Frequently Asked Questions

I’ve been a Hinsdale resident for 26 years, and my wife Michelle and I have three children who graduated from D86 in 2019, 2020, and 2023:

• Denise, a University of Chicago graduate who works for Washington University in St. Louis
• Lucy, in the VetMed program at the University of Illinois. She’ll be a practicing veterinarian in 2027
• Sarah, a sophomore at the University of Pennsylvania, majoring in Mechanical Engineering

I currently serve as Director of Technology Operations at McMaster-Carr Supply Company, where I’ve spent 29 years leading technology, logistics, and finance initiatives. My career has been built on developing creative solutions through collaborative teamwork, conducting purposeful experiments, maintaining fiscal discipline, and making data-driven decisions.

Education:

• BA in Chemistry & Philosophy, University of Chicago
• MBA in Analytical Finance, Accounting, and Marketing, Northwestern University

In my professional role, I own the work to drive value out of our annual technology budget and lead a team of over 50 skilled professionals, helping that team to consistently deliver results through hard work, evidence-based decision making, and collaborative processes.

I’ve enjoyed my two decades of volunteering and serving our community:

• AYSO Soccer Coach (2005–15)
• St. Isaac Jogues Religious Education Teacher (2006–15)
• Community House Basketball Coach (2009–12)
• YMCA Guides and Princesses Program Leader (2009–13); Board Member (2011–13)
• Hinsdale Swim Club Board Member (2016–19); Treasurer (2017–19)
• US Swimming Meet Official (2017–23)
• IHSA Soccer Official (2023–present)

As Treasurer and Board Member of the Hinsdale Swim Club, I worked with an incredible board to plan and begin implementing a successful club transformation. Our initiative eventually resulted in us expanding membership from 150 to 450 swimmers, earning a top US Swimming "club excellence" recognition, and establishing the club as one of Illinois’ premier programs. This experience demonstrated the impact of cohesive leadership and data-driven decision-making. I’m proud that much of this progress took place after I left the board because our board intentionally focused on strengthening the leadership pipeline.

I’m running to help maintain and enhance D86’s tradition of educational excellence while ensuring our resources are used effectively to serve all students. My goal is to put students first at every meeting and board vote. Having seen three children graduate from D86, I understand both our district’s strengths and its opportunities for growth.

My focus would be on evidence-based decision making to support students at every level: helping struggling students achieve proficiency, challenging proficient students to excel, and pushing high achievers to reach new heights. This approach requires empowering our principals with local control and our teachers with flexibility to meet students where they are.

I’ve previously applied for two D86 Board vacancies because I believe my business experience in data analysis and strategic planning, combined with my deep community involvement, can help address our post-Covid challenges while maintaining fiscal responsibility. Simple, practical solutions — like empowering teachers, department heads, and principals on curriculum decisions — can have a meaningful impact on student success.

1. Student-Centered Programming:

Implement targeted interventions at all levels — from remedial support to advanced enrichment — based on individual student needs. This includes practical solutions like dedicated reading support for struggling students and maintaining the highest possible expectations for advanced learners.

2. Empower Local Leadership:

Replace one-size-fits-all approaches with data-driven, building-specific strategies. Enhance accountability through annual progress reports focusing on measurable outcomes rather than process alignment.

3. Expand Student Opportunities:

Address the impact of program cuts that exclude students from activities. We cut 140 kids from fall semester sports, and many more from other extracurriculars. We need to develop strategies to increase participation in sports, arts, and other extracurriculars while measuring and improving student engagement metrics.

Our district’s greatest strength lies in our exceptional teachers and engaged parents. Dedicated educators make lasting impacts on students’ lives, while involved parents create a culture of academic excellence. We must continue supporting this foundation while addressing areas for growth.

Recent data from the ISBE Illinois Report Card shows concerning trends in Math and ELA proficiency scores. In particular, D86 declined while state averages improved. We need targeted interventions based on detailed data analysis to reverse this trend. Additionally, we must address opportunity gaps between our schools by identifying and addressing specific student needs in addition to the ongoing structural alignment. Success requires identifying root causes through data analysis and implementing focused solutions that put students first.

Recent data from the Illinois Report Card shows mixed results: while science proficiency improved significantly (from 70% to 82% over three years), math and ELA scores have fluctuated. While maintaining above-average performance is important, we can do better — particularly for the roughly 35% of students not meeting proficiency standards.

