Montgomery County Council District 1

A: Trump’s cuts to the federal government have created a jobs crisis. Even before Trump’s cuts, Montgomery County has still not recovered the private sector jobs we lost in the Great Recession.

As a Councilmember, I will act with the urgency and energy necessary to rebuild our job base. We must have the right partnerships, programs and policies, and permitting reform. We must better highlight our talent to the world. Many business leaders tell me “No one calls.” We need to invest in a business attraction and retention program that truly competes with neighboring jurisdictions. We can create the investments and regulatory policies that make us uniquely attractive to continued investment in our strong biotech sector and growing energy and atmospheric science industries. And as a hub for leading hospitality companies – Marriott, Choice, Host – we should be home to the entrepreneurs innovating there. We need to make our permitting process faster, friendlier, and more efficient so that our small businesses start out strong. We must better align our investments in technical education at MCPS and Montgomery College with the industries attractive to new and existing businesses, so more Montgomery residents can access family-supporting job opportunities even without a college degree.

A: With an increasing number of students qualifying for free and reduced meals - an indicator of increased need - and an aging building portfolio, we need to work smarter. I have unique experience overseeing large budgets to help solve for and deliver on these needs.

First, we need a Council that holds school system leadership accountable during the budget process. We must ensure operating dollars are being spent effectively in the classroom, with a focus on the early years and career education. We must prevent the type of capital project overruns like Woodward HS or the electric school bus procurement that have eaten away valuable dollars. Second, we need to leverage innovative financing strategies for ongoing repair needs, like HVAC. I have experience building those types of programs at the County and state level. Third, we must deliver on our core responsibilities. MCPS has decided to tackle too many large decisions at once - boundaries, programs, school closures. We must re-double our efforts on school safety and restore School Resource Officers. We must focus dollars on early interventions that bend the cost curve while allowing more children of all backgrounds to succeed in school.

A: The number of evictions has increased since the County approved its rental stabilization law and rent increases have continued at roughly the same pace as prior to the law taking effect. Meanwhile, the creation of rental housing supply that is needed to meet demand and reduce rents has been reduced by 96 percent as housing providers look to invest in other jurisdictions. The policy has also made it more difficult for necessary capital improvements to aging buildings, depriving tenants of the quality housing conditions that every resident deserves.

As a renter myself, I support a mix of strategies to protect renters and improve housing quality. I support efforts to prevent rent-gouging and want to leverage the Housing Production Fund to permanently preserve older buildings as affordable options in our community. I do not think that the Department of Housing and Community Affairs, including the Office of Landlord-Tenant Affairs, have been sufficiently proactive or effective in their roles to support code enforcement and improve housing conditions. My master’s thesis at MIT focused on leveraging economic and enforcement tools to improve housing quality and address rising costs. I will bring that expertise to the Council.

A: We must build housing in the right places to meet our housing gap. In District 1, there are only a handful of single-family detached homes for sale under $900,000. We are becoming a community where teachers, first responders, nurses, or even federal workers cannot afford to live. Increased supply is part of the solution and I bring a planning and placemaking background to ensure it is done with respect for existing communities.

We have sorely needed and transit-oriented housing already approved but not yet built at strategic sites. The White Flint Mall site cannot continue to sit as a hole in the ground and must become a center of housing and job opportunity. I will work with housing providers to address what is stopping them from delivering on crucial projects that are already approved. I will reform how Low-Income Housing Tax Credits are administered in Maryland, so Montgomery County can create more affordable housing. I will continue to fund the Housing Production Fund, which generates new mixed-income housing throughout the County. Since our high land costs stand in the way of affordable housing construction, I will work to leverage publicly and non-profit owned land to make more projects possible.

A: There are three core considerations to the data center issue: addressing their potential direct impact, considering the opportunity cost of data centers over other economic development strategies, and taking action to address the statewide and regional impacts of data centers on utility prices.

When it comes to their direct impact, we must establish clear rules that align with our values. We must create a specific land use category for data centers, restrict them so they do not intrude on residential areas, require that they generate their own 100% clean energy, and address water use and electromagnetic interference and noise issues. Further, we should consider that many of the industrial areas where data centers could locate are also viable sites for health manufacturing facilities. Our biotech industry is moving toward health manufacturing, bringing together the research and the production, and our peers in Virginia and North Carolina are eating our lunch. I want us to invest in health manufacturing rather than data centers. Even without hyperscale data centers here, our utility prices are set at the regional level, with demand far outpacing supply. I will build statewide coalitions to create the clean energy we need to reduce ever-rising utility bills.

