21. How do you handle public criticism? Public criticism is part of leadership, and I believe strong leaders surround themselves with people who are willing to give honest feedback, not just agreement.
We need a culture where different perspectives are welcomed and where people feel comfortable speaking up, because that’s how you improve. When residents or colleagues raise concerns, I listen carefully, look at the facts, and take it seriously.
If there’s a better way to serve the community, I’m willing to adjust. For me, leadership isn’t about being surrounded by yes-men, it’s about building a team that’s always pushing to do better.
22. What steps would you take to build public trust? Building public trust starts with transparency, engagement, and accountability.
First, I would make our budget clearer and more accessible, including full transparency on bonds, so residents don’t have to dig to understand where their money is going or what they’re committing to long term.
Second, I would expand meaningful public input before major decisions through town halls, online tools, and proactive outreach, not just formal hearings.
Third, I would bring real transparency to ongoing projects. Residents should be able to see what’s in progress, when it will be completed, and how it’s tracking. Think of it like a progress bar for city projects, so people aren’t left guessing.
Finally, I would set measurable goals and report on them regularly, so residents can clearly see whether we’re delivering on our commitments.
Trust is built when people can see what’s happening, understand it, and hold their leaders accountable.
23. What is your vision for Farmers Branch over the next five years? Over the next five years, I want Farmers Branch to be a city that is more accountable, more efficient, and trusted by its residents and partners.
It starts in year one by setting clear goals and measurable KPIs, and holding ourselves accountable to delivering real results.
