Mike Song

Long-term financial risks for Carrollton include aging infrastructure, deferred maintenance, rising service demands, and the challenge of maintaining strong city services in a mature, landlocked city. If redevelopment is not handled well, the city could face greater strain without sufficient tax base growth to support it. Another long-term consideration is that state property-tax limits can restrict how much local revenue the city is able to generate,even as costs continue to rise. That is why long-term planning, disciplined budgeting, and responsible redevelopment are so important.

 

30. What types of business should Carrollton actively recruit? Carrollton should actively recruit businesses that strengthen the tax base, create quality jobs, and fit the city’s long-term identity. That includes corporate users, strong local businesses, destination retail and dining, healthcare-related services, light industrial and logistics users in the right areas, and businesses that support innovation and long-term economic resilience. Just as important, recruitment should be guided by cohesive planning, with a focus not only on individual businesses but also on groups of businesses that can support one another through synergy and shared demand. For example, a hotel and convention center can be strengthened by nearby professional office space with a strong employee base, creating a more connected and economically productive environment. Recruitment should focus on quality, compatibility, and long-term value, not just volume.

 

31. How should the city approach redevelopment of aging commercial properties? The city should approach redevelopment of aging commercial properties strategically, especially in light of SB 840, which has created new opportunities for multifamily and mixed-use residential development on certain commercial sites in larger Texas cities. That makes it even more important for Carrollton to be proactive, thoughtful, and disciplined in guiding redevelopment. I support reinvestment that improves aging properties, strengthens the tax base, and adds value to the community, while also ensuring that projects are compatible with infrastructure, traffic conditions, surrounding neighborhoods, and Carrollton’s long-term vision. While redevelopment of aging commercial properties into mixed-use projects can be a positive direction, the city must also evaluate how those changes will affect public safety needs, including police, fire, and emergency service demand. City has a responsibility to lead with planning, balance, and careful consideration of the long-term impacts on residents and city services.

 

32. What public safety challenges do you anticipate in the coming years? One of the public safety challenges Carrollton will face in the coming years is preparing for changing community needs, especially as the average age of our residents continues to rise. As more seniors call Carrollton home, we need to make sure we have the right public safety resources, emergency response capabilities, accessibility, and support systems in place to serve them well. At the same time, the city must continue staying ahead of staffing needs, traffic safety, and the broader public safety demands that come with redevelopment and population change.

 

​33. What is your vision for parks and recreation? Parks and recreation are a major part of quality of life and should serve residents of all ages. My vision is for Carrollton to continue investing in well-maintained parks, trails, family spaces, and recreation opportunities that support health, connection, and community pride. I also believe we should think about how parks and amenities can better serve seniors as well as young families. On a personal note, I would love to see the Carrollton Blue Trail enhanced into a loop, because that would make it even more useful, connected, and enjoyable for residents.

 

34. Carrollton spans multiple counties and legislative districts. How should that shape advocacy and coordination? That reality means Carrollton must be especially strong in regional coordination and advocacy. The city should work closely with county, state, and regional partners to ensure Carrollton’s needs are clearly represented on transportation, infrastructure, public safety, and economic issues. Being divided across multiple counties and legislative districts should not be a weakness if the city is organized, proactive, and consistent in advancing its interests.

 

35. How do you describe your leadership style? I would describe my leadership style as servant leadership and leading by example. To me, leadership begins with humility, listening, and a genuine desire to serve others before serving yourself. When a common goal is clearly defined, people can better understand the bigger picture, work together more effectively, and stay focused on what matters most. I believe a leader’s role is to understand people’s needs, bring them together, communicate clearly, and help move toward practical solutions with accountability. I also try to lead with steadiness and respect, because strong leadership is not about being the loudest person in the room, but about earning trust and helping people move forward together.

 

36. How do you handle disagreement with colleagues? I believe disagreement is a normal and healthy part of good decision-making when it is approached honestly and constructively. I try to handle disagreement by first making sure goals and expectations are clear, because that often helps prevent unnecessary conflict.

 

When disagreements do arise, I listen carefully, stay respectful, and focus on the issue rather than the person. My goal is always to understand other viewpoints, find common ground where possible, and keep the conversation centered on what we are trying to achieve together.

 

37. Describe a time when you changed your mind after hearing opposing viewpoints. In project management and real estate, I have often entered discussions with an initial view, only to change my mind after hearing from engineers, team members, investors, or community stakeholders with different perspectives. For example, on a development project, I initially supported one approach to site planning, but after hearing concerns about access, traffic flow, and long-term functionality, I agreed that a different layout would better serve the project. Those experiences taught me that strong leadership is not about insisting on your first opinion, but about listening carefully, weighing the facts, and being willing to adjust when a better path becomes clear. I believe that kind of humility and practicality is important in public service, and it is something I would bring to City Council.

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