“I’ve spend 21 years pursuing my post secondary education while working full time. From bachelors, to masters to doctorate, education has shaped my life and contributed to improving earnings and employment. I hope to bring this passion to the role. Finally, at the core, I believe value is created in classroom. To me this means that’s where the board should be investing: creating student experiences through supporting teachers, parents, students, support staff and educational assistants.”

Why do you want to be a school board trustee?

With a combined 25+ years of industry experience in both private and public sectors as a project leader along with a decade of experience as an post secondary educator and administrator, I feel that I bring a unique combination of skills and experience to the role.

What’s your background and experience, and how do you think that’s relevant to the job?

With my experience in project leadership, I have spent years building relationships with various stakeholders. In these roles ensuring the voice of the customer is heard at all levels of leadership is paramount to success. In this role, I feel I can bring this collaborative approach to support the community. In addition, while in project leadership, especially in a public sector capacity, providing oversight to ensure strong governance has been a part of my core values, speaking truth to power to not jeopardize organizational success. Lastly as a post secondary educator and administrator, I can be a connective tissue to help share insights in developments in the higher education sector to best prepare UGDSB students for success.

How do you see your role as a trustee? What are your main responsibilities?

I see the role connecting community to our education system, whether it is advocating for constituent concerns or sharing developments at the board with interested parties proactively to ensure that there are open lines of communication. In addition, I see the trustee role as one of governance and oversight to ensure that the board is engaging the community in decisions and following appropriate procurement and hiring practices to not put the board at risk.

Like many governments and boards, school trustees are facing a budget crunch. Without an increase in provincial funding, how do propose to ensure that your board balances student needs with fiscal prudence?

This is a great question. With Bill 101 and recent developments in early 2026. We’ve seen boards being put under supervision by the Provincial government. This practice puts the democratic process at risk. In my roles in project leadership I am very knowledgable about public sector procurement and hiring practices, managing large scale budgets and providing reporting. With the Provincial government funding boards at a deficit, there will need to advocate for better funding, but also manage the funding that is received in a way that preserves the classroom and student experience. I feel with my experience and history of managing constrained budgets I can help provide budget oversight without sacrificng the excellent education our teachers and schools provide.

How will you support teachers and education workers as they begin contract negotiations this fall? How will you support parents concerned about labour disruption?

Bill 101 has affected this function of trustees. In this new reality I believe a trustee will fulfil the role of advocate and communications to the community. This means listening and tabling items that concern parents, teachers, support staff and the community. As developments occur, provide updates and open communication to all impacted parties. Regardless of whether the updates are positive or negative, the community is entitled to be informed and I feel this is central to the role.

Guelph is a rapidly growing town, how will you ensure that the school system is able to grow and accommodate the new students and the changing demographics?

I believe this starts with listening to the community and advocating for their needs. It also requires a proactive and collaborative approach with board and municipal planners to understand the demographic data and how it should shape both programming, transportation and space decisions.

Absenteeism seems to be a growing problem in Ontario high schools, what are the ways that you can support teachers and administrators to assure that students are getting the proper instruction?

Bill 101 has provided some guidance here, with an expectation of attendance and in-person examinations. As a trustee we will have to monitor this new mandate, how it is impacting teachers and the classroom. We also have a responsibility to work with parents, schools and student exceptions that don’t necessarily fit within the broad policy mandate. As we learn how to incorporate Bill 101, it is about collecting lessons learned and adapting policies to be aligned with reality.

School safety is a big concern, from behavioural issues to school resource officers. How can schools be safe places for learning while also not making it feel like kids are learning in a security state?

This is a big, important, question. Once again I do think this starts with listening. Each school may have unique needs. Engaging with students/parents and teachers will help the board collect feedback. This information, good or bad should be made available to the community to support consultation and collaborative problem solving that the board can put into action.

If you get elected to be a trustee, and considering the increase in provincial influence, do you think you will serve a full four year term?

The answer is yes. Even if the board is taken over by a provincially appointed supervisor, the role will not end. As a trustee I would continue to work with the community to advocate for their needs whether it is to a provincially appointed supervisor or UGDSB leadership. UGDSB has managed its budget in the past, but with a new high-school, rising operational costs and a funding deficit, there will be pressure. But with my experience, these challenges can be navigated to minimize the risk of a take-over by the provincial government.

Let’s say I don’t have kids, and thus no proverbial “skin in the game” when it comes to my local school, why should I care about who’s my school board trustee?

Our schools are a community concern. Our community members benefit from a vibrant education community. They breathe life into our neighborhoods. There is also a fiscal responsibility to the community at large to ensure that tax dollars are used appropriately. A healthy, safe, well run school system is at the centre of what makes Guelph a special place to live.

Is there anything else you want to tell voters as they make their decision?

Thank you for the opportunity to share this information. I am a life long learner with a passion for education. I’ve spend 21 years pursuing my post secondary education while working full time. From bachelors, to masters to doctorate, education has shaped my life and contributed to improving earnings and employment. I hope to bring this passion to the role. Finally, at the core, I believe value is created in classroom. To me this means that’s where the board should be investing: creating student experiences through supporting teachers, parents, students, support staff and educational assistants. When budgets are constrained, this is the last place to cut. Looking at creative ways to ensure the classroom is protected and student experiences supported is a core value I hold and would bring to the role.