Sangita Datta – City Council Place 4

by friscowhistleblower | Apr 20, 2025 | Candidates, City Council, Elections, Frisco City Council Place 4, Political Candidates, Politics, Sangita Datta

We would like to thank Sangita Datta for responding to our Citizen Questionairre. It is important to note after sending this out to each candidate running in Place 2 and 4, Ms. Datta was the first candidate to respond and clearly she provided thoughtful insight to each question asked. Meet Sangita Datta – Running for Place 4

Candidate Information

1. Full Name: Sangita Datta
2. Campaign Website and Social Media Links:

• Website: www.Datta4Frisco.com
• Facebook: Datta4Frisco
• Instagram: sangita.dm

3. Occupation and Background:
I am a financial specialist and the founder of Datta Insurance Services. I hold a Bachelor of Science in Architecture and multiple licenses in life and health insurance. My professional journey has given me deep insight into financial responsibility, risk assessment, and strategic planning—skills I aim to bring to the City Council.

4. Why are you running for Frisco City Council?
I believe Frisco’s greatest strength isn’t just in its rapid growth—it’s in its people. While we’ve built a global name through world-class sports and entertainment, we now need to ensure that our residents—families, small business owners, seniors, and young professionals—aren’t left behind.

I’m running to:

• Invest in public safety, ensuring our first responders have the resources they need
• Preserve and reinvest in our older neighborhoods and infrastructure
• Bring high-quality job opportunities to Frisco by partnering with companies and local colleges
• Maintain fiscal responsibility and reject vanity projects that don’t serve core needs
• Create open, transparent communication between the city and the residents

I’ve spoken to countless residents who feel the burden of rising costs, congestion, and a loss of connection with local government. I want to be their voice and serve with empathy, common sense, and accountability.

This isn’t just a political campaign—it’s personal. I want to help build a Frisco where families plant roots, build lives, and thrive with pride.

Community & Development Involvement

I’ve been actively involved in Frisco for over a decade. My community service includes:

• Graduate of Frisco City 101 and Citizens Police Academy
• Member of Leadership Frisco Class 25
• Ambassador for both the Frisco Inclusion Committee and Frisco Chamber of Commerce
• Secretary of the Frisco Parks and Recreation Board
• Small business mentor, helping local startups grow
• Host and organizer of community Diwali celebrations and supporter of cultural diversity events
• Honored with the Frisco Emerging Leader Award, Frisco Women of Influence Award, and listed in Marquis Who’s Who in America, 2024

1. What are your top three priorities for Frisco’s growth and development?

Public Safety First
Frisco must continue to be one of the safest cities in America. That means prioritizing funding, staffing, and resources for our police and fire departments—and listening to the needs of those who serve us every day.

Reduce the Tax Burden on Residents
Many families are struggling to keep up with rising costs. We can reduce this burden by attracting large employers, building a local workforce pipeline through partnerships with nearby colleges, and creating jobs right here in Frisco—allowing residents to live and work locally.

Transparent, Two-Way Communication
I propose a Neighborhood Ambassadorship Program to bridge the gap between city leadership and residents. Transparency and education are critical to building trust and making informed, community-driven decisions.

2. How do you plan to balance economic growth with maintaining community character?

Frisco’s growth is undeniable—but growth without intention can erode the very character that made this city so desirable in the first place.

To balance economic development with community values, I will:

• Support responsible development that aligns with Frisco’s long-term vision and comprehensive plan—not just short-term financial gain.
• Ensure we preserve green spaces, parks, and our city’s charm, especially in older neighborhoods that represent our roots.
• Prioritize mixed-use developments that support walkability and community interaction, rather than isolated high-density clusters that strain infrastructure.
• Push for community input on major zoning or development projects, so residents feel heard and involved in shaping their neighborhoods.

Frisco can grow without losing its identity. The key is thoughtful planning, active listening, and a commitment to preserving the “small-town feel with big-city amenities” that so many of our families value.

3. What is your stance on residential and commercial zoning changes?

Zoning is a powerful tool that shapes how our city functions—and I believe zoning changes must be made with extreme care, full transparency, and strong community input.

My stance:

• I support zoning flexibility when it brings real value to the community, such as local job creation, diversified housing options, or enhanced infrastructure.
• I oppose rezoning that prioritizes high-density or multi-family development in areas not designed to support it—especially if it creates stress on traffic, schools, or emergency services.
• I advocate for data-driven impact studies and resident forums before any significant zoning change is approved.