A: We must close the incinerator. Unfortunately, this County Executive administration’s failure to do so in eight years at the helm is an unfortunate real-world example of the complacency we must break away from as a County. That complacency hurts real people. In this situation, we failed to get on top of the polluting emissions at the site, and the administration is now proposing a risky and rushed implementation plan to close it.

I will push forward curbside food waste composting service so we can join surrounding jurisdictions like Arlington and Frederick Counties that have already passed us by with this service. Doing so will reduce the amount of waste we produce and allow us to more responsibly shut down the incinerator and divert a remaining and smaller amount of trash to landfills and other disposal sites. Ten years ago, I crafted legislation that identified curbside composting as the next critical step to reduce waste in our community. Ten years later, we still do not have the curbside composting program our neighbors have and our residents deserve. We must act with urgency on this issue.

A: I fully support the current Council’s legislation restricting ICE and ICE actions in the County. I will work to find creative legal and legislative solutions to further deter ICE, working alongside state legislative leaders, Attorney General Brown, and the County Attorney. I will ensure that our immigrant community knows they can access full and quality services from our local government, will support immigrants in education, workforce development, and legal aid if they face immigration action, and will work together with civic organizations to build strong and interconnected communities to support our immigrant neighbors.

A: Montgomery County faces unprecedented challenges to continue to be the successful, thriving community that we love. I bring the right mix of experience and vision to help us address the current challenges and set a vision for a stronger future.

In my career, I have helped government get big things done. I helped create the Montgomery County Green Bank, which made Montgomery County a leader in advancing green energy. I fought the Pepco-Excelon merger and secured key provisions to protect consumers’ pocketbooks. At the Maryland Department of Transportation, I responded to the Key Bridge collapse and helped build workforce development efforts that provide more workers with family-supporting wages. My vision for Montgomery County is one where young people don’t have to move away and seniors can afford to stay. We can deliver on private-sector jobs that restore our County’s economic base while taking on affordability challenges around housing, energy, childcare, and rising property taxes. We can ensure the school system truly delivers on its promises, while building infrastructure we need for our quality of life. And we can do it in a way that builds consensus and trust in government. That’s the approach that I’ll bring to the County Council.

A: Montgomery County must respond by strengthening the parts of our economy that are within our control. We need to continue to support our incubators that invest in businesses when they are in the earlier stages of business development, and help them grow and thrive here. We also need to support our smaller businesses with increased use of the Business Center. We must improve the approval process, coordinate better with WSSC and other agencies, and make it easier for businesses to open and grow here. We also need to connect our education system, from MCPS to Montgomery College to the Universities at Shady Grove, to the Institute for Health Computing, and provide the talent pipeline for the growing sectors like life sciences, clean energy,, and the building trades.

The county should also use its purchasing power to support good jobs and companies that help promote our values like recycling. We must also build on the strength of having a diverse population, which attracts companies like Samsung Biologics, which just opened its first manufacturing facility here. Economic development also includes strong schools, reliable transit, affordable housing, parks, and neighborhoods where people want to live and work.

A: We have to be honest that quality education costs money, and the largest cost are the people who work in the schools.; there is no way to provide excellent schools without supporting educators, paraeducators, counselors, and other school staff. Per pupil spending has not yet returned the levels from before the Great Recession even as the needs and poverty of students have increased. Even so, MCPS must continue improving transparency and accountability so the public understands how funds are being used.

While the Board of Education has the primary role of supervision over the school system, the Council has an important oversight role given that it approves the school budget, which is about half of all the operating budget of the County. I will carefully review MCPS budget requests and support adequate funding for schools. I will also push for transparency around contracts, staffing, maintenance needs, and capital priorities. Schools are an important reason why people choose to live and work here, and we must have confidence in the administration of the school system.

