What knowledge, skills, and experiences have prepared you to serve as Pearland’s Mayor?
I believe I am the right person to lead Pearland because I bring a combination of public service experience, financial discipline, and a deep personal investment in this community. For the past 13 years, I have served on City Council working through the issues our city faces every day including traffic, drainage, public safety, utilities, growth, and budgeting. That experience allows me to step into this role on day one with context, strong relationships, and a clear understanding of how to move priorities forward without a learning curve.
As a CPA and small business owner, I understand how to evaluate costs, plan for the long term, and make disciplined financial decisions. I bring both public service experience and private sector perspective, with a focus on careful budgeting, accountability, and protecting taxpayers while planning responsibly for the future.
I have also been actively involved in Pearland’s civic and community life through Leadership Pearland, the 288 Corridor Rotary Club, the Pearland Economic Development Corporation, the Pearland Chamber of Commerce, and the Pearland ISD Education Foundation. These experiences have given me a broader understanding of the people and partnerships that make our city work.
I am proud to have earned the support of our police and fire departments, current and former state representatives, and every current member of City Council. Those relationships reflect trust, even when we have not always agreed.
Most importantly, I believe leadership should be steady, transparent, and accountable. You may not always agree with every decision I make, but you will know where I stand, and you will know I am listening.
How do you see the mayor’s role in a council‑manager system where day‑to‑day administration is led by a professional city manager, and what levers of influence will you use to set policy priorities, build consensus on the council, and hold the manager and staff accountable for results. What specific fiscal priorities and advocacy actions will you pursue to keep taxes reasonable and the cost of living affordable for families?
In a council manager form of government, the mayor does not typically vote, but the role still carries real responsibility. The mayor helps guide conversations, makes sure every council member is heard, and keeps discussions focused on the long term direction of the city. Just as important, the mayor sets the tone for how leadership is carried out.
A big part of the job is building alignment around shared priorities and making sure there is follow through. That means working closely with council, maintaining strong communication with the city manager, and ensuring the organization is delivering results for residents and businesses.
I believe I bring a strong foundation to this role because of the relationships I have built over the past 13 years with both council and city staff. Accountability works best when there is trust, clear expectations, and consistent communication. It is about setting clear goals, tracking progress, and making sure teams take ownership of outcomes.
The mayor also plays an important role outside of City Hall, especially in emergency management and working with regional and state partners. Pearland needs a mayor who can bring people together and represent the city well.
When it comes to taxes and affordability, I believe in being disciplined and thoughtful. We should continue advocating in Austin to protect local decision making so Pearland can make choices that reflect our community. We should pursue a no new revenue rate so the city is not collecting more overall tax revenue from residents year to year. And we should carefully evaluate increasing the homestead exemption to provide relief for homeowners while still maintaining the services people depend on.
At the end of the day, this role is about steady leadership, strong relationships, and making sure the city stays focused on what matters most to residents.
What is your philosophy on using grant funding to advance community priorities — such as expanding public transportation, developing community places, improving emergency‑notification systems, and supporting workforce and resilience projects? How do you balance actively pursuing funding tools available to the city with ensuring those projects are sustainable and deliver clear benefits to residents?
My philosophy on grant funding is simple. If there are outside dollars available to help Pearland move forward, we should pursue them, but only when they align with our priorities and come with a clear plan for long term sustainability. We should be proactive, but also disciplined. The goal is to use grants to strengthen public safety, improve infrastructure, support workforce development, and enhance quality of life, not to chase funding just because it is available.
Grants give us the opportunity to invest in important areas like public safety technology, infrastructure, community spaces, and economic development without adding to the tax burden on residents. That is a smart way to expand what we can deliver as a city. At the same time, not all grant funding is truly free. Many come with ongoing costs, matching requirements, or long term obligations. Every opportunity should be evaluated carefully. Does it solve a real need in Pearland? Can we sustain it after the grant ends? And does it deliver measurable value to the community?
We have already seen how this can work. Pearland has used Community Development Block Grant funds to improve neighborhoods, support families, and address housing needs. We have partnered with neighborhoods to invest in tools like license plate reader cameras that help law enforcement solve crimes. We have also worked with regional partners to secure funding for transportation and infrastructure projects that support long term growth.
At the end of the day, it comes down to being responsible with every opportunity. We should bring resources into Pearland when it makes sense and make sure every project we take on is practical, sustainable, and truly benefits our residents.
Pearland is growing rapidly; how will you ensure the city consistently funds and maintains core services — roads, water, drainage, and public safety — while accommodating new development?
Pearland’s growth is a good thing, but only if we manage it the right way. For me, it starts with making sure our roads, water, drainage, and public safety are always the top priority. Those are the basics people rely on every single day, and they have to come first in every budget and planning decision we make.
