Campaign Phone
704-222-2817
Campaign Youtube URL
I’ve spent over 20 years as a K-12 and higher education educator, policy and curriculum writer, and behavioral health leader. I know that when schools invest in both academics and mental wellness, students thrive, families heal, teachers stay, and communities grow. My experience brings a fresh vision grounded in the classroom, and I believe my skills can help position CMS as a district nationally recognized for excellence and innovation. While CMS may look strong on paper, real issues remain. Addressing them requires someone like me,actively working in education and collaborating daily with teachers, parents, and students to bring firsthand insight and practical solutions to elevate CMS into one of the nation’s top-performing school systems
The school board’s key responsibilities are to set policy, ensure fiscal accountability, and advocate for the success of every student. In District 4, the most urgent needs are closing opportunity gaps in Title 1 schools, improving literacy and math outcomes, retaining and supporting teachers, to ensure inclusiveness among all students no matter their gender, culture, belief, or race, and to ensure that our students and educators are provided with mental health and safety resources. Our board must also strengthen trust by engaging families and communities in transparent decision-making, ensuring that equity and wellness remain at the heart of CMS’s mission.
I would approach teacher recruitment and retention by offering competitive pay, building clear career pathways, and creating supportive environments where teachers feel valued. Even when budget restraints prevent salary increases, I would advocate for other incentives such as meaningful teacher discounts, fee waivers, or housing and childcare partnerships to ease personal expenses. Recruitment should strengthen pipelines with HBCUs and local universities, while retention must focus on reducing burdens, providing wellness resources, and expanding mentorship. Professional development should be ongoing without a heavier workload, culturally responsive, and practical for today’s classrooms.
Early childhood education (Pre-K) is critical to long-term student success. Pre-K is where children begin developing social skills, fundamental learning skills, and curiosity that shapes their academic journey. It’s also the stage where underlying developmental or learning challenges can be identified, allowing for early intervention and support. Strong Pre-K programs not only prepare children for kindergarten but also help build their acadmic foundation. Early education is one of the most effective ways to improve learning outcomes across for our school district.
The current federal administration’s alignment with Project 2025, as outlined in Mandate for Leadership 2025 (Chapter 11, pages 319–362), proposes eliminating the U.S. Department of Education and converting Individuals with Disabilities Education Act (IDEA) funding into block grants managed by state health departments. This risks weakening oversight of Individualized Education Programs (IEPs) and Section 504 plans, leaving students with disabilities vulnerable to inconsistent state policies. As a special education teacher and Exceptional Children (EC) compliance facilitator with connections to the North Carolina Department of Health and Human Services (NCDHHS), I will ensure CMS leads in advocating for robust protections. CMS, as North Carolina’s second-largest district serving over 141,000 students, must influence state policies to safeguard educational programs and maintain equity.
Position/philosophy statement
I stand for safety of all students and transparency and accessibility of communication
Current Occupation
Stay-at-home parent
Age (optional)
32
Campaign Phone
7044930803
I taught in CMS classrooms for nearly 6 years. I am also a parent to a young child and hold a Masters in Education. I have seen and studied child development and education from birth to adulthood. Most importantly, I have connected with students on a personal level for years. I fostered a classroom culture of respect and support for one another. My students always felt safe with me and each other and uplifted one another, all while achieving high test scores and learning to think critically. I know what schools and students need to make that happen and bring my drive and fresh perspective to the table.
Key responsibilities are 3-fold.
1) Keep students safe--from ICE, from discrimination, from peer-to-peer violence, from mental health crises
2) Build stronger relationships with the community--The entire community should be engaged in their local schools. That starts with knowing what is going on. The board needs to increase transparency and accessible communication to and from the community. It also needs to recruit the wealth of knowledge, skills, and resources in our communities in service of the schools.
3) Improve student outcomes--Some will tell you that this is the ONLY responsibility of the board, but it cannot be achieved and continue without the other 2. It is imperative that we continue the upward progress in outcomes.
