Qualifications
I bring diverse experience as a City Council candidate. I lived in apartments as a young single fighting for opportunity out of college with a Petroleum Engineering degree when the industry collapsed. I raised a family through boom and bust cycles in small rural towns, fast-growing cities, and downtown Dallas and Fort Worth. During one downturn I earned my realtor license until getting back into the industry. Throughout a busy career and family, I devoted significant time to community service. As an officer in Knights of Columbus at St. Michael's with many parishioners in Princeton, I understand community needs we must serve while delivering cost-effective governance. I ask for your trust and support to step up and do the job.
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After three years deeply involved in local governance and through the Safeguard Princeton Group, which we created two years ago to pursue resident-led home rule charter amendments, it's time to step into the arena. Princeton faces important decisions to guide our fast-growing community. As an active Knights of Columbus officer (a Catholic men's service organization) at St. Michael's Catholic Church, I'm familiar with Princeton's community needs. Compared to peer cities like Anna, Melissa, and Celina, we lag in planning for and attracting commercial business to ease our tax burden and reduce traffic by giving residents more places to shop and play here. Princeton has the lowest mean household income of those peers, adding to the challenge.
We continue to grow at an extremely fast pace—over 100 residential building permits and certificates of occupancy per month. We're beginning to see more commercial businesses going up, and attracting and supporting further commercial development will be a priority. It is critical that City services keep up with this pace; all departments have been straining under the growing workload while supporting tax revenue lags the growth itself. We must spend our tax money wisely and efficiently, with effective oversight and direction of City departments and boards to maximize value per dollar spent and minimize waste and missed opportunities. That is an engineering approach to the position of City Council member.
Transportation is one of Princeton's most pressing challenges. We all feel it daily, commuting on US-380, getting kids to school, or crossing town during peak hours. We cannot control TxDOT and County roads in and out of town, but we can control everything around that bottleneck: how local streets connect, how well-planned our internal traffic flow is, and what alternatives we offer. I'd focus on street planning that reduces reliance on 380 and developing more local shopping, entertainment, and employment options requiring less travel. We will keep advocating with State and County partners for faster major road solutions and pursue simple steps like ridesharing portals for commuters and school drop-off and pickup.
Beyond roads, our most urgent needs are water, sewer, and drainage. Princeton has nearly tripled since 2020, and next year's budget puts about $35 million into water and wastewater capacity. Those projects must be delivered on time and on budget. Older neighborhoods still rely on undersized lines whose replacements are years away, and drainage has no capital projects planned. Street repair stays at just $500,000, and residents want a more walkable city with sidewalks and trails. To get it done, I'll make growth pay its share through impact fees, pursue state and regional grants, use the City's efficiency audit to redirect savings to maintenance, and publish a prioritized repair list residents can track.
Affordability starts with fiscal discipline. Every dollar must help residents and deliver a return. Residents and some council members pushed for a full forensic audit of City funds. In Safeguard Princeton, we pushed for periodic mandated forensic audits. We've seen too many examples of lost revenues, inadequate returns on spending, and overcharging approved by Council ie. wastewater overcharges and neglecting to enact the Winter Quarter Averaging Ordinance. I'd focus on property tax restraint, requiring any increase be justified against specific needs, and spending accountability—contracts and consulting evaluated on results, not cost. Give residents more local shopping options and competition for our dollars to cut travel and wasted time.
We should run City operations more like a business with accountability to taxpayers as the customers and owners. Justify every position by need and measure against delivered performance. We must also make Princeton a desirable place to work, hiring, training, and retaining the best we can find. Turnover and training are costly. Building a strong, loyal, experienced workforce with a priority on delivering first-class quality at every level will go a long way toward addressing issues long-term. Our budget must be evaluated line by line, not set at the fund level. Council should receive monthly performance reports and quarterly presentations of planned vs. actual spending, continually adjusted to stay on track or address unbudgeted needs.
Preserving green space must be a high priority. We must complete the long-overdue drainage study to stop repeating past errors that harmed property owners. We need to excel at City planning—finding creative ways to create employment, shopping, and entertainment opportunities residents want. While combining the safety center and recreation building saves on shared costs, the library should not be deprioritized—it delivers cutting-edge learning and socializing. Future housing should focus on step-up options we now lack. Senior living communities help maintain property values, reduce commuter traffic, and limit schools we must build. Multi-family housing should be limited due to increased strain on public safety, schools, and transportation.
As a key employee throughout my career in Oil and Gas, collaborating with or answering to customers, owners, and partners was a must. In oilfield services I managed onsite crew operations, safety, and service delivery in environments from offshore to land. These skills grew when I began managing large-scale capital projects for O&G operators—similar to our real estate developers—requiring compliance with state, local, and federal agencies while delivering on time and under budget. I coordinated with a fast-growing Texas city to create their first oil and gas drilling and production ordinances. This translates to the collaboration a council member needs with internal staff, county, state, and regional partners to address Princeton's needs.
Shortly after moving here and starting a small healthcare business, my wife and I became deeply involved in city governance: attending council meetings, reading agendas, and advocating for residents. We started Safeguard Princeton and collected hundreds of signatures toward a resident-led initiative to place proposed Home Rule Charter amendments on the ballot. While we fell short, we presented recommendations to Council and the Charter Review Committee, and some were adopted—like Winter Quarter Averaging in wastewater billing. An important objective I will continue to advocate for is an independent ethics committee for Council and the Boards to help restore trust in our representatives and volunteers.
