My Bio
Let’s build a city that collaborates effectively, actively listens to one another, and moves forward as one towards common goals.
Together, there is nothing we can't accomplish.
Rooted in Family. Driven By Service.
I grew up in Houston, Texas - the son and grandson of immigrants, sharecroppers, veterans, teachers, and trailblazers. They didn’t leave me with wealth or privilege. They left me with something far more important: a belief in resilience, kindness, and the idea that a life is only meaningful when it is spent in service to others. That belief guides me every day.
From an early age, I was drawn to public service. After attending Texas Christian University (TCU), I served in the United States Senate in Washington, D.C., where I worked directly with people navigating some of the hardest moments in their lives, including families recovering from hurricanes, veterans seeking benefits they earned, and individuals fighting through complex systems just to get basic help.
Those experiences taught me something lasting. Government is at its best when it listens, responds, and treats people with care and responsibility. They also taught me that good intentions are not enough. Real service requires discipline, humility, and a focus on results that improve lives in meaningful ways. I later carried that lesson into work helping organizations strengthen how they operate and serve others more effectively.
In Washington, I was fortunate enough to meet the love of my life, Katie, a native of Manchester, New Hampshire. We eventually moved to the Boston area in 2008 to be closer to her family and were married in 2009.
Melrose: A Place to Call Home
Katie and I made Melrose our home in 2016, where we have been blessed with two sons, Charlie (12) and Sam (9), and our beloved dog, Lady Bird (15). I coach in Melrose Little League and Melrose Youth Basketball, where I work with young athletes to develop their skills while teaching the value of teamwork and good sportsmanship.
I work in a marketing role at the Museum of Science and dedicate my time to volunteering at the library at Hoover Elementary School. I also previously served on the Board of Directors of The Bridge. My family and I are deeply devoted to Melrose, and I envision a city where every individual has the opportunity to succeed and reach their full potential.
These experiences have made something clear to me: this city works because its people care enough to make it work, and that is something worth protecting.
Listen First. Lead with Purpose.
I see public service as responsibility to listen first, to be honest about challenges, and to focus on results that improve people’s lives in real and measurable ways.
Leadership is not about being the loudest voice in the room. It is about earning trust over time, showing up consistently, and doing the work even when it is not easy or visible.
I believe Melrose is at its best when we ask how we can do better while still respecting what already makes this community strong. That means strengthening communication between residents and local government, improving transparency and accountability, and ensuring decisions are guided by collaboration rather than division.
My grandmother once told me, “You were given two ears and one mouth for a reason.” I carry that advice with me every day. If I have the honor of serving on the City Council, I will work every day to listen carefully, lead responsibly, and help move this city forward in a way that reflects its best values.
I'm running because I believe in Melrose and its people and know that together we can continue building a city that works for all of us.
My Key Issues
Budgetary Scrutiny. Not Rubber Stamps.
The Mayor proposes the city budget and free cash allocations, but the City Council has a responsibility and the authority to review them thoroughly on behalf of taxpayers with only the power to lower or eliminate spending requests. A nine-figure budget deserves careful scrutiny, thoughtful discussion, and public transparency. These decisions shape the services residents rely on every day, from schools and public safety to infrastructure and city operations. As your Councilor, I will ask tough questions, closely examine spending proposals, and use the Council's oversight authority to ensure that budgetary decisions receive the level of review they deserve. I believe budgets of this size should be strengthened through discussion and compromise, not simply advanced through the approval process as a formality. My goal is to ensure every tax dollar is spent responsibly and that residents understand what is being funded, its rationale, and whether it represents a worthwhile investment for Melrose.
Schools Built on Transparency
Strong schools require not only adequate funding, but also transparency in how structural decisions are made, implemented, and evaluated. In recent years, our district has implemented a range of structural changes in school leadership and administration. One example is the shared leadership model between the middle and high schools, which was originally justified as a response to financial constraints and limited resources. Since then, the community has approved a budget override intended to stabilize school funding, yet the separate principal positions have not been restored. At the same time, no data has been shared to evaluate the effectiveness of the current model or its impact on students, teachers, and school outcomes. While it is being said that these structures are “working,” such claims do not establish fact without statistically significant year-over-year benchmarking, and they should not be used to validate or rationalize a prior policy decision in its absence. This example reflects a broader issue: major district-wide decisions should be guided by clear metrics, open communication, and honest evaluation—not assumptions, assertions, or politically convenient narratives in place of evidence. Transparency is especially important because these decisions can have uneven impacts on students, especially those from marginalized communities or who rely on supports such as IEPs and 504 plans. As a City Councilor, I will use the budget process, oversight hearings, and public questioning of School Committee decisions to ensure that major educational initiatives and claims made about them are supported by clear, verifiable data and sound methodology.
