Current Board of Trustee, Education Foundation 10 years, AMCHS PTO, Tiger Club, Numerous committees as board rep.

Volunteer at Chrissys Closet, Participated in Campus Improvement for CSISD through Young Mens Service League, Junior League Sustainer. Partner with CSISD Education Foundation.

Young Mens Service League, Brazos Valley Crusaders, Chi Omega, A&M United Methodist Church.

My current term on the CSISD Board has given me hands-on experience with the issues that matter most to families and staff, from navigating budget transparency and staff compensation decisions to improving student outcomes for all of our kids. That experience means I can hit the ground running rather than spending a term learning the basics.

As a co-owner of Pride Cleaners, a family business we've run for 32 years, I bring practical financial literacy, deep small-business experience, and a long track record of making sound, accountable decisions, skills that translate directly to responsible stewardship of taxpayer dollars and district budgets. I'm also a CSISD parent with a son at A&M Consolidated High School, and a 2021 graduate, and an alum myself so I see district decisions through the eyes of a family living them day to day, not just from a policy perspective. Combined with my volunteer work through the Young Men's Service League, Brazos Valley Crusaders, National Charity League, and Chi Omega I've stayed closely connected to our community's needs and values. Together, these experiences let me bring both institutional continuity and a genuinely local, parent's-eye perspective to the board, continuing to champion the things I've already helped move forward: rising TEA accountability ratings, competitive teacher pay, CTE expansion, and strong fine arts and athletics programs.

The Board of Trustees is responsible for setting the district's vision and long-term goals, then holding the superintendent and administration accountable for achieving them. Our core duties include: Adopting and overseeing the annual budget and ensuring taxpayer dollars are spent responsibly and transparently. Hiring, evaluating, and if necessary replacing the superintendent, who in turn manages day-to-day district operations. Setting policy on everything from curriculum standards and graduation requirements to student discipline and safety protocols. Approving compensation plans and working to ensure competitive teacher and staff pay so we can recruit and retain great educators. Overseeing facilities planning and capital projects, including bond elections. Serving as a link between the community and the district, listening to parents, staff, and taxpayers and representing their interests in board decisions.

At the center of all of this is one responsibility that outweighs the rest: improving student outcomes. Every budget decision, every policy vote, and every hire ultimately has to be measured against whether it moves the needle for kids in the classroom. That means closely monitoring academic performance and TEA accountability ratings, ensuring students at every campus and in every program have access to rigorous coursework, strong CTE pathways, and support services that meet their individual needs. It means making sure improvements in teacher pay translate into better retention of high-quality educators, because student outcomes are inseparable from teacher quality. And it means recognizing that outcomes go beyond test scores, including fine arts, athletics, and extracurricular achievement, like our girls soccer state championship, because a well-rounded education is part of what prepares students for success after graduation.

Ultimately, the Board's job is governance, not management: setting direction and holding the district accountable while trusting the professional staff to execute, always with student outcomes as the driver. My focus has been making sure that governance is transparent, fiscally responsible, and genuinely centered on what's best for our kids.

Setting high academic expectations and monitoring progress, using data like MAP and TEA accountability ratings to ensure every campus is meeting the mark and to identify where additional support is needed. Investing in teacher quality and retention so that we have a great teacher in every classroom. That means fighting for competitive, sustainable pay so CSISD can recruit and retain excellent educators rather than lose them to neighboring districts. Expanding pathways beyond the traditional classroom, including growing our CTE programs so students graduate with real-world skills and options, whether they're headed to a four-year university, a technical career, military service, or straight into the workforce. Supporting the whole student, approving budgets and policies that sustain strong fine arts and athletics programs, recognizing that achievement outside the classroom builds the confidence, discipline, and belonging that carry over into academics and life. Ensuring safe, well-resourced campuses, through facilities planning and budget decisions that give students and staff the physical environment they need to focus on learning. Listening to the community, staying connected to parents, teachers, and students so that the Board's decisions reflect what's actually happening on campuses, not just what's on paper.

Making sure every vote we take, on budgets, staffing, policy, and priorities, clears the path for student success

Rising academic accountability. Our improving TEA accountability ratings reflect real gains in classroom outcomes and show that our academic strategies are working. Recent teacher pay raises have helped CSISD in our effort to stay competitive with neighboring districts, which is essential to recruiting and retaining excellent educators. Our expanding CTE programs give students real pathways into skilled careers, technical fields, military service, and beyond, not just a traditional four-year college track. Noting that academics are not all that drive some kids to school CSISD provides a well-rounded student experience. Our fine arts and athletics programs consistently produce standout achievements, giving students opportunities to excel and build confidence outside the classroom. Deep community partnerships. Our business and community school adoption partnerships connect campuses directly with local organizations willing to invest time, resources, and mentorship in our students, strengthening the bond between CSISD and the broader College Station community. A strong CSISD Education Foundation. The foundation's ongoing fundraising and support gives teachers and campuses access to resources beyond what the standard budget allows, fueling innovation in the classroom, and scholarships for students.

As a trustee, I'd continue to foster these strengths by keeping budget decisions aligned with what's actually moving the needle on accountability ratings, pushing to keep teacher compensation competitive year over year rather than letting it slip, and continuing to invest in CTE expansion so more students graduate with real options. I will stay visible and accessible in the community so decisions are shaped by direct input from parents, teachers, and students, not made in a vacuum.

Declining enrollment is putting pressure on our budget. This is not specific to our district but a trend nationwide. Because Texas school funding is tied directly to average daily attendance, enrollment declines translate directly into lost revenue, even as fixed costs like facilities and staffing stay largely the same. I have personally spoken with our representative Paul Dyson about trying to change this funding mechanism specifically. Addressing this means being proactive about what makes CSISD a district families choose to enroll in and stay in, strong academics, competitive teacher pay, robust CTE and fine arts and athletics programs, while also being disciplined about right-sizing budgets and staffing to match actual enrollment rather than projections. Our new out of district transfer policy is an attempt to combat this and I will continue to promote this.

State funding hasn't kept pace with rising costs. Texas's per-student funding formulas have not kept up with inflation or the cost of competitive compensation, which puts pressure on every local budget decision. Locally, we have to keep advocating at the state level for updated funding formulas while continuing to run a lean, transparent budget that prioritizes the classroom first.

Teacher recruitment and retention remain competitive. Districts across the region are competing for the same pool of quality educators. We've made real progress with recent pay raises, and I'd continue prioritizing competitive compensation and strong working conditions so CSISD remains the district teachers want to stay in, not just start in.

Closing the gap for underperforming students. We still have real work to do to make sure every student, regardless of campus or background, is meeting or exceeding grade-level expectations. What's encouraging is that we're finally starting to see measurable progress in this area, reflected in our improving TEA accountability ratings, but progress isn't the same as arrival. As a trustee, I'd continue pushing for targeted, data-driven interventions and support programs that keep this momentum going rather than letting it stall.

My approach to all of these has been the same: stay transparent with the community, be disciplined with the budget, and keep every decision anchored to what actually benefits students and staff.