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Occupation
Retired - Facilities/ Real Estate
Education
High School Diploma; Completed four years of college coursework through evening programs.
I bring 41 years of Rowlett residency, decades of real estate and facilities experience from my career with NEC, and extensive service on regional, local, and statewide boards. I have served on key Rowlett committees, boards and commissions giving me deep experience in planning, development, and governance. My leadership is grounded in service, stewardship, and integrity, and includes managing multimillion‑dollar budgets and overseeing one million square feet of commercial real estate.
Throughout my career, I have managed complex and challenging budgeting situations. These responsibilities require clear priorities, disciplined planning, and transparent communication. My experience taught me to align resources with expected outcomes while evaluating long‑term obligations. I support strengthening internal processes, improving efficiencies, and ensuring spending that reflects resident priorities. Citizens demand exceptional services and City Hall must set this expectation.
Rowlett is situated within Dallas County, and effective collaboration with neighboring municipalities and county agencies is essential. I have served on numerous local, regional, and statewide boards and commissions, giving me extensive experience in intergovernmental relations. I plan to use these relationships to promote Rowlett and represent our community’s interests. Voters can view my background in working across jurisdictions as a meaningful advantage in serving as a city councilmember. See Holston4rowlett.com
Having lived in Rowlett for 41 years, I have seen our community grow from a small bedroom town into a diverse city of nearly 70,000 residents. A growing population brings new opportunities, and it is essential that all residents are treated fairly and respectfully. All voices matter. Cities function best when they represent and serve all people, all of the time.
Member cities of DART should expect a more equitable distribution of funding, and the region as a whole must participate in the funding of public transit. Cities that are not DART members still benefit from the system and should financially contribute to the system. DART must also ensure that transit is safe and reliable for all users. For Rowlett, continued focus on strengthening our downtown business district and maximizing the potential of our Transit‑Oriented Development is essential. Public safety must remain the highest priority for the transit system.
Rowlett’s greatest challenges include managing rapid growth, addressing aging infrastructure, and maintaining high service levels within budget constraints. As the city expands, we must plan carefully for transportation, public safety, and long‑term financial obligations. At the same time, Rowlett has significant opportunities: we must diversify our tax bate by, attracting quality employers, and enhancing our business community. With thoughtful planning and steady leadership, Rowlett can meet these challenges while creating a strong future for our residents.
