On the Issues: Clayton Chamber of Commerce 2025 Candidate Questions

Question: How do you see Clayton balancing residential growth with more commercial, industrial, and mixed-use development — so the tax burden isn’t carried primarily by homeowners? Where have you seen this work?

TL;DR: Homeowners carry too much of the tax burden. We must plan for balanced growth — reserving key corridors for business and light industry while supporting local entrepreneurs and walkable mixed-use areas.

Answer: Right now, Clayton’s tax base leans too heavily on homeowners. We keep approving housing without keeping pace on the commercial side, which means residents end up paying for the infrastructure that new subdivisions require — while jobs and retail opportunities lag behind.

Balancing that means planning with intention instead of reacting to every rezoning request. We need to reserve prime corridors like US 70 and 42 East for commercial and light industrial use, not just more apartments. At the same time, downtown and key connector areas should encourage mixed-use redevelopment and create places where people can live, work, and shop in walkable districts that strengthen our small-business community.

We also need to streamline permitting and reduce red tape for local entrepreneurs and small developers, who are too often priced out by the same processes large out-of-town firms can afford to navigate. When we make it easier for locally owned businesses to grow, the tax base grows with them.

Places like Apex and Wilson have done this well by deliberately building commercial nodes around transportation corridors while protecting their downtown cores. If we set clear expectations and stick to them, we can build a tax base that works for everyone.

Question: Small businesses and startups are essential to Clayton’s identity. How should the Town and Chamber of Commerce partner to better support locally owned businesses and entrepreneurs?

TL;DR: Clayton’s small businesses deserve a fair shot, not favoritism. The Town and Chamber should open doors, hire local first, and make opportunities transparent and consistent for everyone.

Answer: As a small business owner myself, I can tell you that local entrepreneurs aren’t looking for handouts — we’re just asking for a fair chance. Unfortunately, too many of Clayton’s small businesses feel like they’re succeeding in spite of the system, not because of it.

Right now, the Town and Chamber talk a lot about supporting small business, but the reality doesn’t always match the message. The Town publishes a “Downtown Clayton” map that excludes many of its own vendors and longtime local businesses. The Farmer’s Market, which should be one of the most inclusive spaces in town, instead operates with inconsistent and subjective standards that leave some local makers and growers out entirely.

We can and must do better.

• Create open, consistent opportunities. Transparent vendor policies, clear selection criteria, and equal access to Town marketing programs and contracts.

• Bring small business owners to the table. Regular listening sessions and advisory panels so those paying rent and employing locals have a direct line to decision-makers.

• Hire and feature local first. Every dollar spent locally circulates in our community and builds hometown pride.

Other towns — like Wilson and Wake Forest — pair their Chambers with municipal “one-stop” resource centers offering clear guidance and mentorship. Clayton has the talent to do the same if we choose inclusion and fairness over favoritism.

Small businesses built Clayton’s character. To preserve that identity, we must ensure opportunity is open to everyone willing to put in the work.

Question: How would you work with Johnston County Public Schools, Johnston Community College, and the Clayton Chamber to strengthen workforce initiatives and create a stronger talent pipeline for local employers?

TL;DR: We can connect our schools, college, and local employers to build real career pathways — from apprenticeships and dual enrollment to adult retraining — so people don’t have to leave Clayton to find opportunity.

Answer: One of Clayton’s greatest strengths is our people — but our education and workforce systems don’t always connect the dots between classroom learning and local opportunity. We have world-class employers right here, yet too many young people still leave Johnston County to start their careers.

We need stronger, intentional partnerships between the Town, our schools, the college, and local employers. That starts with early career exposure — internships, job-shadowing, and project-based learning that show students what’s possible close to home.

We should expand apprenticeship and dual-enrollment programs that give high-school students college credit and hands-on experience at the same time. The Town can help by promoting these programs, supporting transportation options, and encouraging local businesses to participate.

A shared workforce database could connect residents to training, certifications, and open jobs — a practical, low-cost tool that benefits employers and workers alike.

Finally, workforce development isn’t just about youth. Supporting adults who want to re-skill or re-enter the workforce — through childcare, flexible scheduling, and continuing education — will help Clayton retain talent and strengthen families.

