2025 Election Candidates

Bachelor's Degree in Social Work - Southern Illinois University Edwardsville 

Master's Degree in Public Administration - Southern Illinois University Edwardsville 

 

Occupation:  

Assoc. Director of Economic Development - University of Iowa Office of Innovation & Iowa Research Park 

 

Special Interests:  

Cooking and eating good food, riding a bike and hiking, working in our gardens. 

 

1.) Please summarize the aspects of your work experience you feel would be helpful to the Co-op Board and to New Pioneer.   

I have spent my career supporting economic growth throughout communities. In my current role at the University of Iowa I am fortunate to work closely with entrepreneurs, researchers, and community stakeholders to foster business success. My previous work in Iowa City and St. Louis focused on advocating for local businesses and managing initiatives that strengthen regional collaboration. I hope to bring experience in strategic planning, community engagement, and collaboration to the team at New Pi.

 

2.) Have you served on a board of directors before? If so, please describe the organization and your role.  

Yes. I’ve served in several board and advisory capacities, including as an ex-officio member of regional economic development boards and the Iowa City Downtown District Board. I have also served on the board of my child’s daycare. In these roles I’ve worked to align public-private interests, guide long-range planning, help with fundraising, and promote constructive collaboration and decision-making. 

 

3.) In your opinion, what is the role of the Board of Directors in the operation of New Pioneer Food Co-op?  

The Board of Directors sets the long-term vision that ensures the Co-op stays mission-driven, financially healthy, and responsive to members. I do not believe a Board’s role is to manage day-to-day operations, but to provide high-level oversight, uphold shared principles, and ensure strategic alignment with community needs and member values. 

 

New Pi’s mission emphasizes shared economics, broad participation, and meeting the evolving needs of our community. These values closely align with my own approach to economic development. Throughout my career, I’ve worked to foster collaboration, inclusivity, and innovation to support the common good. I see my greatest strength as a connector who can bring together broad groups and perspectives to solve complex challenges. As a board member, I would look forward to helping New Pi remain responsive, resilient, and ready to serve the community in new and meaningful ways. 

 

New Pioneer Co-op faces the challenge of balancing financial sustainability with its mission-driven values in a competitive environment. Shifting consumer habits, supply chain pressures, and cost will always be persistent challenges. I can help by bringing new perspectives rooted in regional economic strategy and business innovation. My experience connecting businesses with resources, partnerships, and growth strategies could be valuable in helping adapt while staying grounded in core mission and community identity. 

 

New Pi plays a unique role as both a grocery store and a community-focused institution. It offers access to responsibly sourced food and supports local growers and makers. The Co-op is also a gathering place and a reflection of our community’s priorities: health, equity, environmental stewardship, and economic resilience. As a board member, I would love to help champion that role and work to expand its impact in our region. 

University of Iowa, 160 s.h. in areas of English and Creative Writing, Psychology and Human Relations (Family/Community/Social Support), and other coursework 
Associate of Science, Vincennes University, Summa Cum Laude, 2008  
Additional training at UCLA in multiple areas 

 

Occupation:  

Hy-Vee Grocery Store 1999-2001  

Iowa City Parks and Recreation Department 2001-2003  

Apple Certified Trainer (Aperture, 2008) 

United States Marine Corps (Retired, Corporal) 2003-2008 (U.S. Serviceman) 

2007 – Internship at United States Attorney’s Office in San Diego   

Northrop Grumman as an Engineer Technician 3 2009-2010  

Process Improvement Specialist 2009   

Adaptive Sports Programs Athlete and Volunteer 2010-2012  

DSUSA (Adaptive Action Sports and Far West)  

2012 Student and Volunteer on Presidential re-election campaign, promoting healthcare  

Between 2014 and 2023 studied at the University of Iowa 

Since 2024 have been pursuing writing and songwriting   

Visionary Volunteer at FilmScene 2020 

Union Membership in ICG Local 600 

 

Special Interests: Involvement with nonprofit organizations, food, music, writing, helping, and supporting other people. 

 

1.) Please summarize the aspects of your work experience you feel would be helpful to the Co-op Board and to New Pioneer.   

I enjoy working with a lot of details and tend to gravitate towards working with complex, dynamic, and changing environments and situations. Listening to the thoughts, ideas, needs and insight of other people. Learning from other people in a team environment and culture. Striving to treat people in ways that I personally value, particularly with respect and dignity. Paying attention to quality. Supporting people's ability to be mindful of how the way we live our lives impacts our bodies including the foods we grow and eat. The foods we eat and the access to daily support of our health and nutrition has a big impact on our lives, how we feel, how we function and the Co-op means a lot to me because I feel it has been a great service to me in my life and the hard work, care, concern and dedication of the employees does not go unnoticed and is deeply appreciated. Something that I care about considerably is the choices that I make and the opportunities that those choices might lead to, including preserving or even promoting health, or just helping get through another day. 