Qualifications
My qualifications come from a combination of public service, local government experience, community involvement, and professional leadership. I currently serve as an elected board member of the Collin Central Appraisal District, where I have gained hands-on experience with public budgets, governance, constituent concerns, and the laws and procedures that guide local government. I also serve on Princeton’s Home Rule Charter Committee and understand the importance of responsible growth, transparency, infrastructure planning, and fiscal accountability. My previous public-sector experience as Head of District Projects for Congresswoman Eddie Bernice Johnson, along with my degrees in Political Science and Public Administration, has prepared me
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I want to serve on Princeton City Council because I believe our city is at an important crossroads and because I am invested with a young family and our first home. I believe we need to get involved in order to secure the future of our city. My background in public service has taught me how important it is to listen, bring people together, and work through complicated issues. As a Collin CAD board member, I have worked with fellow elected officials, staff, taxpayers, businesses, and residents while making decisions involving a large public budget and navigating state laws and regulations. I also volunteer here in Princeton with Meals on Wheels and I'm a member of the Home Rule Charter for Princeton. I'm also a member of the local Chamber.
Princeton will continue to experience significant residential and commercial growth, and that growth will put greater demands on roads, water and wastewater systems, public safety, parks, schools, and city services. The City itself recognizes that growth requires long-term planning and infrastructure investment.
My approach would be to plan infrastructure and services ahead of development rather than constantly trying to catch up. I would use the Comprehensive Plan and capital improvement planning as living tools, with clear priorities, timelines, funding sources, and accountability.
Growth can be an opportunity for Princeton, but it has to be intentional. We should attract quality businesses that meet the needs of the residents.
No, definitely not, and this is one of the major complaints people in Princeton express. Transportation remains one of Princeton's biggest challenges. US 380 is a critical regional corridor, and the City is already preparing for major changes as TxDOT works on improvements and expansion. Local connectivity is just as important, however.
I would support a connected transportation network that includes well-maintained roads, sidewalks, safe crossings, and better connections between neighborhoods, schools, businesses, and major corridors. We cannot solve congestion by widening one road alone.
I would also prioritize coordination with Collin County, TxDOT, and neighboring communities so that projects are planned as a regional network.
I would prioritize water and wastewater capacity, drainage and stormwater management, sidewalks, parks, public facilities, and the technology infrastructure. But funding is an issue. We need to focus on attracting commercial development into Princeton- and identify businesses which serve the population.
The key is having a clear capital improvement plan that identifies what needs to be done, when it needs to be done, how much it will cost, and how it will be funded.
I would also insist on stronger coordination between development approvals and infrastructure capacity. Before approving significant growth, the City should understand its impact on existing infrastructure and ensure that appropriate improvements are funded and scheduled.
Affordability is about more than the price of a home. It includes property taxes, utility costs, transportation, housing options, and the cost of living for families who already call Princeton home.
The City needs to be disciplined about spending and make sure residents receive measurable value for their tax dollars. I would look for efficiencies before asking residents to pay more, carefully evaluate debt and long-term obligations, and regularly review city fees and contracts.
Princeton should encourage a healthy mix of housing and commercial development so residents have more choices and more opportunities to work, shop, and invest locally. Growth should help broaden the City's tax base.
The approach to the budget should be one where transparency, accountability, and long-term planning are important. Despite the rapid population growth in Princeton; we are not where we need to be when it comes to our ability to operate and provide services to residents at the rate we should. We need more revenue. I would begin with a comprehensive review of City finances, including revenues, expenditures, contracts, debt, capital projects, and departmental performance. I want residents to be able to understand where their money is going and what they're receiving in return.
I'd prioritize essential services, eliminate unnecessary spending, seek efficiencies based on reliable financial data. I support making fiscally responsible decisions.
My vision is for a Princeton that grows intentionally and maintains a balance between residential neighborhoods, businesses, parks, public spaces, and infrastructure.
The City's draft Comprehensive Plan is intended to provide a long-term framework for land use, development, transportation, infrastructure, parks, and community priorities. I would use that plan to guide decisions rather than treating each development proposal as an isolated decision.
I also want Princeton to create more opportunities for commercial development so residents can shop, dine, work, and build businesses closer to home. Housing should include a range of options that can serve different stages of life.
Most importantly, residents should have a meaningful voice.
Princeton's most important challenges do not stop at the city limits. Roads such as US 380 involve TxDOT and regional transportation planning, while Collin County plays an important role in roadway and infrastructure projects.
I'd build on existing relationships with county commissioners, TxDOT, NCTCOG, neighboring cities, our state delegation, Princeton ISD, and other regional partners and maintain those relationships before we need something from them.
My experience in public service has taught me that collaboration is about finding common ground and understanding how different levels of government can work together. Princeton should have a consistent voice at the county and regional level, and advocate for its fair share of resources.
I believe our City Council is dealing with the growing pains associated with a rapid growth; including residents and businesses which all expect the same level of services and professionalism they've experienced in other parts of Collin County. City Council is all the while operating within a system which is used to a much slower and relaxed approach to administration. City Council has the responsibility to ensure that the City of Princeton is able to meet the expectations of its residents. Council must improve communication with residents, and with staff, and push for more effective administration and operations. There's also some lack of trust with some residents, and that should be acknowledged and steps should be taken to rectify.
