There are many motivating factors that compelled me to seek the office of Sheriff, but the most compelling reason is simply to love and serve the citizens of Hancock County in an impactful way. This community has loved me and my family well over the years, and this would be an opportunity to use the many gifts and experiences that God has given me to love my friends, my neighbors, my family and my community in return. What greater love is there than for someone to lay their life down for their friends, and this biblical principal is what pushed me to throw my hat into the ring..

Second, I feel we as a country need more folks who operate primarily from a biblical worldview to step up and seek opportunities to lead and serve within elected offices, especially in offices or roles that involve protecting others – above all the vulnerable.

Finally, I believe it’s a wise practice from time to time for communities to elect someone who has other complimentary leadership skills and experience, and who isn’t interconnected in any way to the particular office. It’s an opportunity for a new set of eyes and ears to evaluate, review and to bring new methods and ideas into the organization. So I wanted to give the Citizens of our County this option in the upcoming election for Sheriff.

My long-term vision can be summed up by saying “I simply want to improve upon what we currently have in place, in order to make Hancock County one of the safest counties in which to raise a family”…However, that vision statement further breaks down into multiple categories that will have to be attacked (with a “Balance” in mind) after doing a thorough ‘triage’ of sorts to see how everything is connected concerning budget, policy, and operations….those categories are: 

1. Deputy Retention & Recruitment: From what I’ve been able to see from outside the department, our Sheriff’s Department is not a place other Law Enforcement Officers would consider working, due to the pay, benefits, and due to the schedule/coverage that puts them at greater risk (having only one Deputy to cover the county with no backup at times).  Speaking with a few folks from other agencies over the past few weeks, they would never consider applying to an open full-time Deputy role at Hancock County for those stated reasons.
   I believe these items need to change, and a greater emphasis placed on the well-being of the Deputies and Staff to HCSO. We need to bring pay, benefits, and coverage (per population) up to the median standards.
2. Equipment & Technology (for Public and Deputy Safety):  From the little I’ve been able to ascertain, I believe our Department (and our county as a whole in some ways) is quite ‘behind on the times’ when it comes to equipment and technology – items that make policing more efficient and safer and will overall enhances public safety. In recent years, the public hasn’t seen any increased focus on this area… but in an ever-changing world, we need to be constantly focused on ways to keep up with and stay ahead of the curve when possible.  This involves a multitude of areas, including: communications (911/Dispatch), vehicles, body cams, automatic vehicle identification systems, eCitation equipment, etc…. There are grants available for upgrading items like these and more (DCSO just announced on Feb 4th that they received nearly 800k in Federal Grants for upgrades) – and I want our Sheriff’s Department to always be focused on keeping up with methods that make our communities safer and keep our personnel safe and secure. I also want our Sheriff’s Department to always be on the lookout for and pursuing grants and external funding opportunities, so that we can continue to improve without stretching the budget.
3. Greater Transparency & Community Relations: I believe Jennifer Wimmer did a great job in the article she wrote in The Clarion in discussing a few of the ways I plan to increase Transparency and Community Relations. I truly want to increase trust with the citizens of our county, and to gain additional support from them. Above what was written in that article, I’m also planning on evaluating gifts/talents and instituting a “Public Information Deputy” down the road to always be focused on keeping our community informed of department activities. The Public Information Deputy would be the voice of the Department for media interviews and for assuring the information dispersed would not hamper an ongoing investigation or put anyone in harms way.
4. Continuous Improvement: I want people to look back EVERY election and say “The Sheriff’s Department and the county as a whole is in much better shape than it was 4 years ago… let’s keep it going”.

