Age: 54
Geography: I’m originally from Cleveland MS in the MS delta. In December 2014, the Air Force stationed at Jackson State University as the Commander, Air Force ROTC. I lived briefly in South Jackson before purchasing my current home.
Occupation: I’m a retired Air Force Lieutenant Colonel with over 25 years of relevant experience in leading organizations large and small. I have program manager experience handling major program acquisitions, contracts, and tracking programs to completion. I’m currently a consultant in the Aerospace industry working directly for the U. S. Space Force.
I lead a team of senior personnel responsible for a portfolio worth approximately $1.5 billion dollars. We provide oversight of multiple teams that manage over 20 different programs that span global system acquisitions. I have a myriad of experience to include but not limited to: in-depth leadership training, contracts expertise, negotiations experience (to include international), budgeting, strategic planning, goal setting, and team/coalition building.
Who is supporting your campaign and do you commit to filing accurate campaign finance reports during this campaign?
I’ve received individual donations; however I’m currently personally financing my campaign. I have filed the annual campaign finance report on January 31, 2025. I will comply with future filings.
Q: What makes you uniquely qualified to run the City of Jackson?
A: I’m uniquely qualified to serve as Mayor because of my decades of experience leading organizations, strategic planning, managing large budgets, and developing real-world solutions to tough problems. I’m experienced in being able to identify and isolate tough challenges, while developing practical solutions. I’ve led organizations to a turn-around making things better than when I took charge. Jackson needs a leader with the broad swath of experiences I’ve earned over my military career. I’ve managed budgets in the $100s of millions of dollars. I’ve championed efforts to “right-size” the an organization to align with its core mission. I bring a wealth of experience in creating efficiencies by setting priorities, “trimming the fat”, and identifying waste to create a better use of the dollars available. Through past and current community relationships, I have a unique understanding of the issues that are most important to the people of Jackson.
I pledge transparency in how taxpayers’ dollars are spent so that every citizen is knowledgeable. I’m a law-and-order guy, and my military experience has taught me how to ensure safety and peace of mind that Jackson needs. I’ve worked tirelessly with young people and recognize the need to invest in them now to give them hope for a brighter future. Lastly, I’ve worked across numerous areas in the aerospace industry and understand the key factors in attracting business, through mutually beneficial partnerships, and sustainable growth.
Q: Name three solutions to city problems you would enact as mayor and how.
A:
Problem: Crime. The #1 priority focus area under my administration is Public Safety. I’ll ensure there is a priority working with the City Council to fully fund Police and Fire. This focus area also includes investments in programs for our most vulnerable populations (youth, seniors, and persons with disabilities).
Problem: Youth, elderly, homeless program investments. Augment budget shortfalls that have broad implications across the city that directly affect youth activities, elderly programs, and homelessness. Within the Grants Office, I will enact a “Non-Profit Cooperative” which will create a collaboration partner relationship with non-profits across the city to assist with meeting some of the city’s most pressing needs, particularly in the following areas: youth activities, elderly programs, and sheltered/unsheltered homelessness. We will create a coalition of willing organizations that truly desire to see Jackson move forward. The “Non-Profit cooperative” will also be the structure that enables Public-Private partnerships that have a direct impact on human infrastructure in the city.
Problem: Physical Infrastructure. Infrastructure enhancements are the #2 priority under my administration. I will first of all, meet with JXN Water and the One Cent Sales Tax Commission to develop a plan that accounts for available funding to support water, sewer, and roads. I’d develop a Memorandum of Understanding that outlines the responsibilities for each entity, a criticality matrix that enables scoring of the worse water, sewer, and roads, and ultimately a plan that ensures a fair, repetitive process for applying funds across the three organizations.
Q: Jackson has faced state takeover attempts in several areas of government – from the water system to public schools, from the airport and a historic stadium to law enforcement and criminal courts. What is your philosophy around state takeovers and what would you do in response to these efforts?
A: My philosophy is to counter state takeovers with a leadership approach that is non-adversarial but more of a collective engagement approach. Jackson is the state’s capital, and everyone is welcomed into the city. Every visitor and citizen must feel safe, be provided basic services, and opportunities to be part of an economically viable city. I envision partnering with the State on efforts that are mutually beneficial. We must be able to show the surrounding municipalities and the state that we are capable of managing the resources and funding we currently have within our control. I have experience working at some of the highest levels of government. The most important aspect of this issue is ensuring that city leadership is respected. I will always represent the best interest of the citizens of Jackson.
Q: Comment on the current relationship between the mayor and city council members, how that relationship should look, and what you would do to improve it.
A: The relationship between the Mayor and City Council should be a partnership that allows the Councilmembers to ensure they’re able to meet the needs of their constituents. I envision a partnership with each Councilmember that enables effective and timely communication on issues that affect their ward. Annually, I’ll also request each Councilmember work within their community to identify a “Top 5” priorities within their Ward. The “Top 5” will be prioritized to support a budget that ensures a city-wide approach to meeting the needs of the citizens.
Q: Multiple candidates have suggested that Jackson is “on the wrong path.” Describe the characteristics of a Jackson that is on the right path and how you would get it there.
A: My Jackson 2035 Vision for the city is a 10-year plan that will outline a very pragmatic approach to addressing Public Safety, cleanliness and infrastructure investments in the near term, while creating an environment for sustained economic growth over the long term. The Jackson I envision is a place we all are proud to call home. There’s also a conscious effort to address blight, cleanliness, and homelessness. We are a city that embraces the university communities and where there’s an environment similar to most other college towns.
City Hall is a place that has streamlined processes, an updated IT infrastructure that assures efficient and effective governance. The Jackson of tomorrow attracts businesses and industries that pay a livable wage creating a family environment that enables homeownership across the city. Jackson can and will be a vibrant, inclusive city that becomes the center of activity for central Mississippi and the state of Mississippi.
Q: Describe one of your biggest civic accomplishments.
A: I led a group of students in an effort to protest the closing of Mississippi Valley State University. We organized a caravan of students that drove to the IHL meeting location to let our voices be heard.
Q: Community thrives in third-spaces. Besides your home and work, where do you spend time in Jackson?
A: I spend time mentoring young people, and in church.
Q: Who are your favorite Jacksonians, living or dead?
A: Medgar Evers, Bishop Hollis Musgrove, Dr. Marie O’Banner-Jackson
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