Education
Bachelors in Business Administration - Finance, Texas A&M University in College Station, Texas; Juris Doctor - Law, St. Mary’s School of Law in San Antonio, Texas.
Experience
Frisco ISD Board of Trustees (2023-Present), Trustee & Board President (2025-Jan. 2026); Frisco EDC, Director (2024-2026); Frisco Educ. Foundation, Director. Managing Partner of Henry Hill PLLC, Frisco Business Owner; Parent of current FISD Student.
Campaign YouTube URL
Campaign Phone
4699569978
My wife Tiffany and I bought our first home in Frisco 20 years ago. We're raising our daughter here, built a business here, and love this community.
Frisco needs new, positive leadership ready for the future. I am the only Mayoral candidate with proven experience across all 3 pillars that built this city: Education, Economic Development, and Executive Leadership.
As FISD Board President, I helped balance a budget three times the size of the City's and strengthen school safety. As an EDC Director, I’m in the boardroom responsible for attracting employers and protecting our low tax rate. As a Frisco business owner and experienced attorney, I work to find sustainable solutions every day. These experiences have prepared me for the role of Mayor
Frisco isn’t finished growing and our leadership can’t be finished evolving. Our next Mayor should be someone who is presently invested in the future success of our Frisco community. As both a parent and local business owner, I am building a successful future here and experiencing Frisco's growth in real time alongside you.
My experience balancing large budgets and leading complex organizations has prepared me to help guide Frisco through this next phase of growth. Planning for change means staying ahead of infrastructure demands, ensuring public safety resources scale with growth, and protecting our commercial tax base. I will work closely with staff, Council and citizens to focus on quality of life and shape the Frisco we want to see.
Local traffic congestion is a regional challenge that demands regional solutions and partnerships. Unlike our neighbors who have previously heavily invested in rail, Frisco will pursue flexible, technology-driven mobility solutions. Expanding our DCTA partnership, which already provides curb-to-curb service for seniors and disabled residents is actively being pursued, and integrating ridesharing platforms into our broader transit network is already underway. This represents the kind of practical, cost-effective solution that works for a city like Frisco.
Additionally, the Frisco EDC’s focus on attracting employers to Frisco has significantly reduced commuter leakage, keeping more residents working closer to home and off major thoroughfares.
Frisco's most urgent infrastructure priorities beyond transportation are the Rail District revitalization, new road construction and replacing aging infrastructure.
The Rail District investment delivers walkable public spaces, downtown parking, and a gathering place at the heart of our city. Completion this year must stay on time and on budget, supporting Main Street businesses. Frisco has also committed over $200 million to numerous northern corridor road projects underway or nearing completion. Frisco’s public works team is also replacing underground water, sewer, and utility systems before they become larger issues. I will work closely with staff and Council to ensure a proactive, disciplined approach to all infrastructure projects.
Housing is and should remain market-driven. What Council can do is remove unnecessary barriers, create smart and sustainable incentives, and ensure zoning encourages the right development in the right places.
That said, real gaps do exist. Specifically, senior and middle-market housing are undersupplied relative to demand in our city. Closing those gaps requires smart zoning, strategic public-private partnerships, and targeted incentives for mixed-income development. Further, Frisco is concentrating multifamily development along its urban spine in walkable, mixed-use environments designed to support that density responsibly.
My goal is a thriving and well-rounded Frisco where families can find economic opportunity and call this city home.
Understanding a budget is not the same as managing one, and managing one is not the same as leading a local board to balance one. I have done all three successfully on the Frisco ISD Board. Experience matters.
I believe the single most powerful and sustainable revenue strategy is to grow the commercial tax base so residents carry less of the burden. Residents, including myself, don’t want to pay more taxes, but they don’t want to see a decrease in services, either. We must continue attracting high-quality employers to offset the tax burden on our residents long-term.
As Mayor, I will ensure that every budget dollar spent is justified and every decision is evaluated for its long-term sustainability and contribution to the city’s tax base.
Frisco residents have shaped our land use through multiple Comprehensive Planning processes, and it’s clear we are entering a new phase of maturity. With a little over 10% of land remaining and most of it already zoned, our focus must shift from new development to smart reinvestment.
My vision is that twenty years from now, every part of Frisco will look vibrant and maintained. Open spaces will be preserved, trails connected, and our neighborhoods designed around people with their input. For businesses, we should follow our collaborative CPAC guidelines and future land use plan for mixed-use and office developments. For housing, I support market-driven solutions to achieve walkable, quality of life focused environments throughout the city.
Effective collaboration starts with relationships built before you need them, and I have spent years building partnerships founded upon mutual trust and integrity.
My experience as Board President of Frisco ISD, and as EDC Director, has required consistent engagement with county, state, and regional partners. I understand how to navigate those relationships professionally and productively to deliver results for Frisco.
