Age
47
Occupation / Current Position
Sr. Manager
Education
BA, MBA
Experience & Qualifications
Rockford Board of Education trustee, fifth year, fourth as Board President. Endorsed by REA and RESPA. Parent of two Rockford students.
YouTube Video
2026 is my fifth year on the Rockford Board of Education and my fourth as Board President. The Board's role is governance: hiring and evaluating the superintendent, setting policy, and overseeing the budget. I have worked to make our Board more open and effective, including recording and posting meetings online, publishing board packets in advance, and adopting board operating procedures. I lead our Board in MASB training and certification. I also bring more than 20 years of business experience, including leadership roles involving budgets, people, and complex projects. Our local education and support staff associations (REA & RESPA) have endorsed me in both of my elections, and I don't take that lightly.
Rockford has strong schools and strong results, and the goal is continued growth for every student. That starts with great teachers and staff who are respected, supported, and trusted as professionals. Four Rockford schools were recently named Model PLC Schools, four of only twelve in Michigan. I believe curriculum and instruction should be grounded in evidence and led by educators, in partnership with families. Mental health support also matters because it directly affects learning. The Board's role is to set clear goals through our strategic plan, adopt a budget that supports them, and hold the superintendent accountable for results. Parents are essential partners, and every family should feel welcome and informed.
Public schools exist for all children, and every child deserves a great public education. Funding is a real pressure. State per pupil funding has not kept pace with rising costs, and declining birth rates are showing up in smaller kindergarten classes. Rising housing costs also affect who can move into our district. Recruiting and keeping great teachers and staff is critical, since they are what make Rockford a destination district. Student mental health and safety remain priorities. Finally, public trust. School board is a nonpartisan office, and I believe that is as it should be. A trustee is elected to serve all families. Boards earn trust by being steady, collaborative, transparent, and focused on students.
Students come first. About 85% of our operating budget is people, so attracting and keeping great teachers and staff is the most important investment we make. That requires competitive compensation. When resources are tight, cuts should be as far from classrooms as possible, and instruction, mental health support, and student programs should be protected. Every taxpayer dollar should be invested wisely and accounted for openly. Staff and families should be involved early in hard decisions. This November, voters will see a non-homestead operating millage renewal on the ballot. It does not apply to primary residences and provides about $9.5 million a year, most of which pays teachers and support staff. I support it.
Age
55
Occupation / Current Position
University Supervisor; Retired Principal
Education
BS & Voc Ed (Business Services & Technology), MA (Career & Technical Education), and Ed.S. (K-12 Educational Leadership).
Experience & Qualifications
30+ years in education as a teacher, RHS Assistant Principal, NRMS Principal, college instructor, and university supervisor.
I bring more than 30 years of public education experience as a teacher and administrator, including nearly two decades as Principal of North Rockford Middle School. I currently serve as an RPS Board Trustee and university supervisor for future educators. As a principal, I led approximately 1,000 students and 100 staff and was responsible for hiring, evaluation, staffing, professional development, curriculum, student supports, safety, and budget management. I also coordinated district-wide NWEA assessments. My experience helps me understand decisions from multiple perspectives while keeping ALL students at the center.
Rockford is a high-achieving district, and we must build upon that success while continually improving. I support rigorous curriculum, meaningful use of assessment data, tiered interventions, opportunities for advanced learners, and the PLC model that allows educators to collaborate and respond to student needs. Achievement is more than test scores; we must prepare students with academic, critical-thinking, problem-solving, and career-readiness skills. Teaching students academic behaviors increases their success. Most importantly, we must invest in exceptional teachers and staff because people make the difference.
Public schools must prepare ALL students for a rapidly changing world. Important issues include recruiting and retaining exceptional staff, maintaining strong academic achievement while meeting diverse student needs, supporting student wellness and school safety, adapting responsibly to technology and AI, and maintaining sustainable funding. We must also prepare students for multiple pathways after graduation. Underlying these issues is trust. Strong partnerships among students, staff, families, the Board, and community are essential to strong public schools.
My priority is ensuring financial decisions support our core mission: educating ALL students, while protecting the district's long-term financial health. We must prioritize quality instruction, exceptional staff, student supports, safe learning environments, and opportunities that prepare students for their futures. My experience taught me that budgeting is about priorities and long-term planning, not simply reducing expenses. We must continually evaluate effectiveness, seek efficiencies, anticipate funding changes, and transparently communicate how public dollars are spent.
