League Forum Recap: Where I Stand on the Issues
As a proud member of the League of Women Voters, I was honored to be invited to participate in their candidate forum for Edmonds City Council Position 3. While I was unable to attend the live event due to a scheduling conflict with an official City Council meeting, I want to ensure every voter has the opportunity to hear directly from me on the issues that matter most to our community. Below, I’ve shared my full written responses to the League’s questions, which reflect my priorities, values, and vision for Edmonds.
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If elected, my top priorities are public safety, fiscal responsibility, and preserving the quality of life that makes Edmonds such a special place to live.
Public safety is foundational. I want Edmonds to remain the kind of place where families feel comfortable letting their kids ride bikes to a friend’s house or walk to get ice cream while the parents enjoy dinner downtown. That sense of ease and security is one of the main reasons families choose to live here—and as a mom raising two children in Edmonds, I don’t take it for granted.
Public safety also includes basic infrastructure—like working streetlights, safe sidewalks, and traffic improvements that protect everyone on the road.
Fiscal responsibility is just as critical. Edmonds faces a structural deficit, and we need long-term solutions. That starts with setting clear goals, measuring results, and streamlining operations to make better use of limited resources. We should look at modernizing outdated systems in areas like permitting, planning, and communications to improve service and reduce cost. And we need to grow revenue sustainably by supporting existing businesses and attracting new ones—especially along Highway 99, where thoughtful development could revitalize the corridor and benefit the entire community.
Quality of life is why so many people choose Edmonds—and stay here. That means planning for growth in ways that respect the character of our neighborhoods while welcoming new residents. It also means protecting our environment, maintaining access to public spaces, and ensuring Edmonds stays livable and resilient for generations to come.
These priorities come from lived experience. I’ve been part of this community for over a decade—running a business, raising a family, and serving as Board Chair of the Edmonds Chamber of Commerce. I’m committed to keeping Edmonds the kind of place we’re all proud to call home.ription text goes here
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I bring a well-rounded mix of business leadership, civic engagement, and deep community roots that align directly with my top priorities: public safety, fiscal responsibility, and quality of life.
As a former operations and strategy leader at Microsoft, I managed large budgets, streamlined systems, and led cross-functional teams to deliver measurable outcomes. That experience is critical as we address Edmonds’ structural deficit and look for ways to operate more efficiently and effectively.
As a small business owner in Edmonds for over a decade, I’ve lived the day-to-day realities of staffing, permitting, and operations. I understand how city decisions affect people on the ground—and how thriving local businesses contribute to both safety and livability by creating vibrant, well-used community spaces.
And as a longtime community volunteer and former Board Chair of the Edmonds Chamber of Commerce—a nonprofit that organizes many of the events that bring us together—I’ve worked closely with residents, businesses, and city leaders to strengthen the community we all value.
My experience has taught me how to lead through complexity, how to listen, and how to take action that’s both practical and people-focused.
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When it comes to budgeting, I believe in a balanced approach that protects core services, demands accountability, and takes a long-term view. My decisions will be guided by three key questions: Is it essential? Is it effective? And is there a measurable return—whether in financial, operational, or community value?
First and foremost, we must protect public safety, infrastructure, and basic operations. These are non-negotiables. But from there, we need to get clear on priorities and expected outcomes. That means adopting stronger performance measures across departments so we can understand what’s working, what’s underperforming, and where we can be more efficient.
I’m also a strong advocate for transparency in budgeting—making sure the public can clearly see where their tax dollars are going and what results they’re producing. That includes shifting from “line-item” budgets to more outcome-based models over time.
Another important step is adopting a multi-year budgeting approach. Most meaningful changes—whether cost savings or revenue growth—don’t fit neatly within a single fiscal year. Building a 3- to 5-year plan helps us stay focused on long-term opportunities, while also providing greater continuity across election cycles and leadership transitions.
On the revenue side, I support growing our economy in ways that don’t put the entire burden on residents. Edmonds has an opportunity to attract more tourism dollars, revitalize Highway 99, and work with our business community to increase revenue without new taxes. We also need to look at strategic partnerships and grant opportunities that can help fund key projects.
Finally, budgeting isn’t just about numbers—it’s about values. To me, fiscal responsibility means spending wisely and making investments that will keep Edmonds safe, livable, and thriving for the long haul.
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While the day-to-day operations of the city fall under the Mayor’s office, the Council plays a key role in setting policy and approving funding. We should be tying that funding to clear, measurable outcomes. I want to make sure that for every dollar we allocate, we understand what services are being delivered and how success is defined. That’s how we ensure accountability and make smarter, more strategic decisions.
I’d also like to improve how the city communicates with the public. Too often, issues are presented in dense, technical language—like "code updates" or "overlay districts"—when residents just want to know, “Are you building four-story apartments in my neighborhood?” We need to translate these conversations into plain language so people can meaningfully engage and understand how decisions affect them.
One exciting opportunity is using modern tools, such as AI-powered queries on the city’s website, to make information more accessible. Imagine being able to type in a question like “Do I need a permit to build a fence at my house?” and instantly get a clear, accurate response based on city code. That saves time, reduces frustration, and improves transparency for both residents and staff.