Question: Clayton has seen rapid residential growth. Do you support continued growth, and if so, what housing options should the Town be encouraging?

TL;DR: Growth should work for residents, not overwhelm them. I support development that matches infrastructure capacity and includes affordable options like townhomes, small houses, and accessory dwellings.

Answer: Growth isn’t automatically good or bad — it’s about how we grow and who benefits. Right now, the pace and pattern of development in Clayton are unsustainable. We’ve added thousands of new homes without matching investment in roads, water, sewer, and schools. Residents are feeling it in traffic, higher utility bills, and a shrinking sense of small-town connection.

So yes, I support growth — but only when it’s responsible, balanced, and planned around infrastructure and affordability. That means making sure new development actually pays for itself instead of pushing costs onto existing residents. Developers should cover the full cost of extending utilities and road improvements for their projects.

We also need a better mix of housing options. Clayton has plenty of high-end subdivisions and large apartment complexes, but we’re missing the middle — small single-family homes, townhomes, and accessory dwelling units that working families, teachers, and retirees can actually afford. Encouraging infill development and reinvestment in existing neighborhoods is smarter than annexing more farmland or stretching our infrastructure even thinner.

Finally, we need to protect what makes Clayton feel like home. Growth should enhance our community, not erase it. That means preserving green space, protecting historic areas, and holding developers accountable for building quality, not just quantity.

Clayton can continue to grow — but it must be growth that residents can afford to live with, not growth they’re forced to pay for later.

Question: Public safety, parks, and recreation are top concerns for residents. What priority investments would you advocate for, and how would you recommend funding them?

TL;DR: Safety and quality of life come first. We should fund first responders, greenways, and inclusive parks before spending on nonessential promotion or projects that don’t serve residents directly.

Answer: Public safety and quality of life should always come first. Those are the things residents count on every day—and the things we can’t afford to get wrong.

Before anything else, we must ensure our first responders have the staffing, equipment, and facilities they need. That includes supporting fire and police recruitment and retention so that our departments can keep pace with growth. When response times start to slip because of overextended coverage areas, it’s not just inconvenient—it’s dangerous.

Next, we should invest in parks, greenways, and safe connections between neighborhoods. Those aren’t luxuries—they’re part of what keeps a community healthy, active, and connected. Expanding greenways, especially along the Neuse and Sam’s Branch corridors, helps residents of all ages enjoy Clayton’s natural beauty and improves walkability, which also relieves some local traffic pressure.

I’d also like to see more inclusive recreation options—places where families, seniors, and people with disabilities can all feel welcome. Smaller neighborhood parks and improved playgrounds often do more for community well-being than one big, expensive project.

As for funding: we need to prioritize essentials and stop wasting money on non-essentials. If we can afford oversized promotional spending and unnecessary printing, we can certainly afford to maintain safe streets and clean parks. For larger capital projects, the Town should pursue state grants, partnerships, and phased implementation—rather than passing costs directly to taxpayers through rate hikes.

Clayton can be a place that’s both safe and vibrant, but it starts with spending wisely—on the people and services that keep our community strong.

Question: Clayton’s growth has brought together long-time residents and newcomers. How would you ensure a variety of voices are heard and incorporated into Town decision-making?

TL;DR: Transparency and inclusion build trust. We need plain-language communication, diverse advisory boards, and real follow-up so residents know their input makes a difference.

Answer: Clayton’s greatest strength is its people — from families who’ve lived here for generations to those who just arrived and fell in love with this town. But right now, too many residents feel shut out of decisions that affect them. Public input isn’t just about checking a box on a survey; it’s about making sure people are genuinely heard.

To do that, we need to open the doors wider — literally and figuratively. That starts with better communication: posting clear, plain-language summaries of what’s on meeting agendas, not just technical PDFs buried on the website. Residents shouldn’t have to be detectives to understand what’s happening at Town Hall.

Next, I’d like to see more proactive outreach — going to where people already are. That means holding listening sessions in neighborhoods, at schools, and at community events, not expecting everyone to come to a council meeting on a Monday night.

