From military service to community involvement, I’ve always believed in giving back. Serving as a trustee is another opportunity for me to continue that service. I’ve had the opportunity to serve Wylie ISD as both as an employee and a volunteer. I worked as a bus driver, where I was responsible for safely transporting our students to and from school, activities, and competitions. I’ve served as a booster board member and volunteered in many other capacities throughout the district. From being a Captain’s Club PTA member to Wylie Way Christmas volunteer, I have always tried help where I can. Those experiences have given me the opportunity to see our schools from several different perspectives. I want to bring those perspectives to the board.
I believe we need to foster a culture where our students, teachers, and staff know they are supported and have access to the programs and resources they need to succeed. We must also make sure our schools provide a safe and positive environment where students can learn, and teachers can teach. I feel that when we do those things well, we will strengthen the trust between our students, parents, staff, and the district.
I would like to see our district reach a CCMR percentage of 90% or higher over the next 4 years. The district has made a steady increase in percentage from 72% in 2021 to a high of 86% in 2023. The district has a slight drop to 84% in 2024 but has raised back to 85% in 2026. These results are measured and published by TEA and provide us with an objective metric that we can monitor over time.
We need to make sure our policies support the administration’s ability to create a positive culture for teachers and staff at all our campuses. That also means providing our teachers and staff with professional development and opportunities for them to grow, develop their skills, and advance throughout their careers. I believe that when we invest in our people and give them opportunities to grow within the district, we strengthen our schools. By doing this, we also ultimately better serve our students.
One of the biggest challenges in planning for the district’s future population is making sure we understand where our population is growing or where it may be declining. We also need to know how those changes will affect individual campuses. We need to continually monitor housing development, home sales, age demographics, and enrollment trends and update both our short- and long-term projections. I believe that maintaining accurate projections will help the district make better decisions about teacher and staff allocations, campus capacity, attendance boundaries, and future facility needs. The goal is to ensure that we are effectively planning ahead rather than simply reacting after a campus becomes overcrowded or underutilized.
I believe that we need clear guidelines for the use of AI in our schools. Teachers and staff need to know what information can and cannot be entered into AI platforms. Our students need to have clear expectations for when and how AI can be used in the classrooms and on assignments. I also think that everyone needs to know which AI tools are approved for use on district systems and devices. I believe the ultimate goal should be to protect our student’s information and academic integrity, yet still giving our teachers and students the opportunity to responsibly use new technologies that can improve teaching and learning.
Managing a district budget means taking a close look at what money is coming in and where it is being spent. Fiscal responsibility means making sure our programs and expenditures are meeting a demonstrated need, producing results, and are sustainable. When financial challenges arise, I believe the board needs to work with administration to look deeper into program costs, staffing, and operational expenses to identify where efficiencies can be found. We also need keep in mind how this affects the classroom and our educational priorities. We also need to advocate at the state level for adequate funding. This is especially important when the state requires us to provide programs and services without sufficient funding to cover those costs.
Actively listening to our parents, staff, and our community is an important part of serving on the board. Knowing that each group will bring different perspectives and then understanding each of those perspectives will help me better evaluate issues or concerns that are brought to the board. Having this input from each group, along with additional facts and/or available data will allow me to better participate in discussions and ultimately make decisions that best meet the needs of the district.
Mental health concerns are something school districts have to be prepared to address. We need to make sure our staff are properly trained to recognize when a student may need help, know how to respond appropriately, and understand when additional support may be necessary. I believe that it is just as important that our staff should know what resources are available so they can help connect students and their families with appropriate support when their needs go beyond what the district can provide.
Qualifications
I bring 37 years of public service and leadership as a retired Fire Captain, including experience in emergency management, strategic planning, budgeting, personnel development, and organizational improvement. I hold a B.S. in Emergency Management Administration from West Texas A&M University and am an Executive Fire Officer graduate of the National Fire Academy. I am also the Broker/Owner of FireBoss Realty, currently serve as President of the Woodbridge HOA Board of Directors, and am active in the Wylie community. Through CLAAS and my involvement with the Wylie ISD Education Foundation, campuses, and student programs, I have developed a strong understanding of the district and board governance.
