In my personal life, I'm a husband and father of two (soon to be three). I have spent the past two years as a community advocate, speaking up for individuals, neighbors, and small businesses in various contexts when I felt their voices weren't being heard by their representatives.

Professionally, I am a Senior Software Engineer with 5+ years experience managing global projects. I liaison from the CEO all the way to customers, speaking business, technical, and everyday language interchangeably to turn complex ideas, systems, and components into stories and solutions that make sense.

Engineering requires diligence, attention to detail, and a commitment to solving problems at their root - exactly the traits I think we need in City Hall.

Honorable mention: DeFlock JC, and no Data Centers.

Beyond that: the two largest issues we face are Trust and Affordability.

Only 33% of residents think local government is transparent; only 38% consider it honest. That is unacceptable. If elected, I commit to regular town halls or roundtables, revisiting our Public Comment policies, and making the public's confidence a key performance indicator for city management.

On affordability, I will work with city staff to champion initiatives that address the affordable housing shortage. Zoning changes to allow ADUs - with data-driven safeguards - to accommodate students and transient professionals. Adoption of a PC1051 program to encourage attainable housing supply. Perfect? No - it’s a start.

A healthy budget is a firm foundation. Traditionally, Johnson City has excelled at striking this balance; however, in recent years, we have placed too many eggs in too few baskets. We have placed most of our discretion on three big bets of vanity - one street downtown, one building downtown, and one aquatics complex to be constructed soon. These 3 projects total over $100M.

Meanwhile, public parks infrastructure is intermittently in disrepair, departments remain understaffed, and our industrial workforce is in decline.

For now, I think Johnson City needs a return to the basics - make what we already have robust and enjoyable for those already here, with broad infrastructure investments to support the growth that's already happening today.

My public services includes six and a half years on the Johnson City School Board and twelve years on the Johnson City Commission. I have also served on the BrightRidge Board of Directors, Convention and Visitors Bureau, Washington County/Johnson City Animal Control Board and the Joint Economic Development Board of Carter County. I have also served on the UP & AT ‘EM Board of Directors & The Johnson City Railroad Experience.

1. Transparency in Government - create a more effective way for community input on issues both community based and commission/city administration based. Create the framework to rebuild our Neighborhood Associations centered around our community schools. Excellent for city officials and commissioners to share information before the city and to gather needs in the communities. 2. Cost of Living - Discuss reduction of the state gasoline tax with our representatives, organize local landlords to create an inventory of rental property and explore ways rents can become more stable. 3. Current issues: Flock, Data Centers, Tax rate: Ensure all issues have complete stakeholder input, assess and verify new data, create advisory committees.

Johnson City’s Strategic Plan includes four key elements that address and plans for the following: Economic Vitality, Quality of Place, Future Ready Infrastructure and Effective City Government. Each area is the basis for budget planning each year.

I’m a senior principal engineer & division director at a small business in defense R&D, where I directly lead 30+ people and have managed nearly 100 projects, many valued at $1 million or more, for federal customers. I also serve as CTO of Continuum Health, a digital health startup that turns research into solutions for senior care. In Johnson City, I co-led the nonpartisan "No Bitcoin in JC" coalition, bringing residents, technical experts, and leaders across the political spectrum together to address data center regulations. I also chair WCDP locally. Across these roles, I’ve learned to manage budgets and teams, understand complex issues, build consensus, and turn evidence into action—experience I’ll bring to the City Commission.

Affordability, responsible growth, and trust in local government are Johnson City’s most pressing challenges. I’ll expand housing choices, support local businesses, scrutinize major spending and tax increases, and advocate for relief from grocery and other costs. I’ll protect neighborhoods by strengthening rules for data centers, crypto mining, and other incompatible development while implementing Horizon 2045. And I’ll rebuild trust through transparent budgets, earlier public engagement, measurable goals, stronger financial oversight, and clear accountability for major decisions. Growth should improve residents’ quality of life, not simply make Johnson City bigger. See https://bruni.org/issues to see my detailed platform for JC.

Growth should improve the quality of life for the people who already call Johnson City home while creating opportunities for everyone. We must turn Horizon 2045 into an action plan to guide zoning, housing, infrastructure, transportation, and economic development. I’ll support more housing choices where infrastructure can sustain them, invest in sidewalks, transit, parks, and public facilities, and pursue businesses and good jobs that fit our community. Planning ahead also means protecting neighborhoods, green space, and public assets. We should create regular opportunities for residents to shape priorities with the City, so public engagement happens throughout planning, not after decisions are made.