After my first term in office, I want the entire Sheriff’s Office as a whole to be able to look back at the previous four years and agree with the following statements, while knowing that these improvements wouldn’t be something that “I” would have accomplished alone, but that “we” as a Sheriff’s Department and as a ‘Community’ at large would accomplish as a team:

1. Our Deputies (and myself) feel safer and more supported; are closer in comradeship; have increased in skills and abilities, and recruitment is not as difficult as it seems to be now.
   This would be measured by (1) Deputy interviews with the Sheriff’s Department Advisory Board, (2) by training records/certifications, (3) equipment upgrades, (4) scheduling practices, (4) hiring results, etc.
2. Our Citizens are more informed and more encouraged as to the work that is put in to keeping our county safe. They also have greater ability to be a voice into the Sheriff’s Office through multiple means
   This would be measured by polling and community feedback – while taking into consideration that some people will not like an increase to crime prevention due to the position that puts them in personally.
3. Our Operational Infrastructure, including equipment, vehicles, softwares, policies, scheduling techniques, personnel, have been upgraded at minimal cost to the county and are proving to be more effective and efficient.
   This would be measured by response times, report numbers, equipment roster, equipment uptime and availability, budget reports, etc.

The role of Sheriff in my view should simply be that of a Servant to it’s citizens and it’s visitors – seeking their protection and wellbeing above all else. The Sheriff ultimately sets this tone and vision to the Deputies, the School Resource Officers, the Court Security personnel, and to the community around them. The Sheriff models this ‘Servant Leader’ mindset well, and encourages those who work alongside them to operate with this Civil-Servant mindset.

Furthermore, I believe the Sheriff should act as an advocate for the safety and protection of the citizens of the county, seeking out ways to lower crime, searching out and securing funding and opportunities to expand it’s capabilities, and seeking to make this county the safest place in this state to live and raise a family.

Finally, I also realize that the role of Sheriff involves a LOT more Administrative Oversight than many people realize (which is why I believe I’m well suited for this role).  There are Tax-Collection responsibilities that come into play (as the Sheriff is the primary Tax Collector) and Election matters that the Sheriff has to deal with. And that’s on top of the other organizational aspects of Policy Management, Budgeting, Scheduling, Recruiting, and a lot more. 

While I entirely expect to be in the community quite often, I also realize there is a ton of Administrative and Organizational work that will also have to be accomplished in a timely manor. 

Though it’s true that I don’t have any formal law enforcement experience, I do have previous experience in Emergency Services, Corrections, and a broad range of experience in Organizational Leadership – in both non-profit and for-profit entities.

• Shortly after high school, I served as an EMT on the Hancock County Ambulance Service (stationed in Lewisport).
• I’ve also served as a Deputy Jailer under Priscilla Lambert’s leadership during college.
• I was a member of the Hawesville Volunteer Fire Department for several years – starting quite young within the Cadet program, and later transferred to Lewisport Fire Department (while serving on the Ambulance Service) until I left for college.
• I’ve owned and operated several businesses in the surrounding area (Silvercross Studios & Photography, Owensboro Consulting, LLC, Relative Creative, LLC, Alpha Grooming Products) – before being called into full-time Ministry.
• I spent several years as a Full-Time Baptist Pastor, which involved a great amount of organizational efforts (on top of the primary pastoral responsibilities) including: fundraising, budgeting, grant writing, policy writing, volunteer coordination and community relations tasks.
• I’m currently employed at Henry’s Plumbing in Owensboro, KY – one of the larger commercial Plumbing and HVAC contractors in Western Kentucky – where I held the responsibility of Plumbing Manager for several years, and now serve as the HVAC Install Manager in an effort to grow that division.


I believe God has used a culmination of my past experience to prepare me for this particular role and the responsibilities that are held within.

On top of the Emergency Services experience and my short time at the Hancock County Jail, I’ve owned multiple small business, which taught me the importance of fiscal responsibility and public relations, as well as interacting with customers, contractors, suppliers, and community partners. I had to be scrappy, think outside of the box, and find alternative ways of solving problems.

I spent many years as a Vocational Baptist Pastor, which taught me how to deal with very tough situations – including a few domestic situations – as well as how to create and oversee Policy and Procedures. It also taught me how to use limited resources for the maximum effect, as well as how to manage, encourage and to be appreciative of those who are in the trenches with you.