Zoning decisions should always prioritize quality of life, long-term sustainability, and smart growth—not just short-term returns.

4. How will you ensure that infrastructure keeps pace with growth?

Ensuring our infrastructure keeps up with growth is one of my top priorities. Frisco is growing rapidly—with a population nearing 250,000, and large-scale attractions like Universal Kids Resort and FIFA 2026 on the way. This growth brings opportunity, but without the right infrastructure, it also brings stress.

• Prioritize infrastructure before permitting major developments. Roads, water, drainage, and public services must be in place before large residential or commercial projects break ground.
• Invest in East and mature areas of Frisco, not just the new. Older neighborhoods deserve reinvestment to keep up with demand and preserve quality of life.
• Ensure developers pay their fair share through impact fees that go directly toward infrastructure improvements.
• Leverage technology for traffic management, public safety, and utilities. Smart infrastructure solutions can reduce congestion and improve service delivery in real-time.
• Establish long-term infrastructure forecasting and reserve planning, including dedicated funding for upkeep and upgrades—especially in fast-growing and high-traffic zones.

Our city must plan not just for today—but for the Frisco of 5, 10, and 20 years from now. Growth is exciting, but if our infrastructure lags behind, everyone feels the strain. My commitment is to build a Frisco that works just as well as it shines for ALL.

5. What is your stance on density and population build-out?

I believe Frisco is meant for everyone—not just the wealthy. This city should be a place where families can grow, seniors can age in dignity, and young professionals can build their future—all without being priced out or pushed out. But growth must be balanced with planning. Getting overcrowded is not the solution.

The current comprehensive plan allows for a maximum build-out population of 350,000, but that number is simply not sustainable with our existing infrastructure and services. I support a more responsible target of around 280,000 residents, which protects both our quality of life and city services.

We’re already seeing the signs of strain:

• Our newly built world-class library is already too small to meet growing demand.
• The Frisco Senior Center is running out of space to accommodate new entrants and serve our aging population with the dignity they deserve.
• Increased traffic congestion and emergency response times show that our infrastructure and public safety resources are being stretched thin.

• So , High-density housing should be limited and strategically placed in areas that are supported by strong infrastructure—not pushed into neighborhoods that can’t handle the impact.
• We must ensure that our first responders—police, fire, EMS—have the staffing and equipment they need to serve a growing and diverse population.
• Resident feedback must be central to all zoning and density decisions. We need transparent communication and planning, not top-down decisions that leave communities frustrated.
• And finally, we must invest in city services—like libraries, senior centers, parks, and roads—to grow with our population.

Frisco is one of the most desirable places to live, and I want to keep it that way—for everyone. That means growing smart, planning ahead, and putting people first.

Fiscal Responsibility & Budgeting

1. What would be your approach to managing the city’s budget while ensuring essential services are maintained?

My approach to managing Frisco’s budget is centered on accountability, resource optimization, and creative problem-solving—while always protecting the essential services our residents rely on.

Every department has a budget, but we must go beyond just approving numbers. I believe in evaluating the “why” behind each request, understanding the logic, and working collaboratively with departments to ensure their needs are met without excess or inefficiency. We must strike a balance—not overburdening teams, but also not allowing unnecessary comfort at the expense of taxpayers.

One of my professional strengths is in optimizing resources. I’ve helped businesses find lean, sustainable solutions—and I would bring the same mindset to city governance.

Here’s how:

• Lean budgeting practices across departments to ensure funds are used efficiently and with clear outcomes tied to service delivery.
• Public-private partnerships and sponsorships: Many companies are willing to offer products, services, or financial support in exchange for name recognition. Tapping into this model—especially with local nonprofits or regional sponsors—can significantly reduce city costs without compromising service quality.
• Encouraging cross-departmental resource sharing and eliminating duplication to streamline operations.
• Prioritizing outcome-based budgeting, where spending is tied to measurable results that directly benefit the community.

With Frisco’s continued growth, we must be smart with every dollar, ensure transparency, and keep the focus on delivering real value to our residents—without increasing financial strain.

2. Do you believe Frisco’s current property tax rates are sustainable? Would you support any changes including cuts, increases or adjustments to the current property tax rates? Why or why not?

