing any future budget challenges.
Open communication with counties and neighboring cities is essential. While we may not always share the same desired outcomes, sustained collaboration and advocacy have allowed us to work together on projects that reduce costs. Through joint purchasing, we have achieved savings by leveraging larger volumes, and we have secured county funding to support infrastructure and other key initiatives.
Cities should work with the U.S. Department of Homeland Security and other federal agencies through shared responsibility and as required to ensure the safety of our community.
I live in one of the most diverse cities, and if elected, I will continue to prioritize a safe and welcoming community for all residents. Elected officials swear an oath to uphold federal, state, and local laws and regulations, and I take that responsibility seriously.
The City of Carrollton will move forward with participation in the General Mobility Program (GMP) Interlocal Agreement with Dallas Area Rapid Transit (DART). Over the next six years, allocated funds combined with sales tax revenue are expected to reduce Carrollton’s sales tax participation, while strengthening governance and voting rights for participating cities.
This agreement relies on multiple factors to be successful and can be reevaluated for measured success before the next GMP in 6 years.
The cities greatest challenge will be proposed state legislation that could impact our tax base, with that, Carrollton’s biggest opportunity is continued economic development, particularly around Trinity Mills Station, including office, retail, and residential projects. Additional development in key areas can add housing, strengthen our tax base, and support long-term financial stability.
