To serve as County Assessor, an individual must meet the required certification standards, including obtaining Level I, II, and III Assessor Certifications, However, meeting these minimum qualifications alone is not sufficient. The role also demands substantial practical experience across all stages of the property assessment process. In addition, a assessor must posses strong leadership and administrative skills, as the position involves managing a large department. With over 36 years of government service I have developed strong communication skills allowing me to work successfully with diverse teams and the public. Not only do I hold the Level III certification I have worked to ensure all of my team members obtain the same level of certification. Having a highly qualified team helps to instill confidence in the assessment process.

The first step in promoting fairness is maintaining open communication with the homeowner. We must work collaboratively to verify the accuracy of property data. It is essential to develop and follow standard operating procedures so all properties are evaluated using consistent standards. Equally important is ensuring that all staff involved in reviewing and valuing properties receive the highest level of training and hold appropriate certifications.

My team and I have worked diligently over the past three years to reduce errors in the assessment process by establishing clear guidelines and expectations. We implemented a robust appeals process to gather accurate data and correct market inconsistencies. We also continuously evaluate technology to ensure it reflects today’s real estate market. In St. Joseph County, we updated neighborhood boundaries—unchanged since 1995—and conducted a comprehensive land study. As a result, most homes will see an average assessment reduction of about 4% for 2026 pay 2027. We believe these improvements will significantly reduce appeals and strengthen public confidence in property values.

It is important to note that the appeals process can take time before a resolution is reached. Once the Assessor’s Office grants a reduction, the adjustment must then be processed by the Auditor’s Office to ensure the tax bill is corrected accurately. When a Form 115 is issued with a reduction, the decision is final.

To improve transparency, we host several town hall meetings throughout the county each year. I bring team members to assist individuals with filing appeals and to address any concerns. We have also implemented a state-of-the-art Engage Portal, which provides tutorials and access to a wide range of tools to help taxpayers better understand property assessments.

Indiana requires counties to reassess properties on a four-year cyclical plan. Each year, approximately 25% of all parcels are physically reviewed and reassessed, ensuring that 100% of properties are evaluated over the full cycle.

The selection of properties is determined by the county’s approved reassessment plan. Parcels are divided into groups that represent a balanced mix of property types, neighborhoods, and classifications. This ensures equity and uniformity across the county. In some cases, properties may be grouped geographically, by township, neighborhood, or property class, but the primary goal is to maintain consistency and fairness in how all properties are reviewed.

To serve as County Assessor, one must be a resident and achieve Level 2 Assessor-Appraiser certification. I am on track to complete my Level 2 credentials by June, ensuring I am prepared to hit the ground running. Beyond the basics, I bring technical knowledge and leadership. My background in commercial and residential infrastructure—specifically plumbing, HVAC, and fire protection—provides an 'inside-out' understanding of property value. I understand the actual costs of materials, freight, and labor, ensuring assessments reflect real-world conditions. Leadership is equally vital. My decade as a high school football coach defined my style: I know how to manage personalities, come up with a game plan, and execute

Fairness and accuracy depend on data integrity and transparency. I will use a three-pillar approach for St. Joseph County. First, we must get physical data right. My construction background taught me how material quality and age impact value. Staff will be trained to capture these nuances, as accurate reports are the best defense against unfair tax spikes. Second, I will provide disciplined market analysis. Assessments must reflect 'market value-in-use.' My logistics background helps distinguish temporary supply spikes from long-term growth. Annual adjustments will be evidence-based so no neighborhood is over-assessed. Finally, I will prioritize open communication. Taxpayers must understand the 'why' behind the number. Teach the people.

High appeal rates signal a breakdown in data or communication. I will fix this by focusing on people and processes first. First, I will prioritize staff training. To reduce errors, the team must be experts in the state assessment "playbook." As a coach, I know well-trained teams with the right resources perform with higher accuracy. Second, I will foster a positive, accountable office culture. Errors often stem from high-stress environments. By building a workplace where staff feels supported and empowered, we increase productivity and decrease the human errors that lead to successful appeals. Finally, I will implement proactive community engagement. We shouldn't wait for a formal appeal to talk to taxpayers. I want an accessible office.

High appeal rates signal a breakdown in data or communication. I will fix this by focusing on people and processes first. First, I will prioritize staff training. To reduce errors, the team must be experts in the state assessment "playbook." As a coach, I know well-trained teams with the right resources perform with higher accuracy. Second, I will foster a positive, accountable office culture. Errors often stem from high-stress environments. By building a workplace where staff feels supported and empowered, we increase productivity and decrease the human errors that lead to successful appeals. Finally, I will implement proactive community engagement. We shouldn't wait for a formal appeal to talk to taxpayers. I want an accessible office.

By law, I will follow the cyclical reassessment mandate of reassessing 25% of county properties every year. This ensures that 100% of the county is physically inspected every four years, providing the most accurate data possible. My decision on which properties to prioritize each year will be driven by two factors: geography and market volatility. I will follow the state-approved reassessment plan to ensure we stay on schedule, but I will pay close attention to neighborhoods experiencing rapid changes in value or high volumes of appeals. As a coach, I believe in following the "playbook" to the letter to ensure we stay in compliance with the DLGF. My goal is to manage this cycle with total transparency, so taxpayers know what's going on.