 

2.) Have you served on a board of directors before? If so, please describe the organization and your role.  

No. 

 

3.) In your opinion, what is the role of the Board of Directors in the operation of New Pioneer Food Co-op?  

Supporting the needs of the store. Making sure the stores are functioning in a sustainable way. That the employees are being taken care of and that the bills and orders are being paid on the store's behalf. That the employees are being supported and being taken care of.  Also, that customers are getting the experience that they want, getting the best quality food options at an affordable price. That the store administratively is supported and being taken care of. 

 

Being aware of the limits and opportunities for future growth and improvement that the store might have, e.g. improving aspects of a store or how to better support functions of store including working with local government, municipalities and even food growers when appropriate. 
 
It is my understanding that there are some concerns from both employees and customers about the downtown store’s longevity and sustainability. If we could come up with a dynamic plan, we might be able to build an increased sense of community with future concepts for the store and/or space in which New Pi might be able to continue to thrive. 

 

5.) What do you feel are New Pioneer’s primary challenges and how could you help meet these challenges?  

A concern I maintain about the future of the Co-op has to do with concerns about the downtown store.  Working with the city to see if there is a way to not lose the value that the Co-op has in their current location and explore future possibilities in maintaining the essence of the Co-op services and goods offered. One possible location that might be feasible is there have been some property changes in ownership near the laundromat and Pagliai’s. I don’t want to extinguish businesses that people depend on need and that are accessible but maybe there is a way to incorporate those businesses and use the available area to also improve the food resources offered through the Co-op to the community. 
 
Economy of scale. To remain competitive in the local grocery market area, look into how New Pi might work with local businesses more to support their needs and help keep some of the revenue from the area in the area. Keep costs down for customers. Offer quality products and selection to customers. 
 
Warehouse and storage space. Managing the logistics of the store operations and maximizing the sell-ability of the goods, the foods receive for sale. 
 
Budget. Finding creative and innovative ways to work with existing budget to meet goals and demands of the Co-op 
 
Employee benefits and support. Employees also support the customers. We need to support the employees. Benefits are paramount. 

 

Supporting stability in the local food economy through access and investment in the functions of the store. The Co-op provides high quality, fresh food and healthy products and is second to none as far as any store I have ever been to. 
 
A concern of mine is how do we support the local food growers, the local food economy, the local land sustainability and land area preservation and management to limit the environmental threats posed by climate change and increasing stress the environment is putting on our food supply, food resources and food growers that we all depend on for daily sustenance. 

 

BA, Accounting and Economics, Luther College, Decorah, IA 

Stonier Graduate School of Banking, Rutgers University, University of Delaware 

CPA since 1981 

  

Occupation:  

CFO, Amana Society, Inc., Amana, IA, 2006- 2018 

Banking – various positions in management and operations, 1979-2006 

 

Special Interests:  

Travel, exercise, reading, and games. 

 

Meals on Wheels delivery. Senior Health Insurance Information program, Mercy Hospital 

 

I have experience and expertise in reading and analyzing financial statements, budgeting, planning and implementation, supervision, and teamwork. 

 

Yes. I have 14 years of board and presidential experience at the Richards Institute of Education Through Music. This is a nationwide program for teachers assisting them to develop curriculums incorporating music and play to enhance the learning experience. Additionally, I served as council member and treasurer at First Lutheran Church (5 years), board member and treasurer at His Hands Free Medical Clinic (3 years), and vice president/treasurer at Amana-Nordstrom, Inc. (7 years), all in Cedar Rapids. 

 

The Board of Directors should provide oversight and planning for the business. Getting feedback from managers and involving them in decisions increases communication and effectiveness. The Board also has a responsibility to communicate with members and be involved in the communities it serves. 

 

My primary contribution would be in the areas of finance and planning. To be a “sustainable and forward-thinking local food marketplace”, the Co-op needs to generate cash flow sufficient to support the goals of the Co-op. The local ownership and focus on high quality food from local sources allows New Pioneer to distinguish itself from regional or national supermarkets. This advantage should be promoted to produce support and ultimately revenues to fulfill its mission. 

