VOTE411 Voter Guide

I am the proud parent of three Carmel Clay Schools students—one each at the elementary, middle and high school levels—and have spent years deeply engaged in our schools. I have volunteered in classrooms and served on my elementary PTO, co-founded the Greyhound Council to strengthen collaboration among families across the district, and served on three Carmel Education Foundation committees. I also served as Chair of Support CCS, a nonpartisan, all-volunteer PAC focused on supporting school board candidates committed to the mission of Carmel Clay Schools. Since January 2026, I have had the privilege of serving our community as the District 2 member of the Carmel Clay Schools Board of Trustees.

My professional background in business, marketing and data analytics has taught me how to take complex information, ask thoughtful questions, identify what matters most and communicate it in a way people can understand. I hold two bachelor's degrees in Communication and Business Administration, as well as an MBA, and previously served three years on the Board of Trustees of my undergraduate university, Bryant University.

Perhaps the experience I value most is the trust I have built within our community. My years of involvement throughout CCS have given me relationships and perspectives that extend beyond my own children's schools. People regularly reach out to share concerns, ideas and views because they know I will listen, ask questions and work toward change, if necessary. That connection keeps me grounded in how Board decisions affect students, families, educators and our broader community, and it helps me bring perspectives to the Board that we might not otherwise hear.

My overarching budget priority is ensuring that every Greyhound of tomorrow has the opportunity to receive the same excellent education our students receive today. That means ensuring CCS has the resources our community expects while remaining financially sustainable for the long term. Great schools depend on great teachers and staff, so we must remain a place where talented educators want to work and stay.

I also believe school finance needs to be more understandable and accessible. Public school funding is complex, but community members shouldn't need a background in finance to understand where our funding comes from, how it is spent, or how changes affect our schools. I want to continue working with the district to translate our budget into everyday language and clearly connect dollars to the educational opportunities, educators, services and experiences they support.

The superintendent is the Board's only employee, making evaluation and accountability one of our most important responsibilities. I believe that evaluation should be grounded in clear expectations, measurable goals where appropriate, and ongoing dialogue throughout the year, not simply an annual review.

For me, strong leadership is also about how a superintendent builds relationships and responds to challenges. I value a superintendent who actively engages the Board and community, seeks input, listens to differing perspectives and views collaboration as an important part of decision-making.

Leadership is easiest when things are going well. It is often most revealing when difficult issues arise. In those moments, I look for openness, responsiveness, thoughtful problem-solving and a willingness to work collaboratively toward solutions.

Transparency is about more than making information available; it is about making it understandable and creating meaningful opportunities for the community to engage. Residents should be able to understand what the Board is considering, why it matters and how decisions are being made.

I believe Board meetings and workshops should foster dialogue, particularly when we are tackling complex issues. I have advocated for workshops that are more interactive and collaborative rather than simply presentations to the Board, allowing Board members to ask questions, explore different perspectives and work through issues publicly. I also believe accessibility extends beyond formal meetings. Board members should listen, engage with families, staff and community members, and create opportunities for two-way communication. Trust grows when people feel informed, heard and included in the process.