And the managerial and operational roles I’ve held at my current employer over the past several years have further strengthened me
by providing me with opportunities to oversee complex projects, to lead multiple employees, and to deal with a number of issues in a 70+ employee organization.

I worry mostly that people will Overlook the vast benefits of bringing a organizational leader into the Sheriff’s Office despite the direct law enforcement experience…and that folks might get stuck in thinking that direct experience is a necessity.

But at the same time, I am comforted in realizing that several of our past Sheriffs (including the current) did not have direct or formal experience in law enforcement, and those folks have served the county well. I also look (and point others) toward those folks who have stepped into politics without a degree in political science or direct experience in the role, but who have made great progress in accomplishing things that other politicians have not been able to get done. 


I firmly believe it would be a GOOD thing – even if it wasn’t me – to bring in someone who has operated outside of the box; someone who thinks outside of the box and brings a new perspective and fresh eyes to the Sheriff’s Department.

We can all see that there’s just not enough Law Enforcement presence at various times throughout the county, and I do worry about the safety hazards and the current strain placed on our Deputies due to this issue. Our Deputies are out risking their lives for their community. They have a lot of weight on their shoulders, and I don’t want to see any of them get ‘burned out’. It’s been reported that there are at times only one Law Enforcement representative is available to serve the entire county…and this is simply not a safe practice for our Deputies, or for the citizens of this county for that matter.

Possible Solutions I’ll Pursue: 

Whereas I believe there are several factors at play that need to be evaluated (including budgetary constraints, recruitment difficulties, etc.), a few ideas I’ve had are as follows:

1. Train and enlist Volunteer and/or Part-Time ‘Reserve Deputies’ to serve our county in a number of ways. Trained Reserve Deputies could take care of specific tasks that may lighten the workload of our Full-Time Deputies, and they could act as ‘Backup’ when needed. A Reserve Deputy could also accompany Full-Time Deputies at times on shifts, making patrolling a safer task (as two is always better than one).
2. Search Out additional Revenue Streams – I want to look at all the options available to the Sheriff’s Office – including consistently searching out additional Grants – to help cut down on general operating costs, so that we can attract and hire more deputies, retain the Deputies we have, and put less scheduling strain on everyone.
3. Technological Adaptations – I am an advocate of consistently researching and adopting new Technologies that would help ease the burden of routine administrative tasks and lighten the workload of everyone involved – easing fatigue and allowing our Department to be in the community more.

Absolutely…  I firmly believe Traffic Enforcement is paramount for a number of reasons.  First, it’s a step toward keeping the roadways safe for our kids and neighbors and toward preventing fatalities.  Second, it’s a great avenue for finding and keeping Drugs off of our roadways and out of our community, as a lot of traffic stops lead to drug-relate charges.  Just look at the following report from right down the road, wherein over 200 POUNDS of illegal drugs as well as weapons were taken off the street due to a simple traffic stop:  (https://www.14news.com/2026/01/09/around-200-pounds-marijuana-seized-during-traffic-stop-near-henderson-elementary-school/ )

But this topic compliments the topic of Deputy Availability (and Recruitment), because there just isn’t enough Deputies to go around when it comes to patrolling the roadways for Impaired, Reckless and generally unsafe drivers. 

Possible Solution I’ll Pursue: I believe it would be a positive impact on our community to place a greater focus on Traffic Patrols, and even hiring an additional Deputy primarily tasked with Traffic Patrolling. More traffic stops will ultimately lead to more drugs off the street, more crime uncovered, more wanted criminals off the streets, and a safer community altogether.

My first priority would be to do an administrative ‘Triage’ of sorts – to look closely and evaluate everything. I’m going to take a deep dive into the department’s annual Budget (and every line item within) to see what we’re currently working with and how everything is organized. I’m going to evaluate current Scheduling Practices; the Training Schedule and Training Opportunities; the Administrative Tasks and Processes (and any opportunities for constructive changes); the state of our Fleet; the level of morale and camaraderie of our Deputies and Staff as well as their overall mental health and wellbeing; the Recruitment processes we’ve used in recent years; our Policies and Procedures; our connections to other Agencies, and a slew of other items – to see where we can start making actionable, systematic changes toward a more efficient, effective and transparent system as a whole. I also want to bring other discerning and wise folks into that process as well to get additional input, including folks from within the department and volunteers from our community.

