Position/philosophy statement
Shared Community Vision and Collaborative Governance
Current Occupation
Non-Profit
Age (optional)
38
Campaign Phone
5184610047
I bring over a decade of experience working on community impact in Forsyth County. For the past 12 years at Forsyth Futures, I’ve partnered with schools, nonprofits, health systems, and local leaders to use data to improve outcomes in education, housing, health, and economic security. As Executive Director, I’ve managed a balanced budget for seven years, providing strong fiscal oversight and accountability. My work has given me a deep understanding of local challenges, strong relationships with people doing the work on the ground, and experience bringing partners together to turn data into action and measurable results.
The most important issue facing the County Commissioners in the next two years is making strategic investments that strengthen the foundation of our local economy—particularly public education, affordable child care and pre-K, and affordable housing. Forsyth County has strong assets, but persistent gaps in economic mobility and educational outcomes show that the systems are not working for everyone. The county must work in partnership with schools, municipalities, and community organizations to make targeted, smart investments that improve outcomes for residents and support long-term economic stability.
The County Commissioner’s most effective role in improving local schools is being a strong partner and a responsible funder. The state provides the biggest portion of the school systems funding so the County needs to partner with the school board to advocate for increased funding from the state. The county’s primary lever is the local budget, and commissioners must make clear and strategic decisions about investing local dollars in schools. This includes working collaboratively with the school board, educators, and community partners to identify priority needs, protect critical positions, and ensure investments are transparent, targeted, and tied to measurable outcomes for students.
Improving the county’s economy requires investing in the fundamentals that support long-term growth and shared prosperity. I would support policies that strengthen public education, expand access to child care and pre-K, and address the county’s affordable housing shortage. These investments help build a strong workforce and support working families. The County Commissioners should also partner closely with Forsyth Technical Community College, Greater Winston-Salem Inc., employers, and municipalities to develop clear, data-informed workforce development strategies aligned with local industry needs. By setting clear goals, tracking progress, and coordinating investments, the county can create an economy where all residents are thriving.
Improving the quantity and quality of social services starts with a clear, shared community vision and a county government that is a strong, reliable partner. The county should work closely with nonprofit organizations, service providers, and residents to identify priorities, reduce duplication, and align resources around what works. Using data to understand needs and track outcomes is essential, but so is recognizing the on-the-ground expertise of organizations delivering services. The County Commissioners should invest strategically, support collaboration across providers, and ensure funding decisions are transparent, coordinated, and focused on improving outcomes for residents.
I believe county government works best when it is clear about its goals, transparent about how decisions are made, and accountable for results. My approach to public service is grounded in collaboration—working alongside residents, nonprofits, schools, municipalities, and major institutions—because no single entity can solve our community’s challenges alone. I bring a data-informed lens to decision-making, while recognizing that data must be paired with lived experience and on-the-ground expertise. Forsyth County has the people, resources, and potential to do better, and I’m committed to helping build a thriving community where everyone has the opportunity to succeed and share in our county’s prosperity.
Position/philosophy statement
Government works best when it is open to the community and collaborates with constituencies and stakeholders. It must be transparent and accessible to meet community priorities. I have advocated for 2 yrs for FCC transparency and access.
Current Occupation
Sr Financial Consultant
Campaign Phone
336-970-8151
I have a dozen years of town government experience, a long career in financial services, and deep roots within Forsyth County. In Reading, MA, I was on the Select Board-Vice Chair, Finance Committee-Chair & Vice Chair, Zoning Advisory Board-Chair, working on town strategy, budgets, and zoning. I led community outreach on town finance brainstorming and streamlining sessions on zoning regulations. My career focused on finance operations and transformation/change management. I started my career and family in Forsyth County after attending college at University of Pennsylvania. Our careers took us to the Boston area; we moved to Hong Kong, then traveled in the US with Cirque du Soleil before returning to Forsyth County to be with family.
Restoring public trust in the school system is a top priority, as well as ensuring we have affordable housing and safe communities. These factors will build our Forsyth County reputation and attract businesses for economic growth. We must allocate funding to ensure we have robust emergency responses and safe communities. The shortage of affordable housing is a high priority based on Forward 2045. We must work on this complex issue in a county-wide effort to ensure we have enough affordable housing stock available. The County Commissioners need to work collaboratively with the City Council, community, builders, and non-profits to identify the gaps, develop a strategic plan, and create funding to support affordable housing.
We must ensure that the County provides school funding and verify that allocated funds are used as intended. Strong engagement with the entire community, including coordination with local leadership, the School Board, and State Legislature is crucial to solicit and support priorities to drive our future success. Commissioners and BOE need shared strategic priorities. We must ensure public schools are funded appropriately and have the infrastructure needed by students and staff. Specifically, we need to advocate for the State to remove the cap on EC funding, and to increase the formula for funding one Assistant Principal per school. We need equity in the school system and must support early childhood education for school readiness.
Smart economic growth is important to grow county revenue and enhance our community with less impact on homeowners. Economic development relies upon a strong school system to educate citizens and provide a quality workforce, affordable housing stock for workers, and fair wages that support workers and their families. Business growth should fit into the community and fill gaps in the current business environment. Incentives for economic growth must anticipate future needs and create requirements around employment and longevity to ensure the incentives achieve maximum results.
We need to enhance and expand social services to support the community and coordinate with non-profits to ensure we are providing for social services. We should clarify gaps that exist and determine the best way to fill those gaps with services. We need to focus on results to ensure available programs are delivering results and educate the community on what services are available. We need a special focus on programs to prevent youth violence and make sure schools are safe. I would work with public health officials, social workers, and non-profit agencies to identify those needs and develop policies to fill the gaps.
Government is best when it is accessible and responds to the needs of the community. I have attended most Commission meetings since 2023, particularly the budget sessions. We should focus on the largest budget sections and present clear, concise financial data. I advocated for schedule changes for transparency, which resulted in monthly evening meetings in 2026. Some incumbents have lost touch with community needs and current costs; we will benefit from a fresh perspective and new ideas.
My career in finance operations focused on providing clients with strategic and efficiency transformation. I have managed systems upgrades and process changes to provide better service and cost savings. Working across different functions, cultures, and locations to resolve complex issues, I set clear directions forward with flexibility and new perspectives.
My background in local government and my career in finance make me an ideal candidate for Forsyth County Commissioner.
