What 8 Years in Theatre Leadership Taught Me About Governance

Volunteering and giving back to our community have always been central to my life.

Since I began volunteering in local community theatre in 2007, I have had the privilege of serving for over 8 years as President of The Oakville Players, one of the region’s longest-running community theatre groups (est. 1962). While many people see the end result under the stage lights, leading a community non-profit behind the scenes requires real-world governance: managing tight budgets, applying for grants, navigating government bureaucracy, and bringing diverse groups of people together around a shared vision.

As a candidate for Ward 2 City Councillor in Mississauga, I've been asked how my volunteer background translates to City Hall. The answer is simple: managing a non-profit organization requires the exact same principles of stewardship, accountability, and persistence that voters expect from their local elected representatives.

Non-profit organizations operate in an environment where every dollar must be accounted for and maximized. During my tenure as President, I spearheaded the acquisition and management of over $90,000 in grant funding for our organization.

Securing grant funding is only the first step. Managing those funds requires setting clear project goals, maintaining rigorous financial records, ensuring strict compliance with funding bodies, and delivering transparent reports. Guiding our group through the economic uncertainties of the COVID-19 pandemic reinforced the importance of fiscal discipline, prudent reserve management, and creative problem-solving.

At City Hall, where property tax dollars must be managed with care, I will bring that same watchful eye to municipal spending.

One of the most complex governance challenges I undertook with The Oakville Players involved working directly with provincial officials to pass a Private Bill through Queen's Park.

Navigating the legislative process in government required patience, meticulous attention to detail, and persistent follow-through. It involved communicating directly with provincial officials, understanding regulatory frameworks, and systematically working through administrative steps until the job was done. Whether advocating at the Regional table for fair police funding or reviewing municipal planning by-laws, direct experience working through government systems is a vital asset for an incoming councillor.

Community organizations thrive on people power. Right now, even amidst a busy election campaign, I am co-producing our upcoming autumn production of A Few Good Men alongside an extraordinary team of nearly 40 local cast and crew members.

Bringing together volunteers, artists, and technical crew members to deliver a polished production is a constant reminder of what local collaboration can achieve.

Effective representation on City Council is no different. A councillor cannot deliver results alone; it takes listening to residents, collaborating with council colleagues, and building consensus across neighbourhoods like Clarkson, Lorne Park, and Sheridan Homelands.

Effective representation takes business experience and governance skills, but above all, it takes genuinely caring for the people and creative spirit of our community.

Whether managing non-profit grant budgets, passing legislation at Queen's Park, or running my own business for 34 years, I have always believed in showing up, doing the homework, and delivering practical results.

I am ready to bring that proven track record, financial discipline, and caregiver's heart to Mississauga City Hall for Ward 2.