Position/philosophy statement
After a career in service work, business, home loss mitigation, and caregiving, I believe county government should make decisions that hold up in real life, using public dollars carefully and with clear purpose.
Current Occupation
Service Worker
Campaign Phone
704-890-3369
My experience comes from years of work that required thinking outside the box, staying persistent, and meeting people where they are. I’ve worked in service jobs, sales, business management, home loss mitigation, and caregiving. These are roles where the path forward was rarely straightforward. I learned how to listen closely, adapt quickly, and keep working a problem until it was actually solved. Those experiences taught me how to juggle competing needs, work within tight limits, and focus on solutions that hold up in real life. I bring a practical, people centered approach to decision making, with an emphasis on follow through and making systems work better for the people who rely on them.
Affordability. Rising housing costs, healthcare expenses, and basic necessities are putting pressure on working families and seniors. County decisions affect whether residents can stay in their homes, get to work, and manage emergencies without falling behind. The challenge is using county resources in ways that ease those pressures rather than add to them. That means prioritizing housing stability, access to care, and services that help people stay on their feet. If affordability isn’t addressed, more residents will need emergency services later and at a much higher cost to both families and the county.
The county commission’s most effective role in improving local schools is using its funding power to close gaps between neighborhoods. That means directing resources toward overcrowded schools, aging buildings, transportation gaps, and classrooms that lack staff or materials. I would support county funding for building repairs, modern classroom tools, career and technical education, and reliable transportation so students aren’t starting from behind based on where they live. Schools should prepare young people for real opportunities, and county decisions should help make that possible.
I would focus on lowering the everyday costs that make it harder for people to stay and work here. That means using county funds to support accessible housing, reliable transportation, and job training tied to real local work, including trades and public sector jobs. I would also support county purchasing and contracting policies that prioritize local businesses and workers, so public dollars stay in the community. When people can afford to live near their jobs and see public money circulating locally, the economy grows from the ground up instead of depending on big, one off deals.
Social services only work if people know they exist and feel welcomed using them. Right now, too many county services are hard to find, poorly communicated, or only visible once someone is already in crisis. When residents do reach them, staff are often stretched thin because funding hasn’t kept pace with need. I would push for stronger community outreach by partnering with schools, libraries, faith groups, and neighborhood organizations to bring services into places people already trust. I would also support increased funding for frontline programs so help isn’t rushed or rationed. If the county expects people to rely on social services, it has to show up clearly, consistently, and with enough resources to meet real demand.
I’m running because county government should be something people can understand, access, and rely on when it matters. Too often, residents only encounter county systems during moments of stress, and the process feels distant or confusing. That disconnect shows up most clearly for young people, who are learning whether their community sees them as an afterthought or as part of its future.
My work experience taught me to meet people where they are, stay persistent, and keep working a problem until it’s solved. I bring that same approach to county leadership. I want county decisions to show young people that they matter—that their schools, neighborhoods, and public spaces are worth caring for. When kids feel invested in their community, they grow into adults who believe they belong here and want to help shape what comes next.
Position/philosophy statement
My focus is delivering common-sense solutions as efficiently as possible to keep the tax rate low while ensuring access to opportunity, public safety, excellent infrastructure, and a great quality of life for residents.
Current Occupation
17 years as a public interest attorney; 5 years as an At Large Commissioner
Age (optional)
53
Campaign Youtube URL
My first job out of law school was as a government lawyer. As a 25-year-old, I raised my hand and pledged to serve the people. That formative experience became my lodestar—it guided every step of my 17-year career as a public interest attorney fighting for children and families. It is why I first ran for office in 2018 and it continues to drive my public service to this day. When government systems fail people, my background allows me to provide high-quality one-on-one constituent services, cutting through bureaucracy to get results. Whether overseeing a $2.5 billion budget or advocating in boardrooms and state offices for policies that serve residents’ well-being, I am driven by the oath I took as a young attorney which inspires me daily.
My focus is delivering common-sense solutions as efficiently as possible to keep the tax rate low while ensuring access to opportunity, public safety, excellent infrastructure, and a great quality of life for residents.
My top issue is raising household incomes in neighborhoods that haven’t shared in our region's economic success. We have a critical opportunity ahead. Mecklenburg County is receiving $24 billion in transit investment. How do we ensure these opportunities reach the residents who need them most? We need concrete action now to ensure residents with the least access fully reap the benefits of the economic opportunities coming.