We should also diversify who gets a seat at the table. Our advisory boards and committees should reflect the full community — not just those with the time, connections, or professional background to serve.

Finally, I believe the Town needs to follow up and show results. When residents take the time to share feedback, they deserve to see how it influenced a decision. That’s how you rebuild trust and show that every voice — old or new, loud or quiet — truly matters.

If we make transparency and inclusion our default, we won’t have to wonder what people think — because they’ll already be part of the process.

Question: The Town Council oversees a multi-million-dollar budget. What direct experience do you have managing budgets, allocating resources, or making tough financial decisions—and how would that prepare you for this responsibility?

TL;DR: I’ve managed budgets, contracts, and campaigns for years. I’ll bring data-driven oversight, fiscal responsibility, and full transparency to how Clayton spends taxpayer money.

Answer: I’ve spent my entire career balancing creativity with fiscal discipline. As the owner of Underwood Creative, I manage client budgets, vendor contracts, and multi-channel campaigns where every dollar has to show a return. Before approving any project, I evaluate costs, negotiate rates, and make sure resources are allocated where they’ll have the greatest impact — skills that translate directly to responsible municipal budgeting.

I’ve also worked with nonprofits, small businesses, and local governments across North Carolina, helping them stretch limited funds while still delivering high-quality results. That means I understand both sides of the equation — how public dollars are spent, and how waste adds up when oversight slips.

Over the past few months, through my “Dollars & Sense” series, I’ve done a deep dive into Clayton’s own spending patterns — from copier leases and printing to travel and promotional costs — and identified where efficiency and transparency could save taxpayers real money. That kind of scrutiny isn’t about criticism; it’s about stewardship.

Tough financial decisions require clarity, not guesswork. As a councilmember, I’ll bring the same data-driven mindset I use in business: set clear priorities, measure outcomes, and be honest with residents about where the money goes. If we spend wisely and focus on essentials — water, infrastructure, safety, and local investment — we can meet our community’s needs without constantly raising rates or taxes.

Question: How will you work with fellow council members, town staff, and other organizations to achieve shared goals, even if you disagree?

TL;DR: Good leadership means listening, finding common ground, and debating ideas — not personalities. I’ll focus on teamwork, respect, and shared goals that move Clayton forward.

Answer: Good leadership isn’t about always agreeing — it’s about listening, finding common ground, and keeping the community’s interests ahead of personal or political ones.

I believe the best decisions happen when people with different perspectives sit down at the same table and genuinely listen to one another. I don’t shy away from tough conversations, but I approach them with respect and curiosity. When I disagree, I want to understand why — what values or information are driving the other person’s position — because that’s how you get to solutions that actually work.

As a business owner and creative professional, I’ve spent years collaborating with clients, vendors, and teams who don’t always see things the same way. Success in that environment depends on clear communication, transparency, and trust — the same qualities that make government work.

I’ll bring that same mindset to the council. I want residents to see a Town government that debates ideas, not personalities. That means treating staff as partners, not adversaries, and recognizing that we all serve the same people — the residents of Clayton.

When we focus on our shared goals — safe neighborhoods, responsible growth, fiscal accountability, and a thriving downtown — it becomes easier to bridge differences. I won’t always agree with every decision, but I will always work toward outcomes that reflect the best interests of the people who call this town home.

Question: What experience from your public or private background best qualifies you to serve on Town Council, and how will you use that experience to focus on governance and oversight?

TL;DR: I’ve spent my career helping organizations communicate clearly, manage resources wisely, and stay accountable. I’ll use that experience to ensure every decision serves the public interest.

Answer: My background combines creativity, accountability, and a lifelong commitment to this community — all essential qualities for effective local leadership.

As the owner of Underwood Creative, I’ve spent more than a decade helping organizations communicate clearly, manage resources efficiently, and build public trust through transparency. I’ve worked with towns, chambers, nonprofits, and businesses across North Carolina, so I understand both the opportunities and the challenges of running a local government that actually serves its residents.

