Please list your top 3 priorities if elected.

My platform centers on three interconnected priorities:

First, driving academic achievement and investing in our educators. That starts with collaborating with the board and superintendent to set transparent, measurable goals. We must continue strengthening our graduation pathways while ensuring we recruit and retain top-tier teachers to lead our classrooms.

Second, delivering exceptional district programs through responsible fiscal management. I am committed to making sure taxpayer dollars are used efficiently, living within our means while expanding community partnerships, and maintaining robust before- and after-school programming for our families.

Third, supporting the safety, health and well-being, and culture of our schools. We will continue prioritizing safe physical environments, actively measuring the impact of our mental health support systems, and listening to our parents and staff through annual survey feedback to continuously improve school climate.

What do you see as the most pressing issue facing your district? What will be your approach to addressing it?

The most pressing issue facing our district is maintaining long-term financial stability and academic excellence in the face of reduced state educational funding.

My approach is to maintain strict fiduciary oversight so the district lives within its means.

(MSDLT) has done a phenomenal job of balancing the operational budget without asking homeowners for an operating referendum tax increase. I will continue to prioritize strategic budgeting, protect our classroom dollars, and ensure we maximize every state dollar before ever considering turning to our local taxpayers for additional funds.

What area of academics do you think the district needs to focus on and why?

To drive real student achievement, our focus must center on growth at key transitions: building strong early literacy foundations and ensuring 9th-grade pathway completion.

Indiana’s updated accountability model aligns perfectly with this goal by looking beyond single test scores to evaluate continuous progress, attendance, and true post-secondary readiness. By equipping educators with early, data-driven interventions and broadening high school career pathways, we ensure no student falls through the cracks between kindergarten and graduation. With strong existing programs and continued investment in state-of-the-art facilities at the McKenzie Center for Innovation & Technology, MSDLT is primed to lead the way.

How will you engage with the community if elected? What role will their feedback have in your decision making?

I view community engagement as an ongoing conversation. My role is to represent the people who place their trust in our school system, which requires proactive outreach to students, parents, teachers, district staff, and taxpayers.

Feedback from our stakeholders serves as the foundation for the board’s three primary responsibilities: maintaining strong fiscal accountability, shaping responsive district policies, and holding district leadership accountable to our shared goals. Before voting on major policy updates or financial decisions, I prioritize seeking out diverse perspectives, especially from those most directly impacted, so our school board reflects the community it serves.

Administrator pay has often been a point of contention between school board members. What are your thoughts on the amount the district spends on administrators, which includes principals and assistant principals, and how would you strengthen public trust in district administration?

When I first joined the school board, I questioned administrative compensation. But through my experience on the board, my perspective has evolved because I’ve seen the reality: you get what you pay for.

Our principals, assistant principals, and district leaders don’t work 40-hour weeks. They are in our buildings long before the first bell, navigating complex student needs, supporting teachers, and spending countless evenings and weekends managing athletics, fine arts, and community events. Compared to executive leadership roles in the private sector requiring similar hours and levels of responsibility, public school administrators earn far less; yet they hold the safety and academic future of thousands of children in their hands.

However, maintaining competitive pay requires maintaining public trust. We strengthen that trust by focusing on radical transparency. We must communicate clearly with taxpayers about how administrative oversight protects our more than $200 million operational budget, keeps our schools safe, and prevents costly operational mistakes; all while maintaining balanced budgets without asking property owners for an operating referendum.