Neenah should not consider a City Manager form of government because it would mean less accountability to the voters. Currently, according to a recent WGBA, NBC 26 news story, only 10 of Wisconsin’s 191 municipalities operate with this model. In contrast, a Mayor system offers the advantage of a decisive leader who can accomplish fast decision-making – and act as a singular spokesperson in crises such as a plant closing, corporate headquarters moving, or a law enforcement situation. Neenah residents have seen first-hand what a good mayor, who brings fresh ideas and energy to the position, can accomplish.
As a thirteen-year state legislative staffer and current public policy consultant, I have worked with many current Democratic and Republican lawmakers and their staff in the state legislature, so I will be able to open closed doors and make Neenah’s needs stand out. My pitch to lawmakers is simple:“Neenah, one of Wisconsin’s major manufacturing hubs dating back over a hundred years, needs key infrastructure improvements – city roads, sewer upgrades, bridge repairs, and other core infrastructure – to remain competitive and grow in the future. Job creators simply won’t expand or relocate to Neenah if this crumbling infrastructure is not addressed. Other Wisconsin major industrial cities like Kenosha, Racine, Janesville and Milwaukee got support in the past from the state for their infrastructure needs to continue their business job development, and Neenah should receive that same support.”
I have thirteen years of working in the state legislature, including ten years as Chief of Staff for Appleton’s Rep. Steve Wieckert in charge of policy and communications. Forty-nine bills and budget provisions were passed into law during my tenure, including Wisconsin Senior Care, which provides100,000 seniors with discount prescription drugs monthly. I have received awards of recognition from both the Wisconsin Department of Veteran Affairs and UW-Health. After leaving state government service, I worked on projects with UW-Platteville, the YMCA of Dane County, Big Brothers Big Sisters of Dane County, the Neenah Joint School District, and The Brigade. The Wisconsin Broadcasters Association selected the WKOW Big Brothers Big Sisters of Dane County public service campaign that I created as Best Significant Community Impact Award, 2nd Place.
We have to focus on needs, not wants, because budgets are choices. The city has spent $500k on outside lawyers and lawsuits and $800,000 for Arrowhead Park consultants, and bought 100 trees for $70,000. Meanwhile, residents have seen 36.5% of city roads crumbling and rated as failing before their eyes, and essential yard waste pickups and drop-offs eliminated or restricted. Police and city traffic engineer positions remain unfilled and trash removal in parks has stopped. Neenah should focus its very finite resources on quality-of-life service such as fire and EMS, police, and garbage pickup. More resources should be invested in road maintenance and other amenities that residents need. To bring a more public eye to spending, I would release city meeting agendas publicly two weeks before meetings instead of the current 24 hours, providing a new level of government transparency.
Neenah’s business districts and its proximity to the Fox Valley are great assets, while taxes and economic development are challenges that need to be addressed. Revitalizing business districts like Doty Island and South Commercial Street will increase the tax base, grow the local economy, and create jobs. One of my solutions is to create a new Doty Island Economic Development Coordinator position to act as liaison for business development and work with South Commercial Street businesses to explore creating a business improvement district or a non-profit entity that would bring new businesses to the district. I would use my extensive public policy and communications skills to communicate clearly with Neenah’s citizens to improve the city.
As the responsibilities and regulatory demands on municipal government continue to grow, we should always be willing to evaluate the structures that best serve Neenah's residents. A City Manager model can offer advantages such as professional administrative oversight, operational continuity, and policy implementation independent of election cycles. At the same time, it can create distance between voters and executive decision-making, reducing direct accountability. Neenah currently benefits from strong leadership and collaboration under our existing system. Rather than assuming one model is inherently better, we should thoughtfully assess whether any structural change would improve service delivery, fiscal stewardship, and transparency for our community. I would welcome this idea being included in the studies we are currently conducting for each department.
To increase state support and reduce pressure on local property taxpayers, we must work collaboratively, not in isolation. That means strengthening partnerships with neighboring municipalities to present a unified regional voice, while building strong, bipartisan relationships with our state legislators. My message to Madison would be simple: local governments deliver essential services, police, fire, infrastructure, and water, and we are doing so efficiently and responsibly. When state funding fails to keep pace with costs, the burden falls directly on property taxpayers. Investing in municipalities like Neenah protects public safety, strengthens economic growth, and ensures stable communities across Wisconsin. Partnership, predictability, and shared responsibility must guide that conversation.
I’m running for mayor because I am a servant leader at my core. As an alderperson and City Council President, I have gained firsthand experience navigating the complexities of municipal government. I’ve learned the importance of listening to residents, asking hard questions, building consensus, and clearly explaining decisions. My background in education and collaboration with the Neenah School District has given me a strong understanding of how local policy impacts families and students. For 30 years, I have volunteered with the Boys and Girls Brigade, not just talking about service, but living it. I bring steady, collaborative leadership, fiscal responsibility, and open communication. My goal is to preserve and strengthen our welcoming community, so the next generation continues to choose Neenah.
Neenah residents are feeling tax pressure, and it’s important to separate operations from borrowing. Day-to-day operations remain stable. Where we’ve drifted is capital borrowing. This year, we’re borrowing $10–11 million more than we’re retiring in debt, which will create future levy pressure. Much of that reflects the S. Commercial St. reconstruction and Fire Station 31 remodel, projects tied to safety and infrastructure, with federal funds offsetting much of the cost of Commercial Street. A simple rule should guide us: borrow roughly what we retire. When borrowing exceeds debt payoff, the levy rises automatically. It’s not about stopping projects, but pacing them responsibly. Operating spending should stay near inflation, staffing should be steady unless safety requires otherwise, and no new ongoing costs should be incurred without funding. As mayor, I will work with our finance director to protect services, reduce long-term tax pressure, and keep Neenah financially strong.
Neenah’s two greatest assets are our people and our financial stability. We are a welcoming, engaged community with strong schools, local businesses, and residents who care deeply about where they live. We also have a strong workforce that serves this community, doing the day-to-day jobs that often go unnoticed. Years of responsible budgeting have given us a stable operating foundation. Our two biggest challenges are housing supply and long-term tax pressure. Growth brings opportunity, but it also strains entry-level housing and infrastructure. If we don’t pace borrowing carefully, today’s decisions become tomorrow’s levy pressure. The mayor’s role is to accentuate the positive by promoting our strengths and building partnerships, while eliminating the negative through transparency, prioritization, and responsible planning. It’s about bringing people together and making sure today’s choices protect Neenah’s future.
