Occupation
Senior Project Manager
Education
Texas Woman's University
Campaign Phone
469-844-3637
Note:
IG: blantonforaddison
Before stepping into corporate leadership, Schnell built her career as a successful entrepreneur, founding and leading Imperial Beverage Wine and Spirits Distribution for nearly a decade. As President and CEO, she didn’t just run a business—she built one from the ground up, creating jobs, driving revenue, and navigating complex TABC regulatory laws. Schnell’s entrepreneurial background means she understands firsthand what it takes to grow a business, manage a budget, create jobs, and make tough decisions. She brings real-world experience in fiscal responsibility and stakeholder collaboration.
Schnell is committed to protecting taxpayer dollars with transparency, accountability, and a long-term economic vision. She believes every dollar should be spent with purpose. For Schnell, fiscal responsibility is simple: your tax dollars are not a blank check. She will bring disciplined, thoughtful budgeting to City Hall—ensuring every investment strengthens Addison’s future, supports its residents, and delivers measurable value to the community.
Cities don’t operate in isolation. Many of the issues that affect Addison—public safety, infrastructure, transportation, and economic development—require collaboration with regional, state, and federal partners.
Strong relationships with agencies such as the U.S. Department of Homeland Security, state officials, and regional organizations help ensure our community has access to information, resources, and funding that support emergency preparedness and public safety.
At the local level, cooperation with neighboring cities and regional partners is equally important. We must work collaboratively
Every resident should feel respected, safe, and valued in their community. That starts with clear standards and accountability in how local government operates.
I support policies that reinforce fairness, transparency, and equal treatment under the law. This includes strong nondiscrimination policies, training for city employees, and procedures for residents to report concerns and receive responses.
Just as important is fostering a culture of respect and inclusion across our community. Addison has always been a place where people from many backgrounds live, work, and conduct business.
Transportation is an important part of Addison’s future. As our region continues to grow, connectivity becomes more critical for residents, workers, and businesses.
Public transportation options help people get to work, access services, and move around the region safely and efficiently. For many residents—including seniors and individuals with disabilities—these services are essential.
I support maintaining strong regional transit partnerships with DART and continue to evaluate how they can best serve Addison's needs.
Addison faces both exciting opportunities and real challenges ahead. Our town has a strong economic base. With thoughtful planning, we can continue attracting investment while preserving the character of our community. At the same time, we must address key challenges such as aging infrastructure and preparing for future growth. As our region expands, we need to make sure our roads, utilities, and services keep pace while maintaining the high quality of life that we as residents expect. The path forward is thoughtful, collaborative leadership that listens to residents and plan responsibly.
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Occupation
Owner - Freed's Home Furn (Retired)
Education
U T Austin - B A Degree in Biology
Campaign Phone
214-697-8773
I have lived in Addison since September 1999. I have served on the Addison Town Council since May 2024. Prior to serving on this Council, I was president of my high school fraternity (1973), my college fraternity (1977), the North Dallas Design District (2004-2006) and Freed's Home Furnishings (1991-2018) for 27 years. I have negotiated with companies from around the world.
Math has always been my strongest subject. Although I am not a CPA, I understand finance and accounting backwards and forwards, and have balanced budgets for over 40 years. I believe in fiscal accountability, and I am very good at prioritizing needs over desires. I understand the level of service our community desires, and I will work very hard with the council and our staff to achieve the desired service within the confines of the revenue our town receives from our funding sources. I am not a fan of deficit spending. I believe we must live within our means.
If re-elected I will put Addison, our residents and our businesses first, as I have done for the past two years. I will do my best to coordinate what Addison residents desire with what is important to Dallas County, the North Central Texas Council of Governments, the State of Texas and any federal agency or department Addison must coordinate with. However, as I said, Addison residents and Addison businesses come first for me, and I will always vote for what is best for Addison while working with any other government entity.
I will never tolerate any form of discrimination whatsoever. I will support any policies or procedures necessary to make sure no one is discriminated against in Addison or anywhere.
