In January 2020, I stepped into my new role as CFO for Mansfield ISD, a medium-sized school district in the Dallas-Fort Worth metroplex. Not only was I new to the position, but our superintendent was also newly appointed. Just as we began settling into our roles, the COVID-19 pandemic dramatically reshaped everything.
My top priority was to build relationships and learn the "lay of the land." I set a goal to visit all 48 campus principals, bringing with me historical data on enrollment, demographics, academic return on investment, and budget trends. I reached about half of the campuses that first year and completed the rest the following year.
What I initially thought would be a routine meet-and-greet tour turned out to be far more meaningful. More open communication revealed deeper, pressing challenges. For instance, we saw a growing number of multi-family households with limited English proficiency, some speaking languages that even Google Translate struggled with.
Because of our collaborative efforts and the relationships we’d built, we were able to quickly invest in contracted translation services to better support our students and families.
All technology and phones were shut down. We were suddenly back in the “dino days,” using paper to manage attendance, curriculum, and operations — all while juggling our annual external audit.
Crisis Collaboration During a School Shooting
In October 2021, I was notified that a school shooting had occurred in our district. I had not yet completed the district’s reunification training and was uncertain about what role I should play. Despite the chaos, I found a way to contribute: working in the district’s command center, collaborating with key personnel as they came and went.
I tracked critical personnel, including our superintendent, Kimberley Cantu, as she coordinated closely with our chief of police, Greg Minter. He worked directly with the FBI, SWAT, district police, and local law enforcement.
The level of coordination was extraordinary. Thankfully, there were no fatalities. That day was a turning point for me — I made a personal commitment to complete the reunification training and be fully prepared for any future emergencies.
Responding to a Cyberattack
Fast-forward to August 2022, just four days into the new school year. Our superintendent entered our morning business meeting with urgent news: We were under a cyberattack. All technology and phones were shut down. We were suddenly back in the “dinosaur days,” using paper to manage attendance, curriculum, and operations — all while juggling our annual external audit.
Amidst the disruption, students continued to come to school, learn, eat, and play. When the student nutrition department faced staffing shortages, the business office staff and I stepped in to serve pizza at campuses.
That experience reinforced an important truth: For CFOs, collaboration extends far beyond finance. Leadership means stepping up, being present, and doing whatever is needed in the moment.
Navigating a Deficit Budget
In May 2024, our district faced its first projected deficit budget under my leadership. Our eight-member cabinet team reviewed additional budget requests through a decision-making lens aligned with the board’s Vision 2030 goals. As we often say, “You can have anything, just not everything.”
Making tough calls — cutting certain requests and not approving all proposals —required close collaboration and unity as a team. I wasn’t seen as the “CF-No” because the decisions were made collectively, grounded in shared values and priorities.
Although we reached a strong proposed budget internally, our board was initially divided on what raise, if any, could be offered. Meeting in small groups with board members and our superintendent helped address questions, resolve concerns, and ultimately align everyone on a fair and sustainable raise percentage.
Ultimately, the process resulted in one of the fastest budget adoptions in recent memory.
For a CFO, collaboration within a district means far more than managing budgets. It’s about being visible, accessible, and aligned with the educational mission. Whether it’s working with principals to address language barriers, supporting emergency operations during a school shooting, serving lunches during a cyberattack, or navigating difficult budget decisions with the board, I've learned that effective leadership begins with listening, service, and shared responsibility.