Second and simultaneously, I want to find the means to increase patrolling, response times and traffic enforcement in our county, especially in patrolling and responding to calls in the southern parts of the county. If this involves having to onboard more Deputies, then we’ll simply have to figure out how we can bring on more Deputies, as Patrolling and Traffic Stops are a necessity for identifying and preventing crime in our county. After completing the required Sheriff’s training, I too plan on being in this rotation to help increase patrolling and public visibility. I’ve also been researching the possibility of voluntary or part-time ‘Reserve Deputies’ to accompany our full-time Deputies at times or to serve in other ways that would free up our Deputies to be on patrol more frequently.

Finally, my third priority would be to further increase Transparency, Communications, and Trust with the Sheriff’s Department. From the outside looking in, much of what the Sheriff’s Office does on a daily basis is not visible, and that leaves a lot of open room for folks to speculate and for doubt to settle in. I’d like to tackle this in a number of ways. First, I plan to build out a new website for the Sheriff’s Department – a more robust hub of communications and public information articles for our community to review. I’d like to eventually get to near real-time reporting on ‘Calls’ within this website, while being careful to withhold sensitive information that could put citizens or Deputies in harm’s way. I’ll also be implementing a means for citizens to submit anonymous tips that are actionable and evidence-backed – not merely hearsay. I’d also like to publish the department’s finances for transparency and accountability purposes, as well as monthly budget benchmarks for our citizens to review.

The book of Proverbs has much to say about Wisdom and Council, and it teaches us that with Wise Counsel plans are made and victories are won. And I do believe it would be beneficial to create a voluntary Sheriffs Department Advisory Board within our county, comprised of volunteer Citizens, members of the Sheriffs Department, and some members of the Fiscal Court if possible. This would allow for constructive conversations about policies, crime rates, public safety, possible opportunities and solutions to current issues, and other related topics.

The first step I would take is to open up more opportunities and avenues for citizens to connect with us and express their concerns, and for them to ask questions that can be rightly addressed. Truth be told, I too have some concerns when I look at the numbers published….especially the differences between the number of Monthly Calls that are reported on the Sheriff Department’s social media pages and the Statistics found within the Kentucky State Police’s annual “Crime in Kentucky” publication. Then pile court records that are published by The Clarion on top of that and there is more confusion as to what is actually taking place in this county.

We all know that ‘Confusion Produces Concern’… and I know that not every ‘Call’ turns into a report, but looking at those differences, we need to make some changes in how we are reporting to the public so that our citizens are reassured as to the state of the county.

With that said, I believe the measures concerning transparency and communication I’ve mentioned herein would help with this process. I simply want to have more reliable information available to our citizens, and a way to connect on those concerns.

At the moment, as time allows, I try and keep track of the legislative efforts that are currently ongoing, as well as the news. I also try to follow any releases from the Kentucky Association of Counties and the Kentucky League of Cities.

Upon taking office, I would increase the time allotted to staying current, and seek out other avenues for keeping track of changes. I’ll also expect to have ongoing conversations with Deputies and others about possible upcoming changes, wherein we all strive to keep on top of matters that impact how we operate.

There are two steps we could take that I believe would help strengthen relationships and build trust between law enforcement and the community:

1. First, I want to open up more opportunity to be more present within, visible by, and interactive with the citizens of this community. Trust cannot be built without interaction, and we have to help spur that interaction the best we can. Some departments do “Coffee with a Cop” and “Lunch with Law Enforcement” campaigns, and I plan on scheduling opportunities to spend time with our community and building stronger relationships between the members of the Sheriff’s Department and the citizens of Hancock County.
   
