Bozeman isn’t the same place it was ten years ago—and it won’t be the same ten years from now. Growth is inevitable. The real question is whether we’re doing it well.

I believe in growth that’s rooted in real-world function, not buzzwords. Terms like density, walkability, and sustainability matter—but only when they’re backed by thoughtful planning, realistic budgeting, and public services that keep pace. Growth should enrich quality of life, not erode it.

We’ve seen well-meaning residents dismissed as NIMBYs when what they’re actually resisting is dysfunction: poor design, unsafe streets, and vanishing livability. That’s not obstructionism—it’s a demand for neighborhoods that work. We need better alignment between what’s being built and what our infrastructure and services can support.

What I’ll work toward:

• Thoughtful land use decisions rooted in functionality and context
• Clear, predictable criteria for evaluating development
• Guardrails that protect what works while making room for what’s next
• Recalibrate city systems and services to the realities of recent growth

Housing is important — but it’s not the only thing. People’s needs change over time, and a well-functioning city supports the full spectrum of those needs: jobs, transportation, health, connection, and yes, housing. When we focus on just one piece, we lose sight of balanced basics. We also need to be honest about what city government can do—and then actually do it.

I will always support streamlining the process for residents to organically meet their needs — not just for today, but over time. One idea I support is creating a catalog of permit-ready, pre-approved building plans to fast-track incremental development, add predictability for all stakeholders, and make the system more accessible for everyday people — not just professionals.

As chair of the Bozeman InterNeighborhood Council, I initiated the first survey on resident-led housing options and brought that conversation to other neighborhoods across the city. We heard from many longtime residents who want to add an ADU, a backyard cottage, convert to a duplex, or even pursue a full redevelopment — but who face real barriers like limited technical knowledge and access to capital. These aren’t career developers; they’re our neighbors.

More options are better. But more than that, we need a system that respects the people who live here now while inviting them along to help make space for the future.

What I’ll work toward:

• A more accessible, predictable, and user-friendly development process
• City-supported tools like permit-ready plan catalogs 
• Policies that support incremental housing options while protecting neighborhood stability
• Clear pathways for locals to invest in housing solutions
• Honest assessments of what local government can accomplish—and strong follow-through on that work

Policy alone can’t solve every challenge. Sometimes the best thing local government can do is make space—for neighbors, nonprofits, and local businesses to step up with solutions that are flexible, human, and rooted in Bozeman.

I believe in a city government that knows how to listen, how to connect, and how to move with purpose. Not one that tries to do everything—but one that knows what role it plays and plays it well.

That means building real relationships—not just partnerships on paper. It means knowing when to lead, when to support, and when to get out of the way.

As Chair of the InterNeighborhood Council, I’ve seen the power of bringing people together around shared challenges—and how critical it is for city government to truly hear and understand the communities it serves.
Bozeman’s best ideas won’t come from City Hall alone. They’ll come from the people who live here—if we make space for them. I’m running to open those doors and move us forward together.

What I’ll work toward:

• A connected, competent city government with a clear sense of its role
• Engagement that comes full circle – residents see where their input made an impact and understand the decisions made
• A culture of collaboration rooted in trust, not control

Local government isn’t here to control—it’s here to serve. That means clear priorities, smart budgeting, and a culture of follow-through. It means acknowledging limits, asking better questions, and focusing on execution—not ideology.

As someone who’s worked across the public, private, and nonprofit sectors, I’ve seen how much solid systems and steady leadership matter. Bozeman deserves both.

I’ve spent years inside the system—on boards, in meetings, and working with city staff and neighbors. I know where local government works and where it breaks down. I’ll bring that experience to the commission to help Bozeman govern itself with more transparency, humility, and public trust.

What I’ll work toward:

• A government that sets realistic goals and tracks progress
• Strong internal accountability and clear execution
• Budget decisions that reflect the public’s priorities, not pet projects
• Well-run systems that help residents and staff succeed

As a leader, I approach decisions with a simple lens:

Who stands to benefit? In what way? And on what timeline?

Vision is important—but outcomes matter more. That means shifting from vague aspirations to measurable results. It requires due diligence to maximize benefit, minimize harm with eyes wide open.

We need a government that stays connected to the people it serves—because real-world feedback is the best way to keep benefits and tradeoffs in balance.

What I’ll work toward:

• Clear frameworks to evaluate who benefits—and how
• Accountability for unintended consequences
• Measurable goals tied to real outcomes—not just good intentions
• Stronger feedback loops between policy and lived experience