As Mayor, I will actively engage with Collin and Denton County leadership, TxDOT, the Regional Transportation Council, and state legislators, advocating for Frisco's interests, particularly on issues like state preemptions, education, and transportation. Frisco deserves to have a leader in the room, and that is what I offer.
Frisco's greatest challenge is managing growth with discipline, foresight, and financial integrity. My top 3 priorities reflect what that requires:
Safety First. Funding public safety and ensuring our capacity to protect residents grows with our population is non-negotiable.
Economic Opportunity For All. Continuing to attract quality employers and support our business community ensures Frisco's economic vitality is felt at every income level and remains our most sustainable form of tax relief.
Unite Frisco. Frisco needs collaborative, executive leadership focused on long-term sustainability that is free from old political rivalries. I will govern with vision, professionalism, and an unwavering commitment to the future success of our city.
Education
Towson University graduate. Executive education at the Harvard Kennedy School focused on public leadership, governance, and strategic decision-making.
Experience
15-year Frisco City Council member. U.S. Army veteran and counterintelligence agent, combat veteran of Operation Desert Storm. 25-year Frisco resident focused on responsible growth, infrastructure, public safety, and protecting taxpayers.
Campaign Phone
214-587-0827
As a Frisco resident for more than 25 years and a member of the City Council for the past 15, I have had the opportunity to work with residents, businesses, schools, and community organizations to guide our city’s growth and long-term planning. Public service has been central to my life, beginning with my service in the U.S. Army. I’m running for mayor to continue that collaborative leadership, bring experienced decision-making, protect taxpayers, and ensure Frisco remains a safe, financially strong city with an exceptional quality of life.
Frisco is nearing full development, and the next phase will focus on thoughtful redevelopment, infrastructure modernization, and long-term sustainability. As growth slows, attention will shift toward reinvestment in existing areas, maintaining city assets, and enhancing community amenities. Major investments such as Grand Park and future cultural destinations will help define Frisco’s next chapter. Planning ahead, coordinating infrastructure with development, and protecting established neighborhoods will be key to maintaining the high quality of life residents expect.
Transportation is one of Frisco’s most significant challenges as our region continues to grow. During my time on the City Council, improving mobility and planning for future traffic demands has been a continuing priority. While our roadway network has expanded, congestion is increasing across North Texas due to regional growth. We must continue improving major corridors, advancing intersection and signal technology, coordinating with regional transportation partners, and evaluating additional mobility options to ensure residents can move efficiently throughout the city.
In addition to transportation, Frisco must continue investing in critical infrastructure such as water systems, public safety facilities, parks, and community amenities that support our growing population. Long-term planning allows the city to build infrastructure ahead of demand rather than reacting to shortages. Maintaining and updating existing infrastructure will also become increasingly important as the city matures. A disciplined capital improvement program and responsible partnerships will help ensure projects are delivered efficiently and aligned with community priorities.
Maintaining affordability begins with responsible financial management and a strong, balanced tax base. Frisco has worked to attract quality commercial development that helps offset the tax burden on homeowners, and that approach should continue. Careful budgeting, prioritizing essential services, and supporting job creation will help maintain economic stability. Encouraging a range of housing options can also support residents at different stages of life while preserving neighborhood integrity and overall community character.
Frisco has built a strong financial foundation through conservative budgeting, long-term planning, and maintaining healthy reserves. During my time on the City Council, these principles have helped the city remain financially stable while continuing to invest in infrastructure and public safety. As mayor, I will continue prioritizing responsible spending, transparency, and long-range financial planning. Expanding the commercial tax base and making disciplined investment decisions will help reduce pressure on residential taxpayers while maintaining high-quality city services.
As Frisco approaches full development, land use decisions will become increasingly important to the city’s long-term success. My vision is balanced growth that protects established neighborhoods while encouraging high-quality commercial and mixed-use development that brings jobs, services, and amenities closer to residents. Redevelopment will play a larger role in the future, and those decisions should reflect thoughtful planning, infrastructure capacity, and meaningful community input to ensure compatibility and long-term value.
Frisco’s success has always depended on strong partnerships with county, state, and regional organizations. Transportation, water resources, and economic development all require coordination beyond city boundaries. I will continue working with regional partners, neighboring cities, and state leaders to ensure Frisco’s priorities are represented. Building strong relationships and maintaining open communication will help secure resources, align planning efforts, and support continued economic and community development.
Public safety, infrastructure planning, and maintaining Frisco’s exceptional quality of life remain essential priorities. As the city grows and matures, continued investment in police, fire, and emergency services will be critical. In addition, parks, trails, libraries, and community spaces play an important role in bringing residents together. Careful planning, ongoing community engagement, and responsible leadership will ensure Frisco continues to be a safe, vibrant, and welcoming place to live, work, and raise a family.
