Maryland House of Delegates District 24

A: I think we need a combination of revenue increases and reductions in spending. But there are ways to accomplish these tasks beyond tax increases and spending cuts. In the 2010s, Connecticut eliminated managed care organizations from their medicaid program, this made the program cheaper to dispense without cutting services to their residents. The recently discussed bill to allow beer and liquor sales in grocery stores is projected to increase tax revenue by $75 million without any tax increases. Smart policy decisions, combined with pro growth economic policies are key to fixing Maryland’s structural deficit.

A: The three most pressing issues for Marylanders are housing, utilities, and economic growth. All of these issues can be categorized under the cost of living. Unfortunately, over the last few years we’ve seen spikes in inflation that has made everyday life hard. Housing is too expensive, electricity bills seem to rise without stop, and the disastrous Trump administration has destroyed many jobs Marylanders used to thrive. As a delegate, I will give special attention to addressing these issues.

A: I would lower the cost of living by focusing on bills to make housing more affordable and lower utilities prices. Studies from Austin, Texas, New Rochelle, New York, and Auckland, in New Zealand, demonstrate that dramatically increasing the housing supply lowers housing costs. We can accomplish this by developing the metro stations in District 24 that are surrounded by surface parking lots, while also implementing policies like legalizing accessory dwelling units. For utilities, we need to increase the amount of clean energy produced by the state to make electricity more affordable. This should include nuclear energy as well as off shore wind.

A: Education is the great equalizer and the Blueprint for Maryland’s Future is a powerful policy framework to improve the educational and life outcomes of Maryland students. We should do everything possible to maintain that framework. Luckily we have time to implement some of the pro growth policies I’ve mentioned before, to get our state in a better financial position so that we can avoid service cuts. Additionally, smart legislation, like legalizing beer and wine sales in grocery stores, will allow us to increase tax revenue without raising taxes.

A: As a public defender, I’m often in situations where I have to negotiate without bargaining power while explaining complicated legal concepts to non lawyers. As a delegate, I believe my ability to explain to my constituents what is happening in Annapolis- should be a big part of my job performance review. Additionally, I hope that even when we disagree, I explain my reasoning clearly for my policy choices.

A: Maryland State Government is facing a structural deficit in future years. The long-term solution is more jobs, private-sector growth, and retaining Maryland taxpayers. Budget cuts alone will not solve a structural deficit. The General Assembly should the gap with approximately two-thirds spending discipline and program reform and one-third targeted revenue. However, this must be done while protecting education, seniors, working families and public safety.

A: I consider education, affordability and public safety to be the top three most important issues facing the State.

A: The most realistic strategy to lower the cost of living for Maryland residents is to build more incentive based affordable housing, lower targeted taxes and reduce recurring household expenses such as energy, childcare and transportation. When utilized together, these options can reduce the cost of living for Maryland residents.

A: The State should fund the Blueprint responsibly and not roll it back. We must protect classroom investments and phase in costs where necessary while requiring measurable results and cutting waste.

A: Constituents should compare my actions towards the issues that matter most to them when reviewing my job performance.

A: Maryland’s structural deficit requires a balanced, disciplined approach that focuses on efficiency, fairness, and economic growth.

First, I would conduct a full performance audit of state agencies to identify waste, duplication, and underperforming programs. We can reduce spending by streamlining administrative overhead, limiting excessive consulting contracts, and implementing targeted hiring freezes for non-essential positions while protecting critical services like education, public safety, and healthcare. Second, I would pursue targeted revenue strategies without burdening working families. This includes closing corporate tax loopholes, ensuring large multistate companies pay their fair share, and reviewing taxes on luxury goods and digital services. I would not support broad tax increases that negatively impact residents or small businesses. Third, we must grow Maryland’s economy to increase revenue naturally. That means investing in small businesses, workforce development programs tied to real jobs, and key industries like healthcare, technology, and clean energy. Finally, I would strengthen long-term fiscal discipline by maintaining the Rainy Day Fund, requiring multi-year budget planning, and increasing transparency so residents can see how their tax dollars are being used. This balanced approach closes the gap while protecting Maryland families and building a stronger economy.

A: High utilities. Cost of living. Access to opportunities.

A: Lowering the cost of living in Maryland means tackling the biggest pressures people feel every month—housing, utilities, childcare, and everyday expenses—while growing incomes.

First, I would expand affordable housing by incentivizing mixed-income developments, converting vacant commercial spaces into housing, and streamlining permitting to reduce construction delays and costs. I would also support property tax relief programs for seniors and working families. Second, I would reduce energy and utility costs by investing in energy efficiency programs, expanding community solar, and strengthening oversight to prevent unnecessary rate increases. Lower energy bills put money back into residents’ pockets immediately. Third, I would address childcare affordability by expanding subsidies for working families and supporting more childcare providers to increase supply and lower costs. Fourth, I would support small businesses and local jobs, which helps stabilize prices and increase wages. This includes cutting red tape, improving access to capital, and strengthening workforce training tied to good-paying careers. Finally, I would push for targeted tax relief, not broad increases—focusing on easing the burden on middle- and working-class families. The goal is simple: lower everyday costs while increasing opportunity, so Maryland families can not just get by, but move forward.

A: Maryland should not roll back the Blueprint’s core commitments, but we also shouldn’t write blank checks without accountability. The right approach is to protect what works, adjust what doesn’t, and close the gap responsibly.

First, I would prioritize funding for high-impact areas—teacher pay, early childhood education, and career/technical pathways that lead to real jobs. If parts of the Blueprint are not producing measurable results, they should be phased, delayed, or restructured, not automatically funded. Second, I would require strong accountability and transparency. Every dollar must be tied to outcomes like student achievement, workforce readiness, and school performance. If goals aren’t met, funding should be reevaluated. Third, I would pursue targeted revenue options, not broad tax increases. This includes closing corporate tax loopholes and identifying dedicated funding streams that do not burden working families. Finally, I would align education investments with workforce needs, ensuring we are preparing students for high-demand careers in Maryland’s economy. In short: protect the promise, demand results, and fund it responsibly—without shifting the burden onto everyday Maryland residents.

A: Elections shouldn’t be the only report card. I believe constituents deserve real-time accountability, not just campaign season conversations.

First, I would provide quarterly public updates—clear, easy-to-read reports showing what I’ve worked on, how I voted, and the results for District 24. No jargon, just facts. Second, I would host regular town halls and community check-ins—both in-person and virtual—so residents can ask questions directly and get honest answers. Third, I would create a public dashboard where constituents can track progress on key priorities like cost of living, public safety, education, and economic development. If I set goals, you should be able to see whether I’m meeting them. Fourth, I would maintain open communication channels—email, phone, and social media—with a commitment to timely responses and follow-up. Finally, I would establish a community advisory group representing seniors, small businesses, parents, and young people to provide ongoing feedback. My approach is simple: you shouldn’t have to wait for an election to know if I’m doing the job—you should be able to see it, question it, and shape it every step of the way.