I decided to run for Mayor because I firmly believe the citizens of Grand Falls deserve a real choice. A mayor elected by acclamation doesn’t give people the opportunity to make an informed decision about who will lead the municipality forward. Our community deserves a voice in shaping its future – and that starts with having options.
I also believe that Grand Falls’ time is now. We are at a pivotal moment, and meeting the challenges ahead will require strong, decisive, and experienced leadership. We need someone who can bring together the best and brightest local minds and build a team capable of delivering real solutions for our community.
Much of my leadership foundation was built in executive roles, where I learned how to inspire teamwork, empower people, and bring out the best in every individual to achieve shared goals. Those experiences taught me that success comes from collaboration, accountability, and a clear vision.
Over the past seven years working in broadcasting at 93.5 The Wave, I’ve had a front-row seat to the everyday realities facing our residents. I’ve heard directly from people in our community – their concerns, their challenges, and their hopes. That perspective has given me a deep understanding of what matters most to the people of Grand Falls.
If elected, I’m ready to bring my leadership experience, my commitment to teamwork, and my genuine love for this community to the role of Mayor. I’m ready to work hard, listen, and lead in a way that moves Grand Falls forward.
It’s not about changing direction — it’s about building on what’s already in place and doing it even better, with consistency, focus, and strong follow-through.
As Mayor, I will:
Most importantly, I will bring a leadership style that keeps momentum going — where ideas turn into action and progress continues without delay.
Getting results in municipal government is about relationships, persistence, and teamwork.
I’ve already built strong working relationships through my time on council, and I understand how to navigate:
My approach is simple:
The work on ambulance services is a great example — progress came from continued pressure, communication, and not letting the issue drop.
My top priorities for the Regional Municipality of Grand Falls are rooted in building a stronger, more inclusive, and forward-thinking community for everyone who calls it home.
First and foremost, homelessness is a critical priority. The reality is, the number of individuals experiencing homelessness in our region is manageable if we commit to long-term strategies and real solutions. Short-term approaches — what some call “compassionate disruption” — simply move people from one area to another without addressing the root causes. We need to break that cycle by working collaboratively with community partners to create stability, support systems, and pathways to permanent housing.
That ties directly into the need for more affordable housing across all price ranges. Everyone deserves a safe and decent place to live. To achieve that, we must encourage development while removing unnecessary delays that slow projects down. Growth is essential, but it must be done in a way that meets the needs of our residents. I strongly believe government has a role to play here — by working alongside developers and stakeholders to ensure projects move forward efficiently and responsibly.
A key priority alongside housing is finally moving the Sports Complex project forward. For too long, this project has stalled despite clear support from residents who want and need a modern recreation facility. As Mayor, I will take a leadership role in working with provincial and federal partners to identify funding opportunities and bring clear, actionable options to council. This project requires urgency, direction, and accountability — and I am committed to making it a reality.
Another important priority is modernizing how our municipality operates. Since amalgamation, Grand Falls has grown and evolved, and while we’ve made progress, there is still more to do. We need to adopt best practices from the business world to ensure our local government is as efficient, responsive, and effective as possible. We already have dedicated and talented municipal staff — my focus will be on giving them the tools, support, and structure they need to succeed.
Finally, we must continue building a vibrant community by expanding activities and opportunities for residents of all ages, year-round. Whether it’s recreational programs, cultural events, or outdoor initiatives, creating more ways for people to stay active and connected will improve quality of life and make Grand Falls an even more attractive place to live, work, and raise a family.
By addressing these priorities — housing, homelessness, the Sports Complex, efficient governance, and community vitality — we can build a stronger future for Grand Falls.
As a councillor, I’ve made it a priority to take what I hear from residents and turn it into real action. Two clear examples of that are:
Lighting at the Falls: Residents spoke about the need to highlight one of our greatest assets and build community pride. I worked to move that forward, and today we have improved coloured LED lighting that enhances the experience for residents and visitors.
Ambulance coverage: I personally experienced as well as heard serious concerns about response times and the dynamic response model. I helped push that issue forward, and we’ve recently seen the elimination of that model — meaning more consistent ambulance presence in our community.
The Easter Egg Hunt, Pumpkin Carving Event, and my time as President of the Potato Festival are just a few examples of initiatives I’ve helped launch or grow through active involvement.
I helped organize the very first pumpkin decorating event, which started with just 30 pumpkins and continues today, having grown to over 400 decorated pumpkins. I was also involved in planning the first Easter event, which welcomed more than 300 participants for egg decorating and a community scavenger hunt — an event that still brings families together each year.
During my five years as President of the Potato Festival, I expanded family-focused programming and helped elevate the event by bringing in major Canadian recording artists such as Karl Wolf, Tyler Shaw, and Big Wreck, making it a standout celebration year after year.
Those are real, tangible outcomes — and they reflect how I approach leadership: listen, act, and follow through.
I understand that language is an important part of serving our community, and I take that responsibility seriously.
Since moving to Grand Falls, I’ve been actively learning French. Through my family — especially my in-laws — and my experience serving two terms as a councillor, I’ve made meaningful progress in understanding the language.
I’ll be honest: speaking French comfortably is still something I’m continuing to work on. But I am fully committed to improving.
What’s important to know is that I am able to understand the discussions, documents, and decisions that come before council. I know exactly what I am proposing, seconding, and voting on — and that will continue as Mayor.
Just as importantly, leadership is about listening, surrounding yourself with strong people, and making informed decisions that reflect the needs of the entire community.
I will continue to work hard to strengthen my French while ensuring that all residents feel heard, respected, and represented.
This is my home, and I am committed to serving everyone in it — while continuing to grow and improve in every aspect of the role.
Over the last two terms as councillor, one of the most consistent concerns I’ve heard from residents is the lack of timely and effective communication.
Whether it’s a delayed response through the municipal portal or a lack of clear information around meetings, projects, or events, people want to feel informed and heard. While we’ve made some progress, it’s clear there’s still work to do.
As Mayor, I would focus on a few key improvements to fix this:
First, we need to set clear service standards for communication — so residents know when to expect a response, and staff are supported in meeting those expectations. Accountability and consistency are key.
Second, we should improve how we use technology. That means making the municipal website and communication portal more user-friendly, ensuring updates are posted regularly, and expanding the use of social media and email alerts so residents can easily stay informed in real time.
Third, I would push for better internal coordination. Strong communication with the public starts with strong communication within the organization. By ensuring departments are aligned and information flows efficiently, we can provide clearer and more accurate updates to residents.
Fourth, we need to be more proactive, not just reactive. That means sharing information about upcoming projects, decisions, and potential disruptions before residents have to ask. Regular updates from council and the Mayor’s office can go a long way in building trust.
Finally, I believe in being visible and accessible. Whether it’s through town halls, community events, or informal opportunities to connect, people should feel they can approach their municipal leaders and be heard.
Improving communication isn’t just about tools — it’s about culture. It’s about making openness, responsiveness, and transparency a priority at every level of our municipality.
Final Note:
If you have a question that isn’t answered here, I’d love to hear from you.
This campaign is built on listening and action!
Your voice matters.