SuttonHighNews conducted an interview with each candidate running for the Select Board. Our goal is to provide a more comprehensive look at each candidate so voters can make an informed decision.
SuttonHighNews is not endorsing any candidate. The interviews are being released in a random order with no intent to give anyone more or less time.
All candidates were given the questions in advance. We asked the same questions, in the same order, to each candidate.
In your view, what is the primary purpose of a Select Board Member?
The purpose and responsibility of Select Board (SB) members is clearly defined in the Sutton Town Charter. Legally, SB members shape policy. As unpaid volunteers, they appoint, supervise, and evaluate the Town Manager. They approve the budget, make licensing decisions, etc.
It is also important to know what SB members are NOT. They’re not City Council members, as in Worcester. They don’t make town rules or by-laws.
Sutton voters are the Town’s legislative branch. Voters can create warrant articles (e.g., zoning changes), and everyone has a vote at Town Meeting. That, truly, is democracy in action.
With that in mind, I think good SB members act as leaders in Town. That means staying informed and educated on issues, facts, and data. They ask good questions. They help create an aligned vision for the town. They catalyze and facilitate discussion and informed decisions, especially when tradeoffs are required.
And all of that means engaging with Suttonians, businesses, institutions, and our regional neighbors. That means working collaboratively with the other Sutton boards, committees, and working groups. As the saying goes, it really does “take a village.” I’m thankful for all of the volunteers in town who make Sutton special. I look forward to collaborating with them.
What makes you qualified to be a Select Board Member? What skills/credentials do you bring? What motivated you to run?
In terms of education, my degrees are in business. Functionally, my experience is in operations, finance, sales, strategy, and general management. I’ve worked for large companies, strategy consulting firms, and in private equity. My wife and I lead our own boutique strategy consulting firm, Sutton Growth Group.
I do a lot of volunteer work with UMass Amherst and US Special Operations veterans, helping them successfully transition into civilian careers.
I grew up in Sutton, left for college in 1992, and then lived in different cities/regions in Massachusetts, New York, Ohio, and Europe. My wife and I moved back to Sutton in 2010, to raise our sons (now SHS students), and Sutton is our “forever home.”
In terms of motivation, my family has deep, 300+ year roots in Sutton. My ancestors and relatives have a long history of service to town, on Select Boards, School Committees, Planning Boards, and have worked for Sutton (e.g., as teachers, Fire Chiefs). I want to now do my part and serve my hometown.
I love Sutton’s community and culture. I’m inspired by the volunteers who donate their time and resources to institutions like Girls Scouts, Boy Scouts, 4H, and Sutton youth sports. Churches are key community pillars. Events like the Sutton Fourth Parade, Chain of Lights, Homecoming, Waters Farm Days, Trick or Treat, and the new Manchaug Faire all strengthen our community.
When we’re supporting SHS sports teams, we’re not red or blue; we are all green and united as Suttonians. I want to maintain this.
What goals do you have for Sutton?
My commitment is to preserve, protect, and strengthen what makes Sutton special. I embrace five key pillars:
1. Keeping Sutton a small town with strong community and institutions
2. Preserving our rural and agricultural character
3. Encouraging smart, well-planned development that enhances our town, without compromising its charm or character
4. Growing commercial tax revenue to minimize the tax burden on residents
5. Leading with common sense, creativity, and frugality
What are the biggest challenges for Sutton? How will you help address/resolve these challenges?
Our most immediate challenge has to do with finance and economic issues.
I’m concerned about affordability for residents, while also funding the necessary Town capital expenditures and operating costs.
Costs of living are increasing, including mortgages, insurance, and maintenance. Retirees and elderly people are going to be squeezed financially. And, various Town departments need funding, often asking for increasing amounts.
So, we need to be very business-like and creative in terms of how we (1) manage our spending, and (2) seek new Town revenue. I have been working on these issues via my volunteer Housing Production Plan role, and through economic development work with businesses and investors in the region.
We need to increase our tax revenue and “in-lieu of” payments from commercial businesses to generate funding and minimize residential tax bills.
I commit to convening working groups to address these, in ways that are right for Sutton. We have committed people, with very relevant experience and expertise. I’ll engage our village…
Why did you choose to live in Sutton?
