Candidate Profiles

Growing up in Linn County gave me opportunities that I now recognize as the foundation for much of my success. I believe it’s my civic responsibility to give back—both for my own son and for all families in our community—by working to ensure our public education system serves every child well.
I currently serve as president of Cedar Valley Working Families, a nonprofit focused on advocating for the issues most important to working families, including economic fairness. I believe education is one of the most powerful tools we have to create economic opportunity and equity for future generations.
Beyond advocacy, I stay actively engaged in our community. For the past three years, I’ve coached my son’s YMCA soccer team, and I’m committed to being a hands-on, supportive presence wherever I can make a difference.

Since moving to the district in 2022 from Cedar Rapids, I’ve made it a priority to stay informed about school board activities—initially by watching meetings online and keeping up with issues relevant to my family. More recently, I’ve begun attending meetings in person to deepen my understanding of the decision-making processes and to be more directly engaged with how our schools are governed.

Before outlining specific priorities, I think it’s important to acknowledge that no individual school board member works in isolation. This role is not about advancing personal agendas or pet projects. It’s about collaboration — working together as a board to make decisions that serve the best interests of Linn-Mar students, families, and staff. With that in mind, my top three priorities are: students, teachers, and families.
1. Expanding pathways for students:
As a former chef and volunteer with the ProStart program, I’ve seen firsthand the value of career and technical education. Not every student’s path leads to college, and that’s okay. Linn-Mar has already taken great strides in offering alternative pathways, and I want to support and expand these efforts — ensuring every student has access to high-quality programs that match their goals, whether academic, technical, or vocational.
2. Fiscal responsibility that supports working families:
Families across our community are facing increased financial pressure, and the district must be mindful of that. I believe we can maintain Linn-Mar’s high standard of education by making smart, long-term financial decisions — not just looking for short-term savings, but investing in solutions that reduce future costs, especially in areas like maintenance, renovation, and infrastructure.
3. Transparency and trust with the community:
The board has made real efforts to explain its decisions and priorities, and that deserves recognition. Still, some in our community feel unheard. That’s why I’m committed to being accessible, open, and responsive to families across the district — not just during election season, but every day I have the privilege to serve.

One of the district’s greatest strengths is its leadership. The board is made up of intelligent, dedicated individuals who are genuinely committed to doing what they believe is best for Linn-Mar students. That level of care and intention is a powerful asset.
If there’s a weakness, it lies not in the board’s efforts, but in the difficulty of building broader consensus within the community. In today’s political climate, achieving unity is a challenging — and perhaps even unrealistic — goal. Still, I believe it’s something worth striving for. When the community has confidence that the board is acting in the best interests of students — and feels heard and respected in the process — it opens the door to healing and rebuilding trust in a time when division has taken a real toll.

School budgeting is far more complex than many realize. The board operates within strict legal and regulatory frameworks that determine how funds are allocated, what must be funded, and which dollars can be used for which purposes. Because of this, any conversation about cuts requires a deep, nuanced understanding of the budget — and a thoughtful, strategic approach.
If faced with the need to make reductions, I would advocate for a holistic review rather than targeting any single area. The goal should be to maintain balance across the system and protect the programs and services that directly impact student success. This isn’t the same as managing a business profit-and-loss statement — we’re dealing with children’s education and futures, and decisions must reflect that responsibility.
Above all, I would work with fellow board members, district staff, and the community to make decisions rooted in transparency, long-term thinking, and a shared commitment to our students.

I support the district’s facility master plan and appreciate the forward-thinking decisions it reflects. One key strength of the plan is its recognition that when enrollment reaches around 2,800 students, there will likely be a need for a second high school. The district is thoughtfully monitoring enrollment trends, economic conditions, and other variables to ensure this plan remains responsive and flexible.
What I especially value is the balanced approach the plan takes—not only addressing immediate capital needs like technology upgrades and annual preventative maintenance but also anticipating long-term growth by planning a decade in advance for a potential second high school. This proactive planning is essential to avoid rushed decisions and to provide the best facilities for our students well into the future.

Personally, I do not have any specific curriculum concerns. However, it’s essential that school board members remain accessible and open to hearing concerns from the community. In today’s public discourse, topics like DEI, sex education, and critical race theory often become focal points, sometimes leading to misunderstandings or exaggerated concerns given the limited time these subjects actually occupy in the school day.
I believe the best way to address these concerns is through open dialogue—listening carefully to parents and community members and then providing clear, accurate information about what is actually being taught in our schools. Transparency and education are key to building trust and ensuring everyone understands the intent and content of our curriculum.

In today’s world, email is an essential tool for clear and timely communication. I am committed to promptly responding to emails from parents, teachers, and district staff with their questions or concerns.
Additionally, the board already schedules regular visits to schools, and I will make it a priority to attend these visits to connect directly with students, staff, and families. Beyond formal settings, I’m an active member of the community, and I want people to feel comfortable approaching me in everyday life as well.
The public can expect open, respectful, and consistent communication from me, whether through email, in-person conversations, or community events.

The district has already made important strides to enhance safety through its 10-year capital plan and other initiatives aimed at protecting students and staff. These local efforts are vital and demonstrate a strong commitment to creating a secure learning environment.
That said, I believe that school safety is also significantly influenced by broader factors beyond the local community’s control, particularly around gun violence. I support common-sense gun reform measures that can help reduce risks and make our schools—and communities—safer overall. Encouraging and advocating for these measures is an important part of ensuring the long-term safety of our students and teachers.