Campaign Phone
813-230-0540
Education
University of Delaware, BA Economics ; USF MBA
Professional Experience
40 years of Business Management, Sales and Operations experience owning a food service business and working in. Sales and Management for a Coffee company
Public Service
various volunteer roles(Safety harbor Little League Baseball/Softball Coach; Countryside Soccer Coach; Bay Woods HOA President;
I’ve invested in Safety Harbor for 30 years, at children’s school as a Dynamic Dad; in the community, as Safety Harbor Little League Baseball/ Softball coach, and at Countryside Youth soccer as coach. Become acquainted with hundreds of Safety Harbor residents; serve as President of Bay Woods Homeowners Association, and as a member of Espiritu Santo Church- Knight of Columbus (charity focus). 40 years Business experience as a Food Service owner, and Board Member church/other nonprofit boards .
Challenge for Safety Harbor? Number of sponsored bills in Florida legislature that would trigger a reduction in Ad Valorem Tax revenue to cities IF they became a ballot question, AND if they receive voter approval in Florida by a 60% majority. Ad Valorem tax revenue funds Safety Harbor EMS, Fire Department and PCSO (Pinellas County Sherriff Office) contract. Any revenue reduction viz a viz one of these bills obtaining 60% voter support will have negative repercussions to Safety harbor tax revenue. If we want to keep service levels the same, we might have to find greater efficiencies in our service delivery models. Finance Department should Perform financial sensitivity analysis to start.
Our city’s continuing operations for Hurricanes depends on proper planning, preparation and response around hurricanes. Safety Harbor needs hardened facilities, infrastructure, power, and water. We should also consider hardening environment -more seagrass and oyster beds shoreline, and more seawall along bay from proven materials(concrete/steel). Hardening minimizes negative hurricane effects from wind and water, allows our residents AND city staff the option to shelter locally, with close proximity to their homes and businesses without vacating SH. Post hurricane. It’s imperative our city, that it gets up, up and running fast How? We can leverage technology to review building plans pre and post hurricane to assess for damage.
The elimination or reduction of Ad Valorem taxes doesn’t necessarily mean our city needs to reduce services or create new taxes to pay for services. We’re a resourceful city with intelligent staff. Our Finance Department needs to accelerate financial sensitivity analysis and expense review to calculate the implications of revenue reduction on services (Fire Dept, EMS contract and PCSO contract). We need a thorough review of labor hours, assets, capital and all inputs to deliver services. Where does the analysis take us? Could be a multi -faceted solution (Same service level but reduce costs, improve efficiencies, negotiate contract savings), could be same service levels, improved efficiencies, negotiated savings AND millage at the state.
Florida Home Rule gives cities authority to pass ordinances, enforce laws, and administer local affairs. Cities can make critical decisions faster and accelerate approval for local projects without state approval. Who better to know their residents (customers) best than the city, who is in closest proximity to them. Whether its scheduling sanitation, recycling, maintaining roads and sewers, creating local zoning and land use ordinances, the city delivers services that works best for our residents. Why? It understands the opportunities and constraints within the city and can scale and deliver services to fulfill them based on local knowledge of residents/logistics.
Live Local a Florida offers affordable Housing for low/ moderate income and Workforce Housing with developer incentives-tax incentives and targets & promotes denser housing and affordable target percentages. . Institutional investors own a highly disproportionate share of single- family houses in greater Tampa bay-the president of THE United States is wise to ask them to divest and minimize future investments so that this important housing supply is released to all residents. Home affordability can also be addressed with robust mortgage incentives thru FNMA/FHLMC first time programs offering 97% financing. Additionally, our county also provides first time homebuying mortgage funding. Renters have options- Pinellas County Housing Authority.
