FAQ

I'm running because leadership sets the direction for the entire Sheriff's Office.

After more than two decades in public safety, I've seen what steady, present leadership looks like, and I've seen the difference when it is missing. It affects morale, decision-making, and the level of trust the public has in the office.

I'm not running for the title. I'm running because I believe the office should be led with clear expectations, consistent standards, and accountability. That matters for the people doing the job and the community they serve.

This was not a decision I made lightly.

A couple of years ago, people in our community urged me to consider it. I took that seriously. I listened, paid attention, and took the time to think carefully about what the role requires.

Over time, it became clear to me how important strong, active leadership and defined direction are for a sheriff's office, and that I am prepared to step forward and take on that responsibility.

I've spent more than two decades in public safety, working in law enforcement, fire service, and as an EMT. Those roles required sound judgment, accountability, and decision-making under pressure. 

Throughout my career, I've made training and professional development a priority, including serving as a POST-certified instructor and working as part of the state's tactical team.

Those experiences have prepared me to lead the office, support the people doing the job, and maintain the level of performance and trust the community expects and deserves.  

Trust is built over time through consistency, judgment, and how you carry out your responsibilities.

Throughout my career, I've been steady, done the job the right way, and made decisions I can stand behind. Many people in our county have seen that firsthand or have worked with me, and that matters.

If elected, I'll lead with those same standards.

Steady, present, and engaged.

Day to day, my focus will be on setting clear expectations, staying involved in the operation of the office, and making sure deputies have the training and support they need to do their jobs well.

Leadership is not a title. It's a responsibility. It means being consistent, paying attention to what's working and what isn't, and making adjustments when needed.

I'll be accessible, responsive, and accountable. 

People should feel they can reach out, be heard, and have confidence that their concerns are taken seriously.

At the same time, the office has to operate with structure and consistency. Accessibility should support that, not replace it.

Success, in this role, looks like a sheriff's office that is actively led, consistently trained, and held to clear, accountable standards. 

It means deputies have the support they need, expectations are clear, and the office is operating at a high standard every day.

It also means people in our county have confidence in how the office responds, communicates, and carries out its responsibilities.

A good leader is actively involved in the work of the office.

There is no stepping back from the day-to-day. Expectations are set, followed through on, and standards are consistently maintained.

Problems are addressed directly. Adjustments are made when needed. Engagement with the people doing the job is continuous.

Training and certificatons never lapse. Improvement is ongoing, with a focus on what can be done better moving forward.

Leadership carries responsibility for how the office operates, the morale within it, and the way the public is informed.

That is the kind of leadership I would bring to the sheriff's office.

A sheriff's office has a responsibility to be prepared, professional, and responsive to the needs of the community.

My top priorities are strengthening training, maintaining a visible and accessible presence across Dawson County, and providing the kind of leadership that keeps the office operating well day to day.

Deputies should be prepared for the situations they will face, not just meeting minimum requirements, but building real confidence and capability through ongoing, relevant training.

Being present and accessible as sheriff matters too. People should feel comfortable reaching out, asking questions, and knowing they will be heard. 

Just as important is making sure the office is being led with consistency, sound judgment, and attention to what the job requires every day.

Those priorites work together to support a strong department and provide reliable service to the people of Dawson County.

Any changes would be thoughtful and focused on strengthening the office, not changing things for the sake of change.

My focus would be on improving training, reinforcing clear expectations, and making sure the office is operating in a consistent and professional way day to day.

I would take the time to assess what is working well, identify areas that can be improved, and make adjustments where they are needed.

The goal is a stronger, more prepared department that serves the people of Dawson County well.

In the first 90 days, my priorities would be to be present, listen, and take a close look at how the office is operating day to day.

That includes spending time with deputies and staff, seeing how things are working in practice, and making sure communication within the department and with partner agencies is strong.

It's also important to establish clear expectations and a consistent direction early on.

The goal is to build trust, set the tone for how the office will operate, and make sure everything is positioned to move forward in a steady and effective way.

Any changes made early on would be done carefully and for the right reasons.

My focus will be on understanding how things are working and addressing areas where improvements are needed.

At the same time, if something needs attention, it will be handled.

The goal is to make the right changes at the right time, based on what is needed to keep the office operating effectively.

It's understandable that some people are cautious about change, especially when it comes to something as important as the Sheriff's Office.

But leadership isn't about standing still. It's about making sure the office is always moving forward with purpose.

Change doesn't mean discarding what works. It means building on what serves the community well and improving where direction, preparation, or accountability can be strengthened.

Any organization without clear direction will eventually drift.

A sheriff has to set priorities, define standards, and actively lead with a clear vision for the future.

That means regular communication, both within the office and with the public, consistent expectations, and training that keeps people prepared. 