We can recruit and retain more teachers by paying a living wage that can pay for housing, childcare, food, utilities, and other necessities, while still allowing for a comfortable life. We also need to ensure that we are giving teachers a work-life balance by allowing for time during the contracted work day to accomplish non-student-facing tasks. Teachers should also not be responsible for additional duties during the school day. Professional development opportunities should focus on mental health of both students and teachers and other inner emotional work that it takes to equip teachers with the skills to facilitate difficult conversations and behaviors and manage their own stressors.
It is the most important thing! Loads of research points to the impact of early childhood education on student success, both when it comes to academics and social-emotional learning. One of the reasons I left the classroom to be home with my daughter is that the recent research on early childhood development is that the first 3 years are crucial to being able to emotionally regulate and develop early learning skills and I knew I wanted to provide those things to her with fidelity. It is a luxury to be able to do so and I want to see that ability for other families in my community.
When I first left the classroom to stay home, I was alone. The loss of the village in our society is incredibly isolating. I realized that, if I wanted one, I'd have to create it. With some intentional effort in reaching out around my neighborhood, I had a group of 8 families with toddlers in an active group chat. We have now been relying on each other for over a year and it has continued to grow. The difference it has made for all of us is life-changing. What I want is to work toward creating that village for all of district 4, and for all of Charlotte. As humans, we're wired for authentic connection to each other. Many--dare I say most--of the major problems we face in our society today can trace back to our hyper-individualistic society and our loss of connection from one another. My run for office is a step in sharing this narrative and reminding others that fighting for change starts with your own community.
Position/philosophy statement
Chair, Charlotte Mecklenburg Board of Education - The Board of Education is the most important elected body of government because what happens to students has generational impact and shapes the communities of the county!
Current Occupation
Attorney
As an attorney, parent, and proven leader, I bring strategic planning, governance, and policy expertise to this role. As Chair of the Board of Education, I manage a $2 billion budget, 141,000 students, and 19,000 employees with a focus on results. My background in labor, employment, and child welfare law, along with experience as former Chair of the Black Political Caucus and founding member of the Community Education Think Tank, reflects my strengths in fiscal management, collaboration, and advocacy; skills essential to improving outcomes for students and families.
The Board’s key responsibility is effective governance by setting clear goals, adopting sound policies, and holding the Superintendent accountable for results. We must ensure fiscal responsibility in managing a $2 billion budget while aligning resources to classroom needs. Equally vital is community engagement—listening to parents, staff, and partners to build trust. Our most urgent needs include improving student outcomes, retaining teachers, addressing mental health, educating the public, and advocating against efforts by the North Carolina General Assembly that dismantle and defund public education.
Teacher recruitment and retention begin with respect, support, and fair compensation. CMS has achieved a 99% teacher fill rate by securing yearly 5% supplemental salary increases, creating a dedicated recruitment and retention division, and expanding housing support through below-market homeownership and rental opportunities. We must create an environment where teachers love where they work; are supported by strong leadership; provided resources, and there is a culture of appreciation. Investing in teachers is investing in students and that remains my top priority.
Early childhood and pre-kindergarten education are critical to lifelong success. The earlier we invest, the greater the return, academically, socially, and economically. High-quality pre-K ensures children enter school ready to learn and helps close early achievement gaps. We must expand access through partnerships with the county, nonprofits, and child development centers while advocating for state and federal investment in early education. Every child deserves a strong start, and early learning is the foundation for long-term student and community success.
As a mother, attorney, and Chair of the Board of Education, I don’t just serve; I fight. I’ve led a Board of one of the nation’s largest districts, managing a $2 billion budget and 19,000 employees, while demanding excellence and equity for 141,000 students. I’ve fiercely advocated for teachers, fair pay, housing support, and the full funding our public schools deserve. CMS achieved record academic growth, secured a $2.5 billion bond, and built over 400 community partnerships. We’ve made undeniable progress, but we’re not done yet. There’s still work to do and I’m still standing, still serving, and still fighting for every student, every school, every day.