Frisco’s current property tax rate may seem competitive on paper, but when paired with rapidly rising property values, the real burden on residents continues to grow—and that is simply not sustainable for many families, seniors, and first-time homebuyers.

I do not support increasing property tax rates. In fact, I believe we should work toward gradual rate reductions over time, especially as our commercial base expands.

Here’s how I would approach it:

• Focus on economic diversification: By attracting more corporate headquarters, technology firms, and high-wage employers, we can shift more of the tax burden away from homeowners and toward commercial entities.
• Grow our local job market: Giving Frisco residents the ability to live and work in the city helps stabilize income, reduce commuter costs, and stimulate local spending—all of which feeds back into a stronger economy and tax base.
• Expand strategic partnerships and cost-saving initiatives: As mentioned earlier, collaborating with nonprofits and private sponsors to reduce city expenses helps prevent the need for tax hikes.

We need to remember—most residents aren’t asking for luxury; they’re asking for affordability, safety, and sustainability. They want to be able to stay in the city they helped build, without being taxed out of it.

I will always advocate for smart, people-first budgeting that reflects the real-world pressures our residents face.

3. What are your funding priorities for public safety, education, and infrastructure?

My top funding priorities reflect what truly matters to the people of Frisco—safety, opportunity, and livability.

1. Public Safety:
Public safety is non-negotiable. As Frisco grows and welcomes major venues like Universal Studios and FIFA, we must ensure our police, fire, and EMS departments are fully staffed, well-equipped, and proactively supported. That means:

• Transitioning to a 4-person fire truck staffing model, as requested by our firefighters
• Prioritizing competitive pay and benefits to retain experienced first responders
• Investing in modern technology and equipment to improve response times and public confidence

2. Education (Collaboration & Support):
While public education is not directly funded by the city, we play a key role in partnering with local school districts and institutions to support student success. I would advocate for:

• Internship and workforce development programs in partnership with Frisco ISD and local colleges
• Safe routes to schools, better lighting, and traffic enforcement near campuses
• City-led initiatives that support mental health, student safety, and career readiness

3. Infrastructure:
Growth without infrastructure planning leads to frustration and failures. I support:

• Proactive investment in roads, drainage, and water systems
• Smart traffic management solutions to reduce congestion
• Maintenance and modernization of aging infrastructure—especially in mature neighborhoods, not just new developments

These aren’t just line items in a budget—they’re the foundations of a strong, inclusive, and future-ready Frisco. My job as a council member will be to ensure every dollar spent advances these priorities in a fiscally responsible and community-first way.

4. How would you plan to handle Frisco’s increasing debt and financial obligations?

Debt, when used wisely, is not always a bad thing—especially when we’re talking about AAA-rated municipal bonds, which give Frisco access to favorable rates and funding options for long-term infrastructure and capital improvements. It’s about understanding opportunity cost and using debt as a strategic tool—not a fallback.

Frisco is in a solid financial position today, but maintaining that strength requires forward-thinking, discipline, and clear priorities. Here’s how I would approach it:

• Prioritize needs over wants—always. We must focus on funding what truly matters: public safety, infrastructure, and reinvestment across all of Frisco—not just select areas or headline-making projects.
• Maintain strong reserves. A “rainy day fund” is crucial. It’s what allows us to respond to emergencies, economic downturns, or unforeseen challenges without risking basic services or spiking taxes.
• Use public-private partnerships strategically. Many companies are willing to co-invest in amenities or services in exchange for name recognition or community impact. This model can significantly offset costs without burdening taxpayers.
• Ensure geographic equity. Debt-backed investments should not favor just one side of the city. We must reinvest in mature neighborhoods, aging infrastructure, and underserved areas to preserve the livability and character of all of Frisco.
• Practice transparent financial communication. Residents deserve to understand how debt is used, why it’s incurred, and how it’s being repaid. I support easy-to-access budget dashboards, annual debt reports, and educational town halls on major funding decisions.
• Tie borrowing to measurable return on investment. If a project is funded through debt, there must be clear value to residents—whether it’s economic development, traffic relief, job creation, or public safety improvements.

Debt can be a smart investment if it’s tied to community benefit, managed transparently, and accompanied by fiscal discipline. My goal is to make sure Frisco’s financial future remains as strong—and as community-focused—as its present.

5. In December 2021, the Mayor cast the tie-breaking vote to approve the Employee Wellness Clinic, which is projected to operate at a loss for the first few years. At the five-year mark, if the clinic is still not breaking even, would you support closing it or continuing to operate at a loss?

