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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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10. Length of residency in the City of Carrollton, and in which neighborhood do you currently reside: 48 years
11. Why are you running for city council, and why now? As a previous City Council member, I feel I never stopped serving our community and the surrounding areas. I have continued serving on Boards that have had a direct and indirect impact on our communities such as Parkland Health Hospital and Metrocrest Hospital Authority. Additionally, I have stayed involved as a member with great civic organizations like the Navy League of the United States and The American Legion in Carrollton. Six years on the Parkland Board of Managers, over eight years with the Metrocrest Hospital Authority, and six years of previous service as a Carrollton City Council Member, including one year as Mayor Pro Tem and one year as Deputy Mayor Pro Tem, give me a wealth of experience that I can bring to current issues.
During my previous years on council, I believed, and I continue to believe today, that we must put the safety and well-being of our citizens first, that we must be strong on infrastructure, and we must be fiscally responsible, particularly now, with the growing threat to our city finances due to potential State legislation aimed at property and other taxes.
I have dealt with severe economic downturns, an aging infrastructure, revitalization of blighted shopping centers and neighborhoods, staff salary freezes and competitive adjustments, police and fire step increases and public safety needs. I believe the work that I have done in these areas and the maturation of my skills and ability to work with any individual, group, background, or point of view would be of great benefit to the citizens of Carrollton. I know from experience that transparency and open communication are paramount to gaining the trust of our community and peers.
Carrollton is losing one strong, experienced council member this year and next year we will lose three more council members due to term limits. That is a turnover rate of over 50%. I believe my experience, knowledge, energy and dedication will help bridge that loss of experience.
If elected, I believe my experience, knowledge, energy and dedication will help bridge that loss of experience.
12. What specific experiences have prepared you to serve as city council member? I served on the Carrollton City Council from 2009 to 2015, including as Mayor Pro Tem, and held leadership roles on the Budget and Finance, Transit-Oriented Development, and Judicial Committees.
I have served on the Metrocrest Hospital Authority Board since 2017, overseeing hospital, medical, and related properties. The Authority distributes more than $3 million annually in grants to local health organizations and initiatives, including CFBISD and area fire departments.
I just termed off the Parkland Hospital as a Board Member from 2000 to 2026 and served during Covid. I served on the Budget and Finance Committee, Chair of the Talent Development and Executive Compensation Committee and on the Governance Committee.
During my tenure on Council, we recognized opportunities for the city, and we accomplished many things that helped shape Carrollton’s goal and vision for the future, and I learned so much.
13. What distinguishes you from the other candidate in this race? As a 48-year Carrollton resident, former Council Member, former board member of Parkland Hospital, and current Board Member of the Metrocrest Hospital Authority, my experience and service to the community absolutely distinguishes me as the best candidate for this position. No other candidate has the experience and track record as do I.
14. What do you believe the role of a city council member is: Legislator, visionary, manager or something else? All of the above.
It is the council’s responsibility to ensure that any proposed legislation from the State does not harm Carrollton’s ability to provide for its citizens. There are several current and proposed resolutions that combined could harm Carrollton’s finances.
Carrollton has limited options to shape its future as a landlocked community, but there are pockets of economic development opportunities that must be responsibly managed with a vision for the future. Redevelopment is also key as shopping centers age.
Council is trusted with safety for its citizens, financial responsibility to manage its debt, be transparent, keep taxes and cost of service low as they maintain over four billion in infrastructure that will continue to age.
15. What do you see as the three most important responsibilities of city council members?
● Governance including oversight of key Personnel, Finance and Infrastructure.
16. Have you served on any City of Carrollton boards or commissions, which ones? Capital Improvements, Bond Election Committees and a Non-Profit organization for the Perry Museum that provided project money for certain repairs to the Museum. We also teamed with incredible donors and the City to build the Gazebo on the Perry Museum Property for future entertainment options.
17. What other civic or community leadership roles have you held?
● Metrocrest Hospital Authority – Board Member 2017 to present● Parkland Health Hospital – Board of Manager – 2020 to 2026 (term limits)18. Have you run for public office before? If so, what did you learn from the experience? Yes, I have run for office before, and it is the most rewarding experience and requires strong preparedness and the ability to build consensus.
I was fortunate to be with strategic leaders on council who taught me what true service really means to its citizens and how to provide for a landlocked city with many needs and opportunities and how to think outside the box.
19. How accessible do you think council members should be to residents, and how will you ensure accessibility? I believe being accessible is important. When I was previously on council, I provided my personal cell number and the city email. I will continue to be available in the same capacity.