I am committed to the health and flourishing of public schools and I am proud that the County has fully funded CMS' request for the last three consecutive years. That was achieved via a high-functioning collaboration between the County Manager and the CMS Superintendent and our respective Board Chairs all of whom I salute. That must always continue. Together we must present a united front to the General Assembly and demand that it meet its financial obligation to public schools. As much as we all want to, County taxpayers cannot fill the enormous funding hole caused by Raleigh's failure to fund education by hundreds of millions of dollars -- on a yearly basis.
Since November 2024, we recruited 4,100 new jobs to Mecklenburg County with an average salary of $111,000. This is incredible economic opportunity I fought to bring to our residents. Equally important, I will continue to support excellent infrastructure such as strong public schools, a modern transit system which truly moves people, and expansion of parks and greenways - as just a few examples. These infrastructure investments are critical to creating a flourishing economy.
We have charged the new County Manager with increasing metrics to evaluate County programs with a scorecard. It is not enough for a program or investment to have a laudable goal. It must have demonstrable impact which moves the needle to improve outcomes. Especially around social services and with a new leadership in place, I think the time has come to perform a deep- dive review of the County's social services policies and programs to ensure we are maximizing the good for residents with limited County dollarsfor these needs.
My work as an attorney for seniors and adults with disabilities brought me into nursing facilities across Mecklenburg County.
Later, as a staff attorney at the Council for Children’s Rights, I visited homes and schools in every corner of our community. What I saw troubled me deeply: families struggling to make ends meet, unable to access pathways to upward mobility, endangered by unsafe conditions, and facing barriers to basic health, housing, and food security.
Mecklenburg County Government’s chief responsibility is health and human services. I ran for office because I had seen these needs firsthand -- affecting everyone from infants to the elderly -- and I wanted to do everything in my power to make the system work better for people.
It’s my honor to serve residents both on major policy issues and one-on-one through direct constituent services, daily helping people navigate systems of local government. This work is why I’m here, and I approach it with urgency every single day.
Position/philosophy statement
Project Management Statewide Organizer: It isn't over until God says its over.
Current Occupation
Jobs with Justice Project Lead Organizer
Age (optional)
46
Campaign Phone
7047190826
I bring a results-driven mix of lived community experience and 15+ years of community organizing and advocacy—listening to residents, building coalitions, and helping families navigate real challenges. I’m ready to deliver people-first, accountable leadership countywide by turning concerns into practical action, responsible stewardship, and measurable results. I will focus on public safety, mental health access, job development, and strengthening trust through transparent, consistent decision-making.
The work I have done in the community aligns with the dedication and focus required for such a role. I have shown that numerous times by answering the call.
The most important issue the Mecklenburg County Commission will likely continue to address over the next two years is a combination of afforabled housing and homelessness.
The Commission's challenge is to balance the need for rapid housing development with sustained funding for permanent supportive housing and services for the chronically unhoused. The NC General Assembly continues to delay funding for these social safety nets furthering the complications of affordability. If the state isn't providing the funding for these services it further places strain on the county.
My most effective role as a County Commissioner is to be a reliable funding partner and an accountable steward, using the County budget to support what helps students learn. I will prioritize safe, well-maintained facilities, school safety and prevention, and expanded mental health supports (counselors, social workers, crisis response). I’ll champion early childhood, tutoring and after-school programs, and career/CTE pathways aligned with local employers. I will work to expand affordable, reliable internet access—so every student, in every neighborhood, has the connectivity needed to learn, apply, and succeed. I will require transparent reporting on results.
I will focus on policies that expand opportunity in every neighborhood: strengthening small businesses, expanding job training and apprenticeships with local employers, and aligning County investments with industries that offer family-sustaining wages. I will support responsible permitting and procurement practices that make it easier for local and minority-owned businesses to compete. I’ll prioritize workforce housing so employees can live near jobs, and I’ll back smart infrastructure and transit investments that connect residents to work. Most importantly, I’ll track outcomes—jobs created, wages, and access—so growth is measurable and shared.
I will strengthen social services by improving access, coordination, and accountability. That means expanding mental health and substance-use supports, investing in crisis response and reentry services, and reducing wait times by modernizing intake and case management across agencies. I will support partnerships with trusted nonprofits and faith and community organizations—paired with clear performance measures—so services reach residents faster and with dignity. I’ll prioritize supports that stabilize families: housing assistance, food security, childcare access, and workforce navigation. Every program should be measurable, culturally responsive, and centered on outcomes.
Thank you for the opportunity to participate in such an informative questionnaire.
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Position/philosophy statement
Leadership begins with listening and is proven by results.