Growth Shaped by Residents
Melrose benefits when development strengthens the community, broadens the tax base, and respects the character of our neighborhoods. A stronger commercial tax base can help reduce pressure on residential taxpayers while supporting the long-term fiscal health of the city. Responsible development means carefully evaluating how growth affects city finances, infrastructure, traffic, public safety, schools, and municipal services. Thoughtful mixed-use development can strengthen local business districts and diversify the tax base, while accessory dwelling units (ADUs) can expand housing options without fundamentally altering existing neighborhoods. Most development decisions in Melrose are made by the Planning Board, the Zoning Board of Appeals, and the Office of Planning & Community Development—not the City Council. Even so, the Council has important tools to influence outcomes through oversight, budget authority, public hearings, and constituent advocacy. Residents deserve clear information about projected tax revenues, infrastructure impacts, traffic, school enrollment effects, and the long-term costs and benefits of major projects before decisions are made. Development should be guided by facts, realistic projections, and meaningful public input. Residents should have the opportunity to influence outcomes, not simply react to decisions after the direction has already been set.
Growth Shaped By Residents
Melrose benefits when development strengthens the community, broadens the tax base, and respects the character of our neighborhoods. A stronger commercial tax base can help reduce pressure on residential taxpayers while supporting the long-term fiscal health of the city. Responsible development means carefully evaluating how growth affects city finances, infrastructure, traffic, public safety, schools, and municipal services. Thoughtful mixed-use development can strengthen local business districts and diversify the tax base, while accessory dwelling units (ADUs) can expand housing options without fundamentally altering existing neighborhoods. Most development decisions in Melrose are made by the Planning Board, the Zoning Board of Appeals, and the Office of Planning & Community Development—not the City Council. Even so, the Council has important tools to influence outcomes through oversight, budget authority, public hearings, and constituent advocacy. Residents deserve clear information about projected tax revenues, infrastructure impacts, traffic, school enrollment effects, and the long-term costs and benefits of major projects before decisions are made. Development should be guided by facts, realistic projections, and meaningful public input. Residents should have the opportunity to influence outcomes, not simply react to decisions after the direction has already been set. Beebe Construction: Accountability and Action The issues surrounding the public safety building at the Beebe School construction site require real accountability. Residents were told that all available avenues would be pursued to address the serious errors that occurred on site. However, important questions are still unanswered. Neighbors deserve clarity on whether contractors were found to be in breach of their agreements, what corrective actions have been taken, and who has been held responsible for the failures in oversight. Accountability requires more than public statements. It requires transparency, timely communication, and meaningful consequences when significant mistakes occur. Residents directly impacted by this project have repeatedly sought answers and engagement from City Hall, but many of those concerns remain unresolved. As your Councilor, I would use the City Council’s oversight authority to call for formal oversight hearings with sworn testimony from the Mayor, City Planner, and relevant project officials, where they would be required to answer questions publicly on the record. Based on what has occurred at the Beebe School site, I would call for the City Planner's resignation. If corrective action is not taken, I would use the budgeting process to review and challenge continued funding for that position until residents receive the accountability and transparency they were promised. Melrose deserves better. When major public projects go wrong, city officials should be expected to answer for their decisions and take responsibility for restoring public trust.
Beebe Construction: Accountability and Action
The issues surrounding the public safety building at the Beebe School construction site require real accountability. Residents were told that all available avenues would be pursued to address the serious errors that occurred on site. However, important questions are still unanswered. Neighbors deserve clarity on whether contractors were found to be in breach of their agreements, what corrective actions have been taken, and who has been held responsible for the failures in oversight. Accountability requires more than public statements. It requires transparency, timely communication, and meaningful consequences when significant mistakes occur. Residents directly impacted by this project have repeatedly sought answers and engagement from City Hall, but many of those concerns remain unresolved. As your Councilor, I would use the City Council’s oversight authority to call for formal oversight hearings with sworn testimony from the Mayor, City Planner, and relevant project officials, where they would be required to answer questions publicly on the record. Based on what has occurred at the Beebe School site, I would call for the City Planner's resignation. If corrective action is not taken, I would use the budgeting process to review and challenge continued funding for that position until residents receive the accountability and transparency they were promised. Melrose deserves better. When major public projects go wrong, city officials should be expected to answer for their decisions and take responsibility for restoring public trust.
