I bring a strong and balanced combination of financial, technical, and utility industry experience to the SECO Energy Board of Trustees. I have been honored to serve as a SECO Trustee for the past six years, during which time my fellow board members elected me to serve three years as Secretary-Treasurer—demonstrating their confidence in my leadership, judgment, and financial oversight. My education includes a bachelor’s degree in accounting and a CPA certification. Earlier in my career, I received electrical certification through U.S. Steel and worked as a shop electrician for three years, providing me with valuable hands-on technical experience that complements my financial background. Professionally, I advanced to Controller and ultimately Vice President–Controller at Ever-Green Energy in St. Paul, Minnesota. As a key member of the executive management team, I helped guide the successful growth of the organization. My utility experience includes district energy systems involving hot water heating, chilled water cooling, cogenerated electricity, and solar energy. This diverse background equips me to be a productive, informed, and effective Trustee. I have served on two nonprofit boards where I reviewed financial statements, budgets, audits, rate analyses, and presented this information to boards to support sound, informed decision-making.

My husband, Lloyd, and I moved to Sumterville in November 2017 and became SECO members at that time. Prior to living in SECO’s service territory, we resided in Inverness, Florida, and Hager City, Wisconsin, where we were also members of electric cooperatives. This makes SECO the third electric cooperative we have belonged to, giving me firsthand experience with the cooperative advantage. The cooperative business model operates on a not-for-profit, cost-of-service basis, where members are both the owners and the consumers. This model ensures that decisions are made with the best interests of the members in mind—prioritizing safety, reliability, affordability, and long-term value rather than profits for shareholders. After joining the SECO Board, I continued my education to deepen my understanding of the electric cooperative business model, completing more than 200 hours of National Rural Electric Cooperative Association (NRECA) coursework. I have earned the Credentialed Cooperative Director (CCD), Board Leadership Certificate (BLC), and Director Gold—the highest level of cooperative education offered. The NRECA represents more than 780 electric cooperatives nationwide.

The energy industry faces several significant challenges in the coming decade, including integrating renewable energy sources while maintaining reliability and affordability. Florida’s population growth will continue to drive increased energy demand, requiring utilities to plan carefully and invest responsibly. Advancements in technology will play an important role. While promising innovations such as nuclear fusion may eventually transform energy production, they remain many years away from widespread commercial use. In the meantime, prudent planning, smart investments, and strong financial oversight are essential. Another major concern is workforce development. According to the U.S. Department of Labor, nearly 50% of the utility workforce is expected to retire within the next ten years. SECO has taken proactive steps by establishing a lineman apprentice training program, which is vital to maintaining system reliability and safety. I am committed to continuing and strengthening these training efforts to ensure SECO’s long-term success.

SECO Energy has an outstanding customer service team, and a state-of-the-art call center designed to address member concerns efficiently. As a result, I rarely receive direct calls. When I do, I respond promptly by contacting the appropriate department, requesting timely information and resolution, and requesting to be kept informed. I always follow up personally with the members to explain the outcome, while the department continues direct communication until the issue is fully resolved. Member satisfaction is my number one priority. As your elected Trustee, I take my responsibility seriously. I always remember that I work for you. My role is to listen, advocate on your behalf, and ensure your concerns are addressed fairly, professionally, and efficiently.

SECO Energy has been central to my professional life, my public service, and my commitment to the communities it serves. For more than 28 years, I was privileged to work at SECO, primarily in operations, while also serving in public-facing roles that required clear communication and accountability with both residential and commercial members. That experience gave me a firsthand understanding of the cooperative model, the responsibility that comes with managing critical infrastructure, and the importance of earning and maintaining the trust of members every day.

Even while employed at SECO, I long held the aspiration to serve as a trustee. That goal was shaped not by ambition, but by respect—for the cooperative, its employees, and the members who depend on reliable, affordable electric service. I have never viewed SECO simply as a utility, but as a member-owned institution whose success depends on long-term stewardship, sound governance, and principled leadership.

I originally became a member around 1990.

I would follow Board best practices.

I currently reside in District 2 in The Villages. I am a retired US Air Force officer with an additional 30 years of industry experience as a cybersecurity executive and technology consultant. My formal education includes a bachelor’s degree as well as a Master of Business Administration from Western New England University. I completed postgraduate studies at the University of Maryland. While employed as a cybersecurity executive, I taught graduate school cybersecurity courses as an adjunct faculty member of George Washington University, Washington, DC for eight years. I am the author of the textbook, Assessing and Managing Security Risk in IT Systems: A Structured Methodology; Auerbach Publications, 2004 ISBN 0-8493-2232-4

I have been a SECO member since retiring and moving to The Villages in February of 2021. Through my former professional role as Director of Member Advocacy for ISC2, the primary certification body for cybersecurity professionals, I was able to affect positive change by leveraging this member-driven organization’s extensive outreach programs. I have seen firsthand how democratic governance processes ensure business decisions reflect community needs, such as maintaining affordability during challenging times or investing in leading-edge initiatives. This experience has shown me the value of member engagement, transparent leadership, and collaboration among co-ops, and I am eager to bring my perspective to the board to help guide strategic decisions that benefit all members. I have a deep appreciation for the cooperative business model, which sets energy cooperatives apart from investor-owned utilities by prioritizing reliable, affordable service to member-owners over profit maximization. Rooted in the Seven Cooperative Principles—including voluntary and open membership, democratic member control (one member, one vote), and concern for community—co-ops like SECO empower local residents to govern their essential services, reinvest surpluses into infrastructure and rate stability, and foster economic development in the areas they serve.