A: Rent stabilization is one part of addressing housing affordability; I have talked to many residents in Friendship Heights and Bethesda who have lived in their buildings for years who had faced double digit rent increases, and they are grateful for the predictability that now will allow them to stay in their homes. Rent stabilization has also helped improve the condition of buildings because properties deemed troubled are not allowed to raise rents until they address the deficiencies in the building. Rent stabilization does not apply to any building until it is 23 years old; after 23 years, once under stabilization, rents can be increased by the rate of inflation plus 3%, up to 6%, and property owners can apply for a surcharge if that amount is insufficient. To date, every surcharge application has been accepted. Rent stabilization does not apply to any for-sale properties. It is not the only solution, but it helps protect residents from sudden unaffordable rent increases. This along with preservation and production is key to housing affordability. As a Councilmember, I will always want to hear how it can be improved.

A: Increased development can provide additional affordable homes, but simply building more housing does not guarantee affordability. Three townhomes replaced a single family home in downtown Bethesda; the house sold for $1.3 million, and the asking price for each of the townhomes was over $3 million. Producing affordability must be intentional. The existing Moderately Priced Dwelling Unit (MPDU) program applies to developments with more than 19 units and requires that approximately 15% of the new units must be affordable, and the other 85% can be market rate. Additional government tools, which include using public land and/or tax abatements, should be used wisely. I do not support the recently enacted law that incentivizes the conversion of commercial properties to residential by providing a 20-year tax break to properties that are 50% vacant and provide a slight increase above the required affordability. That is too much given away for too little in return; additionally, we should not promote the loss of our commercially zoned properties; they are important for future business growth. The county should support preserving existing affordable housing, producing affordable and family-sized units, using tax abatements strategically to deliver substantial affordability, and reduce costs in the building process.

A: The county needs a comprehensive framework before approving data centers, and a moratorium may be appropriate to provide the time to develop that framework. Data centers raise serious questions about energy use, water use, wastewater discharge, noise, land use, transmission infrastructure, air emissions, and who pays for grid upgrades.

Any permitted use of mega data centers must include strict environmental standards; they should only be on industrial zoned land, and require new clean energy usage, backup, and generation. Requirements must also address energy efficiency, water usage and discharge. We are already paying increased electricity costs related to the data center in Loudon so simply saying no is not a useful option. At the same time, we do not need to and should not negotiate from a position of weakness; we can be a national model that requires clean energy and provides clear guidelines regarding water, energy use, noise and siting. Without those strict and clear standards, we should not allow them.

A: Closing the incinerator opens up the financial capacity for a serious and successful zero-waste strategy. If the incinerator stays open past its contract expiration in 2031, it will require $100s of millions of capital investment and a long-term contract for annual operating funds that would not be reduced even if recycling, reduction and diversion strategies worked. In other words, continuing with the incinerator commits the county to large fixed costs that do not head toward zero waste (and would still require that about 30% of the waste burned must be landfilled as ash). Without the fixed costs from a renewed contract for the incinerator, the county can landfill trash in the short-term and implement advanced waste processing (AWP) that removes recyclables from the trash tipping floor. Additionally, because of a legal agreement with the Sugarloaf Citizens Association, if the incinerator closes, food scraps could be composted at the existing Dickerson leaf compost facility, which would allow the county to implement countywide composting. Furthermore, with the alternative of AWP + composting, the financial incentives favor trash reduction and remove the long-term fixed costs of the incinerator. And it’s better for the environment!

A: Immigrants are our neighbors, workers, students, business owners, and community members, and the county has a responsibility to protect residents and maintain trust, which is also important to the health of our communities. My mother was a refugee from Nazi Germany, and so welcoming the immigrant, and the stranger, is quite personal to me. As we have seen across the country, this federal administration and ICE have ignored due process and basic Constitutional protections for citizens and undocumented residents alike. While local government cannot change the federal actions, we can make it clear that we will not tolerate their behavior in Montgomery County. I support the efforts of the current County Council to send that message and support people’s rights. As a Councilmember, I will also stand with residents who are protesting, speaking out and demanding a return to the rule of law, and that we are not a nation of kings. I also support legal defense efforts as well as the County’s role in amicus briefs and other legal efforts that defend the basic rights that we are seeing violated on an ongoing basis.

A: I care deeply about District 1 and the people who live and work here, and I know how to listen, to solve problems, and to make government work better for residents.