I strongly believe in supporting our employees and ensuring they have access to quality, affordable care—but we also have a duty to manage taxpayer dollars wisely.

If, after five years, the Employee Wellness Clinic is still operating at a loss, I would not automatically support continuing the same model. At that point, it’s clear we need to reassess and adapt. Sometimes, outsourcing or forming a new public-private partnership is a more viable and sustainable option than owning and operating something at a deficit.

We can and should explore:

• Partnering with regional healthcare providers to deliver wellness services at negotiated group rates
• Integrating care through existing insurance networks to avoid duplication of services
• Reallocating resources to prioritize employee wellness in smarter, more efficient ways

The goal is not to take services away—but to provide them in a way that makes fiscal sense. Our employees shouldn’t have to compromise on well-being, and our residents shouldn’t be asked to shoulder ongoing financial losses.

At the end of the day, we are obligated to do the right thing—for our employees and for the taxpayers. That means being compassionate, but also clear-eyed about performance, sustainability, and accountability.

6. Should the city be in the business of running an Athletic Center, Performing Arts Center, or any other type of business model that mirrors a commercial business which has annual operational costs paid for by tax dollars?

No—the city is not a commercial business, and it should not operate as one, especially when the city itself acknowledges that these ventures are not expected to be profitable.

When taxpayer dollars are involved, the priority should always be essential services and core infrastructure—not entertainment or amenities that carry long-term operating losses.

I absolutely support arts, recreation, and culture, but owning and operating large-scale commercial-style facilities should be carefully reconsidered. If these amenities are important to the community, we should explore:

• Public-private partnerships, where private entities help fund, operate, or manage the facility
• Naming rights and sponsorships to reduce public cost
• Or allowing the private market to meet these needs, while the city provides support through zoning, promotion, or limited incentives

We must focus on fiscal responsibility, not vanity projects. The city’s role is to protect, serve, and sustain quality of life, not run businesses that add to our debt and increase pressure on future budgets.

Transparency and Accountability

1. How will you ensure transparency in your decision-making process and open communication between the city council and residents?

Transparency is not just a principle—it’s a responsibility. As a city council member, I will work to create an environment where residents feel heard, informed, and involved every step of the way.

Here’s how I plan to ensure that:

• Open-door communication: I will be accessible to residents through regular office hours, public forums, and neighborhood listening sessions.
• Clear, timely updates on major decisions: Whether it’s a zoning change, bond project, or new development, residents should know what’s being decided, why it matters, and how they can give input.
• Support for a Neighborhood Ambassador Program: This initiative would allow each area of Frisco to have a direct liaison who helps bridge the gap between city hall and the people—especially in fast-growing or underserved areas – meeting every quarterly to understand the ongoing concerns from residents and city limitations can be understood better.
• Plain-language summaries of complex issues: Government shouldn’t be confusing. I’ll advocate for summaries and visual aids that explain city decisions in a way that’s easy to understand. Education is key !
• Digital engagement tools: More live streams, online Q&As, and interactive platforms that give people a say—especially those who can’t attend meetings in person.

Transparency builds trust, and trust builds community. I’m committed to leading with integrity, openness, and accountability.

2A. Do you support more increased public access to city council meetings, boards, and commission meetings?

Absolutely. Residents should always be welcomed, encouraged, and empowered to attend public meetings and provide feedback. Transparency and accountability start with access.

City Council members are elected to represent the people, not operate behind closed doors. That means:

• Public meetings should be live-streamed and archived
• Agendas and materials should be shared in advance
• Clear instructions should be given on how residents can submit input or speak on agenda items
• Meeting schedules should be clearly communicated across multiple platforms—including email, social media, and city apps

City government should be inclusive and accessible to everyone, not just those who can make it in person or understand policy jargon. We serve the people—and that starts with inviting them to the table.

2B. What steps would you take to improve access to meetings, meeting minutes, and public records?

To improve access and transparency, I would support:

• Live-streaming all board and commission meetings, not just City Council
• Ensuring all meeting minutes are detailed and posted in a timely manner, with summaries that highlight key decisions, votes, and discussions
• Developing a centralized, user-friendly online portal where residents can easily search agendas, minutes, and public records
• Promoting civic literacy, through educational content that helps residents understand how to get involved and what the city’s processes mean for them

Transparency is not just about availability—it’s about clarity, accessibility, and engagement. As a council member, I’ll advocate for modernizing how we communicate and ensuring every resident has the tools to stay informed.