Progress doesn't happen automatically. It comes from consistent, present leadership and a willingness to keep moving forward.

Support starts with being present and leading from the front.

Deputies and staff need to know they have leadership that shows up, communicates clearly, and backs them when they're doing the job the right way.

It also means making sure they have the training and resources to handle what they face.

When people are prepared and know their leadership is there, the job gets done right and the community benefits.

Supporting deputies in the mental and emotional demands of the job is a leadership responsibility.

That includes consistent debriefing after difficult calls, checking in with people, and making sure resources are known and accessible.

It also means building a culture where asking for help is seen as strength, and where leadership is present and engaged after those situations.

Support and accountability go together. 

Deputies deserve leadership that gives them the training, clarity, and consistency they need to do the job well.

Accountability means holding everyone to professional standards, addressing issues early, and being fair and consistent in how those standards are applied.

When expectations are clear and leadership is steady, people know where they stand and can do their job with confidence.

Morale is shaped by leadership.

People need to know what's expected and trust that those expectations will be applied consistently.

When leadership is present, communicates clearly, and follows through, it creates a work environment where people can focus on doing their job and take pride in how the job is done.

Training is fundamental to everything a sheriff's office does.

It's what prepares deputies to make sound decisions, respond effectively, and handle situations safely.

Meeting minimum requirements alone isn't enough. Firearms qualifications must remain current and reflect real-world use, and training should be ongoing, relevant, and focused on the realities of the job.

In this line of work, you don't rise to the occasion, you fall back on your training.

These standards are not administrative details. They directly impact public safety, agency liability, and public trust.

When training is taken seriously, it shows in performance, decision-making, and how the office operates.

Working well with other agencies comes down to communication, consistency, and mutual respect.

That means maintaining open lines of communication, being clear in expectations, and following through.

It also includes having mutual aid agreements in place so agencies can support each other effectively when needed. 

When agencies trust each other and know what to expect, coordination improves and the job gets done the way it should.

Taxpayer dollars should be handled with seriousness, discipline, and clear priorities.

In a sheriff's office, good stewardship is not just about what gets spent. It is about making sure resources are being used where they actually strengthen public safety, support the people doing the job, and serve the county well.

That means paying attention to training, equipment, staffing needs, and how resources are being used day to day. If the county is funding something, it should be supported, used well, and provide real value.

My approach would be to make decisions carefully, stay focused on what matters most, and treat taxpayer dollars with the level of responsibility this office demands.

Making sure resources are used well comes down to leadership, expectations, and follow-through. 

That means making sure people are properly trained, equipment is supported, and resources are used consistently and to their full potential.

No tool the county invests in should be sitting unused because of a lack of training or certification. If it's there, it should be supported, trained on, and used.

That is how you get the most out of what the office already has.

Grants and outside funding are an important tool for bringing additional resources into the Sheriff's Office and reducing the burden on local taxpayers.

My approach would be to actively pursue opportunities that make sense for the office and the community, while making sure there is a clear plan for how those resources will be used and supported.

Grants should support public safety priorities, not drive them. Any equipment, program, or initiative brought in has to fit how the office operates and serve the community in a meaningful way.

If new resources are brought in, they have to be backed by proper training, follow-through, and a clear role in day-to-day operations.

I believe the office needs strong, present leadership with clear priorities.

Change doesn't mean starting over. It means building on what works, strengthening what needs support, and making sure the Sheriff's Office is always moving forward with purpose.

My focus is on steady progress, supporting the people who serve, and making sure the Sheriff's Office is prepared for both current demands and future challenges.

Being an ethical sheriff means remembering the office doesn't belong to the person holding the title. It belongs to the people.

It means showing up consistently, doing the job every day, and being fully invested in the responsibility of the position.

It also means holding yourself to the same standards you expect from others. The public deserves leadership that is present, engaged, and accountable.

Ethics is not just about big decisions. It's about daily conduct, consistency, and being someone the public and the people you work with can rely on and trust.

Accountability at the top means taking ownership for everything that happens within the office.

That includes the direction of the office, the performance of the people in it, and how the public is served.

Mistakes are addressed directly, corrected, and learned from so they are not repeated.

Clear accountability creates clear expectations. People know where they stand, and the office operates with consistency.

Mistakes have to be acknowledged and addressed directly.

That means taking responsiblity, correcting the issue, and making sure it does not happen again.

It also means being transparent and fair in how situations are handled.

How mistakes are dealt with matters. It builds or breaks trust.

Partner or family member assault is one of the most serious and most frequent calls deputies respond to.

These situations are complex and can escalate quickly, which makes training, preparation, and good judgment critical.