As a Councilmember, I’ll support efforts that make our city government more transparent, more responsive, and easier for people to engage with and understand.
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Supporting a vibrant economy means creating the conditions for businesses to succeed while preserving the unique character of Edmonds. As a small business owner myself, I understand how critical it is to have a city that’s responsive, consistent, and easy to work with.
One key opportunity is improving consistency in our planning and permitting processes. With overlapping codes and complex regulations, even well-intentioned staff can interpret things differently. I’d support adopting tools that help standardize responses and make information easier to access—saving time for both city staff and applicants. When the process is clear and predictable, it gives businesses the confidence to invest and grow here.
We also need to unlock the potential of the Highway 99 corridor. Thoughtful development in that area could bring in new businesses, jobs, and tax revenue while also transforming it into a more welcoming, people-friendly space. A revitalized corridor not only improves economic opportunity, but also makes the area safer, more accessible, and more connected to the vibrant community feel Edmonds is known for.
Tourism is another important piece of the puzzle. Edmonds has incredible assets—our waterfront, shops, restaurants, galleries, and events. By encouraging tourism, we bring in outside dollars that support our local economy. Sales tax from visitors helps fund city services, and we could also explore options like paid parking near parks and beaches to help offset the maintenance costs that come with high visitor traffic.
Finally, I believe in partnership. I’ve worked directly with our local business community as Board Chair of the Edmonds Chamber of Commerce, and I know how much we can accomplish when we work together. A strong local economy lifts everyone.
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Edmonds needs a balanced approach to housing—one that allows us to welcome new residents while preserving the character of our neighborhoods and the quality of life that makes people want to live here in the first place.
That means supporting housing options that serve a variety of income levels and life stages—like smaller footprint homes, accessory dwelling units (ADUs), townhomes, and mixed-use development in appropriate areas. But we need to be thoughtful about where and how we grow. A one-size-fits-all solution doesn’t work for a city like Edmonds.
A woman at this week’s City Council meeting described what makes Edmonds feel so different from other places like Greenwood. It’s not just the buildings—it’s the trees, the gardens, the space between the sidewalk and the front door. That greenery makes our city feel open and alive. It also contributes to our tree canopy, which helps keep our neighborhoods cooler and more climate-resilient. If we overbuild without care, we risk losing what makes Edmonds feel like Edmonds.
We also need to remember that affordability isn’t just about creating new housing—it’s about making sure the people who already live here can afford to stay. That’s especially true for seniors and those on fixed incomes. Helping residents age in place should be part of our housing strategy. One way to do that is by streamlining the process for adding accessory dwelling units (ADUs). ADUs can provide additional income for longtime homeowners, while also creating more housing options for new families, young professionals, and multigenerational living. But we need to be thoughtful in how we incorporate those changes. It’s not just about adding housing—it’s about making sure new development fits the scale and character of the neighborhood.
As a Councilmember, I’ll support smart, balanced housing policies that reflect the values of the people who live here. I’ll also push for clearer communication so residents know exactly what’s being proposed, where, and why. We can make room for new neighbors while protecting the community we all love.
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Homelessness is a deeply complex issue, and there’s no one-size-fits-all solution. That’s because there’s no single reason someone becomes unhoused. For some, it’s circumstantial—a breakup, job loss, or sudden rent increase. For others, it stems from trauma, domestic abuse, addiction, or mental health challenges. Each story is different, and each path forward requires a different kind of support.
As a city, Edmonds doesn’t have the resources to address every facet of homelessness directly, but we do have a responsibility to help. That starts with stronger coordination across our region. Homelessness doesn’t stop at city limits, and we need to work closely with Snohomish County, neighboring cities, and service providers to ensure people are connected to the help that matches their specific situation—whether that’s emergency shelter, transitional housing, counseling, or recovery services.
I also believe prevention should be a major focus. We can’t wait until people are living in their cars or on the street. Seniors on fixed incomes, veterans, and families in crisis are often just one emergency away from losing housing. Expanding access to rental assistance, property tax relief, or even legal aid can make all the difference in helping someone stay housed.
Locally, we should continue to support and partner with organizations like the Edmonds Food Bank and Washington Kids in Transition—groups that are already meeting people where they are and offering critical, compassionate care.
And finally, we must maintain safe and welcoming public spaces. That means finding solutions that protect the health and safety of our community while treating everyone with dignity.
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As a waterfront community, Edmonds is on the front lines of climate change. Rising sea levels, shoreline erosion, and changing ecosystems all pose real risks to our environment and infrastructure. But they also create opportunities for us to lead with smart, community-driven action.
One of our greatest strengths is the network of partnerships we already have in place. The Port of Edmonds plays a critical role in maintaining our seawall and waterfront infrastructure, and citizen-led groups like the Edmonds Marsh Restoration Committee—the “Marshians”—have stepped up in extraordinary ways. These volunteers have secured grants, driven public awareness, and done hands-on restoration work that helps protect native habitats, reduce erosion, and improve long-term resilience. We should be actively supporting and amplifying these kinds of efforts.
