Darren Gardner

Addison City Council - At-large Positions 2, 4, 6

Posted Monday, April 6, 2026 10:44 am

Editor’s Note: The Branch Herald sent identical questionnaires to all candidates in this race. Responses are published in full and have not been edited for content, clarity or length, except for minor formatting.

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1.Name: Darren Gardner

2.Occupation: Business Coach and Business Owner

3.Education: Harvard Business School - Specialization in Leadership & Management

Harvard Business School - Specialization in Strategy

Southern Methodist University - Cox School of Business, Business Management Certification

Tyler Junior College - AAS, Digital Microprocessor Technology

Metronome United 3HAG Certified Business Coach

7 Attributes of Agile Business® Certified Coach, Gravitas Impact

Premium Coaches

4. Campaign Phone: (214) 785-2128

5. Email: darren@gardner4addison.com

6. Website: https://www.gardner4addison.com/

7. Facebook: https://www.facebook.com/gardner4addison

8. YouTube: https://www.youtube.com/@gardner4addison

9. Other Social Media:

10. Length of residency in the Town of Addison: 12 years

11. Why are you running for city council, and why now? I’m running for a third term to provide continuity and follow through on the long-term initiatives we’ve put in place. Over the past four years, we’ve made meaningful progress, and I believe consistent leadership is important to sustain that momentum.

Addison is at a point where proactive planning and disciplined execution matter. I want to continue building on what we’ve started and ensure we are making the right decisions for the Town’s future.

12. What specific experiences have prepared you to serve as city council member? My background as a business leader, entrepreneur, and owner of multiple companies has shaped how I approach decisions. I focus on accountability, financial discipline, and delivering results. On City Council, I’ve been involved in key decisions around redevelopment, infrastructure, and long-term planning. That combination of private sector experience and public service allows me to bring a practical, results-oriented perspective to the role.

13. What distinguishes you from the other candidate in this race? I approach this role as a businessperson focused on outcomes. I believe in disciplined decision-making, smart investment, and holding

ourselves accountable for results.

At the same time, I have a strong care and concern for our residents and the quality of life that makes Addison special. Every decision should balance results with maintaining the character, amenities, and experience that people value in our Town.

I also bring a clear focus on redevelopment and long-term planning. Addison is largely built out, and our future depends on how well we manage redevelopment. I am committed to ensuring that redevelopment raises standards, not lowers them.

14. How many Addison City Council meetings have you attended or watched online in the last year? I have 100% attendance in the last four years on City Council.

15. What do you see as the three most important responsibilities of city council members? First is setting a clear long-term vision and staying disciplined in executing it.

Second is ensuring financial responsibility—making sure every taxpayer dollar delivers real value.

Third is maintaining accountability and transparency, while also keeping a strong focus on our residents and the quality of life that makes Addison special. That includes listening to residents and taking their input seriously, regardless of what side of an issue they are on. Every decision should balance results with preserving the character, amenities, and experience that people value in our Town.

16. How will you balance council duties with your professional and personal responsibilities? I am currently serving my second term, so I have been balancing City Council responsibilities with my professional commitments for nearly four years.

I am a business owner and active business coach, so I work full time and more, but I enjoy what I do. Serving on City Council aligns well with my skill set and how I think, so it integrates naturally into my work and schedule.

I am intentional about managing my time and priorities, and I stay fully engaged and prepared. This role is important to me, and I make sure it gets the focus and attention it deserves.

17. Have you served on any Town of Addison boards or commissions, which ones? I will combine questions 17 and 18

- Addison City Council - Currently serving second term

- Former Committee member, Town of Addison Board of Zoning Adjustment

- Former Committee member, Town of Addison 2020 Census Complete Count Committee

- Former Committee member, Town of Addison 2019 Bond Committee

- Former Chairman of the Board, Dallas Executives Association

- Former Chairman of the Board of Directors, Metrocrest Chamber of Commerce

- Former Chairman of the Administrative Board, Christ United Methodist Church

- Former Committee member of various other committees with church, municipal, and volunteer organizations

18. What other civic responsibilities have you undertaken? What other offices have you run for? When?

19. What community organizations do you belong to?

Christ United Methodist Church, Farmers Branch, TX

Metrocrest Chamber of Commerce (with my Business Coaching Practice)

North Dallas Chamber of Commerce (with my Business Coaching Practice)

BNI Wealthbuilders, Frisco, TX (with my Business Coaching Practice)

North Texas Commission (Liaison with the Town of Addison)

20. How accessible do you think council members should be to residents, and how will you ensure accessibility? I believe council members should be highly accessible and actively engaged in the community.

I am intentional about being out in Addison every day, whether that’s walking the trails, spending time at the Addison Athletic Club, the dog park, or simply being present in the community. That gives me regular opportunities to connect with residents in a natural, informal way.

I also stay accessible through phone calls, texts, email, and meeting with residents in their homes. I make it a priority to be available and responsive, so people know they can reach me and be heard.

21. How would you ensure transparency in town decision-making?

Transparency starts with accessibility and open communication. As I mentioned, I make myself available to residents through calls, texts, email, and in-person conversations so people can ask questions and stay informed.