I’ve travelled the world and have lived in different cities/regions. I’ve learned from and enjoyed my experiences elsewhere. But, I always wanted to move back, because of family, and because Sutton is my home.
My wife, Monica (who was born in Poland) saw how special Sutton is, when visiting my family. After getting married and living seven years in Ohio, we moved to Sutton, to raise our sons and make our “forever home.”
I don’t think anyone chooses to move to Sutton by accident. I love meeting neighbors who grew up elsewhere but chose Sutton because they value and embrace Sutton’s community and character, and want to continue what makes us special.
How will you support local businesses and economic development in Sutton?
Based on my economic development experience, there are a few key things we need to do.
First, is understanding Sutton’s competitive advantages. On one hand, we have the “Route 146 corridor” (good location, and access to highways and rail). I’d like to encourage the right-for-Sutton mix of apartments, farm-to-table restaurants, local retail, high-value manufacturing, and services. I’m committed to working collaboratively to shape and align on a vision, and then engage with the right companies, investors, developers, and entrepreneurs to represent the interests of Sutton.
On the other hand, we should enhance and leverage our natural resources and agricultural assets. I say “keep Sutton country.” We need to help our famers make money (maybe there’s a link to farm-to-table restaurants). We have lakes, hiking trails, golf courses, working farms, and equestrian properties. We have Waters Farm and Shaw Farm. Historic districts like Sutton Center and Manchaug Village can be destinations. The Blackstone bike trail can help Wilks. We have people and businesses, like Vaillancourt Folk Art, who make really cool products and enrich our town. The right events can help build Sutton community and attract visitors and spending from surrounding regions and cities. I’m a big proponent of the right kind of agricultural tourism and environmental tourism.
Second, we need to develop “clusters” in collaboration and coordination with our neighboring towns and cities. If we want to do eco-tourism and agri-tourism, that means working with towns like Millbury, Grafton, Douglas, Northbridge, and Oxford to create and promote destinations and events. If we want to attract the right kind of high-value manufacturing, that means working with the Worcester and Blackstone Valley Chambers of Commerce and industry groups (e.g., MassBio).
We also need to work with the entrepreneurs and businesses who have already invested in Sutton (e.g., Galaxy, Kraft Group) and be a good “business partner.” But we also must ensure that the relationships appropriately benefit Sutton.
How will you work with your fellow selectmen?
I’ll take a very collaborative approach. We must appropriately challenge each other and push ourselves to creatively solve problems for the Town. We need to have mutual respect and trust, but also intellectual honesty. We need to be informed by facts and data.
We also need to work similarly with the new Town Manager, who plays a critical role for the Town.
Our schools are facing projected shortfalls over the next few years. How do you plan to address this?
First, I respect the separation and independence between the School Committee and Select Board. Sutton voters choose the School Committee, and the School Committee works with the Superintendent.
However, as a hopeful Select Board member, I’m committed to staying informed, asking good and constructive questions, and working collaboratively to find creative solutions.
As a Suttonian, I want to make sure all Sutton students are supported in pushing themselves to reach their full potential.
Over the coming decade, I think we’ll see major innovations for how great teachers leverage AI teaching tools and other technologies/models to provide world-class, individualized education to all students. Done right, this can also lower total-District costs.
On the revenue front, I am focused on generating revenue for the town, largely from commercial property taxes. I also believe we should explore other creative options via the School District.
I think it has been great for Sutton Schools to have some amazing kids, from surrounding communities (including Germany) choose Sutton. SHS has been excellent for those students, and those young people have enriched the Sutton community. Should we attract more School Choice and exchange students, who bring funding with them?
I also think it is great that some Sutton kids choose vocational programs. BVT and Norfolk Aggie are excellent schools, and I’m glad young Suttonians choose those paths, earn great jobs, and start local businesses. In the long term, is there a role for Sutton to play in vocational learning? Could we create certain electives/programs and keep students and funding in-district? Could that help our Town/school economics long-term and support local economic development?
Overall, I think we need to tackle these issues, as a village, with dialogue and some creative problem solving.