I have worked at the Council and for the County Executive for more than 17 years; I can provide meaningful support and leadership because I know how county government works and where county leadership can make our communities stronger and more inclusive. I have worked with communities across District One, including regarding land use in Bethesda (where I will continue to work for the parks that were promised in the 2017 Bethesda sector plan) and Friendship Heights, protecting Norwood Park, sensible sidewalks, supporting Glen Echo, the Kid Museum and Imagination Stage. I understand the importance of protecting the Potomac, tree preservation, open space, and effective transit. I have worked on housing stability, tenant protections, school funding, transportation, labor issues, environmental protections, and community engagement. My campaign is rooted in the belief that county government must work for everyone, and that we need leaders who are ready to serve on day one. I will bring fairness, knowledge, and accountability to the Council. I ask for your vote.

A: Montgomery County is feeling the impact of federal layoffs, and we need a clear, disciplined response.

First, support displaced federal workers and strengthen our workforce pipeline. We should prioritize rehiring federal workers into county and local jobs where possible, and partner with Montgomery College to create fast-track certification and retraining programs aligned to high-demand fields. At the same time, the county can set the stage to connect our schools, colleges, and apprenticeship programs directly to the industries with increased demand. Second, truly open Montgomery County for business. We need to make it easier to start and grow here, streamlining permitting, creating a true one-stop system, and supporting incubators. For federal workers exploring their next chapter, that includes entrepreneurship: giving them the tools, mentorship, and support to build businesses right here. Third, build a sustainable budget. We cannot keep growing spending without accountability. Every major program should demonstrate results, or be improved, or be ended. Fiscal discipline is how we stabilize during uncertainty. That’s how we stabilize today and grow tomorrow.

A: With limited space, I’ll focus on capital improvement, where the need is most urgent.

The core issue is deferred maintenance. For 2 decades, we prioritized building new capacity to meet enrollment increases, while aging buildings were left behind by budget constraints. Now, with rising maintenance costs, that backlog has caught up to us, over $700 million in HVAC needs alone. The approach is clear. First, we must advocate for the state to shift school construction funding toward maintenance, not just capacity. Second, we should pursue innovative public, private, and philanthropy partnerships to accelerate projects and stretch dollars further. We can learn from successful models in other jurisdictions. Third, we need better project management and smart alternatives, like utilizing holding schools to complete renovations faster and more efficiently. It can cut down a high school HVAC project from 4 summers to 6 consecutive months. Most importantly, we must prioritize based on data. As Board President, I worked with colleagues and the school system to implement a Facility Condition Index to guide decisions based on real building needs, not anecdotes. That has already made our system more transparent and accountable.

A: Our current policies have made rent predictable, but they have not solved our housing shortage. Since the law passed, multifamily permit applications have dropped sharply, signaling that investment is pulling back. If we are not building, we are not solving the affordability problem.

I understand this personally. I grew up without running water and spent years renting, living paycheck to paycheck. Predictable rent helps families budget and stay stable. That matters. But stability today cannot come at the cost of supply tomorrow. We need an “and” approach: protect current residents and build more housing. Policy should not be static. We should refine rent stabilization to avoid discouraging new construction and allow reasonable adjustments, especially when rents are far below market. We must accelerate housing production, streamline permitting, use underutilized public land, and support mixed-income development near transit. If we want to be a county where people can learn, work, and live here, we must ensure both short-term stability and long-term supply.

A: Yes. Increased development must be part of the solution.

From 2010 to 2024, Montgomery County’s population grew by about 11%, while housing units grew by about 8%. This is the reason why housing feels tight and expensive. At the same time, we’ve lost roughly 25,000 middle-income families while gaining more high- and low-income households. With limited supply and a widening income gap, affordability pressure is exacerbated. More supply will definitely help, but alone it is not enough; it has to be the right strategy. We need to build more housing around the county so people can live where they work. At the same time, we not only preserve existing affordable housing but also invest in more deeply affordable units, such as Moderately Priced Dwelling Units, and continue to explore public, private, and philanthropic partnerships. We need to use underutilized government land. I am proud to be part of the effort to return Stone Street by Rockville Metro to the county to increase housing. The dilapidated warehouses currently on site will be relocated to an industrial park. We must increase supply while ensuring stability for the families who already call this community home.

A: Montgomery County already has smaller-scale data centers in places like Silver Spring and Rockville. The real question is how we handle large-scale development like Loudoun County.