I was honored to be appointed to the Johnson City Commission in October 2025, after nearly two decades of public service at the federal, state, and local levels. My career in public service began in Washington, D.C., in the office of U.S. Senator Bob Corker, then continued in senior leadership roles with the Tennessee Department of Treasury in Nashville, where I directed legislative affairs and, as Director of Human Resources, oversaw statewide workforce and professional development for more than 300 employees. In 2020, I came home to Johnson City as Executive Director of the ETSU Alumni Association, a role I held until earlier this year. Each step taught me how government works, how to lead people, and how to serve well.

Fiscal stewardship and responsible growth are top of mind. I believe every taxpayer dollar deserves the same care families give their own budgets, so I'll continue reviewing spending carefully and intentionally. As Johnson City grows, I'll push for development that's planned, affordable, and sustainable — including collaborating with government, nonprofits, and private partners to address issues such as homelessness with kindness and long-term planning and programs. Through it all, I'm committed to service-minded leadership: listening first, leading with integrity, and staying accessible to the residents I serve.

Johnson City's future depends on growth that's planned, affordable, and sustainable — not growth only for its own sake. As a member of the Regional Planning Commission, I see firsthand how critical it is to align new development with the infrastructure to support it: roads, utilities, and public safety keeping pace with rooftops and businesses. This is how families can put down roots here and small businesses can thrive. I believe in careful, intentional planning — treating every decision with the same diligence families use for their own budgets — so Johnson City can grow into a stronger community without losing what makes it home.

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My professional, community, and personal experiences have given me decades of hands-on preparation for serving on the Johnson City Commission. I am a lifelong Johnson City businessman and a fourth-generation member of a family that has been building businesses, creating jobs, and investing in this community since my grandfather, which established The Peerless in 1938.

Professionally, I have spent nearly four decades in business leadership, hospitality, commercial real estate, development, and project management. I currently serve as Chief Managing Owner of Peerless Properties Development & Hospitality Concepts. My experience includes problem solving , building & developing ideas from ground up, designing, budgeting, negotiations.

Johnson City is growing, bringing tremendous opportunity, but growth must be carefully managed. Development affects our roads, utilities, traffic, public safety, neighborhoods, businesses, and taxpayers. As a Commissioner, I will take a leadership role in ensuring major projects are evaluated for their long-term impact, cost, and real benefit to our community. I will push for responsible investment and job creation while demanding accountability for the infrastructure growth requires. We must lead with a 5, 10, & 20 year vision—not simply react to the next budget or election. I will listen to citizens, ask tough questions, make informed decisions, and work to deliver results that protect taxpayers, strengthen public safety, and preserve JC.

Johnson City’s future requires a clear 5, 10, & 20-year vision. We should encourage economic growth that creates jobs, strengthens our tax base, and expands housing opportunities while protecting our neighborhoods and quality of life. Growth must be supported by roads, utilities, public safety, and other essential infrastructure. As Commissioner, I will push for long-range planning, responsible smart development, and sensible accountability, no waste of taxpayer dollar. Major projects should be evaluated for their costs, benefits, and long-term impact. Growth should help pay for growth. My goal is balanced progress that creates opportunity while preserving the character & quality of life that make Johnson City a great place to call home.

With 35+ years of experience in finance, budgeting and planning, I will ask the hard questions to ensure those who pay the bills (taxpayers!) are getting the most for their money. Well before considering elected office, I was consistently at the meetings, asking the questions, and putting forth alternatives. I serve on two city commission appointed boards, directly supporting YOU. I invested the beginning of semi-retirement to earning a Master of Public Administration (Public and Nonprofit Finance) from ETSU. This knowledge, professional experience, and a passion for serving...all grounded in an intent focus on the people of our community...uniquely positions me to be an effective advocate for YOU. I ask for your vote. Please and thank you!

Most critical is the divide between the community and our local government. Elected officials owe their community real dialogue, not merely listening sessions in 3-minute bites. Disagreement on other topics (e.g., flock, data centers, spending) are rooted in this divide. As a commissioner, I would create forums for those we serve to be given the respect of real conversation. Either by myself or with other commissioners, I WILL show up.

Long term impact of the investment decisions in "wants" MUST take place. Creating more large obligations will squeeze out availability for core service "needs". Costs are going up, and our first responsibility is to provide basic services to support the lives of ALL people our community.

It is the responsibility of the local government to ensure growth is handled in a way that supports all aspects of the community.

I support investing time, effort, and resources to stimulate growth across ALL business sectors, not just industry, developers, and larger businesses.

One of the four Strategic Goals of our city is "Future Ready Infrastructure". I said it during Public Comment months ago...the future is here and we're not ready. Approval of housing development has outpaced our investment in necessary infrastructure (roads!) and we're not having that conversation.

"Quality of life" is an outcome of satisfaction and well-being. Those are at risk unless we understand the long-term impacts of all the decisions that have been made.