 

The challenge appears to be one of financial stability. In my previous retail experience, I have found that it can be difficult to balance income and expenses while fulfilling the goals of the organization. It is important to monitor progress and make adjustments. I would analyze information and share my findings with the Board and management to work together to achieve success. 

I also think the Marketing function has a challenge promoting the Co-op in a very competitive marketplace while operating on the tight margins inherent in the grocery business. My previous experience will be helpful in guiding the marketing effort. 

 

To provide healthy food choices using local sources whenever possible. Stores should be clean and welcoming, staffed by helpful and knowledgeable employees. Shopping at New Pi should be a very positive experience for members unlike buying from a chain store. 

Education: 

BA in Religious Studies, Certificate of Entrepreneurship, University of Iowa 

MBA from Hawaii Pacific University 

 

Occupation:  

I currently work for National Co-op Grocers (NCG), a national purchasing and development co-op that works with over 165 co-ops across the country. I have been with NCG for almost 18 years. Previously, I worked for a year at CROPP Cooperative (Organic Valley) and I worked at New Pi for two stints totaling five years. I also served for five years as a founding member of the Johnson County Food Policy Council. I was an apprentice in the early 2000’s at Fae Ridge Farm, a certified organic market garden and New Pi supplier. 

 

Special Interests:  

 

I got into this business in the mid 1990's when I was part owner of a clothing shop that specialized in hemp and organic cotton clothing. I was motivated to use commerce as a force for positive change in society. My interests turned to food and now, some years later, I've spent two years as an apprentice on a local certified organic farm; spent almost two decades working for cooperatives; and worked with a variety of non-governmental organizations around the county advocating for strong organic standards and strong family farms. 

 

2.) Have you served on a board of directors before? If so, please describe the organization and your role.  

I have served on New Pi’s board for twelve years, serving as VP, Secretary and am currently the Board President. During graduate school, I served on the board for Kokua Market, a food co-op in Honolulu. For six years at NCG I filled the role of board admin. 

 

The role of the board is to supervise, advise and direct the CEO on matters of strategy affecting the business. A competent board does not get involved in operations unless absolutely necessary. The only time the board should get involved in operations is in the case of potential fiscal or legal jeopardy. In addition, a responsible board member protects the interests of and responds to the needs of the owners.   

 

The demand for organic foods is growing and that's a great thing for consumers and producers alike. The problem is that others recognize this growing market and are taking it from us. If we are going to fulfill our mission of setting the community standard for employees or foster more domestic producers by growing the market for organic products, we need to be fighting for the lead in the market. If we, as a business and community, sit content with middle of the pack or less, we are going to subject to the standard instead of setting the standard.   

 

Honestly, New Pi is in the best shape it’s been in over a decade. We have begun to grow and be profitable again under our new CEO. The essential challenge is continuing to grow sales, expand services (we brought back lunch catering to both counties in the past two years) and reinvest in the co-op. 

 

First and most importantly is our staff. I would like to get the co-op to a position where we can increase wages and benefits. Our physical infrastructure (office space, commissary kitchen and three retail outlets) is built for an organization making $10M in sales more than we are, in a pre-covid environment. That’s saps cash from the co-op that we could use for other things. The board has been and will continue to look at how we can better reorganize ourselves to be more efficient. The Iowa City store needs to be replaced. Period. The other two stores need some refreshing and new equipment. The board has approved a significant amount of investment for the coming fiscal year. We will need to continue to invest in our facilities. Finally, someday I would like to see us open a fourth retail location somewhere in the corridor. More New Pi for more people. 

 

I think as a board, we need to get better at communicating with the staff and owner/members. I am putting together a plan that will result in regular email communication from the board on at least a monthly basis. This plan will go into effect regardless of the results of this next election. 

 

The Co-op is many things to many people. Everyone I know from New Pi loves New Pi in their own way. For me, I started shopping there because it was the one place in town that had RBGh-free milk. So, I started shopping there for produce and dairy. Over the course of two years, I began reading labels, trying new products and was shopping exclusively at New Pi. My diet today is largely organic, far more healthy and more thoughtful than it was before I started shopping at New Pi. It was a fundamental and profound change in my early adult years that has shaped me to this day. I want to see that change happen again and again for others. 

 

Whatever you love about the Co-op, whatever motivates you to shop there, more New Pi means more of what you love about it for more people. It means more sales for local farmers and ranchers, more jobs in the community and a greater force for positive change. I see New Pi as the wonderful combination of market forces and better human behavior all wrapped up in a nice, neat bag of groceries. 

