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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. How long have you lived in Carrollton, and how has that shaped your connection to the city? 33+ Years
11. Why are you running for city council, and why now? Seeking Re- Election for Mayor of Carrollton – my work is not done.
12. What distinguishes you from your opponent? Proven; Experience; Results – Having Served the City on City Council (2014-2022); Mayor (2022-Present)
13. What does the role of mayor require that is different from a city council member? The Mayor is the senior elected official for the City, is the voice of the City and sets the Agenda for Council consideration as it sets Policy, Funding and Oversight.
14. How many council meetings have you attended or watched in the last year? I Missed one Council Meeting by design to allow Mayor Pro Tem lead the Meeting.
15. Have you run for public office before? If so, what did you learn from the experience? Experience with Elections from 2014-Present.
16. What leadership experiences have prepared you to work with a city manager form of government? As a Corporate Executive and Chief Financial Officer, my experience on Boards of Director and in working with BOD’s since 1995 in an Executive manner has prepared me to provide guidance and mentorship to a City Manager – the Chief Administrative & Operating Officer of the City.
This experience has served me well on City Council and as Mayor since 2014 with City of Carrollton.
17. What do you see as the three most important responsibilities of city council members? By Charter, the City Council’s chief responsibilities include:
1. Managing the City Manager, City Attorney and City Judge;
2. Setting the Tax Rate and Approving Budget;
3. Setting the Priorities and Goals of the City.
In practice, City Council members and Mayor are responsible to:
1. Keep our Community, Citizens and Visitors Safe, through Public Safety-minded Policies and Priorities as executed by City Manager, Staff and Police/Fire Command Staff;
2. Be Prepared – doing homework and research of issues on the Council Agenda;
3. Attract and Retain a Qualified Motivated Staff – through policies and oversight of the City Manager;
18. How do you describe your leadership style? As Mayor, prior Councilmember and various leadership roles, I have been described as a Collaborative Leader that solicits input from our City Council and Staff to ensure the Responsibilities above are enacted and approved by Council Agenda actions.
Walking the Talk and being engaged in Community to ensure the pulse of the Residents is heard and vetted.
19. How do you build consensus among council members with differing viewpoints? Consensus starts with mutual respect and trust.
As Mayor, I work closely with Councilmembers to understand their priorities and commitments to constituents to ensure Council Goals and Agenda’s are structured to help them be successful.
20. How do you handle public criticism? One of the biggest lessons learned in Elected Public Service is to understand that we cannot please everyone.
I have grown to appreciate alternative views, and recognizing that we can agree to disagree.
Where disagreement exists and criticism ensues, I have faith that the perpetrator is coming from a viewpoint that differs from mine, but generally grounded on trying to do what they feel is best as well.
21. What is your vision for Carrollton over the next five years? As Mayor, we will continue to ensure ‘Carrollton is the Community that Families and Businesses want to call HOME.’
I will focus on my #CarrolltonPRIDE campaign, focused on Public Safety; Redevelopment/Renaissance; Infrastructure; Diversity and Economic Development – to deliver against the Carrollton Vision.
22. What is the biggest opportunity facing the town right now? As a City, Carrollton’s biggest opportunity is to continue to attract investment and growth through Corporate Centers, Valwood Logistics Center and Redevelopment of older facilities.
Economic Development and Redevelopment ultimately grows the local economy through job creation, investment and thus shifts the burden of paying for Core Services and Infrastructure from Residents to Corporate/Commercial tax payers.
23. What is the biggest risk or threat facing the town? Carrollton and many other Cities face budgetary risks given Legislative priorities which while motivated for good reasons, could have unintended consequences of significantly reducing City funds for Public Safety, Core Services and Infrastructure.
State Legislative efforts to shift Sales Tax distribution from a Sourcing to Destination model would shift $4-6M from City revenues to rural communities – a Robinhood approach.
Additionally, simultaneously circumventing local control with respect to artificial caps where Carrollton has reduced tax rates for twelve straight years could compound potential budgetary concerns as Interest Rates and Inflation persist.
I am on the record with Legislators and Governor Abbott as raising my hand as a Local Control Mayor to collaborate for a mutually beneficial change to funding approaches.
24. What role should the mayor play in regional transportation and mobility partnerships? As Mayor, I have taken an active role in addressing transportation and mobility planning and partnerships through my seat on the Regional Transportation Council – the Governor’s appointed Metropolitan Planning Organization (MPO) policy board for the 13 counties of North Central Texas.
Carrollton has had a leading influence and position of leadership in resolving Transit issues of Funding and Governance with DART as well as the Region’s Transit 2.0 policy subcommittee to ensure population increases from 8M to 12M in the region is addressed.
25. What is your biggest concern about DART? DART issues over the past three Legislative Sessions have culminated in local resolution via Governance Resolutions (ensuring all cities have a seat and pro-rated vote and no city has simple Majority control of Board) and Funding Interlocal Agreements – intended to provide a path to 25% reduction in costs to municipalities over a relatively short horizon.