   
2. Second, I want to strive to increase fiscal and operational transparency within the Department, and to continue operating ‘Above Reproach’ in every way possible. Our Sheriff and the Deputies ultimately serve under the oversight of the citizens, who elect both the Sheriff and the folks responsible for setting the Operational Budget of the department. And I want to operate in such a way that our citizens have no reason to doubt that we’re stewarding the county’s time, money and efforts in an honorable and noble way.

I have a Zero-Tolerance attitude toward drugs and drug-related activities, and believe it has no place in our community. I’ve personally watched it destroy lives and families, and I don’t believe we’re warring against this enemy enough. It might make me hated by some folks in the county, but I want to double-down and begin running as much Drug Activity of out our of our county as possible – from using, to trafficking, to manufacturing – it all needs to go, as it usually always leads to additional crime and issues within the community. If those efforts save one life, it’ll be worth it.

This is primarily why I want to increase patrols and most especially traffic enforcement, as a lot of great leads and busts come from Traffic Stops. Just a few weeks ago in Henderson – right down the road – a simple traffic stop lead to a 200-lb drug bust, as well as the confiscation of several firearms. And just last week in Owensboro – closer still – a simple traffic stop on Griffith Avenue lead to additional drug and weapon seizure from an individual with 5 outstanding warrants.  We need more of that, and we can’t pretend that this doesn’t happen in our county.

Additionally, I want to install a means of anonymous tips on the Sheriff’s website and by phone, wherein we can obtain actionable information and start investigating. Tip lines help lower crime, and there are many studies that prove that fact.

I operate mostly within a ‘Servant Leadership’ style, wherein I strive to be seen as a ‘resource’ and a ‘help’ to those who serve under my leadership rather than an authoritarian or a domineering tyrant. But I also have to balance that with the duties of practicing Accountability and Oversight.

So when it comes to employee/personnel expectations, there are things I must first do as a leader to serve them well and make sure they’re given the opportunity to succeed at their job, and this includes:  (1) make sure they understand the job, the scope of work, and the policies in place (2) make sure they have the proper training and understanding of the task at hand, (3) make sure they have the tools and equipment to do the job as effectively and efficiently as possible, (4) make sure they have the support they need from everyone involved in the work being performed…

At that point, I employ a “Trust but Verify” attitude/approach, wherein I allow each ‘Team Lead‘ (which in this case would be a Deputy/SRO/Court Security in this example) the opportunity to govern his/her own actions, and to operate somewhat independently with the scope of work and policies in place. I make myself available at all times to support them whenever questions or issues arise, and check in on their progress.  I furthermore often ‘verify’ their work through follow-up reviews or ‘debriefing’, site visits (where necessary), and even interviewing folks involved (customers, co-workers, bystanders, etc.).  This allows me to keep a pulse and evaluate when and where to encourage and commend, as well as where people may need additional training and/or difficult discussions and correction. 

I believe it is a fair and just practice to treat any complaint toward a Deputy, a School Resource Officer, or a Court Security team member as we would a complaint against another Civilian…and that is without partiality and without jumping to any conclusions or taking action without substantiated evidence. There are two sides to every story, and therefore we must investigate any alligation for ‘truth’ and for substantiated evidence. The benefit of the doubt should always be given, but bias should not come into play either way…and depending on the allegations and the supporting evidence, an independent/external review may need to take place through the means of another agency.

I would just try and set the record straight that my worldview is based on a Biblical lens – it’s the foundation of everything I believe and do.

But if you’re asking me to define who I am, I’d hope the folks who know me well here would describe me as follows:

“I’m a Conservative Christian man who strives each day to walk, work, and carry out everything according to the truths found in scripture. I’m also a person who is quick to learn; highly determined when given a task, and who puts all of my effort into whatever God has given me to do at the given moment…almost to a fault. Though I am not a perfect man by any stretch of the imagination, I am determined to serve the citizens of Hancock County as Sheriff with diligence, honesty, humility and transparency.”