Getting Road Repairs Right
Melrose maintains roughly 83 miles of roads, yet the City currently budgets to reconstruct only about one mile each year. At that pace, it would take more than eight decades to address every road in the city—far longer than the lifespan of the pavement itself. Harsh New England winters, freeze-thaw cycles, and everyday wear and tear continue to deteriorate our streets. Delaying repairs only makes future reconstruction more expensive and leaves residents dealing with potholes, uneven pavement, and declining road conditions. As your Councilor, I will advocate for increased investment in road repairs and a long-term pavement management strategy that prioritizes projects based on need and cost-effectiveness. I will advocate for prioritizing improvements to West Wyoming Avenue and Franklin Street, two corridors that have been overlooked for far too long. By making smart investments today, we can improve safety, reduce future costs, and we keep pace with the needs of our community.
Modern Government. Better Service.
Government should be responsive, efficient, and accessible in how it delivers services for residents. Modernizing local government means making City Hall easier to navigate, improving how decisions are communicated, and giving residents better tools to engage with their city in real time. Outdated systems and fragmented communication too often slow responses and make it harder for residents to access basic services. A real-time, searchable public dashboard would show how municipal funds are allocated and spent, giving residents clear visibility into the city budget. The existing online system for reporting potholes should be strengthened and made more accessible across platforms, including through a mobile app that allows residents to submit and track pothole reports in real time. That same platform should be expanded to include other city services, allowing residents to report and track a wider range of service requests beyond potholes. Additionally, I support a city-wide budget survey distributed through direct mail, digital platforms, and the proposed city app to directly gather resident input on spending priorities. As your Councilor, I will always advance technology deployment that improves efficiency, strengthens communication, and ensures City Hall operates most efficiently for residents.
Residents First. Political Machines Never.
PAC money has no place in local races and undermines public confidence in municipal government. That is why I will never accept contributions from political action committees as a candidate or a Councilor. PAC donations often come with an expectation of access, influence, and dependable support for a particular agenda. I believe elected officials should be accountable to the residents they serve, not to organizations seeking to shape local government through campaign spending. I am also refusing assistance from political parties. Melrose has nonpartisan elections, and I believe candidates should campaign on the issues—not by their political designation. The challenges facing our city—maintaining high-quality schools, repairing our roads, ensuring responsible budgeting, strengthening public safety, and delivering reliable city services—are not partisan issues. They are matters of good governance. Residents deserve elected officials who are guided by community needs, not by partisan loyalties or expectations. As your Councilor, I will pursue a Home Rule Petition to ban PAC contributions in Melrose elections and will publicly challenge every candidate for local office to join me in rejecting PAC money and keep a real-time update of their donors and relationships to them. The decisions made at City Hall affect our neighborhoods, schools, public safety, local taxation, and quality of life. Those decisions should be guided by the public interest, not by organizations seeking political influence. Leadership starts with setting an example. By refusing PAC money, rejecting political party assistance, and working to remove organized political influence from local elections, I hope to help build a more transparent and accountable city government.
Local Service. Not Career Politics.
Public office should be an calling, not a career. Term limits ensure that public service remains focused on results, accountability, and connection to the community. Over time, long tenures can concentrate power, reduce responsiveness, and make it harder for new voices and ideas to emerge in local government. That is why I support pursuing term limits in Melrose through either a Home Rule Petition or the election of a Charter Commission, similar to measures that have already been enacted in other Massachusetts communities, including Methuen and Taunton. Under my proposal, City Councilors would be limited to three two-year terms, and the Mayor and School Committee members would be limited to two four-year terms. These limits are intended to prevent entrenched political power and discourage the development of political machines that can distance government from the residents it serves. I will also lead by example. If elected, I will serve no more than two terms on the City Council or run for any higher office than the one I am seeking. No exceptions. When my service concludes, it will be time for a new voice to step forward and build on our progress.
Send Me a Message
Have questions or suggestions? I would love to hear from you!