University of Iowa, BA and MBA   

University of Wisconsin, Certificate in Executive Coaching   

The American College, ChFC and CLU  

  

Wealth Management Coach—TIAA and CFO—RSVP, Iowa City 

 

Special Interests:  

Running, biking, boating, fishing, traveling, reading, cherry pie afficionado, and family time. 

 

1.) Please summarize the aspects of your work experience you feel would be helpful to the Co-op Board and to New Pioneer.   

I am a trained executive coach with thirty years of corporate management and leadership experience. I am skilled at goal setting/achievement, collaborative problem solving, conflict resolution, and possess extensive profit and loss and budgeting skills. 

 

I served on the Board of the Englert Theatre for 9 years.  During this time, I acted as the head of the Human Relations committee where I worked with the team hiring 3 Executive Directors. I was also Treasurer during my tenure. I served on the Eastern Iowa Girls on the Run board for 2 years as Treasurer.  I was Treasurer for 4 years with the Horace Mann Before and After School Program, as well as Treasurer for both the Horace Mann and Southeast Junior High PTOs. 

 

The role of the Board is to provide leadership, set direction, solve problems, support staff and collaborate with members to build a welcoming, well-stocked, community-focused, and positive co-op, all within available resources and financial constraints. 

 

I would honor the work done by those who’ve served before and listen to new voices and new ideas. I would ensure that all voices are heard and respected when making decisions.  I believe that providing a market for local agricultural production is a critically important component of sustainability. I believe in the importance of communicating to members about how our local producers are supporting our food systems. I would encourage a diverse community presence so that the communities the Co-op serves feel seen and supported.  

 

As a daily shopper at the Co-op for the last 25 years, I can speak to my experience.  The Co-op has gone from having a meat counter and a sandwich counter as well as a host of other services that it no longer has.  I believe this was done to put the Co-op on solid footing financially.  Like many other businesses the Co-op faces financial struggles, inventory management issues as well as a host of other concerns.  My experience in leadership, sales, small business co-ownership, P and L management, and collaborative teaming will allow me to get a look under the hood to see where my experiences and talents will best be used.  

 

I want the Co-op to be a great place to work.  I want staff to feel supported, clearly understand their responsibilities, and know their paths to advancement. I believe the Co-op should be a destination grocery store AND a community market because of the great customer service and the unique, high quality products offered.  I want goods to be fairly priced and the stores to be welcoming to all shoppers. I think it is important to provide opportunities for a wide range of local producers and maintain profitability. Lastly, it seems prudent to build upon the welcoming atmosphere that sustains the Co-op as a third place, one that allows people the daily opportunities to make meaningful connections with each other.  

I majored in special education with a minor in art. I have also taken classes on grant writing to fully understand the intricacies of grants. 

  

Occupation:  

I am the owner of Agri-Cultured Foods and Renegade Kombucha. This is our 13th year of business. We focus on gut health, education, and expanding our brands to food deserts. 

 

Special Interests:

Reading, listening to podcasts about history, traveling, and concerts. 

 

As a vendor to all three New Pi locations, I have the opportunity to talk to employees as well as customers. This allows me a special connection to each store. I am also very well versed in product lines, trends, sales and marketing, and profits and losses. I am constantly in front of customers, talking to them, educating them, and assisting in helping them choose products that will work for them. I encourage cross marketing with other local vendors. I have effective communication skills, both verbal and written, and prior experience on a board of directors. 

 

2.) Have you served on a board of directors before? If so, please describe the organization and your role.  

I currently hold a seat on the Board of Directors for the Freight House Farmers Market in Davenport, Iowa, a 501c3. I have served as chair and secretary, contributing to community development, grant writing, by-law amendments, managed all documents that came to the board, and maintaining a deep understanding of our by-laws, code of conduct, and guidelines. I also wrote our JEDI policy and spearheaded our newest community effort, The Youth Entrepreneur Program. This program allows children to make, market, and sell their products with the supervision of an adult, so that they may work towards a goal of being a small business owner. Bringing the community together to support one another is very important, and bringing in new community members to see what possibilities are around them can be life changing. 

 

The Co-op Board of Directors should be responsible for governing the Cooperative and ensuring it operates in the best interests of its members. This includes strategic planning, financial oversight, policy development, and overseeing the Cooperatives management. They act as a fiduciary, and they have a duty to make decisions that benefit the Co-op and its members and not themselves as an individual. 

 

4.) As a Board member, how would you guide the Co-op in fulfilling the values reflected in its mission statement?  