I want to serve because Wylie ISD has built a strong foundation worth protecting, and the decisions made today will shape its future for years to come.
My 37 years in public service taught me the importance of preparation, accountability, and service. Through CLAAS, I gained a deeper understanding of the district.
I review Education Foundation grant applications and enjoy delivering the giant checks to teachers. I also review Education Foundation scholarship applications, provide Achieve Academy staff T-shirts, have sponsored the Wylie East Band and Wylie High football, and attend various spirit nights and extracurricular events.
I want to protect excellence, prepare for tomorrow, and serve every student.
A supportive learning environment begins with safe schools, strong relationships, clear expectations, and employees who feel valued and supported.
The Wylie Way reinforces that students thrive when they build relationships, discover their strengths and interests, develop a plan and purpose, and grow in character.
The board should ensure safety plans are trained and tested, staff has the resources and professional development they need, and appropriate discipline is maintained. Because students learn differently, Wylie ISD should continue supporting multiple pathways, including CTE and Choice High School at Achieve Academy, that connect students with the environment, skills, and opportunities they need to succeed.
I want every student to leave Wylie ISD prepared for a meaningful next step and equipped to be a productive, responsible citizen.
I would focus on measurable outcomes such as early literacy, middle-school math, academic growth, attendance, graduation, CTE participation, industry certifications, and successful transitions to college, career, military service, or other pathways.
I also believe student success includes The Wylie Way: strong relationships, understanding strengths and interests, developing a plan and purpose, and building character. The board should regularly review these outcomes, identify gaps, and ask whether every student is leaving Wylie ISD prepared to succeed and contribute to their community.
Great schools depend on great people. Beyond compensation, Wylie ISD should create a workplace where employees are respected, supported, developed, and given opportunities to grow.
The board should examine workload, planning time, unnecessary administrative burdens, campus culture, mentoring, professional development, leadership pipelines, safety, and employee feedback.
We should also strengthen partnerships that support the development of future educators. Retention requires listening to why good employees stay, why they leave, and acting on what we learn.
Growth is one of Wylie ISD’s greatest opportunities and challenges.
Enrollment projections, housing development, demographic changes, facility capacity, staffing, transportation, and long-term debt must be planned together. The district should use conservative forecasting, regularly update demographic studies, coordinate with the cities it serves, and maintain long-range facility and financial plans with clear decision points.
The best time to prepare for growth is before classrooms are overcrowded or capacity becomes a crisis.
Wylie ISD should embrace technology that improves learning while establishing clear guardrails for safety, privacy, academic integrity, and appropriate use. AI literacy will increasingly be necessary for students and employees, so simply banning emerging tools is not a long-term strategy. Policies should protect student data, require human oversight, address plagiarism, and teach responsible AI use.
New technology should be evaluated for educational value, security, measurable benefit, and total lifecycle cost. For rapidly changing devices and systems, the district should consider leasing or other replacement-cycle strategies that provide access to current standards and capabilities without locking taxpayers into outdated technology.
The board must be a careful steward of taxpayer dollars while protecting the classroom and planning for long-term needs.
I support transparent budgeting, conservative forecasting, strong reserves, disciplined debt management, and the evaluation of major decisions for both their immediate and future costs.
Programs and contracts should be reviewed for effectiveness, and resources should be prioritized toward student outcomes, employees, safety, and essential operations. Fiscal discipline today helps preserve educational opportunities tomorrow.
Good governance requires listening before deciding.
I am already seeking input from parents, teachers, staff, students, taxpayers, and community members through public comment, forums, surveys, campus visits, and direct conversations.
Board members should ask thoughtful questions, explain the laws and policies that guide their decisions, and be clear when student, personnel, legal, or other confidential matters cannot be discussed publicly.
Listening does not mean everyone will agree, but people should know their perspective was respected, the facts were considered, and the board communicated as openly as the law allows.
In addition to growth and finance, important issues include school safety, employee recruitment and retention, academic rigor, student support, special education, CTE and career readiness, and the maintenance of community trust.
I would address them through long-range planning, measurable outcomes, strong communication, and responsible stewardship. Wylie ISD should continue building on what works while improving where needed, preparing for future challenges before they become crises, and keeping students at the center of decision-making.
