I bring a multitude of experience as a business owner, nonprofit executive, disability advocate, parent & two-term trustee, with hands-on experience in governance, budgeting, policy & public education
Competitive compensation matters, but so do trust, resources, workload and culture. We must listen to staff, continue building capacity in campus leadership, invest in personal and professional growth, and strengthen our grow-your-own pipeline so great educators feel valued, supported and want to stay in PfISD.
Facility decisions must balance enrollment, educational objectives, finances and community trust. We need transparent, data-driven planning and discipline to examine options before closure, including rezoning, partnerships, repurposing, consolidation and innovative uses of space. We must avoid isolated decisions without considering their long-term impact across the district.
Every student needs a pathway to a meaningful future. My priorities are strong academic foundations, early intervention, special education, safe and inclusive schools, and innovative programs connecting learning to enrollment, enlistment and employment. Students achieve more when they are known, supported, challenged and have a genuine sense of belonging.
We are already doing far more with less. We must protect student learning while confronting structural costs honestly, aligning staffing and facilities with enrollment, and continuing to pursue new revenue and partnerships. We must aggressively advocate for state funding that addresses our gaps while making reductions strategically, transparently and in ways that maintain community trust.
My life & career have been centered on service as a US Army veteran, healthcare professional, and volunteer. As a trustee, I would bring that same service-oriented approach to PfISD for all students.
Competitive compensation and benefits are important, but retention requires more than a paycheck. There will always be another organization that can offer more money. What can distinguish PfISD is creating a workplace where people feel valued, supported, connected, and able to grow. I would support efforts that strengthen workplace culture/belonging, provide meaningful professional and leadership.
I am passionate about leveraging those closed schools/facilities for a new light and purpose. Those spaces can be repurposed through community partnerships, such as the Boys and Girls Club, for student enrichment and innovation centers rather than allowing those areas to remain vacant. This would create safe spaces where students can continue learning, creating, and growing beyond the classroom.
My top priorities for improving student outcomes follows providing new areas for academic growth, increasing opportunities beyond the classroom, and empowering educators to create dynamic real-world experiences both in-and-out the classroom.
I would approach the budget by asking whether our resources are producing meaningful outcomes for students while supporting the educators and families who guide them. I would prioritize classroom instruction, student development, retention, and the effective use of district spaces. With delicate and intentional planning, we can balance financial constraints and overall student growth/development.
