Parsippany Focus submitted identical questions to each Parsippany Board of Education candidate. We print all answers verbatim.

Board Meeting Attendance
How many Parsippany Board of Education meetings have you attended in person during the past 12 months? What have you learned from attending?

I attended most of the BOE meetings throughout the year. I did miss at least a couple of meetings in order to attend town council meetings and to speak on behalf of the school district as a private citizen.  Mr. Berrios and me are the only current candidates to lobby the town on behalf of the school district. I attend BOE meetings to stay abreast of the issues facing the school district but also to offer my insights as a former member of the BOE and to occasionally offer constructive criticism. 

• Understanding the Role
  What is the difference between governing the school district and running it? What are three things that should be handled by the superintendent or administration rather than individual Board members?

The BOE does not “run” or administer the school district. It makes sure the school district  is running well and complying with policies and regulations. The Board has one employee, that reports to it and that is the Superintendent, who the BOE is responsible for hiring and evaluating, and the entire school district reports to the Superintendent.

• Three Changes
  What are three changes or improvements you would like to see in the district, and why?

One change would have to come from the state legislature in the form of a change in the school funding formula. The 2% cap does not work in an inflationary environment. I have proposed tying annual increases in the school funding formula to the Consumer Price Index.

I’d like to see the abolishment of residential PILOT deals.  They provide a financial incentive for the town to extract 95% of a smaller financial pie because under a PILOT deal, the town does not have to share PILOT revenue with the school district.

I would take all digital technology out of the schools. Phones have already been taken out, the results so far have been positive and they will continue to become even more positive. Students must build a foundation of reading, writing and arithmetic and there is no need for any digital technology, including calculators, in those areas. Children can use a dictionary and a thesaurus. The school district is also going back to teaching cursive writing which is another positive development.

• Budget & Taxes
  The district is facing significant financial challenges. What areas of the budget deserve closer review, and what would you protect from cuts?

It may not seem like it, but the school district is relatively lean. It covers a huge geographic area, with significant transportation costs, has two high schools, two middle schools and 10 elementary schools. Compare the number of students and budgets against both Wayne and West Orange and one would probably conclude that the fiscal health of the Parsippany school district compares favorably.

• Long-Term Planning
  What should the Board do now to prepare for future budgets and avoid addressing financial problems one year at a time?

There is no current mechanism in place for budgets beyond one year. However 2 years ago, it was anticipated the schools would face financial difficulties, in part from the 2% revenue cap, from escalating health care insurance costs and the impact of students coming into the district in PILOT projects.

• Enrollment & Development
  How should the district prepare for changing enrollment and new housing when planning class sizes, staffing, transportation, and school capacity?

This problem is more complex than it might seem at first glance. Most, if not all the new housing is on the west side of town. (PHHS). While the organic student enrollment is anticipated to decline, the anticipated growth in student enrollment will surpass the organic reduction. Creative solutions were sought including renovating and leasing existing and unoccupied office buildings and former private schools.  The cost to meet public school regulations is prohibitive, to the tune of 8 figures.

• PILOTs & Township Cooperation
  What role should the Board of Education have in discussions with the Township about new development and PILOT agreements that may affect the schools?

The school district should have at least equal footing with the town in negotiating PILOT agreements. Right now, the town is under no legal obligation to include the school district in negotiations or even consider the school district.

8. Student Achievement
How should the Board measure student success? What areas of student achievement or opportunity need more attention?

The one objective measurement of student success is the results on the state tests.

• Difficult Decisions
  When the Board must make difficult decisions involving taxes, staffing, class sizes, programs, or facilities, what information should guide those decisions?

The school board does not make decisions on taxes. That is a town function. On staffing, the BOE hires one person, the Superintendent. The BOE also evaluates the Superintendent. Class sizes are set by the Superintendent as that is an administrative function.

• Transparency & Accountability
  What information should the district provide so taxpayers can better understand how their money is being spent and what results it is producing?

Efforts have been made to provide greater transparency on the budget and spending. I prepared a comparative budget showing the year on year changes in the budget.Most of the budget is spent on teachers salaries. 95% of the budget comes from local, state and federal taxes.