Education
MS in Communications-University of North Texas, MS in Political Science, American University, BS in Social Science Education, Southwest Baptist University
Experience
Served 6 years 2016-2022 on City Council, Chair of Legislative, Chair of Governance, Member of Budget/Audit Committees, Worked for Frisco Chamber as Director of Gov Relations, 6.5 years Leadership Team for a local hospital
Campaign YouTube URL
Campaign Phone
469-789-6860
I believe my vision for Frisco is what the residents most want for Frisco–a safe, thriving community where residents can raise their families, with high paying/high quality jobs from businesses that are thriving. The residents are educated, intelligent, and community focused, and want to feel heard in the decisions for Frisco. For the past year I have met with hundreds of residents, and knocked on thousands of doors to hear what matters most to the residents. I’ve met with many business owners and non-profits to understand their needs for a growing/thriving community. I am focused on making Frisco BETTER–not just bigger, bringing the experience necessary to handle the complex issues of our adult city to lead us into the next decade.
Frisco has been in a high growth mode for the past 2 decades. We must now plan for how to decrease expenses when the growth and revenue slows down while still providing for needs like public safety. Leaders must begin to shift focus to maintaining city assets instead of just building new assets as our roads, parks, and sidewalks are aging at the same rate. We are also seeing two Friscos emerge–an older Frisco and a newer Frisco. We must work to ensure all of Frisco is cared for. Our financial future will depend on specific strategies to reinvest in Frisco and to provide for when the growth stops, and shifting our economic development tools to lessen the hit on our general revenue budget.
Frisco residents voted years ago to not participate in the DART system. We have seen other microtransit solutions evolve and are working on more both in the private sector and with public options. Frisco is currently working with DCTA to provide other solutions that will help those residents who cannot drive to have affordable options. While anecdotally some speak of the desire for a traditional public transportation, we have not seen a large use case or demand for it in Frisco that would justify the huge financial investment from taxpayers need to implement such a system.
Our roads, parks, and sidewalks are all aging at the same time creating a backlog in both repairs and maintenance expense that will be difficult to catch up. Leaders must begin to shift our focus to reinvestment in these assets from a single focus on building new. We must begin to consider the cost of the lifetime of maintenance in a project and not just the build cost of a project in our planning, otherwise when the revenues/growth level off, we will be unable to maintain the assets we have without creating undue burden on future generations. We must also hold developers accountable to care for shopping centers with aging buildings and landscaping to maintain business attraction.
As the market drives the price of housing and land, there are not many changes Frisco can or should do to decrease the costs. Frisco does offer a variety of housing options at various price points. As the community buildout finishes, I believe we will see a leveling off of prices. Demand determines the market value, and I do not believe anyone wants to see the city government interfere in reducing the market value of their homes or investments.
We must begin leveling off our expenditures as our growth/revenues begin slowing. For the last few years Frisco has been increasing expenses, and while many of those projects are good projects–if we cannot afford to maintain them, we are creating a huge tax burden for future residents. We must also reconsider some of our economic development tools that decrease the amount going into our general revenue fund. Options that worked in the early stages of Frisco’s growth like the TIRZ and tax abatements should be reviewed to determine if the cost exceeds the rewards in our annual budget. We can be more selective with our incentives in attracting high quality development that helps to balance our commercial tax base.
Frisco only has about 13% left to zone, but our buildout has a bit more room for opportunity. We must focus on landing a few high quality/high level corporate headquarters for a Fortune 500 company and not just on the smaller developments especially when it comes to using our EDC dollars–without forgetting those original businesses that invested in Frisco. As well, the limitations brought on from new state legislation have effectively tied our hands with allowing the lower building standards and zoning options. It will be imperative for our leadership to work with our state legislature to support the desires of the residents for how they want their city to build out.
For over a decade I have worked to build and maintain relationships at the county, regional and state levels realizing that Frisco is not an island. Our partnerships with other cities, and elected officials at all levels are crucial to our success. I believe in a collaborative approach that doesn’t always focus on what we can “get”, but also on how we can work together for the good of our region. This experience sets me apart from other candidates. I’ve done the work to build these relationships and will continue doing so in a manner that supports a rising tide lifting all boats. My experience in advocating at the state level is necessary to protect our residents from legislation that limits their right to decide local outcomes.
As Frisco has grown, engaging residents has become more difficult. It is important that we continue to find more ways to hear from residents on their vision for the city. Our residents are intelligent and highly successful people who should have a voice in their community. Mending relationships with our public safety departments is a crucial need. I am proud to have the support of both the Frisco Fire and Frisco Police Associations because I bring specific strategies to provide quality staffing to prioritize safety. Finally, it cannot be stated enough that securing our financial future must be our top priority by planning for slowed revenue without burdening the taxpayer.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
Candidate has not yet responded.