These facilities can bring tax revenue and investment, but they also raise real concerns of energy demand, environmental impact, and compatibility with nearby communities. AI is here to stay, so this requires thoughtful, long-term planning. We’ve made real progress. ZTA 26-01 sets clear guardrails: limited to industrial zones, case-by-case approval, and strict standards on energy, water, and environmental impact. That’s responsible growth—not a blank check. Now implementation is what matters. Moving forward, we need to track real outcomes: Energy use and grid impact: Are they meeting clean energy commitments? Environmental performance: water use, noise, and emissions Community impact: traffic, buffering, and land use compatibility Economic return: jobs, tax revenue, and local benefits And we must be willing to adjust. Policy is not static. If the data shows unintended consequences, we refine it. That’s how I govern: set clear rules, measure results, and hold ourselves accountable.

A: We need a real plan in place so we can close the Dickerson trash incinerator.

The main obstacle to closing the incinerator has been the project execution. We’ve known this facility is aging for years, and we’ve been too slow to take the necessary steps to drastically reduce what we burn and prepare for transition. First, reduce waste from both businesses and residents. For example, tens of thousands of tons of food waste come from businesses every year; this is a major opportunity. We should make composting cheaper than disposal, offer small transition grants, and set clear reduction targets. On the residential side, places like the Town of Chevy Chase show what’s possible; about 40% of households already compost. We should expand access, simplify programs, and aim to increase recycling and composting by 10–20% each year. Second, engage the Dickerson community. Residents must have a seat at the table. We should work closely with the Dickerson Area Facilities Implementation Group and the Solid Waste Advisory Committee to ensure transparency and accountability. Finally, secure the transition. We need reliable trucking for recyclables and landfill capacity for what remains. That’s how we deliver: clear goals, real execution, and accountability.

A: Let me say this loud and clear: ICE is not welcome here, and we stand strong against ICE’s intimidation of our residents. In Montgomery County, we learn, live, and work here together. And we respect each other and follow the rule of law.

As an immigrant, I know what it feels like to start over. I also know what fear feels like when families worry that one encounter could tear everything apart. I support the laws passed by the county. They limit how local government participates in federal immigration enforcement - requiring judicial warrants and protecting access to services. I have a track record in protecting our community. As early as November 2024, the school board and system were proactive in training our school to deal with ICE. We started “Know Your Right” sessions right away at the beginning of 2025 to teach families how to protect themselves. We, as a school system, got a shoutout from Congressman Jamie Raskin for our proactive efforts. I have personally been working with the Montgomery County Immigrant Resistance Collective, canvassing our businesses to educate them on protecting their employees. Protection for ALL our residents requires teamwork.

A: In these difficult times, residents need leadership that has already been tested with proven results. I’ve won a countywide election, and I don’t just make promises. I act. First, I have deep roots in this community. I’ve lived, served, and raised my family here for decades. I’ve built trust by listening and acting, and I’m not afraid to make tough decisions and to speak up. I was the only vote against a boundary and program proposal because I didn’t believe it was ready. Second, I bring critical education expertise. Schools make up half of the county budget. As Board President, I’ve driven accountability and results while strengthening our schools. I also believe we must live within our means. I do not support broad tax increases. We need to find efficiencies, evaluate programs based on results, and grow our economy so we’re not asking more from residents already under pressure. Finally, I bring lived experience. I came to this country with two suitcases, worked multiple jobs, and have been both a renter and homeowner. I understand affordability and opportunity. As an immigrant, I will be a strong local voice for safety and inclusion. Tested leadership. Real results. A clear vision forward.

A: To improve our economic conditions, Montgomery County needs to grow our private sector business base. Northern Virgina was also affected by the downsizing of the federal government but was not as negatively affected as Montgomery County, as they had grown and maintained their private sector.

Montgomery County has struggled with private-sector job growth in part because government policies have made it more difficult for businesses to operate and expand. Job creation is driven by the private sector, and government’s role should be to create a stable, predictable environment that encourages investment.“The government does not create jobs; the government creates bureaucracy. The private sector creates jobs.”To address this, I support reducing unnecessary and duplicative regulations, modernizing processes, and providing greater certainty for businesses considering long-term investments in the County.Specific policies I would pursue include:•Leveraging AI and technology to streamline regulations and reduce administrative burdens, following successful models such as Virginia’s regulatory reform efforts which reduced regulations by over 26%.•Reducing taxes and fees, while prioritizing spending discipline to ease the overall tax burden. Instead of automatically continuing to add additional fees and taxes to increase County revenue, we should first reduce spending, to reduce the tax burden.