11. Experience & Community Service
What professional experience and community service during the past five years have prepared you to serve on the Board of Education?

12. Three Years From Now
At the end of your three-year term, what specific results would you want residents to use to judge your effectiveness as a Board member?

Parsippany Focus submitted identical questions to each Parsippany Board of Education candidate. We print all answers verbatim.

1. Board Meeting Attendance
How many Parsippany Board of Education meetings have you attended in person during the past 12 months? What have you learned from attending?

 I have attended five Parsippany-Troy Hills Board of Education meetings in person during the past 12 months and watched online recordings of many additional meetings as my schedule permitted.

I also attended a Board Member retreat open to current Board members and members of the public, where the New Jersey School Boards Association presented on the roles and responsibilities of Board members and the superintendent. It helped clarify where governance ends and administration begins, and how the two can work effectively together.

These experiences have given me a firsthand look at issues involving finances, staffing, student programs, facilities, and operations.

What I have learned is that good Board service starts with listening. It means coming prepared, asking thoughtful questions, understanding the facts, and recognizing that important decisions rarely have simple answers.

As a first-time candidate, I know there is more for me to learn. I believe that is part of responsible Board service: listen, learn, and work collaboratively.

2. Understanding the Role
What is the difference between governing the school district and running it? What are three things that should be handled by the superintendent or administration rather than individual Board members?

The Board sets policy, establishes priorities, approves the budget, provides oversight, and holds the superintendent accountable. The superintendent and administration carry out that direction and manage the day-to-day work of the schools.

Three responsibilities that should remain with administration are day-to-day personnel management, implementation of curriculum and educational programs, and individual student or staff matters.

The Board governs the district. The administration runs it.

Our job is not to run the schools ourselves. Our job is to make sure the schools are being run well.

3. Three Changes
What are three changes or improvements you would like to see in the district, and why?

There are three changes I would like to help advance, all focused on preparing students well while using resources wisely.

First, I would support a rolling five-year student and financial outlook.

The district will continue to work through an annual budget process, but our planning should look further ahead. We should regularly examine enrollment, staffing, facilities, compensation, major operating costs, and financial pressures several years into the future so we can identify challenges early and have more options when decisions need to be made.

Second, I would support a more intentional approach to student opportunities.

Our students have different interests, strengths, and goals. I would like to see the district regularly assess whether students have meaningful opportunities across academics, arts, music, athletics, trade schools, career exploration, internships, technology, and real-world learning. We should also look at where access can be expanded so that opportunities are not limited to only some students.

Third, I would support a clearer framework for the Board to monitor student success.

The administration already collects a range of information. The Board should consistently review key indicators such as academic growth, achievement gaps, attendance, graduation, preparation for college, careers, technical training, and life after high school. That information can help the Board understand where students are doing well, where gaps may exist, and where additional attention or resources may be needed.

The goal is simple: plan ahead, expand meaningful opportunities, and make sure we know whether those investments are helping students succeed.

4. Budget & Taxes
The district is facing significant financial challenges. What areas of the budget deserve closer review, and what would you protect from cuts?

A school budget is more than a spreadsheet. It represents choices about our children and our community.

I would want the Board to closely examine major cost areas such as staffing and benefits, special education, transportation, facilities, technology, contracts, purchasing, and other operations, with an emphasis on whether we are getting the best value from the resources we invest.

At the same time, I would protect strong classroom instruction, qualified teachers and school leaders, student safety and support, special education, and meaningful academic and extracurricular opportunities.

Fiscal responsibility is not simply about spending less or asking taxpayers for more. It is about understanding the tradeoffs and making sure our resources are working as hard as they can for students and taxpayers.

5. Long-Term Planning
What should the Board do now to prepare for future budgets and avoid addressing financial problems one year at a time?

The district will always have an annual budget process, but we should not make decisions as though each year stands on its own.

I would support a rolling, multi-year financial and operational outlook that looks ahead at enrollment, staffing, compensation and benefits, special education, transportation, facilities, technology, capital needs, and revenues.

We should also model different scenarios so we can identify risks early and have options before difficult choices become urgent. Residents should be able to understand that outlook and see how the district is preparing.