The biggest challenge facing the energy sector over the next ten years (2025–2035) is balancing surging electricity demand with the rapid upscale of clean energy supply, while ensuring grid reliability, affordability, and security amid geopolitical tensions and regional, national, and international policy shifts. My deep background in technology security, national security policy, and risk management makes me the ideal candidate for this role.

As a Trustee of the cooperative, I recognize that members are not just customers—they are the owners of the organization. When receiving direct calls or complaints from members, my priority would be to listen actively and empathetically, acknowledging their concerns and frustration without defensiveness. Members deserve to feel heard and respected, especially when issues involve essential services like electricity. I would thank them for bringing the matter to my attention, as member feedback is vital to improving service and governance. While I would not attempt to resolve operational issues directly (recognizing that staff and management handle day-to-day operations), I would take careful notes of their concern. Assure them that their input will be shared appropriately with management or the relevant committee. Explain the cooperative’s established processes for handling complaints (e.g., contacting member services first), while offering to help escalate persistent or serious issues to the general manager or board if needed. Follow up with the member afterward to confirm their concern was addressed, where appropriate.

As a retired UPS driver, I bring years of hands-on operational experience, reliability and a strong work ethic.

I have been a SECO member since May 2024.

Increasing demands, extreme weather events and fix all issues regarding it in advance, changing energy technology.

Thanks for sharing your concerns. I completely understand your frustration, and we appreciate your feedback.

I am the current District 4 Trustee, having served on the SECO Energy Board for two years. During this time, I have dedicated many hours to earning my National Rural Electric Cooperative Association (NRECA) Director Gold Credential. I was also the first President of The SECO Energy Foundation when it was created. I worked tirelessly to set up The Foundation, working with the 8 other representatives from each District to create an effective organization that would be a true asset for our members and the communities we serve. I have also worked for Marion County Public Schools for 28 years and currently serve as Area Coordinator I in the custodial division, where I oversee cleanliness and grounds maintenance with a team of 110 employees across 25 sites in Marion County. My experience includes collaborating with the purchasing department to develop county equipment bids, working effectively alongside unions, and developing and delivering employee training programs. I am skilled at balancing public and administrative concerns to foster positive outcomes. I have a thorough understanding of cooperative principles and am deeply passionate about advocating for District 4’s unique challenges to ensure our members receive the best possible service and experience from SECO Energy.

I have been a SECO member off and on for approximately 30 years in several districts. Additionally, I was a member of Central Florida Electric Co-op for 6 years. Cooperative business models are not-for-profit organizations that serve their members as their customers. Their members also own the organization. An energy cooperative is an autonomous association of individuals which is entirely owned and governed by its members. All members play a part in deciding on matters of governance and how the co-op delivers its services. Most cooperatives center around core values such as democratic member control, autonomy and independence, education/training/information, and concern for the community. Energy co-ops account for over 33% of the U.S. electric industry, establishing them as notable players in the renewable energy movement.

The energy industry faces several significant challenges in the coming decade, driven by rapid technological, economic, and societal changes. In my view, three stand out as particularly critical: 1. Explosive demand from data centers: Data centers, fueled by AI and cloud computing, have an enormous appetite for electricity—often requiring reliable, 24/7 power at massive scales. This growth is outpacing infrastructure development in many areas. It’s vital that service contracts for these large loads are carefully structured to shield residential and small business members from bearing disproportionate costs, risks, or rate increases associated with building and maintaining the necessary grid support. 2. Rapid territorial growth and load expansion: In high-growth regions like central Florida, utilities are adding thousands of new accounts annually—for example, rates of 12,000–14,000 new members per year. Managing this surge requires substantial investments in infrastructure while maintaining fiscal responsibility. The key is balancing expansion with affordable rates and reliable service, ensuring that growth benefits members without straining resources or leading to unsustainable debt. 3. Cybersecurity and grid security threats: As the industry increasingly relies on digital technologies for outage management, load balancing, and grid optimization, vulnerabilities to cyberattacks are escalating. Threats from both domestic and foreign actors pose serious risks to the U.S. power grid’s stability and resilience. Strengthening defenses—through advanced monitoring, threat intelligence, and robust protocols—is essential to protect critical infrastructure and prevent disruptions. Addressing these challenges will require proactive planning, smart policy support, and collaboration across the industry to ensure reliable, affordable, and secure energy for all consumers.

In my experience with SECO Energy, the employees have always provided excellent customer service. However, if I receive a call, I listen to the member’s concern in its entirety and respond with a serving attitude. I investigate the matter promptly. I then contact the appropriate department, share the concern, and request that they reach out to the member while also keeping me updated. Once that process is complete, I follow up with the member personally. As an elected trustee, I work to find an acceptable resolution for both SECO Energy and the member.

My qualifications to serve as a Trustee on the Board of SECO Energy are as follows: Previous Owner of two different companies, Retired Pastor of a Church, and Supervisor of Job Control in the United States Air Force. I have served as a Trustee for SECO Energy since March 2020. During the past 6 years as a Trustee, I have attained the NRECA Credentialed Cooperative Director Program Certification, NRECA Board Leadership Program Certification, and NRECA Director Gold Program Certification. These Certifications have required many hours of classroom and online studies.

I have been a member of SECO Energy since 1984. SECO Energy members elect Trustees to govern the Cooperative in policies and financial decisions on what is in the best interest of its members and SECO Energy.

In my opinion, some of the challenges the energy industry will face in the next 10 years are: Continuing to keep rates down and reliability up, being prepared for cyber-attacks, keeping facilities safe and secure, securing equipment and supplies due to demands and shortages, and attracting and retaining qualified employees.

As a Trustee, over the past 6 years, I have responded to questions and concerns from many members. I would direct concerns or questions to the relevant departments and have them respond to the members regarding their needs. I would follow up to make sure the members concerns were addressed and resolved.