A: The biggest issue facing MCPS is performance. Recent MCAP scores show our students are only 57% proficient in key areas. U.S. News rankings indicate we have some schools that are graduating students who are only 15% proficient in math.

Regarding the budget gap, I believe that MCPS should look at their overall efficiencies as compared to other similar jurisdictions. The Montgomery County Taxpayers League did a deep dive into spending in MCPS and found that MCPS’s overhead was 47% while Fairfax, a similar sized jurisdiction, was 39%. An 8% delta is significant on a $3.5 billion budget.

A: Rent control may seem beneficial, but in Montgomery County it’s already producing unintended downsides for housing supply and development.

When developers can’t earn a reasonable return, they shift projects to nearby markets like Northern Virginia, which has no rent control, resulting in fewer new apartments locally. Uncertainty in the County’s political climate, where regulations can change during long planning and construction timelines, is also causing developers to reconsider projects.Even planned developments, such as B.F. Saul’s 350-unit building in Bethesda, are now in question as firms weigh whether moving forward is financially viable. At the same time, Fairfax County has surged ahead in multifamily construction since 2024, outpacing Montgomery County by as much as four times.As projects stall or disappear, housing options shrink. Property owners face capped rent increases of 5.4% while taxes and fees rise over 12%, making upgrades and compliance with new green standards difficult. Over time, reduced supply pushes housing costs higher.Since rent control discussions began in 2022, investment in multifamily housing has dropped. Policies that encourage development, not discourage it, are key to improving housing availability and long-term affordability.

A: Yes, but is must be done thoughtfully in a win-win situation.

Increased development can be an effective part of addressing Montgomery County’s affordable housing question, but it is not a complete solution on its own.Expanding the overall housing supply will ease upward pressure on prices, especially in high-demand areas near jobs and transit. However, market-rate development alone may not produce housing affordable to low- and moderate-income residents. That’s why growth must be paired with strong policy tools.Equally important is ensuring that new development is equitable and community-oriented, with attention to infrastructure, schools, and displacement risks.

A: I am a licensed professional engineer with over 30 years of experience designing secure data centers. I believe regulations and construction guidelines should be developed by professionals with relevant technical expertise. While policymakers provide oversight and accountability, technical standards must be grounded in engineering principles, empirical data, and real-world operations. Overly broad regulations risk being ineffective or unnecessarily restrictive.

Electrical Power: Data centers require significant power. Standards should require on-site power solutions, with strong focus on grid integration, redundancy, and load management to avoid stressing local infrastructure.Noise: Regulations should set clear sound limits at property lines and require setbacks to protect nearby communities.Electromagnetic Fields (EMF): Guidelines should ensure proper shielding, along with testing and measurement protocols to maintain compliance.Setbacks and Siting: Careful site selection and appropriate buffers from residential or sensitive areas are essential to reduce visual, acoustic, and environmental impacts. Zoning should reflect community character.Testing and Compliance: Clear testing and commissioning procedures should verify that facilities meet design and operational requirements before and during use.

A: Yes, until a suitable solution can be agreed upon.

A: I believe that the US and Montgomery County should adopt the Dignity Act. This bipartisan proposal will reform U.S. immigration policy, strengthen border security, and address labor shortages. It proposes a 7-year legal status and work authorization for the undocumented, funded by fees paid by participants rather than taxpayers.

A: I have experience in the private business sector that the other candidates do not. The other candidates say they are a going to lower our taxes; however, they are not supporting the “Stop the Spend” ballot initiative to limit spending in the County to the rate of inflation. If they really wanted to lower taxes, they would support this ballot initiative to codify spending guardrails in the County.The other candidates don’t know how to bring private sector jobs to the County, or they and their mentors would have already done so. They don’t have:- Real-world accountability. I have had to deal with real world decisions: hiring, budgeting, pricing, risk management. If I make bad calls, there are immediate consequences, lost revenue, layoffs, or even closure. This lived accountability produces pragmatic, results-oriented thinking. When staffers, like the other candidates in the D1 race, make bad decisions, they continue to get promoted.- I am an efficiency-driven problem solver. In business, you can’t afford unnecessary complexity or bureaucratic drag, it costs time and money. Bringing that mindset into the County can help streamline processes, cut waste, and push for clearer, more effective systems.