Candidate Profiles

I’m passionate about helping Linn-Mar become the academic district of choice. Right now, we’re trending just above average, but I believe with the right leadership and accountability, we can set a higher bar. My professional background has prepared me to lead policy development, apply data-driven decision-making, and hold the district accountable through measurable goals.

I’ve spent over 10 years working in educational technology, helping districts in Texas and South Carolina roll out technology at scale. That work taught me the importance of understanding teacher needs, setting district-wide goals, and ensuring students ultimately benefit. I’ve trained teachers, supported classrooms, and worked long hours behind the scenes to ensure success. This combination of hands-on experience and leadership skills positions me to help Linn-Mar thrive.

I attended the September 22, 2025, board meeting in person and have reviewed past recordings. I was especially drawn to the academic and staffing reports, as well as community engagement. The academic report highlighted a troubling trend: college enrollment among Linn-Mar graduates has dropped from 76% to 67%. I want to better understand why and consult with subject matter experts on solutions.

The staffing report also stood out. With 43% of teachers leaving for other employment or salary concerns, we need to focus on retention. I believe in a “hire to retire” mindset, backed by long-term strategic goals. Finally, I value the strong community presence at meetings and appreciate residents who take time to share their voices.

My top priorities are students, teachers, and academics.

For students, I want to examine the full journey from kindergarten through graduation and into careers, ensuring measurable goals are included in the district’s strategic plan. For teachers, listening and communication are essential. I’d like to see preventative measures like “stay interviews” and teacher voice surveys incorporated into the plan to reduce turnover. Finally, academics must remain front and center. I will challenge us to set high expectations that lead to strong outcomes in reading, writing, math, and STEAM, and I’ll advocate for clear, measurable goals tied to those outcomes.

Linn-Mar has a solid foundation to build on, but we lack the kind of healthy, productive challenge that drives continuous improvement. With the right support and accountability, I believe we can push beyond “good enough” to achieve excellence.

I would approach budget cuts collaboratively by first bringing in subject matter experts to fully understand the fiscal impacts and risks of any decision. In my professional role, I’m responsible for revenue, ROI, and margins, and I know that no single change exists in isolation, it affects every department. I would lead by ensuring everyone understands the “why” behind decisions so that together we can find the “how” and make thoughtful, balanced adjustments.

I support having a 10-year capital plan, it’s consistent with best practices in industry. However, I disagree with the Facilities Advisory Committee meeting only every three to five years. At a minimum, they should meet annually to keep stakeholders engaged and responsive to changing needs.

I strongly support the addition of a new indoor activity space. As a volunteer coach, I’ve seen firsthand the strain on scheduling caused by limited facilities. I’ve also experienced how well-designed spaces, like the Linn-Mar aquatic center, can bring the community together through events like the Marion sprint triathlon.

I want to ensure we’re doing everything possible to set students up for success, not just through graduation, but into careers and beyond. That means embedding measurable goals into the strategic plan and ensuring alignment from the superintendent to principals, teachers, and ultimately students. My goal is to provide a clear vision, supported by my professional experience and passion as a parent, to help every child prepare for the future they choose.

Responsiveness starts with listening and clear communication. I will be open and transparent, ensuring people know where I stand and, when necessary, directing them to the right resources. A well-communicated vision builds trust, and I intend to lead with that principle.

Yes, student and teacher safety must always be a priority. As a board member, I would support ongoing evaluation of policies while giving the superintendent the flexibility to continuously improve safety measures. Safety is not a one-time effort; it requires consistent attention and adaptation.