Good planning does not mean predicting the future perfectly. It means being prepared for it.

6. Enrollment & Development
How should the district prepare for changing enrollment and new housing when planning class sizes, staffing, transportation, and school capacity?

Enrollment planning should be proactive, not reactive.

The district should maintain school-by-school and grade-by-grade enrollment and capacity projections and update them as conditions change, including new housing, student transfers, and other relevant trends.

Those projections should inform class sizes, staffing, transportation, special education, building capacity, and future capital needs.

When significant new housing is proposed, we should understand early how it could affect individual schools and neighborhoods.

We may not be able to predict every change, but we can make sure we are not surprised by changes we could have planned for.

7. PILOTs & Township Cooperation
What role should the Board of Education have in discussions with the Township about new development and PILOT agreements that may affect the schools?

The Township has its responsibilities, and the Board of Education has its own. We should respect those roles while recognizing that new development can affect our schools.

When significant development or a PILOT agreement could affect the district, the Board should be involved early and have timely information about potential impacts on enrollment, school capacity, staffing, transportation, and facilities.

I would encourage regular communication between the Township and district. If that does not happen, the Board should still assess the impact, share the facts publicly, and advocate for the interests of our students and taxpayers.

8. Student Achievement
How should the Board measure student success? What areas of student achievement or opportunity need more attention?

Student success is bigger than a test score.

We should look at academic achievement and growth, achievement gaps, attendance, preparation for college, careers, technical training, and life after high school, participation in advanced and specialized programs, student engagement, and access to educational and extracurricular opportunities.

We also need to prepare students with skills they can carry into the future: critical thinking, communication, creativity, collaboration, technology skills, and life skills.

The questions are straightforward: Are our students making progress? Which students need more support? And does every student have a meaningful opportunity to succeed?

9. Difficult Decisions
When the Board must make difficult decisions involving taxes, staffing, class sizes, programs, or facilities, what information should guide those decisions?

The hardest decisions deserve the clearest thinking.

When considering taxes, staffing, class sizes, programs, or facilities, I would want the Board to ask:

What problem are we trying to solve? What does the data tell us? Who will be affected? What will it cost? What alternatives have been considered? And what are the short- and long-term consequences?

We should also listen to administrators, educators, families, and students when appropriate.

We will not always make everyone happy. But residents should know that we listened, considered the alternatives, and made the decision based on the best information available.

Good decisions do not require easy answers. They require a clear process and a willingness to follow the facts.

10. Transparency & Accountability
What information should the district provide so taxpayers can better understand how their money is being spent and what results it is producing?

Taxpayers should be able to understand where their money is going, why it is being spent, and what results it is producing.

I would support clear public reporting on major budget categories, staffing, enrollment, contracts, capital projects, significant expenditures, and selected student outcomes.

Residents should be able to see major budget changes, enrollment trends, capital spending, and selected student outcomes in one understandable place.

A public dashboard or annual summary could bring that information together without requiring residents to sort through pages of documents.

Transparency is not about providing more information. It is about making important information understandable enough to be useful.

11. Experience & Community Service
What professional experience and community service during the past five years have prepared you to serve on the Board of Education?

I bring together experience in education, finance, technology, data, and leadership.

I have a Bachelor’s degree in Education and an MBA in Finance. I currently serve as a Vice President of Learning & Talent Development at a global financial company, where my work includes leadership development, learning strategy, technology, data, and organizational priorities.

That experience has taught me how to work with complex information, balance competing priorities, and consider both people and measurable outcomes.

I have also been involved in PTA and school activities, teacher appreciation, food donation drives, community health events, youth programs, robotics coaching and mentoring. I have also become involved with the Kiwanis Club of Greater Parsippany as a member.

I have called Parsippany home for 12 years, and both of my sons have attended Parsippany schools.

In 2025, I also applied for an open Board of Education seat and participated in the Board’s interview process. That experience gave me an opportunity to learn more about the responsibilities of Board service and reinforced my interest in contributing to our schools and community.

I know our schools both as a parent and as someone whose career has been centered on education, learning, people, technology, and organizational leadership.

12. Three Years From Now
At the end of your three-year term, what specific results would you want residents to use to judge your effectiveness as a Board member?