Current Occupation
RETIRED, Senior Vice President, McGraw-Hill Education, New York, NY
Age (optional)
77
Campaign Phone
980-272-0410
I bring a lifetime of service, leadership, and real-world experience to this role. I am a retired Lieutenant Colonel(USAR) and Vietnam Veteran, retired Senior Vice President at McGraw-Hill Education, former Chair of the Charlotte-Mecklenburg Board of Education, former Chair of the Black Political Caucus, and current Chair of the Health and Human Services Committee of the Mecklenburg County Commission. I have overseen large budgets and complex systems. Growing up in segregated Charlotte and being displaced by urban renewal shaped my commitment to equity, accountability, and fairness. I understand how policy affects daily lives and bring disciplined, collaborative leadership focused on measurable results.
The pressing issue facing Mecklenburg County is a shrinking middle class, a widening gap affecting housing stability, health outcomes, educational attainment, and economic opportunity. Rising housing costs, persistent poverty, workforce shortages, development of local expertise, and unmet health needs strain families and public systems. The Commission must use every tool available to ensure responsible growth while protecting vulnerable residents by investing in affordable housing, strengthening child welfare and health services, aligning education with college and career readiness, and using public dollars more effectively. How we address these connected challenges will determine whether opportunity remains accessible to residents.
Although the County does not operate schools, we play a critical role in supporting student success. Our current Mecklenburg County Commission Budget Priority states, "Education: Promote healthy early childhood development and education from ages birth to five while aligning investments to improve college and career readiness outcomes for all students." I support targeted investments consistent with our Board priority focused on college and career readiness as required by the NC Supreme Court in Leandro. I support funding and investments in early childhood development with the express goal of having children demonstrate kindergarten readiness upon entry into the Charlotte-Mecklenburg School system.
I successfully proposed changes to the County’s Business Investment Program (BIP) Grant Agreement to intentionally prioritize, to the extent possible, the hiring of Mecklenburg County residents. I continue to advocate making local hiring a firm requirement of BIP grants. From the beginning, my focus has been upward mobility and workforce development. While Mecklenburg County and the City of Charlotte have been successful in attracting new businesses, local residents have too often been left unprepared to access living-wage jobs. To address this gap, I supported the County hiring an assistant county manager dedicated to aligning workforce training and living wage opportunities with local talent.
I will continue advocating for strong frontline staffing, improved coordination across departments, and greater transparency in service delivery. I support using data to measure outcomes, not just spending, and strengthening partnerships with community-based and faith-based organizations. As Chair of the Health and Human Services Committee, I am proud that for the first time in county history, Mecklenburg County will publish a Health Impact Scorecard in March 2026, so residents can see clearly and transparently how well our health investments are improving outcomes. These efforts expand access, improve quality, and ensure responsible use of taxpayer dollars.
My life journey- From growing up in segregated Charlotte to serving in the military, working in corporate America, longtime public servant and now as a County Commissioner, I have learned the value of listening, accountability, and showing up authentically for the community we serve. I believe government must be accessible, fiscally responsible, and focused on improving real outcomes. My goal is to help build a Mecklenburg County where opportunity is not determined by race, income, or zip code, but where every resident has the chance to succeed and thrive.
Position/philosophy statement
I believe Mecklenburg County must restore trust by governing transparently, engaging residents meaningfully, and making affordability a real priority. Public dollars should be spent openly, responsibly, and in ways that measurably improve people’s li
Current Occupation
White Collar Investigation Attorney
Age (optional)
41
Campaign Phone
646-535-7208
First and foremost, I am an active member of multiple sub-communities, including the multifaith space, focused on breaking down silos, identifying shared values, and building the trust needed for meaningful dialogue and collective priorities. Algorithm-driven, suburban silos have weakened our civic fabric, and until we address that, officials will keep choosing developers over people instead of developing our people. Professionally, I am a white-collar investigations attorney and former financial crimes prosecutor with deep experience navigating complex laws, regulations, and the tax code. I bring rigor, independence, and a willingness to ask hard questions—and I’m not afraid of a tough deposition or cross-examination.
The budget. Economic tailwinds are slowing, federal funding is tightening, and the state legislature appears intent on shifting more costs to counties and municipalities. As funding dries up, the BOCC will be forced to choose between cutting programs, reducing jobs, or raising property taxes. Yet in boom times we’re told to accommodate development at all costs, and in lean times only the public is asked to sacrifice—heads developers win, tails residents lose. Resisting costly slide decks, rosy projections, and emotional “now or never” arguments used to justify development and law-enforcement spending will require real community organizing, honest prioritization, and the courage to say no.