I also believe in using the public process effectively. I submit questions on City Council agenda items that become part of the public record, and I ask detailed questions during Council meetings, which are recorded and available for residents to view. That allows residents to see the information firsthand and understand how decisions are being made.

Transparency and due process are extremely important. Residents should be able to see not just the decisions, but the thinking and discussion behind them.

22. What do you see as the steepest learning curve if elected? As I am finishing my second term, I have already experienced the initial learning curve that comes with serving on City Council. That said, this role requires continuous learning.

The issues we deal with are complex and always evolving. I believe it’s important to stay open, ask thoughtful questions, and never assume you have all the answers. That mindset leads to better decisions and better outcomes for the community.

23. What is your vision for Addison over the next five years? Over the next five years, Addison should continue to strengthen its position as a premier place to live, work and play—right in the middle of it all, connected to everything.

That means staying proactive with redevelopment, modernizing aging office and commercial spaces, and continuing to attract high-quality businesses that strengthen our economic base. We need to raise standards, not lower them, and ensure every project adds long-term value to the Town.

At the same time, we will continue investing in infrastructure, mobility, and public safety so Addison remains a safe, accessible, and well-maintained community. By staying disciplined and focused on execution, we can build on our momentum and continue moving Addison forward.

24. What is the biggest opportunity facing the town right now? As a fully built-out community, our future depends on how well we reinvest in aging office and commercial properties. Done right, redevelopment allows us to modernize key areas, attract high-quality businesses, and continue strengthening our economic base.

Addison’s location—right in the middle of it all and connected to everything—gives us a significant advantage. By being intentional, raising standards, and partnering with the right developers and businesses, we can turn that advantage into long-term success and keep Addison competitive in a rapidly growing region.

25. What is the biggest risk or threat facing the town? The biggest risk facing Addison is inaction.

If we are not proactive and intentional about redevelopment, areas will decline—and that decline will spread. In a highly competitive region, standing still is not an option.

We must continue to reinvest, modernize, and raise standards to ensure Addison remains a destination for businesses, residents, and visitors. By staying disciplined and focused on long-term value, we can avoid that risk and continue moving Addison forward.

26. Should Addison remain a member of DART? Why or why not? If the town remains, what changes would you advocate for? I have supported the decisions the Town has made to date, and I believe they were made thoughtfully based on the information available at the time. We are now on a path to allow residents to have a direct voice in this decision, and I believe that is appropriate given its importance.

Over my time on City Council, I have spent a significant amount of time reviewing this issue in depth, including evaluating vendor offerings currently in use, proposals, costs, and expected outcomes. What has become clear is that there are very viable alternatives that can deliver stronger value, at a lower cost, and with improved outcomes in several areas compared to what we have today.

There are clear and important differences between the options in terms of cost, service, and long-term impact, and residents deserve to fully understand those trade-offs. My focus is on ensuring they have clear, accurate information so they can make an informed decision.

If Addison remains in DART, I would push for significantly improved value, service, and accountability to ensure our residents and businesses are getting the return they deserve.

27. What kind of town do you want Addison to be in 10 years? In ten years, Addison should be recognized as a model for how a fully built-out community evolves, modern, vibrant, and consistently raising its standards.

We will have successfully reinvested in key areas, transformed aging properties into high-quality destinations, and strengthened our position as a premier business-friendly Town. At the same time, we will have preserved the character, walkability, and quality of life that make Addison unique.

Addison will lead as a premier place to live, work and play—right in the middle of it all, connected to everything.

28. What principles would guide your decisions on property tax rates? My approach to property tax decisions is grounded in fiscal responsibility, discipline, and accountability.

Before considering any increase, we should be confident we are using existing resources as efficiently as possible and delivering real value to taxpayers. That means continuously improving productivity, managing costs, and holding ourselves accountable for results.

At the same time, I believe in making smart, targeted investments when they deliver strong long-term returns. As we continue to improve efficiency and how we operate, I expect opportunities to manage and reduce budget growth over time.

The goal is to keep taxes as low as possible while ensuring we maintain the quality, infrastructure, and services that make Addison a premier place to live, work and play.

29. What areas of the budget deserve closer scrutiny or potential reduction? We should take a disciplined approach to reviewing the entire budget, with a focus on alignment, efficiency, and results.

Over time, scope creep can occur, both in the services we provide and in staffing levels. We need to be willing to step back, reassess, and ensure we are focused on our core priorities and not expanding beyond what delivers real value to our residents and businesses.

We should also continue to push for greater efficiency through technology, better processes, and accountability. The goal is to ensure every dollar is being spent intentionally and delivering measurable results.

30. What types of businesses should Addison actively recruit? Addison should be intentional about attracting businesses that fit our community and strengthen our economic base.

That means targeting strong, growing companies that will fully utilize our office space, bring quality jobs, and thrive in Addison’s environment, taking advantage of our central location, walkability, restaurants, entertainment, and parks.

At the same time, we need to ensure that the businesses we attract are compatible with our residents and the quality of life we expect in Addison. Growth should not come at the expense of safety, traffic, or overall livability. It needs to be thoughtful and well-managed.

