The Marshall Plan

Education is a cornerstone of strong families and a strong workforce, and it is one of the key drivers of our success in Williamson County. While overall enrollment has leveled countywide, growth in areas like Nolensville require targeted capital investment to prevent overcrowding and maintain educational quality. I support strategic planning that puts schools where families are growing—not reactive spending after problems arise.

Supporting our teachers with competitive salaries and benefits are essential to attracting and retaining excellent educators. I believe investing in teachers is investing in students, parents, and the long-term health of the community. Strong schools reflect a county that values true opportunity for every child.

Public safety is not a talking point—it is a sacred trust and I believe that protecting families begins with supporting the men and women who protect us every day. This means advocating for necessary modern equipment, adequate staffing, and compensation that allows law enforcement officers and first responders to provide for their own families with dignity.

As communities explore changes to public safety structures; such as Thompson's Station considering its own police department, we need to work collaboratively to ensure careful evaluation, cooperation, and fiscal responsibility. I support competitive pay and benefits that help retain experienced officers and ensure continuity in service. Safe communities allow faith, family, and community to flourish. I'm committed to keeping Williamson County the safest in Tennessee.

As a successful entrepreneur and business owner, I have spent decades balancing budgets, managing payrolls, and planning for economic uncertainty. I will bring that same mindset to county government. Although Williamson County's debt-to-appraised-value ratio is lower than ever and all of our debt is backed by bonds with one of the state's only AAA credit ratings, it is imperative that we preserve that rating while also working to reduce our debt and maintain our low tax rate.

County government must live within its means, plan conservatively, and be transparent with taxpayers. Strong finances are not an end in themselves. They allow the county to invest wisely in schools, public safety, and infrastructure without burdening future generations by adding to our debt. Stewardship, accountability, and trust are the foundation of responsible governance which is critical for our long-term success.

We are fortunate to live in a community with a strong, vibrant business community. While Williamson County is the home of many major national corporations, it is small businesses and entrepreneurs that are the core of our community. I will work tirelessly to ensure that we remain an attractive place for businesses of all sizes to grow and thrive.

As a business owner with deep roots here, I understand the challenges – including office rent, housing costs and traffic – that impact both those who own businesses and their employees. I will seek to work with Williamson Inc. and other entities to address these issues to ensure that our county maintains a business-friendly environment.

As an entrepreneur who has grown successful businesses across Middle Tennessee, I understand that growth must be planned, paced, and supported by the right infrastructure. Williamson County's success did not happen by accident—it came from careful decision-making that balanced opportunity with responsibility. Situations like the Spring Hill sewer moratorium, highlight why growth must follow capacity, not chase it. When development outpaces wastewater, roads, or utilities, families and neighborhoods pay the price.

Responsible growth means respecting the county's Comprehensive Land Use Plan, protecting property owners' rights, and ensuring complete transparency and community collaboration in the development process. I believe that growth needs to occur where the infrastructure exists, namely within the limits of our municipalities while preserving our farmland, historic corridors, and the natural, rural beauty of our county. That is a reflection of our commitment to wise stewardship: we do not inherit the land from our parents; we borrow it from our children.

Traffic affects more than convenience. As a local business owner and longtime resident, I know it also affects family time, employee reliability, and small business success. With more than 110,000 commuters entering Williamson County each day, congestion is a regional challenge that requires leadership willing to advocate for local needs. Roads don't stop at the county line, and neither should our planning.

I support smart infrastructure funding solutions that allow local investment in state-maintained roads, including leveraging a greater share of the real estate transfer tax revenue, the lion's share of which currently goes to the state. Opportunities for matching funds must be leveraged wisely, ensuring taxpayers receive maximum value. We have critical infrastructure needs across our county and I will work closely with the state and other relevant partners to push for strategic road improvements that will protect quality of life, strengthen our economy, and keep Williamson County moving forward responsibly.

Strong communities require housing options that allow families to stay, work, go to school, and worship where they live. Over the next five years, Williamson County will face a housing inventory gap of more than 10,000 units, with median prices home values exceeding $800,000. As a small business owner, I've seen firsthand how rising housing costs make it harder for employees—servers, cooks, managers, teachers, and first responders—to live in the communities they serve.

We need a balanced approach that respects neighborhood character while encouraging attainable housing options for young families, seniors, and the local workforce. Addressing our "missing middle" through thoughtful planning—not mandates—helps ensure Williamson County remains a place where families can build a future, not just commute to work. I commit to actively working with the county commission and the private sector to create housing opportunities that will strengthen families, support employers, and reflect shared community values.

My career is built on celebrating local culture, history, and community gathering places. From live music stages to neighborhood restaurants, I understand that preservation is about more than buildings—it's about identity. I will work tirelessly to protect farmland, historic corridors, and meaningful landmarks that preserve the character that makes Williamson County special.

Growth and preservation should not be enemies. With thoughtful leadership, they work together. Once a meaningful place is lost, it cannot be recreated. I will champion responsible stewardship that honors our past, strengthens our community character, and ensures future generations inherit more than just development—they inherit a sense of belonging.

The Williamson County Hospital District (now Williamson Health) was created in 1957 and the county's relationship with the hospital has long been one of partnership. Many residents do not realize that, with the exception of a one-time grant, no tax dollars have been used to support the hospital. In fact, Williamson Health's operation of the Emergency Management Services has saved taxpayers millions annually. I fully support transparency and accountability in the ongoing conversations surrounding the hospital.

I believe it is appropriate for the hospital's independent board – which includes four county commissioners – to evaluate its financial options to ensure long-term sustainability that does not burden Williamson County taxpayers. I also respect and support the county's pursuit of legislation to provide flexibility in the use of potential proceeds – should the system have a change of ownership – to reflect conservative fiscal stewardship and a commitment to having options, while also reflecting the original intent of the hospital act. Any decision about the future of Williamson Health must prioritize patient care, emergency services, and responsible use of taxpayer resources. This is guided by compassion and common sense.