The County Commission’s most effective role in improving local schools is setting the countywide tone, aligning priorities, and building consensus with the CMS School Board and state partners. The BOCC should work with the state to ensure the voucher program truly expands choice, rather than becoming a subsidy for families who do not need public support. Close coordination between the BOCC and the CMS School Board is essential, but the top priorities must be teacher pay—where the county currently contributes only about one-third—along with affordability for teachers and CMS employees. I would also push for funding to cover classroom supplies and other out-of-pocket expenses, and for dedicated resources that allow CMS to pilot and incubate n
The County Commission can best improve local schools by setting priorities, coordinating with the CMS School Board, and working with the state to ensure voucher programs expand choice without unnecessary giveaways. Top priorities should be increasing teacher pay—where the county contributes only about a third—tackling affordability for staff, funding classroom supplies, and providing resources to pilot new ideas in education, with a focus on early childhood development and long-term classroom innovation.
We must prioritize social services over costly projects like the ~$120M police training center and prevent I-77 toll revenues from being siphoned by private equity instead of reinvested locally. Funding should target organizations that reach communities in need—Carolina Migrant Network, WelcomeHome, immigrant legal services—and partner with food pantries and farmers markets on SNAP/WIC. Savings from grants to events like the ACC Championship or Duke’s Mayo Bowl, and from a $4M county call center, could be redirected to strengthen these social services.
Transparency, civic engagement, and affordability are my cornerstones, and my brand is rooted in pursuing truth and justice. We are at a critical point to reflect on our values and prioritize developing people over developers. I believe in servant leadership and am committed to meaningfully engaging the public to reshape our mission, serving both existing residents and the growing number of newcomers choosing Mecklenburg County as home.
Position/philosophy statement
Hold elected officials accountable, to do their jobs. Quit rubber stamping bad deals. Make childrens programs instead of opening children's jails.
Current Occupation
Bus Driver for CMS
Age (optional)
44
I have the experience of having been in the systems that a county commissioner oversees. I have witnessed the county commissioners sign off on bad deals for the people without reading them, and without listening to the people. I am dedicated, I show up, and I have the drive to do the job right!
Handling the growth! We have an influx of people, but families with kids are moving away- because we are not child-centered. We must celebrate the children and make this world of Charlotte a special place for them to want to stay.
School improvement starts with teachers and assistants getting raises, so they can make a living wage. The next issue is programming for schools. We have after school programs but they are stretched thin, and many children aren’t even told about early college. I will suggest raises and apprenticeship programs with local companies.
A living wage for everyone under a certain income, to raise up the unhoused and food and rent insecure families. Also a rent cap to stop peole from having to move.
Stop the convoluted entry process, get the care to the people quicker. Pay the social workers more so they will stay at the job so cases don’t have to keep getting passed around.
Right now we have so-called “highly qualified” people in the office I am running for. If that is the e case, why did they all sign off on the Atrium deal without reading it? Why did the funnel $65 mil in education funds to a nee “cop city” in Matthews??? Lookup @copcityfacts on IG.
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Position/philosophy statement
I am a servant-leader with empathy as a super-power. It is my goal to serve the community of Mecklenburg County with my Es, Empathy; Excellence; Experience; and Equity!
Current Occupation
Small Business Consultant and non-profit advisor
Age (optional)
54
Campaign Phone
7045762645
I've discovered during this election cycle that there are several things that separate me from my newest opponents. I call myself the candidate/elected official with Empathy as a superpower. I have the unique ability to address concerns of the community and affect policy based on my lived experiences as well as my education and business acumen. I don't know of many elected officials that have the experience of standing in line at Crisis Assistance Ministry; asking for help to pay a mortgage, or waiting for weeks to get a check from the broken unemployment system. There is a reason why I am so passionate about so many issues. It's because I am humbled and blessed to have lived through it.
I believe the two most important issues the countty commission will have to address during the next two years is how to pay for services to residents with a funding gap from the state that exceeds $400 million annually. Additionally, the two most critical services will be housing security and food security.
The most effective role the BOCC can play in improving local schools is understanding unique funding needs and ensuring those needs are distributed equitably and partnering to provide vital wrap around services to families, like food security, housing and mental health services for wellness.
I will propose policies that align with the BOCC's identified priorities, guided by my lived experiences, business experience, education, and community input.
That question is too large to answer in 750 characters. It is, in fact, the very essence of what a county commissioner does on a daily basis. I will always propose policies that most equitably distribute precious resources to our most vulnerable communities so that they can achieve upward mobility.
It has been my pleasure to serve Mecklenburg County in various ways since I moved here from WV almost 30 years ago. It was my pleasure and honor to serve as an at-large commissioner during the past year and I ask for your support and vote to serve another term on the BOCC.