Three years from now, I would want residents to judge my contribution in three areas.

Student success: Did I help maintain strong academics while expanding meaningful opportunities that prepare students for college, careers, technical training, and life after high school?

Financial stewardship: Did I help the district plan further ahead, make thoughtful choices with taxpayer dollars, and provide greater transparency about those choices?

Accountability and trust: Did I listen to our community, respect teachers and administrators, ask difficult questions when necessary, and approach decisions with facts, transparency, and respect?

As one Board member, I would not claim sole credit for district-wide results.

I would want residents to say:

She showed up. She listened. She asked the hard questions. She followed through. And she kept students and responsible stewardship at the center of her work.

Parsippany Focus submitted identical questions to each Parsippany Board of Education candidate. We print all answers verbatim.

1. Board Meeting Attendance
How many Parsippany Board of Education meetings have you attended in person during the past 12 months? What have you learned from attending?

For the past 12 years, my wife, Suneetha, and I have proudly called Parsippany home and have raised our two children, Nayanasree and Keyura, in the Parsippany school system. As a parent, I have seen firsthand the positive impact our schools have on students and families. Professionally, I am a Senior Staff Engineer with more than 20 years of experience in the medical technology industry, hold a Ph.D. in Mechanical Engineering and an MBA, and am the inventor or co-inventor of 15 engineering patents. I also serve as an Adjunct Professor at NJIT, where I have taught and mentored students for the past eight years. These experiences have strengthened my commitment to education, community service, and helping students achieve their full potential.

Over the past year, I have attended and actively participated in numerous Parsippany Board of Education meetings, where I raised questions about student mental health, school-university partnerships, and improving communication with families regarding school readiness.

These meetings reinforced the importance of balancing educational excellence with fiscal responsibility amid challenges such as state aid uncertainty, rising transportation costs, facility maintenance needs, and growing enrollment. I also heard a clear desire from residents for greater transparency in how decisions are made and how taxpayer dollars are spent.

One concern I observed was the relatively low level of community participation at Board meetings. I believe we must do more to engage residents, improve communication, and encourage greater public involvement. As a Board of Education member, I will work to strengthen transparency, enhance community engagement, and support long-term planning that benefits our students, families, and taxpayers.

The experience of attending these meetings has reinforced my belief that strong schools are built through thoughtful planning, open communication, community involvement, and a shared commitment to student success

2. Understanding the Role
What is the difference between governing the school district and running it? What are three things that should be handled by the superintendent or administration rather than individual Board members?

A successful Board of Education member serves as a steward of taxpayer resources and an advocate for student success by focusing on policy, strategic planning, and accountability. The Board’s role is to establish the district’s vision, approve budgets, set policies, evaluate the Superintendent, and ensure that decisions align with the best interests of students, families, and taxpayers.

The Superintendent and administration are responsible for carrying out that vision through the daily management of schools, personnel, transportation, curriculum implementation, and district operations.

I believe effective governance requires maintaining a clear distinction between oversight and administration. Board members should focus on setting direction, asking thoughtful questions, ensuring transparency, monitoring outcomes, and engaging the community, while empowering district leadership to manage day-to-day operations. This partnership is essential to delivering educational excellence while remaining fiscally responsible.

3. Three Changes
What are three changes or improvements you would like to see in the district, and why?

1. Stronger Long-Term Financial Planning
As an engineer, inventor, and business professional, I have spent my career solving complex problems through data-driven planning and risk management. I would like to see the district adopt a long-term financial strategy that aligns enrollment growth, staffing needs, transportation, facilities, and capital investments. Proactive planning will help maintain educational excellence while protecting taxpayers from unexpected financial challenges.

2. Greater Transparency and Community Engagement
I believe residents deserve clear, accessible information about district finances, priorities, and outcomes. The district should expand communication through easy-to-understand budget summaries, performance dashboards, and regular community updates. Stronger transparency builds trust, increases public participation, and strengthens the partnership between schools, families, and taxpayers.