Age
48
Occupation / Current Position
IT Director/Cybersecurity Lead at The Consulting Engineers Group
Education
MS Information Systems Security Engineering, SANS Institute; MA European History, American Military University (AMU); BS Information Systems Security, AMU; BA Intelligence Studies, AMU
Experience & Qualifications
I am a Rockford dad of two Rockford kids, a retired Army officer, and an IT Director and cybersecurity professional. Most of my adult life was spent leading people and managing real budgets under real accountability. Now I want to put that experience to work for this community.
Campaign Phone
616-439-1295
YouTube Video
As an IT director and cybersecurity professional, I own IT budgets and have to make the hard funding calls. In the Army, I ran field offices managing personnel and resources under real accountability. I led soldiers in wartime operations in Iraq. I wrote counterintelligence policy for Department of Defense operations across an entire continent. My own IT and Army CI background brings a wealth of technical and security experience as well. That mix of budget discipline, people leadership, policy work, and unique skillset is what I would bring to this board.
Teachers in this district teach. Administrators care about kids. What needs to change is upstream. The district and the board too often will not own shortcomings in public. Course corrections happen, but they stay buried in internal communications instead of being said plainly to families. Student achievement gets better when leadership treats academics like a school, not a public relations issue... own the weak result on the state assessment, say what changes, and follow through where parents can see it. Keep structured literacy and fundamentals. Textbooks first, with tech only supporting. Grow vocational pathways. Judge success by whether kids learn more, not by whether the story sounds good.
The biggest issues facing public schools are trust, transparency, fiscal discipline, and parental partnership. Taxpayers and families need a board that deliberates in public and involves the community before major votes, not after. Michigan law recognizes the right of parents to direct their children's education, and schools should cooperate with parents through real curriculum access and timely notice. After federal pandemic aid inflated multi year budgets, structure and recurring costs still have to match enrollment and outcomes. State school finance also keeps dumping operating renewals on local ballots while districts carry the political cost and taxpayers question the burden.
We need to focus on solidifying the budget, placing needs before wants. We need to prioritize classrooms, teachers, and safety. That means direct instruction and real student support come before administrative overhead, consulting, and non essential programs. We should pay the maintenance costs on buildings we already own instead of chasing the next build. No "if you build it, they will come" mentality while roofs, systems, and basic upkeep lag. I will ask whether spending moves results for students, not whether a line has always been in the budget. We must read audits as carefully as budget stories, and separate recurring costs from one time money. Involve the community before hard cuts or big packages are even planned, not after.
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Age
44
Occupation / Current Position
Therapist/Mental Health/Social Worker
Education
Bachelors Degree-Criminal Justice, Masters Degree-Social Work
Experience & Qualifications
20+ years working in the mental health field. I am a therapist for clients in the community as well as for clients involved in the criminal justice system
I have worked in the mental health and criminal justice field for over 20 years. I provide therapy to individuals that have had struggles with depression, anxiety, relationship conflict, trauma, self-esteem and much more. I work with individuals of all ages and am trusted by them to hear their life experiences and emotions. I have been an active volunteer at Rockford Schools along with being a community volunteer in youth sports. I was president of the Spanish Immersion Boosters, helping raise funds for the SI Program. I am very fiscally focused as I am a small business owner that subcontracts at a few mental health agencies. I have numerous family members who have been involved in public education. Public schools mean a lot to my family.
Teachers and support staff are the heart of the school system. The teachers need to feel supported and valued, and that is the first step to student achievement. I also think it is important for families to be a part of the conversation when it comes to their own child. I believe students having opportunities to participate in extracurricular activities is essential for their success. As a mental health professional, I have seen that children who are involved in extra-curricular programs feel more connected to others, have a sense of belonging, and are happier. Having mental health resources available at every school is also important. It is important for students to feel a sense of belonging along with feeling heard.
What we do with what we have matters. We need to be fiscally efficient with regard to our spending. Balancing the best resources with being economically sound is important for the future of our district. We need to prioritize physical and mental wellbeing. Resources for these areas should be available to all families/students. Teacher compensation and retention should be main area of focus. As a community, we need to come together instead of work against each other. Listening to the concerns and voices of families is important. We must include families even during difficult situations. Being open and honest about the rationale for decision making is essential.