The solution isn’t just teaching to tests, but rather:

1. Using detailed data analysis to identify specific skill gaps
2. Implementing targeted interventions based on this analysis
3. Empowering teachers to provide differentiated instruction
4. Regular monitoring of progress and adjustment of strategies as needed

D86’s financial foundation is solid, with appropriate reserves and many modern facilities funded by the 2019 referendum. However, we must maximize the return on every tax dollar invested. Current curriculum alignment efforts (begun in 2015, new iteration in 2019) have yielded gains, but it’s cost us a lot of time and money, with no clear project plan or end in sight. We need to take a step back and create a plan for this work so that we can move on from "what" we teach to "how" we teach.

The next investment here may be to optimize outcomes for students by drilling down to the classroom level through sequenced and well-designed professional development for teachers and other education professionals, along the lines of the Stevenson model. This approach can improve outcomes through funding our largest financial investment: our educators.

When compared to similar high-performing districts, particularly those in surrounding suburbs and the North Shore, our tax rates provide good value. However, we must continue to scrutinize every expenditure and ensure resources are directed toward programs that demonstrably improve student outcomes.

Our goal should be ensuring excellent educational opportunities at both schools while recognizing each school’s unique characteristics. This means:

1. Offering equivalent advanced courses at both campuses
2. Strengthening partnerships with feeder schools
3. Leveraging technology to share specialized courses between campuses
4. Building on each school’s unique strengths while maintaining equal opportunities

Implicit in the changing of boundaries is that the two schools should be carbon copies of each other, that they have the same identities. I think it’s a mistake to assume that what works best at one school must be perfectly mirrored at another school. No two students are alike and no two schools are alike. Let’s maximize each school’s unique features. For example, South’s smaller size offers more personalization and opportunity to stand out, while Central’s larger population supports a broad array of programs.

By empowering each principal to gently modify within our aligned district curriculum and equity goals, we are putting students first by addressing each student as an individual within their distinct school community. My goal is to pay full attention to both campuses and make sure each maximizes opportunities for every student.

Our district’s role is to prepare students for success in higher education and life by teaching them how to think critically, not what to think. This means students should understand various historical and contemporary perspectives while developing their own informed views.

I support a collaborative process where:

1. The board sets clear outcome expectations
2. Professional educators develop curriculum details
3. The board ensures alignment with community values
4. All stakeholders focus on student success

For example, World History Honors has been an excellent foundation course that teaches critical writing and analytical skills while allowing freshmen to sit for their first AP test. We should preserve such successful programs while remaining open to evidence-based improvements.

We need a comprehensive, data-driven approach that:

1. Identifies specific barriers to student success
2. Implements targeted academic and social interventions based on individual student needs
3. Actively monitors student progress and modifies supports when students don’t show growth
4. Leverages successful programs like peer tutoring through National Honor Society
5. Partners with feeder schools to address challenges early

The key is meeting students where they are while maintaining high expectations for all. This means providing appropriate support without lowering standards.

No. Our focus should be on making both schools excellent rather than redistributing students. Neighborhood schools are a cornerstone of our community, offering benefits like walkability and strong local connections.

Moving boundaries could risk district unity and distract from our real goal: ensuring both schools offer world-class education. Rather than debating boundaries, we should focus on implementing our strategic plan to enhance educational quality at both schools. Strong schools create strong communities, which naturally support property values.

The board’s primary responsibility is to represent our community in putting students first while providing clear direction and accountability through the superintendent. Success requires:

1. Maintaining open, respectful dialogue with all community stakeholders
2. Using robust data analysis to assess program effectiveness and student outcomes
3. Working collaboratively with fellow board members and the superintendent to implement strategic initiatives
4. Ensuring fiscal responsibility while maintaining educational excellence

Effective governance requires both vision and process — setting clear goals while establishing efficient procedures to achieve them.

We can improve district communications by:

1. Providing regular, data-driven updates on student achievement
2. Creating more opportunities for community input
3. Ensuring transparency in decision-making processes
4. Using multiple channels to reach all stakeholders
5. Being proactive rather than reactive in sharing information

The board’s community engagement efforts need improvement. Despite commitments to hold community roundtable meetings in 2021 and 2023, none have occurred. Additionally, coordination with the feeder districts remains insufficient. The Illinois Association of School Boards (IASB) offers in-district Board workshops on topics such as building community engagement and monitoring district goals using data. We should take advantage of those resources, and double down on communicating with the 54,000 voters and taxpayers in our district.

As someone who regularly works with legal counsel in my professional role, I understand both the importance and the cost of legal expertise. However, every dollar spent on legal fees is a dollar not spent on students. Moving forward, we should take four steps:

1. Improve communication to prevent conflicts that lead to litigation
2. Establish clear processes for managing legal expenses
3. Ensure transparency while protecting confidential information
4. Focus on prevention through better policies and procedures

When I get on the board, I will work with Dr. Lach and the Board to understand what caused the unusually high legal bills over the last year so that we can efficiently implement my four-step plan.