That's why I'm running to Protect Excellence. Prepare for Tomorrow. Serve Every Student.
I truly believe that everyone has a responsibility to give back in their own way, and I feel led to serve a District/Community that has helped raise and shape my family for the past 30 years. Further, my focus will be on supporting our teachers and ensuring that our policies and procedures align with the educational outcomes demanded by the parents we serve. My experience in the WISD consists of 1 term as a Trustee, 17 years of PTA memberships and fundraisers, Education Foundation scholarship committees & events, Teacher of the Year Committee, Watchdog Dad, and District Wide Education Improvement Council Member.
A supportive learning environment needs clear expectations, supportive administration, and accountability for both students and teachers. One challenge facing our district is behavior. The focus should be on implementing the policies that are already in place and then finding new solutions if those policies fall short so that learning can continue in the classroom without those distractions.
I would like to continue WISD’s emphasis on CTE programs and career training for those students entering the work force post-graduation. With the cost of a college becoming prohibitive for many and substantial opportunities available to a ‘skilled’ workforce, a District can change the trajectory of lives by equipping young adults with a skill which allows them to earn a living and become a contributing member of society. Post graduation employment could be tracked after the fact but feedback from employers participating in internships and trade certification passing rates could provide real time feedback.
I believe administration does a very good job of retaining and recruiting the best teachers around. The mentoring programs, child-care discounts, professional development, paraprofessional-to-teacher pathway, and leadership development are just part of Wylie's retention program. I also believe that we can always get better. The review of exit interviews for any staff member needs to be carefully evaluated and look for commonalities. For example, is it campus, position, or years of service? Based on those results, we can better understand the why and take steps to address the issue.
With Wylie nearing build-out, a contracting student population in the future could well present challenges relating to State funding, staffing levels, and efficient use of facilities. For years District demographers have poured over population trends and future development timing to prepare for the growth. A more important task in the future may be to prepare for the lack of growth.
Fortunately, Wylie has already implemented AI procedures for both students and teachers. As things rapidly change, I believe the policies in place need to be reviewed for implementation and consistency. The district should focus on ensuring students understand how to use technology responsibly while still developing their problem-solving and critical-thinking skills.
My ‘approach’ for managing the budget would be to make sure I am part of a team where tough questions are the norm, meaningful direction is provided to the Superintendent, and most of all have a thorough understanding of a complex budget that serves 19.000+ students. In addressing fiscal challenges, finding efficiencies and identifying waste is a given every year. A top priority in 2027 must be working with our State Legislators to increase per student funding from the State of Texas which has not increased in 8 years.
I pride myself on knowing what I don’t know so my standard operating procedure will be to seek input from impacted parties on most every decision. A stakeholder however is typically not as concerned about ‘being heard’ unless there is a problem or a controversial issue. So, the question should be how will I deal with District stakeholders that believe Trustees or staff are making poor decisions. I can commit that I will be accessible to every student, parent, and community partner and most importantly treat them with respect no matter which side of the issue they are on.
We live in a time where distractions are the norm. Statewide & National Politics, Religion, Cultural Differences, etc., etc. The goal of this District should be to educate each child in a way best suited for that individual student – period.
Qualifications
Associate Professor at West Point; Director of Excel Scholars at West Point; Retired Major U.S. Army with countless Leadership roles; TX-03 Service Academy Nomination Board
Campaign Phone
469-514-1237
As a long-time parent volunteer at Smith Elementary and Davis Intermediate, I am in the trenches of parenthood, and I love it. I also serve the students of the district as a Cub Scout Den Leader for 1st Graders in Pack 5150. Besides that, I don't believe in what I have done, but what I am going to do for an Organization. I have a long record and proven Leadership at home and abroad. I know what it takes not just to achieve, but to succeed, and I want to keep our awesome school district extraordinary. As a servant leader, I am being called to bring my talents to bear to keep Wylie ISD the awesome environment for students that it is and prepare our students for the unknown challenges of the world to come.
The ability for students to try and fail or succeed in a safe and controlled environment is critical to letting the students explore a successful future career in society from the time they leave the graduation stage. The world is a crazy and ever-uncertain place, but I know what it takes to face those problems and solve them successfully. It takes teachers who love to come to work and inspire their student charges to reach unimaginable heights. Specifically, career opportunities such as internships, mentorships, and certifications are critical. Books are the window to the world, and I believe in access for all.