3. What is your definition of conflict of interest?

A conflict of interest occurs when a public official’s personal, financial, or professional interests interfere with—or appear to interfere with—their ability to make objective, unbiased decisions in the best interest of the public.

This includes:

• Voting on matters that would financially benefit themselves, close family members, or business associates
• Participating in decisions where they have undisclosed affiliations or loyalties
• Using their position to influence outcomes that benefit political donors or private entities they’re connected to

Even the perception of a conflict can undermine public trust. That’s why it’s important not only to avoid conflicts, but to disclose any potential conflicts transparently and recuse oneself when appropriate.

Elected officials must always remember: we are here to serve the public—not ourselves, our friends, or our donors. Integrity and transparency must guide every decision.

4. Do you support implementing a stricter ethics policy that puts a check on the influence of money in local politics, including recusal from votes that could benefit major donors?

Yes—100%. Public service must be rooted in integrity.

I fully support stricter ethics policies, including requiring recusal from votes where a council member’s donor stands to benefit. Even the perception of bias undermines public trust, and that trust is everything.

I also believe that current City Council members should not publicly endorse or advocate for candidates during elections. They are elected to serve the people—not to influence outcomes or use their position to sway voters. They should remain neutral and let the democratic process work without interference.

Frisco residents deserve decisions made for the right reasons—not for political favors or financial gain. I will always put people first and lead with transparency, fairness, and accountability.

5. Do you believe active members of the City Council should advocate as “private citizens” for propositions on the ballot during local elections?

No. Once elected, council members represent the entire city—not just their personal views.

Even if acting as a “private citizen,” their title carries weight and influence. Advocating for or against ballot propositions while in office can blur the lines between public duty and personal agenda.

Elected officials should focus on educating the public with facts, not persuading them how to vote. Voters deserve unbiased information so they can make informed decisions for themselves.

City leadership must remain neutral, respectful of public trust, and committed to fair democratic processes.

Community Services & Quality of Life

1. What are your plans for enhancing public parks and recreation on Frisco’s East Side of the DNT?

When I moved to Frisco several years ago, Lone Star Ranch felt a little “oldish,” while the East Side looked brand new. I couldn’t buy in the East at the time—but now, I see the tables have turned. The West Side is booming, and many parts of the East Side are in need of attention.

That’s why I firmly believe: “Old is gold.” These established neighborhoods helped build Frisco’s foundation, and they deserve reinvestment, renovations, and updates to match the city’s new growth. Frisco shouldn’t feel like two different cities—it should look and feel like One Frisco.

Here’s my plan to enhance parks and recreation citywide, with a focus on equity:

• Reinvest in older parks with modern amenities—shade, lighting, restrooms, and updated playgrounds.
• Bring new recreational programming to underserved areas—youth sports, wellness events, senior fitness, etc.
• Ensure citywide capital improvements are planned with a balance between new growth and legacy communities.
• Empower residents through a Neighborhood Ambassador Program, so every corner of Frisco has a voice in how resources are allocated.

Parks bring people together. They reflect how much we value community, wellness, and connection. I will work to ensure that every resident—regardless of ZIP code—feels seen, served, and included in Frisco’s future.

2. How do you plan to address traffic congestion across Frisco?

Traffic congestion is one of the top concerns I hear from residents—and it’s only going to increase with major attractions like Universal Studios and FIFA 2026 on the way.

To stay ahead, we must:

• Invest in smarter traffic signal systems and road expansions in high-traffic zones
• Prioritize east-west and north-south connectivity to reduce bottlenecks
• Work with regional partners on inter-city traffic flow solutions
• Encourage local job growth so fewer residents need to commute long distances daily

We can’t solve tomorrow’s traffic with yesterday’s planning. It’s time for proactive, tech-driven solutions that keep Frisco moving.

3. Do you think Frisco has a public transportation need?

Yes—Frisco is reaching a size and scale where exploring smart, flexible public transportation options is necessary.

While we may not need a full-scale rail system yet, we do need to:

• Evaluate on-demand, micro-transit services for seniors, students, and workers
• Expand regional transit partnerships to connect Frisco with nearby cities and employment hubs
• Plan ahead for future needs as traffic and population grow

Public transit isn’t just about mobility—it’s about access, equity, and sustainability. We need to start the conversation now to be ready for tomorrow.