Protecting and expanding our urban tree canopy is another local action with big impact. Our trees cool the city, filter air and water, and define the look and feel of our neighborhoods. As we grow, we must be careful not to lose the environmental and aesthetic value our greenery provides. It’s part of what makes Edmonds livable and measurably cooler than surrounding cities.
On transportation, we need to be realistic about what works here. Edmonds is a coastal bowl with steep terrain and a wet climate not directly connected to major multi-modal lines. But we can and should support building out our access to regional transit options, like better connections to the light rail station in Lynnwood. Reducing single-occupancy vehicle use where we can will still make a difference.
We don’t have to solve climate change alone—but we do have a responsibility to take care of what we have. When we support local efforts, protect our trees, and restore natural habitats, we’re not just checking boxes—we’re preserving the Edmonds we love. It’s about ensuring that future generations can enjoy the same green, vibrant, and beautiful waterfront community that we’re lucky to call home today.
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Diversity, equity, and inclusion should not be treated as buzzwords or one-off initiatives—they should be woven into how we serve the public, communicate, and make decisions as a city.
For Edmonds, that means starting with accessibility. Are we reaching people in ways they can engage with—across languages, age groups, and neighborhoods? Are public meetings held at times and places where working families, seniors, and non-native English speakers can participate? We can’t expect inclusive input if we’re not creating inclusive access.
It also means looking at how our city policies affect people differently depending on their circumstances. For example, how do permit fees impact small-scale homeowners versus developers? Are our public facilities accessible for residents with disabilities? When we make decisions through a lens of equity, we ensure that city services work for everyone—not just those with time, resources, or familiarity with the system.
I’d also support continued partnerships with local nonprofits and community groups that are already doing DEI-related work, whether that’s youth outreach, housing support, or cultural programming. The city doesn’t have to lead every initiative, but it can be a better ally and connector.
At the end of the day, inclusion is about making sure people feel seen, respected, and welcome in the place they call home. That’s what builds trust and makes Edmonds a stronger, more connected community.
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One strategy I rely on is starting with agreement on the goal. When everyone can align around the outcome we’re working toward—even if we have different ideas about how to get there—it lays a foundation for collaboration rather than conflict.
From there, I focus on finding win-win solutions. I look for options that help move us toward the goal while providing tangible benefits to multiple stakeholders. That way, you’re not forcing people into compliance—you’re creating buy-in. When people see how a plan supports their own priorities, it’s more likely to succeed without constant pushback, policy enforcement, or micromanagement.
This approach has served me well in both the business and nonprofit sectors, and I’d bring that same mindset to my work on Council: listen first, find common ground, and build forward momentum through shared value.
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I think it’s important for voters to know not just what I stand for, but who I am. I’m not running for City Council as a stepping stone. I’m running because this is my home. I’ve lived, worked, volunteered, and raised my family in Edmonds for over a decade. My husband and I own a local business that employs dozens of people and supports community events year-round. I’ve chaired the board of the Chamber of Commerce, helped nonprofits raise funds for critical programs, and shown up again and again for the issues that matter to this town.
At the same time, I bring the professional experience of a global business leader—someone who has managed multi-million dollar budgets, led cross-functional teams, and delivered results in complex, high-stakes environments. I know how to zoom out to see the big picture and zoom in to get things done.
That’s what sets me apart. I’m not just invested in Edmonds—I’m all in. I’ll treat your tax dollars, your time, and your trust with the same care and responsibility I bring to my own business and family. You won’t find a candidate more committed to the success of this city.
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One thing that might surprise people: my first job out of high school was driving a dump truck for a construction company. I spent a summer helping build out a Safeway and a neighborhood development—hauling gravel, learning about site work, and getting a very real-world crash course in what it takes to build a community from the ground up.
It wasn’t glamorous, but it stuck with me. That early experience helped shape my respect for the people who do the work behind the scenes to keep a city running—from public works to planning to permitting. It’s also part of what draws me to the balance of growth and livability we’re facing now in Edmonds. I’ve been on both sides—strategy and operations, big picture and ground level. And I still believe the best ideas come when we’re willing to roll up our sleeves and listen.
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Yes—residents absolutely deserve to be involved. While it’s the Council’s job to dig into the details and make the tough calls, we’re elected to represent the people of Edmonds. That means keeping the community informed, being transparent about tradeoffs, and making it easy for people to understand the decisions being made.
We need to provide clear, timely communication—through public meetings, newsletters, online tools, and other outreach—so no one ever feels blindsided or left wondering, “How did we get here?” Public input should be welcomed early and often, especially on topics that directly affect people’s daily lives.
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Infrastructure needs to keep pace with growth—but it should also reflect Edmonds’ long-term values. That means maintaining and upgrading essentials like roads, utilities, and public facilities, while also investing in things like stormwater systems, shoreline protection, and tree canopy preservation that support environmental resilience. As we update our Comprehensive Plan, we need to be realistic about what areas can support future growth—and make sure the infrastructure is in place to meet those goals without compromising livability or safety. Growth isn’t just about numbers—it’s about thoughtful planning that protects what makes Edmonds special.