I am a total believer in Public Transportation, but I do not believe in doing what we have always done because we have always done it. Times change. Transit companies have to keep up with the times. They must be competitive and fiscally responsible. Fixed bus routes are a thing of the past. Running empty buses all over town in case someone might be waiting for a ride is archaic. The internet and cell phones make shared, on demand ridership a much better solution. The service is better, and the cost is considerably better. Trains are a great solution for relieving vehicular traffic.
Inflation has made it very hard to keep up with all of the infrastructure maintenance that a town must stay on top of. Buildings are getting older and need to be updated or replaced. The opportunity Addison has in 2026 to replace our current public transit system with a much more efficient and cost effective system will allow us to take care of our public safety needs (i.e. building a new police and courthouse facility), economic development opportunities, maintenance on or replacement of town assets and hopefully will even allow us to lower our property taxes.
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Occupation
Customer Service Manager
Education
Bachelor's of Science - Education - Southern Illinois University
Campaign Phone
972-770-3505
Campaign YouTube URL
Note:
The number listed is a landline for messages. Please call or text my cell for timely needs at 303-886-3010. Also please check my website and social media regularly for updated content. If anyone would like a translated version of my responses or an interpreter to ask questions, please contact me at the number above.
A Council Member is defined as one who develops a Town vision, sets policy, adopts budgets, and passes laws. The missing part is why I am most qualified. A Council Member is to represent their people in these decisions. I am a 20-year citizen with a proven record of listening to people from all neighborhoods, understanding resident and business needs, welcoming people by connecting them to resources, and supporting the Addison business community. Since Addison doesn’t have districts, it is especially important that the perspective of every area in town is considered and represented by council.
“The Addison Way” is the quality our budget supports even as demands grow. We have 17K residents, yet more than 100K people daily. Sales tax is paid by many, but Addison voters decide its use. Our roads and public safety have strains that must be covered by our budget. Last year, $17 million in tax revenue was out of our control. We have paid $400 million to DART and still owe $50 million if we exit now. Voting NO DART means we regain revenue after a 3-year exit bill and direct it to Addison’s priorities. Instead of more DART debt, by 2037 Addison’s budget would be stronger with +$175 million.
Addison prioritizes working with our municipal partners like the North Central Texas Council of Governments. Our Metrocrest cities work together for public safety with our shared 911 (NTECC), and I saw touring the Farmers Branch Police Dept there is a joint effort towards a new drone program. We have a relationship with Homeland Security through our Airport’s Customs and Border Protection Department and past grant opportunities. With our new Addison Emergency Management office, I want to pursue Homeland Security grants for drone technology with unlawful drone response training to be prepared.
I am proud to say we have many programs in place to protect our residents such as Neighborhood Services to support our rental communities. I think community education and leadership examples are important. Addison had a festival called WorldFest from 08-15 that celebrated world cultures. I would love to see it return. Addison also has a Volunteer Program that I would like to expand as service projects of multi-generational people of different backgrounds with a common goal unites people. I'd also like to review our community information to see if translated versions would serve our residents.
Public transportation is essential, and Addison should be proud we helped create regional transit. But DART is $3 billion in debt, congestion remains, and growth is rising. With no legislative action until 2027, Addison must choose a solution NOW, as we will be locked into DART for 6 years. Other providers can offer door-to-door service, paratransit, and DART connections for $1.5 million instead of $17 million, without a 6-year contract or more debt from the DART board. Shuttles would better serve residents, workers, and visitors while freeing funds for economic development and public safety.
Addison’s biggest challenge is building a more connected community. Though only four square miles, residents often remain in neighborhood silos. Without common schools or worship places, and with many staying only a few years, civic ties are harder to form. I want more community events, to reopen the Noell Community House (Stone Cottage) for citizen programs, create a new resident welcome program, host resident TED-style talks at the theatre, organize job fairs linking residents and businesses, and expand Town Hall concierge volunteers so every resident feels they belong and stays in Addison.
