I started working when I was 14. I loved the independence that having my own money afforded me at an early age. During college, I worked for a Fortune 500 manufacturing company (Union Camp) and then for a manufacturing company in Landrum (Bommer Industries). I worked for 25 years as the Executive Director for the Upstate Workforce Board. We had oversight of the SC Works offices and youth programs in the Upstate. Our focus was to help people get a job, get a better job or enroll them into training to upskill so they could be competitive in the job market. We used Spartanburg County as our fiscal agent. I attended the department head meetings for years and participated in strategic planning strategies related to workforce development.

Smart and controlled growth. Fiscal integrity and transparency. Strong economic and workforce development.

1) Better and expanded land ordinances and policies with few variances. 2) Educating the public on everything we do and everything we vote on and why. This is time consuming, but so very important. 3) Trust but verify all data put in front of me. 4) Continue strong economic development and ensure that our citizens have job opportunities and training options to upskill. 5) Work closely with our business community to stay on top of trends and the effects of artificial intelligence on our labor market. 6) Address blight in our community. 7) Support our law enforcement to include ensuring the salaries are on par with other similarly sized areas and our neighbor Greenville. Safe streets and safe neighborhoods are a priority.

As a husband, father of two who are still in school, business owner, and employer within the county, I understand firsthand the challenges faced by households on a daily basis. While we hear a lot about DC and Columbia, I believe our local government has the biggest impact on our daily lives.

This position needs someone who will look at the county as a business. A business whose only purpose is to serve the people of the county as efficiently and effectively as possible. We must leverage the current momentum to shape the future that best serves the interest of our residence, so we keep the county affordable and recognizable for years to come. A place where our children can thrive and everyone can enjoy a quality of life we deserve.

My focus is on responsible growth, strong infrastructure planning, and fiscal discipline. We’re a growing county, and that’s a good thing—but growth has to be managed in a way that respects existing communities, keeps up with infrastructure, and doesn’t shift costs onto current residents.

I also believe in supporting public safety, building strong partnerships with our cities and state delegation, and making sure we preserve what makes Spartanburg County a great place to live. At the end of the day, it’s about making sure county government works the way it should—efficient, transparent, and focused on the people it serves.

The role of Chairman starts with listening. It’s about hearing directly from the people and clearly communicating what their local government is doing to serve them.

When there’s silence, it gets filled—often with misinformation or the worst assumptions about what’s happening. That’s not good for trust, and it’s not good for our county.

We need to change that.

The Chairman should be visible, approachable, and engaged in every part of the community. I will work to bring people together, encourage real conversation, and make decisions that reflect the best interests of the people we serve.

I began my career at BMW where I served in various roles over a 20-year period. I was an effective communicator and collaborator with coworkers and management.

Since 2015, I have successfully grown a real estate property business across Spartanburg County. This has been my full-time job managing all aspects of the business including financial oversight, legal compliance, and tax responsibilities. I have developed an understanding of building permits, local ordinances, and navigating this County’s administrative offices. This experience is a testament to my solid work ethic, planning, drive, and determination. I am committed to bringing these same skills to serve the citizens of Spartanburg County.

Transparency- More public discussions, understanding, and involvement with residents on major development projects.

Responsible Growth- better planning that promotes economic growth while also protecting the residents that live here.

Voice of the People- I will be the person who represents all residents of the county from Boiling Springs to Moore, from Mayo to Pacolet, and beyond. I am not a politician so I can truly be your voice on the County Council.

Government Accountability and Transparency. Earlier this year, a new data center project was in the early stages in Spartanburg County. The County Council were voting on a 40-year Fee in Lieu of Tax Agreement (FILOT) for this developer. The council was not as informed as they could be. This lack of accountability eroded public trust and led to 300+ residents attending the February County Council Meeting because they wanted more transparency. I was very vocal through this whole process. After a public outcry and press attention, the Council changed their mind and voted ‘no’ to giving the 40-year FILOT. Elected officials must be transparent in their decisions, responsible with taxpayer money, and willing to answer to the people they serve.