Training has to reflect the calls deputies face, including domestic violence situations, family conflicts, and other high-stress interpersonal incidents. Understanding victim dynamics, trauma responses, and crisis behavior supports lawful decisions in these situations.

These calls must be taken seriously every time, with a response that prioritizes safety and recognizes what victims are dealing with.

My approach is to make sure deputies are consistently trained and supported so they can respond safely, handle these calls professionally, and make sound decisions.

Impaired driving is a serious public safety issue that puts lives at risk.

My approach is to make sure deputies are prepared to recognize impairment, respond appropriately, and take action when needed.

The priority is keeping people safe on our roads while handling situations professionally and responsibly.

Rural roads present real risks, and speed is a major factor in serious crashes.

Presence matters. When people see law enforcement on the road, speeds come down and behavior changes.

This is not about writing tickets. It's about preventing accidents and protecting lives.

My approach is to focus on visibility, pay attention to problem areas, and use good judgment to keep people safe.

Proactive policing means being present and engaged before problems escalate.

It's about visibility in the community, building awareness, and addressing issues early rather than reacting after something happens.

Visible policing is not about creating stops. It's about being seen, being accessible, and helping prevent situations from developing into something more serious.

Use of force carries serious consequences and must be handled with discipline, control, and sound judgment.

It should only be used when necessary and justified, with the goal of resolving situations safely.

Maintaining certifications and carrying less-lethal tools is part of use of force decision-making. It gives deputies options and allows situations to be resolved in a way that reflects the value of human life.

Deputies also need to train with all tools available to them, including pistols and long guns, so they are proficient and able to make confident decisions about which tool to use.

Regular, intentional training prepares deputies for the situations they face.

When deputies are prepared, they reduce risk and better protect both the public and themselves.

Mental health is both a public safety and public health issue, and that has to be recognized in how these calls are handled.

These situations can be unpredictable, which makes a calm, measured response and good judgment critical.

Deputies need to be prepared to slow things down, communicate effectively, and assess what is happening in the moment.

The priority is keeping everyone safe, including the individual involved, the public, and the deputies responding.

Marijuana is legal in Montana, but that does not eliminate public safety concerns.

Impaired driving, illegal distribution, and access by minors all need to be taken seriously. The same is true for other drugs that continue to impact our community.

My focus is on impaired driving, drug-related crime, and situations where use is putting others at risk.

Those situations require clear judgment and appropriate action to protect public safety.

Sexual assault cases require a careful, measured response and a clear understanding of what victims are going through.

It starts with listening, taking people seriously, and treating victims with respect and compassion.

These cases must be handled thoroughly, with attention to detail and a commitment to professional, comprehensive investigations.

My focus is on making sure victims are heard, supported through the process, and that cases are handled with the attention and care they deserve.

Human trafficking is a serious issue that often goes unnoticed and can be difficult to identify.

It requires awareness, training, and coordination with other agencies and organizations.

My approach is to make sure deputies are trained to recognize indicators, take concerns seriously, and respond based on the situation and the law.

These cases are complex and must be approached carefully, with a focus on protecting victims and handling each case with the attention and priority it deserves.

My focus has been on the role of the sheriff, the responsibilities of the office, and the standards that matter.

This campaign is about leadership, training, and the direction the office needs to move. It is not about personal attacks or negativity. The people of this county deserve more than that. They deserve a clear understanding of how someone will lead, what they value, and what they expect from the office. They should know what the priorities are and the vision and plans to keep the office moving forward.

That is what I have worked to provide throughout this campaign, with a focus on transparency, presence, and always recognizing this is the people's office.

Two years ago, I was approached by members of our community who encouraged me to step up and run for this position, based on what they were seeing and experiencing.

Since that time, I have observed how the office is operating, and it has reinforced the importance of strong, active leadership and clear direction.

Any organization, if it is not actively led, can begin to lose direction over time. A sheriff's office cannot afford that. The safety and security of Dawson County depends on being prepared, well trained, and always moving forward.

I have the experience, certifications, and leadership abilities to do this job well.

This is not about timing or waiting for a turn. It is about responsibility. It is about conviction. It is about stepping foward to make a difference in our community. It is about making sure the sheriff's office is prepared for the future, whatever challenges may arise. It is about continuing to serve this county honorably for years to come.

Public criticism is part of leadership, especially in a role like sheriff.

My approach is to stay focused on the responsibilities of the office and not get pulled into every comment or situation.

Not every criticism requires a response. What matters is making decisions based on facts, sound judgment, and what is right for the community.

I believe in maintaining a steady, professional approach, treating people with respect, and keeping the focus on the work that needs to be done.

There will always be challenges, but leadership means staying grounded, keeping perspective, and continuing to move the office forward with consistency and purpose.