Ensuring such changes are codified into State Law (Chapter 452 of the Transportation Code) by State Legislators during the next Session will be critical actions to ensure near-term and longer-term fiscal responsibility.
26. What kind of city do you want Carrollton to be in 10 years? This last year, the Council and I launched a Vision 2040 plan, hearing from the community residents, which articulates what I want Carrollton to be in 10-15 years.
This Vision plan is published on the City Website at: https://www.cityofcarrollton.com/government/city-council/destination-2040
27. What principles would guide your decisions on property tax rates? My core principles include Transparency, Fiscal Responsibility and ensuring Optimal delivery of Core Services to keep the Community Safe.
This, coupled with my Budgetary Expertise from both Public and Professional career, have helped the City to Reduce the Tax Rate for 12 consecutive years, Increase the Senior and Disabled Exemption for 4+ straight years, increased Public Safety Staffing and resourcing, and Increasing Infrastructure Investment to $100M+ per year for 3+ years in a row (3X Average since CY2000) and reduce debt reliance through Pay-Go funding.
All this has ensured Carrollton is AAA rated (Highest Rating) by S&P and Fitch.
28. Do you believe Carrollton has a spending problem, a revenue problem or neither? Carrollton financial position is AAA-Rated with a 6-Star Rating (highest possible) from the Comptrollers Transparency Award program (last 2 stars awarded in 2025 and all 6 Stars during my tenure on City Council and Mayor).
29. What is your view on issuing bond debt for major capital projects? Bond Debt is a fiscally responsible approach and one the State Property Tax caps for Maintenance & Operations encourages – to ensure tax burden and asset benefit is balanced to use over time.
30. What long-term financial risks does Carrollton face? Carrollton is in excellent financial position relative to peers, however risks include Inflationary, Legislative (Sales Tax Robinhood and Local Control pre-emption as to budgets) and macroeconomic risk to Capital Investment underwriting of developments within the city. Carrollton will continue to leverage fiscally conservative budgetary practices to ensure budgets are inherently mitigated as to Risk.
31. What is the biggest redevelopment opportunity in Carrollton? The www.TrinityMillsStation.com is currently in Phase I-a of a multi- phase development for mixed use (Live-Work-Play) as a catalyst project fueling a Renaissance at PGBT/IH35 Interchange.
This Re- development, coupled with a similar New Development at PGBT & NTTA/Midway Rd represent two multi-billion dollar developments with current progress, complementing other developments and HEB Development in the north side of the city.
32. Under what conditions should the city offer economic development incentives? The City leverage all tools in the toolbox to compete for Corporate Relocations, New Investment and fuel to the local economy – including Job creation grants, partial Incremental Property Tax Abatement under 380 grant programs.
As a DART member City, we compete with other 4a/4b cities that are able to leverage Sales Tax incentives that are not available to Carrollton.
Applying an ROI-based philosophy for all Incentives is the approach Carrollton has exercised during my tenure on Council and Mayor (since 2014).
33. What public safety challenges do you anticipate in the coming years? Carrollton was down 25 Police Officers when I was first elected Mayor in 2022, we are now fully-staffed in both Police & Fire-Rescue Departments.
Carrollton currently has Record Low Crime, Record Fast Response Times and Arrests are up.
We will continue to prioritize Public Safety to navigate regional issues from that cross-borders to ensure bad-actors are investigated, Arrested and Prosecuted. Additionally, Carrollton will continue to partner with Metrocrest Services to ensure Homeless and Transients are compassionately assisted through case-workers for temporary shelter, job training and financial coaching for those in need and leverage longer term resources from Dallas, Denton and Collin County funded programs.
34. What is your vision for parks and recreation? Carrollton City Council adopted our Parks Master Plan and Trail Master Plans in my first term as Mayor and can be found on our City Website as follows:
Additionally, I have assigned our City Councilmembers as Liaisons to both CFBISD and LISD; Dallas Regional Mobility Coalition, North Texas Workforce Commission, Metrocrest Chamber of Commerce and Metrocrest Services.
Through outreach and involvement, Carrollton has been able to leverage Grants (all levels), Programs and Collaborative Resources throughout the region – across all three Counties.
36. How do you handle disagreement with colleagues? Mutual Respect and Trust are the basis of colleague relationships.
As disagreements arise, I encourage the parties to meet and clear the air or offer mediation to clear impasse when it occurs. Ultimately, it’s acceptable to “agree to disagree,” with the understanding that colleagues also are approaching issues from a different perspective, with the same motivation of doing their best for the community.
37. Describe a time when you changed your mind after hearing opposing viewpoints. The benefit of having such a wonderful City Council and Staff, is I learn from them everyday.
I feel surrounded by professional colleagues that are smarter than me and teach me in every interaction.
I have had many situations on Land Use, where my perspective has grown based on input from Staff, Councilmembers and Public Testimony – thus always encourage Council to be prepared by doing homework on all Agenda Cases/Items, but to keep an open-mind prior to a vote.
38. What measurable outcomes would tell voters you were successful at the end of your term? Results-Oriented Experience across my #CarrolltonPRIDE Initiatives include:
P - Public Safety