Addison is a business-driven community, and we should continue to thrive—but we must do so in a way that balances economic success with maintaining the character and experience that make Addison special.

31. How should Addison approach redevelopment of aging office buildings and commercial properties? Addison must take a proactive and disciplined approach to redevelopment.

As a largely built-out community, our future depends on how well we reinvest in aging office buildings and commercial properties. If we are not intentional, those areas will decline—and that decline will spread. In a competitive region, standing still means falling behind.

Redevelopment should be selective and focused on long-term value. We should partner with developers who bring high-quality projects that enhance our Town, strengthen our economic base, and fit our community. Redevelopment should raise standards, not lower them.

Targeted incentives can play a role, but only when they deliver measurable value and a strong return for Addison. By staying disciplined and raising expectations, we can transform aging properties into assets and ensure Addison continues to lead.

32. How would you evaluate the town’s performance on streets, parks and facilities? Overall, Addison performs at a high level in maintaining its streets, parks, and facilities, and that is the result of being proactive rather than reactive.

Our parks and trails are among Addison’s strongest assets and play a major role in our quality of life. Continuing to invest in and enhance those spaces should remain a priority.

On infrastructure, Addison takes a disciplined approach, addressing roads and systems well before they reach end of life, rather than waiting for visible issues like potholes or deterioration. That approach not only maintains quality, but also delivers better long-term value.

Our facilities reflect the same mindset, with investments that balance form and function and meet the expectations of our residents and businesses.

Maintaining that proactive, disciplined approach will ensure Addison continues to operate at a high standard.

33. What public safety challenges do you anticipate in the coming years? Addison’s public safety today is outstanding. We have strong leadership, well-trained personnel, and a culture that supports performance and accountability. We also invest appropriately in our teams, which allows us to attract and retain high-quality officers and staff.

Looking ahead, the primary challenge will be keeping pace with redevelopment, growth, and increased activity in the Town. As Addison continues to evolve, we need to ensure our public safety resources, facilities, and planning stay ahead of that growth.

We are not just planning for that, we are already prepared for it. We have the right people, leadership, and resources in place, and we take a proactive approach to staying ahead of demand.

I am confident we will continue to stay ahead, ensuring Addison remains one of the safest and best-managed communities in the region.

34. How do you describe your leadership style? My leadership style is disciplined, results-oriented, and focused on accountability, but also grounded in respect for people.

I set clear expectations, ask thoughtful questions, and focus on making informed, well-reasoned decisions. At the same time, I care deeply about the people involved—our Town staff, residents, businesses, and visitors. I believe strong results come from strong teams, and that starts with creating a positive, accountable culture where people can do their best work.

I enjoy working with people and helping them succeed. Whether it’s supporting our staff, listening to residents, or engaging with the business community, my goal is to bring out the best in people while making disciplined decisions that move Addison forward.

35. How do you handle disagreement with colleagues? When I have a disagreement with colleagues, I focus on understanding first. I ask questions, listen carefully, and try not to come in with preconceived judgments.

I believe it’s important to focus on the facts, the data, and the outcomes we’re trying to achieve. At the same time, I understand that people’s perspectives and feelings are real and should be respected as part of the conversation.

My goal is to move toward the best decision for the Town, even if it’s not my original position. Even when we don’t fully agree, we can still move forward in a professional and respectful way focused on what’s best for Addison.

36. Describe a time when you changed your mind after hearing opposing viewpoints. A good example is our long-running Taste Addison event. It has been part of the community for over 30 years, but over time the results have become less effective.

My initial position was to continue on our current path, especially since we had recently retooled the event. However, after listening to colleagues who brought strong experience and perspective, and after looking more closely at the return on investment, I became open to considering alternative approaches.

That experience reinforced the importance of staying open, listening to others, and being willing to adjust your position when new information or perspectives lead to a better outcome. The goal is always to make the best decision for the Town, even if it means changing your initial position.

37. How should Addison balance the interests of residents, businesses, and property owners?

Addison is a business-driven community, and our economic engine is our businesses. That economic strength is what allows us to deliver the level of services and amenities that make Addison what it is.

At the same time, residents are the heart of the community and the ones who vote and hold us accountable. Their quality of life must remain a top priority.

The responsibility of City Council is to balance both, supporting a strong business environment while ensuring decisions are compatible with residents and preserve the character and experience that make Addison special. When we get that balance right, both the community and the economy thrive.

38. Addison has far more workers and visitors than residents. How should that reality influence town decision-making? Addison’s unique dynamic, having far more workers and visitors than residents, should absolutely influence how we make decisions.

It reinforces the importance of maintaining a strong business environment, since that economic activity drives our ability to fund services, infrastructure, and amenities that benefit the entire community.

At the same time, we have a responsibility to ensure that growth, activity, and business success are managed in a way that remains compatible with our residents and their quality of life. That means being thoughtful about traffic, safety, infrastructure, and overall experience.

This balance is what makes Addison unique. When managed well, our business activity and visitor base strengthen the Town, while still preserving a high quality of life for residents.

Darren Gardner

Addison City Council - At-large Positions 2, 4, 6

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