The district recevied a rating of 92 in 2025/26. That is right at an A-. We have some room for improvement, but I don't think cutting teachers and aids, as was done, is the correct approach. We need to ensure our scores go up by providing student opportunities. Personally, as a parent, I want to know my children's future is secure. During my term, I want to increase CTE opportunities in the district by bringing Computer Science/Coding Certification programs and more internships or externships within the community and the DFW area. These metrics can be directly measured in the number of students graduating with technical degrees, the number of students hired after graduation, and how many students are attending college upon graduation.
Teachers want both administrative structure and the ability to let their passions flourish. We need to recruit inspired teachers who want to do more than teach lessons. We need to allow teachers to attend things like the ARRL Teacher Academy, a free resource to bring Amateur Radio (STEM - electrical engineering) back into High Schools. We need to bring back resource teachers instead of balancing the budget by reducing teachers. Job security is attractive. A dedicated program to develop and mentor teachers in our district is something that can be implemented to increase retention and provide opportunities for growth.
The biggest challenge in planning for the future population is to ensure we maintain our current standards and discipline within the district and not make choices that negatively impact the students. Class size, for example, should be studied, and findings implemented in terms of hiring great teachers to fill the needs of the district. Wise management of money is another factor. We are unbalanced; we need to take a hard look at our finances to ensure we can bring in the best talent and maintain not only the people but the facilities that house/serve them.
We should not fear the future, but we should control how we allow the future to control us. We need or use AI technologies to screen applicants, review authorship of papers, etc. But unfettered access to or use of technology can be dangerous. We need to ensure we review our policies semi-annually as new technology develops. There is no way we can foresee all that is coming technologically, and we want our children to be forerunners in their fields of choice, so they need access, but it must be controlled in such a way that if their dreams become a failure in reality, they have a soft landing and can review to learn from their mistakes.
We need a thorough review of expenditures and current contracts to see where the money is going and why. We should not be operating in a deficit and subsequently cutting teachers' positions or, dare I say, salaries. We need to get our hands dirty and into the weeds of the expenditures in the district. We need to establish long-term priorities based on population expansion and review the measures we must take to keep Wylie ISD top-tier. I.E., Great teachers, great programs and opportunies, make happy students willing and ready to learn about what interest them. We need to plan for our financial future by potentially establishing a WISD Trust for the students to ensure the money is there in the future for inevitable expansion of services.
I will hold more public discussion forums and add paper comment boxes at every Admin office in the district to ensure we hear the voices of parents, teachers, and students before the issue becomes a frustration. I will additionally maintain a phone line that I can be reached at for similar commentary, and obviously, the current board has their emails linked to the website. There is also an online comment box available. But I believe attending local meetings of PTA, WRSE (retired staff and teachers association), and hosting open-house forums are critical to maintain a pulse on the people. Parents seem to have the toughest time with communication, so I would like to tackle making it easier to glean information from the district.
You will hear from others who were on the board or did similar things in the past, like emergency management or even serving in the Army, like me as well. What makes me different is that I am an extremely involved father of a 12 and 7 year old girl and boy in the Wylie ISD and I truly care about them and their future in the district. I want the best for them and for all students in the district, and I wholeheartedly believe I am the best candidate and least known, lol. I do not care about politics and this running a campaign is for the birds, but I realize it something I have to do to ensure the best for our children, I know what world awaits them and we need to arm them with knowledge AND exeriences that grow them into solid humans.
Qualifications
Wylie resident with a career in contract negotiation and budget management. Former Wylie ISD substitute teacher, book fair volunteer, and Market Manager of the Wylie Farmers Market. I bring a fresh set of eyes, careful scrutiny of district contracts, and honest measurement of results.
Serving on the school board would allow a fresh set of eyes and ears to help advocate and support the general interests of Wylie ISD. As a former substitute in the district and a volunteer at several of the book fairs, I have first hand experience seeing the balance of equity and opportunity in our district. I know we have an incredible set of educators, staff, and students that rely on the district to be led in a way that invests thoughtfully into the future. I believe the district will benefit from having someone new join the board, especially if they arrive with no preconceived agenda or intention to insert their personal views into a secular position.
