Mom first. Then the résumé.

I have spent my career where ambitious ideas meet real-world constraints. I have led teams inside complex health and technology organizations, advised technology companies and investors, and participated on industry advisory boards—serving as a go-to-market and product management advisor for a prominent venture capital fund. I work at the executive level, but I have never believed the work ends when the meeting does.

Some of my most valuable leadership experience came at a publicly traded health technology company during a period of financial challenges, leadership changes, and restructuring. Circumstances shifted quickly. Information was incomplete. Leaders still had to make responsible decisions and keep moving.

I led a care delivery business that connected patients with healthcare. While the broader organization navigated uncertainty, I kept our team focused—improving margins, strengthening operations, making thoughtful tradeoffs, and preparing for a range of outcomes. We continued serving patients and supporting the providers on our platform so they could deliver the best care possible during a tumultuous time.

That experience taught me a simple lesson: in uncertain moments, people do not need slogans. They need someone who understands the numbers, identifies real risks, asks difficult questions respectfully, and turns decisions into workable plans.

I have seen promising ideas succeed, stall, and fail. I remain optimistic about change but skeptical of easy answers. I want to know the cost, who will implement it, what might get in the way, and how we will know it is working.

I move comfortably between strategy and execution. I can contribute in the boardroom, work with senior leaders and investors, then sit with the people closest to the work to understand what implementation actually requires. I build trust by listening, communicating directly, and staying involved long enough to help turn plans into results.

A school district is a complex organization with a human mission. It has budgets to balance, people to support, buildings to maintain, contracts to manage, and children counting on adults to get the big decisions right. That requires financial discipline, clear accountability, and the willingness to ask hard questions before problems become crises. These are the same skills I have used throughout my career, especially when leading through uncertainty with limited information.

It also means being honest about what the Board can and cannot control. Funding, enrollment, staffing, negotiations, and state decisions all shape what is possible. I will dig into the details, explain the tradeoffs in plain language, and work toward solutions that are educationally sound, financially responsible, and realistic enough to deliver.

I do not come from a traditional education background. My operating, governance, technology, and journalism experience has been forged inside health-tech organizations that deliver human-first services—the same mindset I bring to education. I have seen the clear parallels between healthcare provider burnout and teacher burnout, and I know that the best outcomes for children depend on supporting the educators who serve them every day. That background has taught me exactly where technology can help and where it cannot, and it has made me rigorously objective—able to ask the toughest questions in the room in a way that is direct, respectful, and usually leaves everyone better informed.

I will treat educators as the experts on teaching and learning. Like a product manager who stays close to the voice of the customer, I will visit schools, listen carefully to teachers, principals, and families, and keep their real experiences at the center of every decision. My focus will be on creating the conditions—resources, clarity, accountability, and stability—so the people closest to students can do their best work.