20. Do you believe Carrollton currently operates with sufficient public transparency? Why or why not? Yes. Carrollton operates with a high level of transparency through live, televised work sessions and council meetings, published financials, and consistent top transparency ratings from the State.
21. What is your vision for Carrollton over the next five years? My vision has been consistent over the 48 years I have lived here.
22. What is the biggest opportunity facing the town right now? Carrollton’s biggest opportunity is continued economic development, particularly around Trinity Mills Station, including office, retail, and residential projects.
Additional development in key areas can add housing, strengthen our tax base, and support long-term financial stability.
23. What is the biggest risk or threat facing the town? Public safety remains a significant concern as Texas continues to address large-scale drug activity and human trafficking. We must also remain vigilant to broader global developments that can impact national and local security.
Current and proposed legislative actions affecting our tax base present a concern.
While I support reducing property taxes, the Legislature is compartmentalizing property and sales tax changes, which could collectively have a greater negative impact on local cities.
24. What are your concerns about DART? The City of Carrollton will move forward with participation in the General Mobility Program (GMP) Interlocal Agreement with Dallas Area Rapid Transit (DART). Over the next six years, allocated funds combined with sales tax revenue are expected to reduce Carrollton’s sales tax participation, while strengthening governance and voting rights for participating cities.
My concern is that the agreement relies on multiple factors to be successful and commits the city to another six-year term before participation can be reevaluated.
25. What kind of city do you want Carrollton to be in 10 years? A vibrant destination that continues to support the diverse community we have.
26. What principles would guide your decisions on property tax rates? We should continue to reduce taxes for our city. Carrollton needs to be proactive and engaged as the state continues to propose Property Tax cuts in the next session.
27. Do you believe Carrollton has a spending problem, a revenue problem or neither? We do not have a spending or revenue problem, but as outlined in my previous answers, there are current and proposed state legislation that could force Carrollton to revise their budgets and cost of services.
28. What is your view on issuing bond debt for major capital projects? Municipal bonds are a way for cities to borrow money from investors to pay for large, long-term, and expensive capital projects - such as building, roads, libraries, or water systems.
Rather than paying the massive upfront cost of a project all at once, the city spreads the cost over 10 to 30 years.
Carrollton has AAA ratings from all major Bond agencies that provide us the opportunity for long term improvements without straining our city finances.
29. What long-term financial risks does Carrollton face? Recent state legislation has already changed how Carrollton’s sales tax revenues are used as the case moves through courts.
Additionally, proposed legislation would further reduce available property tax revenues and could place added strain on city finances. The City will need to continue to talk to State Legislators to help them see the impact on City Finances.
30. What types of business should Carrollton actively recruit? We should continue recruiting businesses that align with the community’s vision including corporations, manufacturing, entertainment, hotels, small businesses, and restaurants.
31. How should the city approach redevelopment of aging commercial properties? The city should continue to invest in redevelopment and partner with aging shopping centers to improve façades and beautify common areas, as has been done by current and previous councils.
33. What is your vision for parks and recreation? Carrollton has done an excellent job fostering a healthy, active community through high-quality parks, trails, and indoor and outdoor recreation options. My vision is to continue supporting and enhancing these amenities by listening to residents and investing in the parks and programs they value most.
34. Carrollton spans multiple counties and legislative districts. How should that shape advocacy and coordination? It is so important to have open communications with the counties and other cities. We may not always have the same desired outcomes for an issue but through that advocacy, over the years we have jointly worked on projects together that have reduced costs. We have had joint purchases that reduce costs, by having larger quantities bought. We have been given County funds towards infrastructure and other initiatives.
This approach united multiple cities to tackle the growing concerns with DART and we now have a plan that we hope will reduce costs over the next six year agreement and provide equitable services.
35. How do you describe your leadership style? My leadership approach would be grounded in long term outcomes, visionary, and servant leadership. These reflect my consistent emphasis on transparency, accessibility, and putting community needs first.
36. How do you handle disagreement with colleagues? I respectfully present my perspective, work collaboratively with my colleagues, and support the final decision and process, regardless of the outcome.
37. Describe a time when you changed your mind after hearing opposing viewpoints. My approach has always been consistent with any meeting I have participated in, deliberate, debate and decide with an eye towards consensus building.
This includes taking input during public comments at meetings and phone calls from citizens that have concerns not only on agenda items but issues in the community. Listening is an important part of any deliberation.