For nearly two decades, I have served the four corners of Johnson City through faith, nonprofit service, business, and government. As the Executive Director of Good Samaritan Ministries, I work with families in need through education, mentoring and social services while leading community partnerships. As Senior Pastor of Thankful Baptist Church, I have learned that leadership begins with listening, compassion, integrity, and service. As a small business owner, I understand the challenges of local businesses. As a former City Commissioner, I have experience in local government, budgeting, policy, infrastructure, public safety, and constituent services. I believe God has prepared me to lead with wisdom, accountability, and a servant's heart.

The three issues I hear most; affordability, public safety/privacy, and responsible growth. I would prioritize needs over wants, review spending before asking taxpayers for more, seek efficiencies, and invest in neighborhoods with the greatest needs. I support our police, fire and EMS, but oppose the current Flock program and would reevaluate its $8.06 million, 10-year commitment while pursuing public-safety solutions that protect privacy. I support economic development, but oppose data centers within city limits when they could strain water, power, infrastructure, neighborhoods or quality of life. I would require careful planning, community input and responsible growth that protects residents and taxpayers.

Johnson City should welcome economic opportunity while protecting affordability, neighborhoods, infrastructure, and quality of life. Growth should not be measured only by what we build, but by what we preserve, who benefits, and whether our community can support it. We should support local businesses, good jobs, and diverse housing opportunities while ensuring roads, utilities, public safety, and other services keep pace with development. Growth should never price people out of the community they love and helped build. Residents must also have a meaningful voice in major decisions. I believe progress and preservation can work together through responsible planning that strengthens Johnson City without losing what makes it home.

I served as Johnson City Commissioner for 12 years, between 1995 and 2007. I was elected Vice Mayor between 1992 and 2002, and then Mayor between 2003 and 2005.

In addition to my previous experience in office, I am an owner of Hometech Industries, a manufacturing concern in Johnson City that has been in business for 40 years.

I am also a proud Johnson City Parks and Recreation Hall of Fame inductee and am grateful to have been awarded the 2018 Martin Luther King Jr. Unsung Heroes Award for uplifting the community.

Many Johnson City residents have expressed to me deep concern about what is going on down at City Hall. Two huge tax increases in just three years, rampant spending on "pet" projects, and seemingly endless subsidies to outside developers. These are among other concerns, like Bitcoin mines and Flock cameras. The community feels that they are not being heard. The most pressing issue that is the root cause of this is irresponsible spending by the current administration.

I have already pledged that if elected, I will present a motion to cancel 8 cents of our recent 28 cent tax increase earmarked for the $42 million Aquatic Center.

I will take a stand against rampant spending and budget mismanagement in City Hall.

Current city commissioners and city management have seen city planning staff shrink from six positions to one after the entire six-person planning team resigned within a short period. You can't plan without planners. Poor city management!

We must bring fiscal accountability and complete transparency back to City Hall. The obligation of a city commissioner is to set the direction in which the city is moving, and without strong financial oversight, taxpayer money is wasted on projects that do not improve quality of life for the majority of the citizens.

I’m a dentist in Johnson City and I’ve been practicing for 30 years. A Dental practice is no different than any other business. It has steadily grown from two employees in the 90s to 13 employees at present. It is a massive operation at this point and has been for about 15 yrs,and it takes a tremendous amount of time,energy& planning to run. I have also been very involved in this community since I moved back to the Tri-Cities from Memphis, where the medical/Dental School is. I’ve been extremely active in my church, as I was on communion and offering team, medical team, and was parking team leader. I also coached 11 years of little league and travel baseball, city football and basketball. Volunteer as dentist and with youth. Dad and grandpa

Affordability, accountability, and safety. Affordability is extremely complex and multi layered and hard to do in this forum, but most of it is due to planning and lack of correct types of housing which can be addressed at planning commission ( which I am on) and also with streamlining the process much better down at City Hall. As far as accountability, seems those empower do not listen to the average citizen and they keep taxing and spending when people are struggling. Upon taking Office, I would want a detailed audit of every department and try to identify wasteful spending in each area.. on the safety side, I would lean toward abolishing flock, cameras, and hiring more police with that money that would be saved, which is 970k per year.

At the moment, it is all about supply and demand. We need a “starter home initiative”. The correct housing is key. This all begins on the planning commission. There are also several thousand dilapidated/abandoned homes that could be renovated at very fair price points. We need the correct housing, not continually $ 500,000 and up. We also need to attempt to attract businesses with higher paying jobs ,not just more jobs in general. The resulting tax money would easily take care of our infrastructure and quality of life. I think it present time our city has grown fast enough and I don’t know that we have a tax revenue problem, but I think we have a City Hall spending problem.