Occupation
CFO
Education
BS in Industrial Engineering and a minor in Mathematics from Texas A&M University, MBA from Harvard
Campaign Phone
972-928-2012
Campaign YouTube URL
Note:
Instagram: www.instagram.com/chaka4cisd/
I offer a combination of deep Coppell roots, sustained service to CISD, and professional experience in finance, operations, and data-driven decision-making. I attended Lee, Lakeside, CMS East, and Coppell High School, and my family is raising children in the district today. I have served on the District Educational Improvement Committee, the CBAS Advisory Council, the Bond Oversight Committee, and the 7.1.1 Facility Evaluation Rubric Development Committee. Professionally, I serve as CFO of Gold Medal Pools and bring a background in engineering, finance, operations, and analytics. I have an engineering degree from Texas A&M and an MBA from Harvard Business School. I have always believed numbers matter, but they should never be viewed in isolation; it is just as important to humanize the data and tie it back to what the community is saying. I would bring a collaborative, levelheaded, apolitical, and governance-focused approach grounded in facts, community input, and long-term thinking.
Attracting and retaining excellent teachers and staff must remain a top priority. Compensation matters, but retention also depends on planning time, campus support, professional growth, manageable workloads, and a culture where educators feel respected and supported. When budgets are tight, I would protect classroom-facing people and student impact first, pursue efficiencies where possible, and weigh tradeoffs carefully rather than relying on blunt cuts. Strong educator retention is essential to maintaining a strong district and keeping families confident in CISD for the long term.
While vouchers are now part of the Texas policy landscape, it is too early to say how they will impact enrollment in Coppell ISD. The district’s enrollment and facilities discussions were already being shaped by demographic trends, declining elementary enrollment, and excess capacity. My view is that vouchers should be monitored closely, but the broader priority is ensuring Coppell ISD remains a district that families continue to choose because of its quality education, desirable programs, vast opportunities, strong teachers, and strong public school foundation.
While actual attendance in Coppell ISD has improved recently, the district is also managing declining enrollment, particularly at the elementary level. Declining enrollment affects long-term planning for staffing, facilities, and budgeting. Both of these matter because Texas funds districts based on attendance rather than enrollment alone. Better attendance helps relieve financial pressure to an extent, but it does not eliminate the broader challenges. I believe CISD can continue providing a high level of service, but doing so will require disciplined budgeting, thoughtful long-range planning, and a continued focus on retaining both students and outstanding educators. In my view, that is the broader challenge in front of the district: keeping CISD strong enough that great teachers want to stay and families remain excited about choosing it. Good governance means looking carefully at the data, understanding the tradeoffs, and making decisions that protect quality for the long term.
I would support clear nondiscrimination policies, regular training, trusted reporting channels, prompt and fair investigations, strong protection against retaliation, and consistent accountability. The board’s role is to set clear expectations through policy and help ensure those systems are understandable, trusted, and applied fairly. Every student and employee should know concerns will be taken seriously, handled promptly, and addressed with both fairness and respect. Protecting people and preserving trust in the system should never be treated as optional.
I would focus on long-term financial sustainability, enrollment and facilities planning, and preserving the quality that makes Coppell ISD strong. The district is facing important decisions around enrollment, capacity, and budget priorities. I would approach those issues by gathering the facts, understanding the tradeoffs, seeking community input, and working collaboratively toward the best long-term outcome for students, staff, and families. My goal would be to help CISD continue to innovate while remaining a district people are proud to support and choose for years to come.
Occupation
RN and Healthcare IT Consultant
Education
Baylor Univ-BA, Lone Star College-RN, UT Tyler-MBA, UT Health Houston-Doctorate (in progress)
Campaign Phone
936-520-9315
Note:
Instagram - www.instagram.com/windham4cisd, LinkedIn - www.linkedin.com/in/khanhwindham/
I love CISD and have three children who have attended elementary, middle and high school across five CISD campuses. I am an iLead graduate, PTO president, and volunteer with booster clubs, at schools and in classrooms. I’ve lived in CISD zip codes 75019 and 75063. As a Cowboys United ambassador, I actively support enrollment growth. Professionally, I’m an MBA-prepared nurse leading complex projects in strategic planning, budgeting, governance and stakeholder engagement. I have a balanced perspective of lived experience, collaborative leadership, fiscal responsibility and strong commitment.
Great teachers are the foundation of student success, and retaining them is a top priority. While districts face funding constraints, our budgeting decisions should reflect what matters most. Competitive compensation is important, but so are supportive working conditions, strong campus leadership, and access to resources. Teachers stay where they feel respected and trusted. We must continue advocating at the state level for sustainable school funding. Supporting educators strengthens student outcomes, builds community confidence, and sustains the excellence families expect from CISD schools.
CISD, like many districts, is watching enrollment trends and the possible effects of vouchers or education savings accounts. Families make decisions based on many factors, including housing, academic opportunities, and student needs. My focus is ensuring CISD remains a district families choose with confidence. That means maintaining strong academics, outstanding teachers, and meaningful opportunities in fine arts, athletics, and career pathways. Policy changes at the state level will continue to shape the landscape, but our responsibility is to plan thoughtfully and stay focused on quality.
CISD, similar to many districts, has experienced declining attendance and enrollment, affecting funding, staffing, and long-term planning. Strong governance means using data to make disciplined decisions while protecting highly valued programs. Strategic open enrollment and initiatives like Cowboys United can attract new families and strengthen CISD’s future. CISD is exploring choice school options and a potential virtual school to expand opportunities and meet family preferences. My priority is ensuring students benefit from strong programs as CISD adapts to our community’s changing needs.
Every student and employee deserves to feel safe, respected, and supported at school. Clear expectations for behavior, consistent enforcement, and transparent reporting processes are essential to maintaining trust. Early intervention, staff training, and strong communication with families help build a positive culture. Schools work best when dignity, accountability and compassion guide decisions. We must ensure students can focus on learning and educators can focus on teaching. By setting high standards and responding thoughtfully, we strengthen student well-being and staff confidence.
CISD must remain focused on educating the whole student from elementary through high school, supporting academics, character development, life readiness, and opportunities to discover and learn through fine arts, athletics, and career pathways. Responsible financial stewardship and long-term planning are essential as enrollment and workforce needs evolve. Clear communication with families builds understanding and trust. By balancing stability with innovation, CISD can prepare students for future success while protecting the excellence CISD families value. I'd like to be part of that process.
