The students of Aldine deserve safe schools, strong teachers, and opportunities that prepare them not just for graduation, but for life. I bring a unique perspective as a lifelong educator who has taught, coached, served as an assistant principal, and led Aldine’s transportation department, where I managed a multi-million-dollar budget and worked with nearly every part of the district. I’m also a proud Aldine ISD graduate — Francis Elementary, Teague Middle, and Nimitz High School. My entire career has been dedicated to serving students, families, and staff, and I want to continue that service as a trustee.
The most pressing issues for Aldine ISD are declining enrollment, budget challenges, and sustaining strong academic performance. As a trustee, I will work collaboratively with the Board and district leadership to optimize resources, prioritize the recruitment and retention of high-performing teachers and staff, and highlight the many successes and achievements of Aldine students. My approach will always remain student-centered, ensuring every decision supports their growth and future opportunities.
I bring 25 years of combined experience in public education, spanning PK–12 and higher education. Throughout my career, I have developed policies, streamlined procedures, navigated budget cuts, and found innovative ways to operate more efficiently. I hold a doctorate in educational leadership, am certified as a superintendent in Texas, and currently serve in higher education and educational consulting. My experience includes both classroom and central office leadership, as well as deep operational expertise. Beyond my professional roles, I’ve invested in students by authoring children’s safety books and volunteering to teach children and educators how to make safe, informed choices.
Attracting and retaining highly qualified teachers and staff is one of the greatest challenges Aldine ISD faces, especially with ongoing funding shortfalls. While we must continue advocating at the state level for fair and adequate school funding, we can also take strategic steps locally. That means creating a culture where educators feel valued and supported through mentoring, professional growth opportunities, and strong leadership on campuses. It also means finding operational efficiencies so more dollars can go directly to classrooms, salaries, and incentives. By combining financial responsibility with authentic appreciation and support for our staff, Aldine can remain competitive in this area.
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