4. How will you engage with and listen to diverse voices of the community?

Frisco is a beautifully diverse city, and our leadership must reflect that inclusivity—not just in words, but in action.

As someone who has served as a Frisco Inclusion Committee Ambassador and actively participated in cultural events across the city, I’ve seen firsthand the power of listening to every voice at the table.

Here’s how I’ll continue that work:

• Create a Neighborhood Ambassador Program so every part of Frisco has direct, local representation and feedback loops to City Council
• Host listening sessions and town halls in different neighborhoods—not just at City Hall
• Actively seek input from underrepresented communities, faith groups, seniors, small business owners, and youth
• Ensure city communications are accessible and available in multiple formats and languages

Representation isn’t just about who’s on the dais—it’s about how we make people feel seen, heard, and valued.

Public Safety

1. What measures will you take to ensure Frisco’s Police and Fire Department remain well-funded?

Public safety is a top priority and the foundation of a thriving city. As Frisco grows, we must ensure our first responders have the resources, staffing, and equipment they need to keep our community safe.

Here’s what I will advocate for:

• Proactive budgeting for police and fire based on population growth and projected demand—not after service gaps appear
• Investment in technology, training, and mental health support for first responders
• Ensuring competitive salaries and benefits to attract and retain top talent
• Collaborating with department leadership to understand real-time needs—not just relying on static annual reports

Frisco is one of the safest cities in the nation. We must protect that reputation by staying ahead of the curve, not playing catch-up.

2. For years the Frisco Firefighters Association has taken to the citizens input pulpit asking for more staffing (specifically going from a 3 Man Truck to a 4 Man Truck).   Turnover has been high recently with Firefighters taking retirement and then going to work for other cities who are more supportive of their First Responders.

Q: Do you support increased staffing and moving to a 4 Person Truck?

Yes—if it’s a demonstrated need, we must support it.

Our firefighters are on the front lines every day, and if moving to a 4-person truck improves safety, response times, and efficiency, then it’s our responsibility to prioritize that in the budget.

We can’t expect excellence from our first responders without giving them the tools, staffing, and support they need to succeed. Public safety should never be under-resourced.

4. Would you support removing Animal Services “out” from under Public Safety and turning it into its own department?

Yes, I’m open to exploring this idea—if it improves efficiency, responsiveness, and animal welfare.

Animal Services is an important function, but it operates very differently from police and fire. Giving it its own department could allow for:

• More focused staffing and resources
• Improved community education and outreach
• Stronger partnerships with local rescue organizations and shelters

That said, any decision should be based on data, operational needs, and budget impact. If separated it leads to better service without burdening taxpayers, I would support it.

5. Do you believe Frisco should have its own Animal Shelter and Education Center—or rely on a public-private partnership?

Yes, I believe Frisco should work toward having its own Animal Shelter and Education Center.

As our population grows, so does the need for local, responsive animal services. While public-private partnerships can be helpful in the short term, relying solely on external agencies like Collin County limits accessibility and control.

A city like Frisco should be able to:

• Provide quicker response times for lost or stray pets
• Offer community education and adoption services
• Build stronger partnerships with local volunteers and rescue groups

That said, I would still explore a phased approach or a hybrid public-private model to manage costs responsibly. But long-term, Frisco needs its own dedicated facility—because animal welfare is a city responsibility, not just a community afterthought.

Closing Statements

Service is second nature to me. This campaign is not a performance—it’s simply an extension of who I am, every single day. I’ve always lived by the principle of service before self—from my early days volunteering at Mother Teresa’s Missionaries of Charity, to mentoring small businesses, organizing cultural events, and serving on multiple boards right here in Frisco.

I’m not running for a title. I’m running to expand the impact I’ve already been making quietly for years.

Frisco doesn’t just need another politician—it needs a sensible, compassionate, practical leader who knows how to listen, learn, and take action. I’ve been doing that as a resident, a business owner, and a community ambassador. Now, I’m stepping up to do it on a larger scale.

My desire to serve comes from the heart—not from politics or ambition—but from a deep love for this community. Frisco needs people-first leadership rooted in common sense, fiscal responsibility, and empathy. That’s the kind of leadership I offer—and that’s why I’m running for City Council.