The district must stay informed on new information about what innovative methods and strategies are working in education as a whole. We must also be willing to pivot when we see evidence that trends and conveniences do not support the greater interests of the students and staff. We often see technology as an incredible driver in student education opportunities, but do not as often see the long term absorption of that information in many cases. Staying informed on what is working with other leaders beyond our neighbor districts would allow us to consider other educational opportunities that align with curriculum requirements. Keeping our focus on the students, staff, and future is critical.
I would like to see more acknowledgement of opportunities where we didn’t meet a goal. It is known in the district that staff were previously instructed to not fail students, essentially pushing a student forward in the curriculum flow when they weren’t previously successful due to any number of reasons. It is critical our value is represented authentically, while also acknowledging that we got it wrong, and are making actionable improvements to procedure allowing students to get the support they need or the consequence of their action/inaction in the classroom and beyond. We are incredible and our measurement should accurately report all areas of Wylie ISD, not just where we shine.
Tenure, participation, demonstrating the Wylie Way are all factors that must be considered from a retention and value assessment conversation. Rewards and benefits are critical for efficient and effective recruitment and retention. I am interested to see if there is a tiered recruitment strategy offering incentive enhancements to those who come to the district with experience or are promoted up from within. Recognition and rewards can be an appealing impact driver for many, but not all. It is important to survey the staff, authentically understand what benefits and rewards motivate them, and work creative solutions into the budget to ensure we meet people where they are. It’s time we stopped assuming a catered meal is always the answer.
I recently spoke with Wylie EDC regarding questions I received on a 3rd High School. This dominoed into a conversation around the demographers previously hired to assess need and value of additional facilities and instructional capacity compliance. It has been found that while birth rates decline, many other districts are shutting doors rather than opening new schools. We must continue to assess the value of existing facility enhancement, taxpayer ability to absorb future costs, and the why. I think future population planning will come with unique challenges as families stay in their homes longer, even after their children leave the home as well as the growing concern of neighbors being priced out of their own homes.
Understand the tools, but don’t rely on them. I am not a fan of our students being subject to the naturally occurring AI training that was intended to help craft the education experience to meet them where they are. That data is sold off to 3rd party companies as many online services are today. Just because that is a norm, does not mean we need to make those programs a necessity. For generations, many students have learned just to take tests and do not retain as much of the curriculum. AI tools used in many contracted required systems may come with unintended consequences leading to less true knowledge and serve as a curriculum checkbox.
Thankfully, managing the district budget is not a single person responsibility. It is up to us all to be informed of the forecasts, estimates, and expenditure reports that are prepared by the finance department. Ultimately, we all must do our part to responsibly balance the weight of every penny spent and we can do that by staying informed of changes in the economy, opportunities for efficiency, as well as necessary investments. Those in our communities who share they are concerned with being taxed out of their homes are a segment of the “why” behind my interest in the school board. With my background in contract negotiation and budget management, I am eager to find opportunities for efficiencies where relevant.
Representation is one of the simplest tasks a community can have for those representing them. Informing those in the community concerned on how they can participate, share, and advocate will continue. I plan to speak plainly about key issues, as we understand that hot topics can further fuel future issues. It is an expectation of the role, as is candor and professionalism. The court of public opinion is vocal and present. Several community members fear that decisions are made by the board in single-perspective mindsets, and I’d like to better understand that perception. We all have a central goal- to take care of our community. Look back at our mission: “Sustain a culture of high expectations while valuing unity, relationships and trust.”
Perhaps due to cost of living or heightened directives from leadership, we find there is higher turnover these days. I’d like to better understand the “why” between what has changed in the classrooms. Are teachers dissatisfied with district procedural changes? Are they being supported in the classroom from the tools they use or what they have access to? Could proper planning have provided a remedy before triage was necessary? Each circumstance will have its own opportunities to learn from and I am eager to learn. I think this will have a direct tie to how district dollars are spent. Hearing stories about contracts given to firms that simply didn’t meet expectations has further motivated my interest to get involved and make change.