We also need to make sure growth is paying its own way. New development should contribute to the infrastructure it requires so we are not putting that burden on existing residents. That means being thoughtful and firm in how we structure those agreements.
At the same time, we cannot lose sight of maintaining what we already have. It is easy to focus on new projects, but if we neglect our existing roads or drainage systems, it will cost us more in the long run. Staying ahead on maintenance is just as important as planning for growth.
We should also continue bringing in outside funding whenever it makes sense. Grants and partnerships can help us take on larger projects without relying entirely on local taxpayers, as long as those projects are sustainable.
And as our city grows, public safety has to grow with it. That means making sure we are keeping up with staffing, equipment, and technology so response times and service stay strong.
At the end of the day, people chose Pearland because of the quality of life here. My focus is making sure we grow in a way that protects that, not puts it at risk.
Pearland spans three counties, has multiple ETJs, and several school districts. Some residents feel divided between older subdivisions and areas west of SH‑288. As Pearland’s Mayor, what specific commitments will you make to ensure every resident feels heard and represented?
That’s a real concern, and it’s something I take seriously. Pearland has grown in a way that can feel disconnected at times, but no one should feel like they are on the outside looking in.
For me, it starts with being accessible and present. It is not just about showing up to meetings. It is about being available, responsive, and creating real opportunities for people to be heard. That means spending time in every part of Pearland, east and west of 288, in older neighborhoods and newer ones, and making sure people know they can reach their mayor.
At the same time, engagement cannot be something you set once and forget. It has to evolve. Traditional town halls still matter, but they do not always reach as many people as we would like. That is why we should continue using different ways to connect, whether that is online updates, small group conversations, or other formats that meet people where they are.
Coordination is also key. Pearland spans multiple counties, ETJs, and school districts, so the mayor has to help bring those partners together. Residents do not see those lines. They just want their city to function well.
This also applies to boards and commissions. That is where a lot of meaningful work happens. We should be intentional about bringing in people from across the city with different perspectives, while staying focused on Pearland’s long term goals.
Just as important, we have to make sure our decisions reflect the entire city so no area feels overlooked.
At the end of the day, this comes down to trust, and every resident feeling heard and represented.
How will you strengthen citywide communication and build community connections so residents feel informed, included, and connected?
That’s a great question, because people do not just want to be heard. They want to feel informed and connected to what is happening in their city.
For me, it starts with clear and consistent communication. Residents should not have to go searching for information or feel like they are the last to know. We need to make updates easy to find, easy to understand, and shared across multiple platforms so we are reaching people where they are.
It also means using a mix of communication tools. Not everyone engages the same way. Some prefer social media, some prefer email updates, and others may tune into a podcast or community event. The goal is to meet people where they are and make it as easy as possible to stay informed.
I also think communication should go both ways. It is not just about pushing information out, it is about creating opportunities for residents to ask questions, give feedback, and stay engaged in an ongoing way.
And just as important, we need to continue building a sense of community across Pearland. That means supporting events, partnerships, and initiatives that bring people together across different parts of the city, so it does not feel divided but connected.
At the end of the day, when communication is clear and consistent, people feel more confident in their city, more engaged, and more connected to each other. That is the kind of Pearland I want to continue building.
What do you see as the city’s main challenges and opportunities over the next three years?
This is a good question, because the next few years are going to matter a lot for Pearland. Unlike many communities in our area, Pearland remains attractive to new residents. We are in a strong position today with a solid financial foundation, strong public safety, proximity to Houston, and great schools.
One of the biggest challenges is managing growth the right way. As we continue to grow, it puts pressure on roads, drainage, water systems, and public safety. If we are not proactive, growth can outpace infrastructure, and that is when residents begin to feel it in their daily lives.
Another challenge is staying financially disciplined while costs continue to rise. We have to maintain strong services while being mindful of the tax burden on families. That takes careful planning and a commitment to making responsible decisions.
We also need to make sure Pearland stays connected as we grow. Different areas of the city are developing at different speeds, and we have to be intentional about communication and investment so no one feels left behind.
At the same time, there are real opportunities ahead. We have the chance to guide growth in a way that strengthens Pearland for the long term by being thoughtful about development and protecting quality of life.
At the end of the day, the challenge and the opportunity are really the same thing. Growth. If we manage it well, Pearland’s best days are still ahead. And in circling back to the first question, I believe that I am uniquely qualified to support these challenges as your next Mayor because I have the demonstrated knowledge, relationships and experience to take Pearland into the future. I hope I can count on your support during early voting on April 20-28, or Election Day on May 2. Thank you for this opportunity.