Community enrichment and partnerships in the corridor are the key to participation and meeting the needs of the community. Outreach into schools, offering a look into the how and why will inspire a new generation of people who value local food and entrepreneurs. This will also allow for diverse participation, allowing people who wouldn’t ordinarily shop the Co-op to enjoy all of the benefits. 

 

Increasing member numbers and showcasing local vendors to increase sales. I thoroughly enjoy attending the vendor events and look forward to it every year, however I always wish there were more events to meet the vendors and try out their products. I meet so many new people, vendors and customers alike, that perhaps some kind of monthly or bi-monthly event can be held at each store location. When I get to meet another vendor, I have the unique opportunity to ask questions and learn about the passion that fueled their products. I love hearing the stories of what brought them to the moment. People connect over experiences, and local food is definitely an experience that everyone should have the opportunity to have, not just to meet a vendor, but really hearing what it was that changed their perspective and pushed them to pursue their dreams. This one conversation can forever alter someone else’s life and change their perspective to “I can” instead of “I can’t”. 

 

In my opinion, the role of the Co-op is to unite makers, growers, and entrepreneurs with the community. Not just with their products, but with their stories. Everyone has a story to tell. It unites people together in a common bond. It allows people to be heard and seen. In the big scheme of life, isn’t that what everyone wants? To be heard, seen, and accepted right where they are. 

B.A. English from the University of Wisconsin—Madison; M.A. Urban and Regional Planning from the University of Iowa 

  

Transportation Planner for the City of Iowa City and the Metropolitan Planning Organization of Johnson County 

 

food, nature, knitting 

 

1.) Please summarize the aspects of your work experience you feel would be helpful to the Co-op Board and to New Pioneer.   

The most relevant aspects of my professional experience are my extensive work with the public and involvement in long-range planning. Daily, I address concerns from individuals and organizations, working to find solutions within the constraints of law, budget, and scheduling—an aspect of my work I truly enjoy. At the same time, I’m actively engaged in planning for future programs, policies, and improvements. Large-scale projects require time, coordination, and input from a diverse group of stakeholders. I’ve learned a great deal from collaborating with community members, local businesses, and frontline professionals who implement these plans and projects. 

 

Yes, I currently serve on the board of Friends of Hickory Park, an all-volunteer nonprofit organization. While my role is somewhat limited due to the nature of the organization, I was actively involved in fundraising efforts during the acquisition of land adjacent to the park, now known as the Pappy Dickens Preserve. 

More significantly, I previously served three terms on the board of New Pioneer Co-op, including seven years as board president. During that time, I helped lead the Co-op through a major period of growth, including the expansion into Cedar Rapids and the launch of the food hub in North Liberty. Recently I rejoined the New Pioneer board. 

 

The role of the board is to ensure that the Co-op is being managed ethically and in alignment with its mission, goals, and cooperative principles. The board supports the general management team by helping to set budgets, timelines, and strategic objectives, and meets monthly to assess progress. It also plays a key role in long-term planning, shaping the future direction of the Co-op. While board members do not engage in day-to-day operations—such as product selection, staffing, or marketing—member input is essential. It helps the board stay informed about how the Co-op is perceived and how effectively it is serving its member-owners.  

 

The Co-op’s mission and the cooperative economic model are deeply important to me. I’ve always been inspired by the principle of shared ownership—where each member holds one equal share, and no single individual has more than another. Together, we’ve pooled our resources to build a business rooted in the highest standards of food quality, community service, and local engagement—supporting new producers and growers, investing in employee development, and fostering resilience. 

One concrete way I would work to advance the Co-op’s mission is by prioritizing education—helping our members, the public, and local leaders better understand what a cooperative is, how it strengthens our local economy, and the essential role it plays in supporting independent businesses and nonprofits. 

 

One major challenge ahead will be maintaining strong communication with both current and future members. Over the next several years, we can expect economic uncertainty driven by changes in agricultural policy, tariffs, regulations, healthcare, and more. While I don’t claim to have all the answers, I believe that thoughtful planning and active collaboration with our producers and staff will be key to navigating these shifts. Strengthening our communication with members will also be essential. I bring experience and strong interpersonal skills that I believe will help in addressing these challenges. My goal is to listen carefully and work diligently to ensure that information is communicated clearly, meaningfully, and in ways that support informed engagement. 

 

The Co-op’s primary role in the community is to support and strengthen the local food system. We are committed to providing high-quality, healthful food while fostering a thriving local market for both consumers and producers. As an active participant in the local economy, we collaborate with and promote other independent, locally owned businesses. Through our efforts, we aim to set a standard for supporting the health, well-being, and diversity of all members of our community.