Bio

I would like to serve on the Board of County Commissioners because I am committed to strengthening systems that help our communities thrive. With reduced state and federal funding — where the BOCC must increasingly assess difficult tradeoffs to ensure residents can meet basic needs — my finance and strategy experience can directly support the community’s most immediate considerations.

If selected, my near-term priorities would focus on basic needs, housing, health supports, and fostering economic development to create stability while reducing the tax burden on residential property owners. I understand how investing in these areas strengthens outcomes in education, food security, and overall community well being. These priorities reflect my belief that strong financial stewardship, paired with thoughtful investment in people and infrastructure, is essential for a thriving community.

My professional experience, service on the CHCCS Board of Education, and involvement in multiple community organizations position me to contribute meaningfully from day one. As Vice President of Operations Finance at RTI, I manage key budgeting and financial processes that guide strategic decisions. My earlier engineering work strengthened my focus on structural, people centered solutions — experience that aligns directly with the Board’s need for strong fiscal stewardship during a period of increasing service demands.

Personally, my husband and I raised our children in Orange County and our commitment to this community is rooted in our family’s experiences, values, and hopes for its future.

I would be honored to bring my experience to serve our community with integrity, thoughtful analysis, and a collaborative spirit.

Question 1

Being an Orange County Commissioner is a significant commitment of time. In addition to attending Board Meetings, there are Work Sessions and retreats. Preparation for meetings typically includes reading packets that can be several hundred pages long. Each Commissioner serves on 5-7 Boards and Commissions, most of which meet monthly. Commissioners also attend numerous community events.

Do you have the available bandwidth required to meet the demands of the position? What approaches will you use to balance the commitment required to ensure you are effective in the role?

I have demonstrated the ability to balance significant professional responsibilities with elected board service. While serving on the Chapel Hill Carrboro City Schools Board of Education, I managed a demanding workload at RTI while still fully engaging in board meetings, committee work, community events, and preparation outside of formal sessions. That experience strengthened my ability to prioritize, manage time intentionally, and maintain clarity even when navigating complex issues. I approach public service with seriousness and respect, and understand the importance of being present, engaged, and reliable. I am also prepared to adjust my current commitments to ensure I can serve effectively and if appointed, I will use structured planning and proactive communication to ensure I am prepared for meetings, responsive to community needs, and able to contribute meaningfully to the Board’s work.

Question 2

Orange County depends heavily on residential property taxes, while nearby counties such as Durham, Wake, and Alamance have developed larger commercial, industrial, retail, or employment-based tax bases.

What specific strategies would you support to diversify Orange County’s revenue base without undermining our environmental, educational, and community values so that homeowners are not repeatedly asked to carry the primary burden?

Orange County’s heavy reliance on residential property taxes creates real pressure for homeowners. We can benefit from a broader commercial and employment based tax base, and I believe we can pursue this in ways that strengthen—rather than compromise—our environmental, educational, and community values.

I would work collaboratively with fellow commissioners, county staff, and our municipal partners to identify targeted areas where thoughtful commercial development can occur. This includes focusing on small business growth, mission aligned employers, and innovation oriented enterprises that fit our community’s character. Strengthening partnerships with the towns, the Chamber, and regional organizations can help attract employers who value sustainability, equity, and long term community investment.

I also support streamlining processes for appropriate commercial development while maintaining strong environmental protections. Prioritizing density—particularly near existing transit corridors and infrastructure—can minimize environmental impact, reduce sprawl, and create walkable, vibrant employment centers. Leveraging university adjacent innovation ecosystems offers additional opportunities for growth that aligns with our values.

Question 3

Orange County supports two separate public school systems despite limited tax revenue outside of residential property taxes.

Would you support a study which gives consideration to a hybrid service model regarding the sharing of central office functions, transportation, purchasing, technology services, or specialized staff to reduce costs while maintaining or improving educational quality for all students? Please explain why or why not.

Given current financial constraints, rather than investing in a formal study, I would encourage both school districts to collaborate directly and bring forward recommendations on opportunities to deepen shared services that could generate meaningful efficiencies and net savings.

Any proposal must focus on financial sustainability and operational efficiency, with the clear goal of maintaining or improving educational quality for all students. Shared services often require new structures for oversight, communication, and alignment, and those added costs must be weighed carefully against projected savings. For example, shared purchasing might reduce unit costs, but net savings would only be realized if coordination does not introduce delays or inefficiencies that offset those unit cost gains.

There are already successful examples of collaboration between the districts — such as shared transportation maintenance — demonstrating that hybrid service models can work when they are operationally feasible and aligned with both districts’ needs.

My priority would be encouraging thoughtful, practical collaboration that optimizes financial sustainability and strengthens both districts while respecting their distinct needs and identities.

Question 4

Orange County faces a growing affordability challenge. Rising housing costs make it difficult for teachers, first responders, county employees, young families, and recent graduates to live in the communities they serve. This also contributes to declining school enrollment and places additional pressure on homeowners to fund county services through property taxes. Governor Josh Stein’s Executive Order No. 36 calls for increasing housing opportunities and affordability across North Carolina.

What specific actions would you take as a county commissioner to increase the supply of affordable and workforce housing while preserving Orange County’s environmental resources and quality of life? Where do you see access to water and sewer capacity fitting into your vision for the county?

Orange County’s affordability challenges require a focused, practical approach to increasing the supply of affordable and workforce housing while preserving our environmental resources and quality of life. Housing is a basic need, and addressing it is critical in this moment. As a commissioner, I would prioritize density in areas where water and sewer capacity already exist, allowing us to expand housing options while minimizing environmental impact and avoiding costly new infrastructure.

In addition, I would continue strengthening programs the BOCC already has in place—such as land banking, leveraging partnerships to reduce the financial burden on the county, and targeted incentives—to build on proven strategies rather than starting from scratch.

Access to water and sewer capacity is central to my vision: we must ensure Orange County has a sustainable reliable water supply while directing growth to areas where infrastructure can support it. Thoughtful planning, strategic partnerships, and a commitment to environmental stewardship will allow us to expand housing options without compromising the character or sustainability of Orange County.