League of Women Voters Online Voter Guide Questionnaire

I submitted the following responses on March 18th to the request I received from the League of Women Voters.

Unless otherwise noted (like masking email addresses), what follows is what I submitted to them, word for word.

QUALIFICATIONS: What qualifies you to serve on the School Board?

My wife Stephanie spent 30 years in CFBISD as a teacher, administrator, and principal at Newman Smith High School. I have lived this district's wins and struggles at our kitchen table for three decades. Professionally, I bring 25+ years of technology consulting leadership, managing organizations with over $150 million in revenue. I know how to read a budget, ask the right questions about where money is going, and hold leadership accountable for results. I completed a post-graduate program in AI and Machine Learning at the University of Texas at Austin. I combine the financial and operational rigor of a business executive with the insider understanding of a family that has been part of this district for a generation. CFBISD faces a budget crisis, declining enrollment, and a community that has lost confidence in its board. Those are governance problems, and solving them is what I have done professionally for my entire career.

TEACHER PAY: Discuss you approach to attracting and maintaining quality teachers and staff while dealing with budgetary constraints.

Teacher compensation is the last place you cut, not the first. The people in front of students every day are the foundation of this district. To attract and retain quality teachers, the board must protect classroom pay in every budget cycle, benchmark against peer districts, and cut central administration before touching campus staff. Beyond pay, teachers need a board that listens, a central office that supports them, and conditions that make them want to stay. My wife spent 30 years in this district. I know what it looks like when educators feel supported and when they don't.

VOUCHERS: Is your district experiencing changes in enrollment due to the availability of vouchers that fund private school cost?

CFBISD is experiencing declining enrollment driven by demographics and charter competition. The Texas ESA program does not launch until 2026-27, so no district has hard data on voucher impact yet. What we do know is the math. Every departing student takes per-pupil funding but fixed costs remain. Over 70% of ESA applicants are families already in private schools. This was sold as rescue. Early data says subsidy. CFBISD must prepare now for the pressure coming. I have and continue to be against vouchers, especially the way that the politicians went about getting them passed.

ATTENDANCE: Is attendance in your district increasing or decreasing? Does this put pressure on your district's ability to provide the expected level of service?

Enrollment in CFBISD is declining. The district's demographer reported diminishing enrollment driven by lower birth rates and economic trends. The district closed four campuses in 2025 after carrying nearly 10,000 empty seats. This directly pressures services because Texas funds schools based on Average Daily Attendance. Fewer students means less funding, but fixed costs of operating buildings, staffing, and programs do not shrink proportionally. This is the math behind the consolidation decisions already made. When students leave for charter schools, the district's recapture liability can actually increase because property wealth per student rises while entitlement drops. The district loses the student, loses the funding, and owes more to the state. CFBISD must play offense by becoming a district families actively choose through strong academics, expanded CTE programs, and a story worth telling.

STANDARDS OF BEHAVIOR: What policies, procedures and guidelines would you support to protect students and employees from discrimination?

Every student and employee deserves to feel safe, respected, and valued. The district should enforce clear, consistently applied policies against discrimination and harassment with transparent reporting and accountability mechanisms. Policies must comply with federal and state law and be communicated clearly to students, staff, and families. Enforcement matters more than language. The best policy in the world is worthless if people do not trust the process to address violations fairly and promptly. The board's role is to ensure those policies exist, are followed, and are reviewed regularly.

OTHER ISSUES: What other issues of importance do you intend to address during your term?

Fighting for adequate state funding. Texas underfunds public education and the voucher program diverts taxpayer dollars to private schools with no accountability. I will advocate alongside other districts to demand the legislature increase per-pupil funding. Locally, I will push for transparent multi-year financial planning, benchmark spending against peer districts, and ensure our bond is managed with discipline. I want CFBISD telling its story better. We need families, teachers, and students excited about this district so enrollment trends reverse and families choose us.