That experience has also given me a front-row seat to how decisions are made — and how easily oversight can slip when transparency and accountability aren’t prioritized. I’ve managed budgets, negotiated contracts, and led projects that required balancing creative vision with fiscal discipline. Those same skills are critical in governance: asking tough questions, insisting on clarity, and ensuring that taxpayers get value for every dollar spent.

I also bring a deep understanding of Clayton’s history and identity. My family has lived here for generations, and I’ve watched firsthand how growth and policy decisions have shaped — and sometimes strained — our small-town character. That perspective grounds me in what matters most: protecting the public’s interest, not any insider’s.

On Council, I’ll use my experience to focus on oversight, transparency, and communication — making complex information accessible to residents, reviewing contracts and spending with care, and ensuring that every decision reflects both fiscal responsibility and fairness.

Good governance isn’t just about passing budgets; it’s about earning and keeping the public’s trust. That’s what I’ve built my career around, and that’s what I’ll bring to the Town Council.

Question: Clayton’s growth has created both opportunities and challenges across the community. What areas of town do you believe most need attention or improvement, and what specific steps would you take as a council member to address them?

TL;DR: Older neighborhoods need investment in infrastructure and fairness. Downtown and key corridors deserve balanced, thoughtful planning that benefits all parts of Clayton equally.

Answer: Clayton’s growth has brought new energy and opportunity — but it’s also exposed real inequities in how attention and resources are distributed across town. Some neighborhoods are thriving, while others still struggle with aging infrastructure, limited access to parks, and higher utility burdens.

We need to start by investing in the basics where they’ve been neglected the longest. Older in-town neighborhoods still have aging water and sewer lines — some dating back to the 1920s — and deserve the same level of reliability and service as new developments. I would prioritize infrastructure replacement in these areas before approving costly expansion projects that stretch our systems even thinner.

Downtown remains one of Clayton’s greatest assets, but it needs a more balanced approach — one that supports locally owned businesses and maintains the town’s character rather than chasing short-term development wins. I’d like to see a Downtown Reinvestment Plan that focuses on walkability, parking, and fair inclusion of all local vendors and creatives in town-supported programs.

Beyond downtown, we should pay closer attention to the corridors that connect us — like Highway 42 East and West, and NC 70. These gateways set the tone for how visitors and residents experience our town, yet they’re often overlooked in favor of higher-profile projects. Improving safety, traffic flow, and aesthetics in these areas would benefit the entire community.

Finally, we need to listen to residents in every part of Clayton — not just at public hearings, but through consistent neighborhood outreach. Each area has its own challenges, and solutions should reflect those local voices.

In short, my focus will be on fairness and follow-through: fixing what’s aging, strengthening what’s working, and ensuring every part of town shares in the benefits of growth — not just the costs.

Question: Public service can sometimes involve balancing different priorities and perspectives. Please share a specific example of a time when you faced a challenging situation and how you were able to turn it into a constructive outcome.

TL;DR: Years of undiagnosed illness taught me persistence and self-advocacy. I learned to dig for facts, trust my instincts, and fight for what’s right — lessons I bring to public service.

Answer: Growing up, I spent much of my childhood and teenage years battling illness. My parents and I always suspected there was something deeper going on, but despite seeing dozens of physicians, no one could pinpoint the cause. Then, by chance, I took Mr. Parker’s Anatomy and Physiology class instead of Chemistry my senior year at Clayton High. Reading that textbook, I came across a section describing a spinal condition that sounded strikingly familiar.

A year later, when my symptoms got much worse, I told my doctors that I believed I had this condition and needed an MRI. That test finally confirmed what had been missed for nearly two decades — and without surgery, I would have been paralyzed within a few years. Even then, I was turned away by multiple surgeons because the procedure is typically done on infants, not adults. I kept advocating for myself until I found a doctor willing to take the case. After three surgeries, I’m healthy today.

That experience changed my life. It taught me how to think critically, trust my instincts, and keep pushing for answers even when others don’t see what’s right in front of them. It also gave me a deep understanding for anyone who feels unheard or misunderstood.

In public service, those lessons matter. I approach every issue the same way — by paying attention to details, asking questions, and refusing to give up until we find solutions that truly help people.