Lead with Discipline The Select Board loses opportunities when we act tactically rather than strategically.  We need to ensure that we do not get into the weeds on issues and instead create a calendar of important events where we offer guidance and generate important actions, like Town Manager and committee check-ins, then have the discipline to stick to that schedule and follow through accordingly.

Lead with Focus  Simply put we have more things we could do than we can do.  We need to focus on what matters most to our entire community to ensure that we expend taxpayer dollars wisely.

Financial Management

I will support the Town’s effort to develop a long-term plan that responsibly funds the operating and capital budgets and delivers consistent results for residents. 

Rail Trail Development

Ongoing, enthusiastic advocacy to advance the design and construction of Phase 3A of the Bruce Freeman Rail Trail to make the connection to Framingham. This is our opportunity to champion smart economic development and widespread community connections thanks to the rail trails.

Policy Review –The recent joint Capital Night meeting (Select Board, FinCom, CIAC, Town) revealed lack of clear understanding and adherence to Sudbury’s Financial policy.  The Select Board sets Policy that drives administration through Town Manager and other agreements (LSRHS agreement with Lincoln). Best practice includes regular policy and procedures review with timely, appropriate updates.

Oversight- To effectively set policy and strategic planning, progress and performance monitoring is required. The Select Board ensures town government is responsive to and reflective of community needs and values through initiating legislative policy (town meeting warrant articles) and advocating for Sudbury’s success with state legislators.

Priorities are to uphold the Committee’s responsibility to Sudbury residents by 1) working towards building a sustainable operating budget; and 2) amplifying learning outcomes for all students by delivering a quality education while fostering social-emotional well-being.

These efforts require collaboration, subcommittee work, smart budgeting, and open communication with SPS and the community at large to understand concerns and predict future needs. Specific issues include equity of student experience across schools, access to after-school care, class size concerns, and oversight to ensure curricula and instruction provide an appropriate level of challenge to advanced learners and students requiring more support.

Bringing a unique skill set of business strategy and educational insight, from being CEO of EdTech companies, founding board member of a network of charter schools, professor, and teacher, I approach challenges with an innovative, data-driven mindset.  Recognizing the need for informed decisions, I would first conduct a comprehensive analysis of student achievement, finances, past decisions, and community insight to identify and prioritize critical issues.  I would then advocate for optimal allocation of resources, equitable implementation of policies, and assessment of effectiveness of educational initiatives, to maximize success for all learners and drive continual improvement throughout SPS.

My top priority is providing all students with the highest quality educational experience, with a keen focus on students’ academic achievement and overall wellbeing. I am committed to prioritizing high-quality education, while also considering the impact on taxpayers and optimizing our resources most effectively for students. Leveraging my extensive financial background as a Chief Financial Officer, I will ensure that Sudbury residents have trust in the allocation and expenditure of funds that have been provided to the Sudbury Public Schools. 

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The position of Moderator, which begins with the election, has two primary responsibilities:  appointments to the Finance Committee and running Town Meeting.  If elected, I will seek qualified applicants for Finance Committee for open positions.  In addition, I will begin to prepare for the upcoming Annual Town Meeting.  I will continue to explore opportunities for expanded attendance/participation at Town Meeting.  This is an ongoing discussion at the Massachusetts Moderators Association, of which I am an active member. 

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The Board of Assessors implements the Senior Means-Tested Real Estate Tax Exemption.  The Board is required to review exemption applications and conduct an asset analysis to determine whether applicants have “excessive assets that place them outside of the intended recipients.”  I will continue to implement this program as intended by our voters, and will ensure that our seniors are educated about the availability of this exemption.

Another important responsibility of the Board of Assessors is to review discretionary needs-based abatements.  I will always ensure that our citizens most in need are granted discretionary abatements on a fundamentally fair basis. 

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An increase in extreme weather related events has necessitated the need to be prepared should an event directly impact Sudbury. The Fairbanks Community Center, equipped with a back-up generator, serves as our shelter site offering residents accommodation and phone charging stations. There still needs to be plans for food distribution, if warranted, depending on the situation.

Opioid- related deaths in Massachusetts exceeded 2,300 between October 2022 and September 2023. Undoubtedly there is someone we know who has been affected either directly or indirectly. I would like to address this issue within town through upfront and earnest discussion.

The Athletic Field Assessment and the Open Space and Recreation Plan are intertwined as they both address the community's current athletic and recreational needs, goals, and resource conditions. Updating the Open Space and Recreation plan is essential for accessing grants currently unavailable due to its outdated status. The Commission will collaborate with town staff and the community on this endeavor. Haskell Field is a vital community resource, yet it lacks pathway connections for improved usability and accessibility. While funding is secured, design and building plans await completion.

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1. I will collaborate with the Park and Recreation department and community to optimize the use of the Fairbank Community Center.  This includes indoor and outdoor use for all-age recreation, summer/vacation camps, and enriching afterschool activities.  Sudbury should explore transportation to the center after school to support working families.  I believe individuals from relevant entities should come together to evaluate transportation and future center use.

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2. Sudbury is updating its Open Space and Recreation Plan, including an evaluation of town-wide recreation and conservation properties.  I would like to be involved in the interpretation of the data and future recreational planning.

No submission received

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My two main issues to continue to address are ensuring alignment for projects before the Board with the master plan and tailoring MBTA Communities housing zoning to reflect Sudbury’s culture. Prioritizing infrastructure upgrades and bolstering resiliency are paramount to these objectives. Collaborating with town officials, citizens, and stakeholders for these zoning regulations per the State-mandated MBTA zoning while emphasizing architectural standards including green spaces and recreational amenities to enrich the Sudbury community. Concurrently, nurturing a dynamic economic landscape through mixed-use development and business incentives as a major master plan objective of the Planning and Select Boards for the year.

No submission received

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The mission of the Housing Authority is to provide safe, sanitary, and attractive housing for low income households.  While basic operations are funded by tenant rents, capital projects, including regular property upgrades, are funded by the state.

The second mission is to increase the portfolio of affordable housing.   The SHA is actively pursuing two projects.  One is to demolish 4 outdated single family homes and build duplexes.  This concept was successfully completed in 2012 with 5 other properties.  The second is to develop property on Nobscot Road.  Both of these projects have received support from several town boards.

​It has been an honor to serve on the Lincoln-Sudbury School Committee this school year as an appointed member. If elected, I look forward to collaborating with my fellow Committee members, school administrators, and educators to further the goal of ensuring that LSRHS is an optimal place to learn for all students. Specifically, I aim to foster thoughtful consideration of data on student opportunities and outcomes in decision-making and resource allocation. In addition, I hope to foster greater communication with all communities that make up LSRHS, including Sudbury, Lincoln, and Boston, by opening more avenues for family and caregiver engagement.

It has been my honor to collaborate with L-S community members and staff while serving on the Superintendent Search Committee, L-S School Council, LSPO, and Senior Safe Night.

My goals center on the data gathering and decision-making process at L-S.   I believe the Committee and Administration should utilize timely and pertinent data to make decisions and recommendations that are actionable and will have measurable impact on students. I also believe that this information should be readily available and shared with our community members in a transparent fashion.

I look forward to bringing commitment, clarity, and care to the LSSC.