Preserving small town charm and supporting business interests can both be achieved. Small towns like ours where retail (restaurants, stores, etc) flourishes, require supportive infrastructure. We have adequate parking, well designed traffic flows, good lighting; could preferably use wider sidewalks for pedestrians,shade areas (store awnings/ cantilevered cover) ,and some ADA crosswalks, and maybe city shuttle service. Striking the right balance optimizes commercial opportunities for retail, while preserving the attributes that appeal to our city’s residents. Conflict arises when budgets are being allocated to Main Street at the expense of Neighborhoods. Need communication between interests.
Campaign Phone
7272652031
Education
Bachelors of Arts in Economics from the University of Illinois
Professional Experience
Managing Partner - Troubled Waters Brewing - Safety Harbor
Public Service
Safety Harbor Chamber of Commerce, Partner with SH Rotary Club, Public Library Foundation, and more through Troubled Waters, Treasure, Tampa Bay Beer Week
I bring a combination of professional expertise, hands-on leadership, and deep community roots. With an economics degree and eight years owning and operating a downtown small business, I manage finances, personnel, and regulatory compliance while working closely with City Hall. I’ve helped build community through partnerships with local organizations and see firsthand how city decisions affect residents and businesses. As a parent, collaborator, and data-driven listener, I’m committed to making
The two biggest challenges facing Safety Harbor are potential state property tax reform and managing development. Proposals that could eliminate or significantly reduce property taxes could cut up to 57% of the city’s budget, forcing tough decisions about service cuts or new fees. We need thoughtful, balanced planning that considers how any solution impacts residents and local businesses. The second challenge is development. We should make the process clearer and more efficient while ensuring new projects fit our community’s character by being proactive, not reactive, in planning and policy.
While Safety Harbor fared better than many communities during Hurricanes Helene and Milton, we should build on that success. Our Public Works and Fire Department teams have done outstanding work assessing vulnerabilities, and continued support for staffing, equipment, and planning is essential. To improve recovery, we need clearer, faster communication and a more efficient permitting process, including addressing staffing shortages that existed even before the storms. Better guidance—especially around FEMA rules—can reduce confusion and delays. Safety Harbor’s strength is neighbors helping neighbors; city government should reinforce that spirit by removing obstacles and helping residents rebuild quickly and confidently.
I strongly oppose eliminating or dramatically reducing property taxes at the municipal level. Proposals that could cut up to 57% of city revenue would be devastating. There would be no easy cuts—libraries, parks, recreation, and staff would be eliminated, and even then the shortfall would force new fees on residents and businesses. We’d be left with mostly police and fire services while renters and small businesses pay more and receive less. I support government efficiency and cost savings, but decisions about local revenue should stay local. Cities need flexibility to protect the services that make communities livable and affordable.
Florida has gone too far in preempting local control, though not all statewide changes are bad. The state has an important role in oversight and setting broad standards. However, recent actions like the Live Local Act and proposed property tax changes remove too much authority from local communities that best understand their needs. Home rule works because it keeps decisions close to residents, where accountability and access are strongest. As power shifts to the state, citizens lose their voice. A better balance preserves local flexibility while encouraging collaboration between state and local governments.
Expanding affordable and workforce housing requires both local action and broader state and federal solutions. While cities can’t solve the issue alone, we can create zoning policies that allow a range of housing options, including ADUs, mixed-use development, and smaller homes that fit our community’s character. It’s important that the people who serve Safety Harbor—teachers, firefighters, young families, and seniors—can afford to live here. We must be thoughtful and avoid overdevelopment or short-term fixes that harm our environment or small-town charm, while supporting smart, long-term housing choices that strengthen the entire community.
Safety Harbor’s small-town character and its local businesses depend on each other. As a downtown small business owner, I’ve seen how intimidating the permitting and development process can be, especially for first-time or locally owned businesses. When the process is hard to navigate, only large developers with expensive consultants succeed. We should improve guidance and communication so small businesses understand the process and can work directly with city staff who want to help. Supporting locally owned businesses keeps money in our community and preserves the character that makes Safety Harbor special.