3. Expanded Student Opportunities and Career Readiness
As an NJIT Adjunct Professor, educator, and mentor, I have seen firsthand that students succeed when they are given multiple pathways to achieve their goals. I would like to expand STEM programs, career and technical education (CTE), skilled trade pathways, internships, research opportunities, and industry partnerships. Every student should have access to opportunities that prepare them for college, technical certifications, apprenticeships, skilled trades, military service, or the workforce.

As a parent, educator, engineer, and community servant, my goal is simple: ensure Parsippany students continue to receive an excellent education while preparing them for the opportunities and challenges of tomorrow.

4. Budget & Taxes
The district is facing significant financial challenges. What areas of the budget deserve closer review, and what would you protect from cuts?

The district faces increasing financial pressures from rising operational costs, enrollment growth, facility needs, and uncertainty in state aid. As a Board member, I would support a careful review of administrative expenses, outside consulting contracts, procurement practices, energy usage, transportation costs, and other operational efficiencies to ensure taxpayer dollars are used effectively.

At the same time, I believe we must protect the programs and services that directly impact students. My priorities would be preserving strong classroom instruction, special education services, school safety, mental health support, academic intervention programs, and opportunities that prepare students for college, careers, and skilled trades.

My approach would be to focus on efficiency, accountability, and long-term planning while minimizing the impact on students and maintaining the high educational standards that Parsippany families expect.

5. Long-Term Planning
What should the Board do now to prepare for future budgets and avoid addressing financial problems one year at a time?

Parsippany must move from addressing challenges one budget cycle at a time to implementing a comprehensive three-to-five-year financial and strategic plan. This plan should incorporate enrollment projections, facility capacity and overcrowding assessments, staffing needs, state funding scenarios, and long-term capital improvement priorities.

As an engineering professional, I have spent my career using data, forecasting, and strategic planning to solve complex problems before they become crises. I believe the Board should apply the same disciplined approach to managing our school district. Proactive planning will help us make informed decisions, protect educational quality, use taxpayer dollars responsibly, and ensure our schools are prepared for future growth and changing community needs.

6. Enrollment & Development
How should the district prepare for changing enrollment and new housing when planning class sizes, staffing, transportation, and school capacity?

Parsippany’s growth and redevelopment present both opportunities and challenges for our school district. The Board must take a proactive approach by working closely with township officials, regularly reviewing enrollment projections, monitoring school capacity, and planning ahead for staffing, transportation, and facility needs before overcrowding becomes a problem.

As a Senior Staff Engineer, I have spent my career using data, forecasting, and long-term planning to help organizations prepare for future growth and make informed decisions. As an NJIT adjunct professor, I also understand the importance of creating learning environments where every student has the resources and attention needed to succeed. My experience in both industry and education has taught me that the best results come from planning ahead rather than reacting after challenges arise.

As a parent of children who have benefited from Parsippany schools, I want every student to have access to high-quality educational opportunities, manageable class sizes, and a supportive learning environment. By planning thoughtfully today, we can accommodate future growth while preserving the educational excellence that makes Parsippany a great place to live, learn, and raise a family. 

7. PILOTs & Township Cooperation
What role should the Board of Education have in discussions with the Township about new development and PILOT agreements that may affect the schools?

As Parsippany continues to grow through redevelopment and new housing projects, the Board of Education should be an active voice in discussions that may impact our schools. The Board should work collaboratively with township leaders, provide data-driven projections on enrollment and facility capacity, and advocate for transparency regarding the educational and financial impacts of major developments and PILOT agreements.

As a Senior Staff Engineer, my career has focused on evaluating long-term impacts, managing complex projects, and making data-driven decisions. I believe the same approach is needed when assessing how new development may affect class sizes, staffing, transportation, school capacity, and taxpayer resources. Good planning begins with understanding future demand and preparing accordingly.

As a parent, educator, and NJIT adjunct professor who has been recognized by students for excellence in teaching, I understand that every decision ultimately affects our children and their learning environment. My goal is to ensure that growth is managed responsibly so that students continue to receive the high-quality education they deserve while protecting taxpayers from unforeseen costs.

8. Student Achievement
How should the Board measure student success? What areas of student achievement or opportunity need more attention? 