I like to use the phrase “fiscally efficient”. We need to be attentive to how we are spending money so that we can spread quality resources to all programs. We need to ensure the community that each purchase, no matter how much or how little, is done with thought for the community and the students. Money has to be spent; however, it should be done with thorough insight and with regard to how each expense will impact future costs. Priorities should be teachers and support staff, safety measures, programs for mental health, resource/curriculum materials, special education, and extracurricular activities. We must ensure our buildings are up-to-date and have a comfortable learning environment.
Age
40
Occupation / Current Position
Small Business Owner
Education
BA in Political Science & Master of Business Administration
Experience & Qualifications
Board Member of Folds of Honor, Registered Substitute Teacher, United States Marine Corps Veteran
I bring a blend of business leadership, financial management, personnel oversight, educational experience, military experience and community service that I believe would be valuable in serving Rockford Public Schools.
For several years, I have owned and operated United Image Group, a Michigan-based branding and visual communications company. As President, my role requires me to make decisions that balance immediate needs with future priorities while ensuring financial stability and responsible stewardship of resources.
Additionally, I serve on the Folds of Honor Board, raising several million dollars in financial assistance to support our Military & First Responder Families in need.
Rockford Public Schools has a strong reputation for academic excellence, dedicated educators, and a supportive community. To continue improving student achievement, I believe the district should focus on three key areas: academic excellence, student support, and community engagement.
Public schools today face several significant challenges with our ever-evolving environment, but I believe the most important issues are student achievement, student safety and well-being, workforce development, attracting and retaining high-quality educators, and responsible financial decisions.
My priority is ensuring that budget decisions support student safety, learning and achievement. Every financial decision should be evaluated through the lens of how it impacts students, classroom instruction, and educational outcomes. Maintaining strong academic programs and providing teachers with the resources they need to be successful must remain at the center of the budgeting process. I look forward to working with the Rockford administration throughout this process.
Age
39
Occupation / Current Position
Certified Government Financial Manager
Education
Bachelor of Science (BS), Accounting
Experience & Qualifications
For several years, I have been actively involved in Rockford Public Schools and our community, volunteering in classrooms, supporting teachers, organizing school events, serving in PTO, coaching youth sports, and showing up for families. As a Certified Government Finance Manager, I also understand the responsibility that comes with managing public resources.
YouTube Video
I bring 15+ years of public, nonprofit, and private-sector finance experience, including my current role as a public library finance manager and my CGFM certification. My experience includes budgeting, financial reporting, audits, internal controls, and long-term planning. I also bring firsthand experience in our schools as a parent, classroom volunteer, room parent, PTO leader, and youth coach. I understand the board's role is governance and oversight, not day-to-day operations. I would bring financial knowledge, community experience, thoughtful questions, and a commitment to listen first, then lead.
We need to understand where students are struggling and why, then use meaningful data to measure whether interventions are working. That includes strong literacy and math foundations, supporting students with disabilities, addressing attendance and wellness barriers, and ensuring teachers and staff have the resources they need. We should listen to those closest to students, including educators, support staff, families, and students themselves. The board should set clear goals, monitor progress, and hold district leadership accountable while trusting educators to do their jobs.
Public schools are navigating interconnected challenges: student achievement, mental health and wellness, staffing and retention, changing enrollment, increasing student needs, and financial sustainability. These issues require thoughtful, long-term planning rather than isolated solutions. I also believe public trust is critical. Families and taxpayers deserve transparency, clear communication, meaningful opportunities to participate, and confidence that resources are being used responsibly. We need to listen first, use reliable information, establish measurable goals, and be willing to adjust when something isn't working.
My priority is protecting the classroom and the services that directly support students and staff while ensuring every dollar is used responsibly. I would want a clear understanding of enrollment trends, revenue, staffing needs, contractual obligations, fund balance, and long-term liabilities. Before adding spending, I would ask: Is it necessary? Does it support students or staff? Is there evidence it works? Is there a better way? Responsible budgeting isn't simply about cutting costs or raising revenue. It is about balancing student needs, staff support, financial sustainability, and responsible stewardship of taxpayer dollars.