I have extensive experience in people skills. While serving as the President of SEE Groups INC., during early 2000 until 2003, I was compelled to negotiate disputes, approve budgets, and oversee operations daily. This position required extensive travel from Indian to Florida. I have two post Graduate Degrees that have prepared me well for difficult and sensitive issues. Also, the opportunity was presented for me to take the position of Hospital Service Coordinator at the Greenville VA Outpatient Clinic. This position required handling health records that required I abide by the HIPPA Act. My objectives were to facilitate various services for the veterans. I have served in the Ministry since 1978 as a by-vocational minister due to my own cho

The first priority is to listen to the constituency and assure them that we are doing so. This can be accomplished by conducting town hall meetings at different intervals. The second priority is to assure that Council is transparent as much as possible. There are however circumstances where certain issues cannot be divulged regarding personnel and legal issues. However, the public wants to know that the council is being forthright and honest in all matters. It is my desire to rebuild trust in our County Council as there have been several serious missteps in the past that has affected the citizens perspective as to whether the council is acting in their best interest. The third priority requires a critical evaluation of the current infrast

The Planning Department requires a close inspection. We are operating with two unequal Land Use Models. The answer is one that needs a thorough examination, but action must be taken as soon as a viable solution is found. Also, a strategic decision to enact a moratorium for new housing developments and certain data centers until specific environmental and health impacts are made available to council's satisfaction. Also, water and power consumption are concerns that are critical to homeowners and renters. We as a council must be proactive rather than reactive regarding all aspects of our sworn duty. As chairman, it is my desire to encourage all council members to examine, investigate, and analyze every subject and proposal that is presented

LeKesa “Kesha” Whitner is a native of Spartanburg County who has dedicated her life and career to serving the community through leadership, economic development, entrepreneurship, and advocacy. Her deep roots in Spartanburg give her firsthand understanding of the opportunities and challenges facing residents across the county.

As Director of Start:ME Spartanburg, LeKesa has worked directly with entrepreneurs and small business owners to help create pathways to economic opportunity and long-term sustainability. Through her leadership, she has collaborated with organizations such as OneSpartanburg, Inc., nonprofits, educators, faith leaders, and community stakeholders to strengthen Spartanburg County’s small business ecosystem and workforce

If elected as Chair of Spartanburg County Council, my top priorities will focus on “Smart Growth. Strong Communities. Sustainable Future.” I want to ensure economic development creates real opportunities for residents through accountable FILOT agreements, quality jobs, workforce development, and stronger support for small businesses. I also want to promote balanced growth that includes affordable housing, infrastructure improvements, preservation of green space, and community input in development decisions. Another priority is investing in our youth through internships, entrepreneurship programs, mentorship, and career pathways that prepare them for long-term success.

I believe the office of Chair of Spartanburg County Council can be improved through greater transparency, stronger community engagement, and more intentional long-term planning. As Spartanburg County continues to grow, residents deserve leadership that is accessible, collaborative, and accountable.

One of my top priorities would be improving communication with residents around major decisions involving economic development, infrastructure, land use, and FILOT agreements. People should clearly understand what incentives are being offered, what outcomes are expected, and how decisions impact their communities. Increasing transparency and opportunities for public input would help strengthen trust between the county government and residents.

I have vast experience and expertise gained from working in complex educational institutions. Additionally, I have played an active role in the county through participation on numerous nonprofit boards and governmental committees.

>Facilitate the development of strategic and diverse economic plans for the county; > Focus on the enhancement of county infrastructure and roads; >Implement transparent and accountable fiscal management policies and practices.

I believe that it will important for the county administration to increase opportunities to hear from county citizens regarding their assessment of county government services and performance. To improve communication, monthly county meetings will be recorded and retained for real time and later time viewing by the public. Additionally , periodic public forums will be scheduled to inform the public regarding major issues and challenges that the county faces. Lastly, I believe that it is important for the county to develop a masterplan which identifies major goals, action steps and timetables for the county. The plan should address population density, housing development, industry recruitment, public safety and environment preservation.