Student success cannot be measured by test scores alone. It should be evaluated through academic achievement, student growth, graduation rates, attendance, extracurricular involvement, college and career readiness, and most importantly, student well-being. Every student should have the opportunity to discover their strengths and reach their full potential.

As an NJIT Adjunct Professor and Senior Staff Engineer, I have dedicated my career to helping students and young professionals succeed. My 4.9/5.0 Rate My Professor rating and strong student feedback reflect my commitment to mentoring, guiding, and preparing students for their future careers. I would bring that same student-centered philosophy to the Board of Education.

As a new Board member, I would bring a fresh perspective focused on expanding opportunities for all students. I would like to see continued investment in STEM education, career and technical education (CTE), skilled trade pathways, internships, mental health support, advanced coursework, and programs that help close achievement gaps. Not every student follows the same path after graduation, and our schools should support students pursuing college, technical certifications, apprenticeships, military service, skilled trades, or direct entry into the workforce.

As a parent, educator, and community member, I believe our responsibility is to ensure that every student feels supported, challenged, and prepared for success. My goal is to help create an environment where all students have the tools, opportunities, and confidence to thrive in whatever path they choose.

Student achievement is not simply measured by where students are today, but by how well we prepare them for tomorrow. 

Question 9: Difficult Decisions
When the Board must make difficult decisions involving taxes, staffing, class sizes, programs, or facilities, what information should guide those decisions?

Difficult decisions should be guided by facts, transparency, and a clear focus on student outcomes. When evaluating issues involving taxes, staffing, programs, or facilities, I would consider educational impact, financial sustainability, enrollment trends, community input, and long-term consequences rather than short-term fixes.

As a new Board member, I would bring a fresh perspective that encourages thoughtful discussion, data-driven decision-making, and open communication with residents. While there may not always be easy answers, I believe decisions should be made with both students and taxpayers in mind.

10. Transparency & Accountability
What information should the district provide so taxpayers can better understand how their money is being spent and what results it is producing?

Taxpayers deserve clear, timely, and easy-to-understand information about how their money is being spent and the results it is producing. I support plain-language budget summaries, annual performance dashboards, updates on district goals, facility and capital project reports, enrollment trends, and convenient online access to financial information.

One observation I’ve made while attending Board meetings is that community participation is often limited. I believe the district can do more to communicate with residents, increase awareness of important issues, and make information more accessible. When people understand how decisions are made and how resources support student success, trust in the district grows.

As a new Board member, I would bring a fresh perspective focused on transparency, accountability, and community engagement. My goal is to help ensure that residents feel informed, heard, and confident that taxpayer dollars are being invested wisely to support student achievement.

Transparency builds trust, and trust creates stronger schools and a stronger community.

11. Experience & Community Service
What professional experience and community service during the past five years have prepared you to serve on the Board of Education?

I bring a unique combination of professional leadership, educational experience, and community service to the Board of Education.

For more than 20 years, I have worked in the medical technology industry as a Senior Staff Engineer, leading complex projects, managing budgets, evaluating risks, and collaborating with diverse teams to solve challenging problems. I hold a Ph.D. in Mechanical Engineering and an MBA, am an inventor with 15 patents, and have been recognized with global awards for innovation and leadership in healthcare technology.

For the past eight years, I have also served as an Adjunct Professor at NJIT, mentoring and teaching future engineers. I have been nominated multiple times for NJIT’s Excellence in Teaching Award and have earned a 4.9/5.0 student rating. The most rewarding part of teaching has been helping students develop the skills, confidence, and direction needed to succeed in their careers.

Beyond my professional and academic work, I have been actively involved in community service and educational outreach, including mentoring students, supporting educational initiatives, and leading charitable and humanitarian projects. I was honored to receive BD’s inaugural Community Excellence Award for global community impact, including efforts that helped bring clean drinking water to underserved communities.

As a Parsippany resident and parent with children who have benefited from our schools, I understand both the opportunities and challenges facing our district. I believe my experience in strategic planning, financial stewardship, education, innovation, and community service has prepared me to be a thoughtful, collaborative, and effective advocate for students, families, and taxpayers.

My commitment is simple: bring data-driven leadership, educational insight, and a passion for service to help ensure every Parsippany student has the opportunity to succeed.