I am an honest, community-first leader who believes our district stands at a critical crossroads. To secure a safe and stable future, we must focus on two core priorities: stabilizing our finances and modernizing our operations. MFPD cannot afford to remain stagnant. We have been warned of an upcoming "financial cliff," with one board member even calling out our current situation as a "financial desert." This is unacceptable. We are relying on methods and policies established over a decade ago. Times have changed, partnerships are at risk, and our board must evolve. While traditional approaches served us well in the past, today’s landscape demands streamlined processes, modern technology, and improved accessibility. If we fail to adapt, our district risks falling behind and faltering during moments of crisis. I am running for the board to lead a forward-thinking transition. By embracing modernization and fiscal responsibility, we will build a more resilient, efficient, and reliable emergency service network. Our community deserves an organization fully prepared to protect them today and for years to come. Board members must always put the community above themselves.

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My background combines formal education in business technology with practical experience in community governance. Having completed a three-year business technology program, I bring strong skills in operational management, data-driven decision-making, and modern administrative systems. Additionally, my past volunteer service for a previous road community board has provided me with direct insight into board operations, collaboration, and accountability. This blend of technical knowledge and civic engagement equips me to contribute effectively to the strategic oversight and governance of the fire district.

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I fully support the proposed Shared Services Agreement with Garden Valley. Given our current financial challenges, this agreement provides a critical pathway to achieving fiscal stability without compromising public safety. This will allow us to leverage multiple shared resources, optimize operational efficiency, and secure vital administrative support that has historically been difficult to sustain independently. Finalizing this agreement is a necessary and practical step to ensure the long-term resilience and reliability of our district's services

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Delays in executing the Shared Services Agreement pose a significant risk, particularly given our current financial vulnerabilities. The primary deficiency lies in a stalled, slow-paced negotiation process that prioritizes maximalist demands over our foundational, core needs. We must pivot immediately to secure essential baseline support to stabilize our budget and address this time-sensitive crisis.

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My primary emergency-services priority is restoring the district’s financial stability and community trust. To achieve this, we must execute the Shared Services Agreement while implementing policies for financial accountability and transparency. Moving past previous institutional friction, we need to rebuild collaborative regional relationships to enhance our operational support. Finance the budget without pushing over the top unneeded burdens on taxpayers. By focusing on fiscal discipline and open governance, we will guarantee dependable emergency services for our residents

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Like many of us, I have experienced the impact of wildfire close to home. Having lost my childhood home in the Caldor Fire, this mission is incredibly personal to me. We are fortunate to have a local fire station protecting our neighborhood, and it is our fundamental responsibility to sustain it. I am dedicated to keeping this station fully operational, modern, and financially sound. My personal experience drives my commitment to ensuring our neighborhood remains safe, prepared, and resilient against future threats.