I bring over a decade of experience in organizational leadership across public health, political campaigns, and nonprofit management. I helped build a grassroots nonprofit from the ground up, serving over 100 Black and brown same-gender-loving men with culturally affirming programs focused on health, leadership, and community. Under my leadership, we operated with an annual budget of $75,000, primarily funded through grants and private donors, and maintained a small team of volunteers and part-time staff.
In my role as Southern Regional Director for Delta Phi Upsilon Fraternity, Inc., I oversee the health and wellness programming and support operations for multiple chapters across several states. This includes strategic planning, member engagement, and compliance — supporting a regional membership base of over 150 individuals.
Politically, I’ve managed field operations as a Regional Organizer for the Harris/Walz campaign, leading a team of 20+ staff and volunteers, coordinating canvassing efforts, and increasing voter turnout in Georgia’s Third Congressional District. Additionally, during my time as a Senior Policy Advisor at the Georgia State Capitol, I worked alongside legislators to move forward bills that supported marginalized communities, while also helping manage legislative priorities and stakeholder engagement.
Yes, I have extensive experience with both public relations and campaign messaging, developed over more than a decade of work in grassroots organizing, public health advocacy, and political campaigns.
Most recently, I served as a Regional Organizer for the Harris/Walz campaign, where I crafted messaging tailored to diverse communities across Georgia’s Third Congressional District. I led the development of localized talking points, created community-specific scripts for canvassing, and worked closely with our communications team to ensure consistency across all outreach platforms, from print materials to social media. Our message emphasized trust, empowerment, and progress — and it resonated, resulting in a measurable increase in voter turnout in the district. Additionally, my work in public health policy required me to translate complex issues into plain language that could mobilize communities and influence policymakers. Whether I was advocating at the Georgia State Capitol or designing community engagement strategies, clear and compelling messaging was central to moving people to action.
Across all of these roles, I’ve learned how to center people’s lived experiences in our messaging — and how to meet audiences where they are, not just with words, but with values that connect.
My journey within the Georgia Democratic ecosystem spans over a decade of organizing, advocacy, and leadership development — rooted in equity, grassroots power, and coalition building.
I began my work in civic engagement through public health advocacy, aligning with Democratic values on reproductive justice, LGBTQ+ rights, and access to healthcare. I’ve collaborated with partners like Planned Parenthood Southeast, Georgia Equality, and other movement-aligned organizations that have long supported Democratic priorities across the state.In addition, I’ve supported Democratic candidates up and down the ballot — from school board races to congressional campaigns — and have helped train and mentor the next generation of organizers and progressive leaders across the state.
My experience has shown me what’s possible when we organize year-round, invest in people-powered infrastructure, and lead with purpose. I’m proud to be part of Georgia’s Democratic fabric — and even more committed to strengthening it for years to come.
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Currently, I am serving as a Policy Assistant at the Georgia State Capitol, where I support the legislative process by attending public health and community-focused hearings, drafting detailed bill summaries, and advising on legislation that impacts underserved communities. I am also involved in several volunteer leadership roles, including leading health and wellness initiatives for my fraternity, Delta Phi Upsilon Fraternity, Inc.,
However, I want to be clear: if elected to serve as Chair of the Democratic Party of Georgia, my top priority will be the Party. I am fully prepared to transition out of my current responsibilities to commit to full-time service. I’ve already begun planning for a smooth handoff of duties and have support systems in place that allow me to make this transition quickly and effectively.
I understand that this role demands full-time focus, strategic leadership, and constant presence — and I am ready, willing, and able to show up for our party at 100%. Georgia Democrats deserve a Chair who is all-in, and that’s exactly what I intend to be.
Throughout my career, I’ve been deeply involved in fundraising across nonprofit, advocacy, and political spaces. While with the Harris/Walz campaign, I’ve supported fundraising efforts for local candidates up and down the ballot. I helped coordinate fundraising events, engaged local stakeholders, and built relationships with small-dollar and mid-level donors to support campaign infrastructure and voter outreach efforts.
If elected as Chair of the Democratic Party of Georgia, I will bring that same commitment and creativity to fundraising. I plan to launch a multi-year diversified fundraising strategy, which includes a grassroots recurring donor program, “Democracy Dinners” for major donor cultivation, regional fundraising events, and partnerships with small businesses and progressive organizations. I also believe in transparency and will prioritize building a finance team that is accessible, goal-driven, and aligned with the values of our party.
Fundraising isn’t just about money — it’s about trust. And I’m ready to earn that trust every day in service to our shared mission.
My fundraising philosophy is rooted in transparency, trust, and community investment. As DPG Chair, I will implement a multi-tiered, long-term strategy that includes launching a recurring grassroots donor program, engaging major donors through “Democracy Dinners” and briefings, and building value-aligned sponsorships with progressive businesses and organizations. I’ll also equip county committees with fundraising toolkits and training to support local efforts. By building a strong finance team, setting clear goals, and maintaining transparency, we’ll ensure every dollar raised fuels a sustainable, winning Democratic movement across Georgia.
Balancing large donor engagement with grassroots fundraising begins with recognizing that both are essential to building a sustainable and winning Democratic Party. I plan to engage large donors through strategic, mission-driven initiatives like “Democracy Dinners,” policy briefings, and exclusive organizing updates that align their investment with our shared values. These efforts will be supported by a robust finance team and a transparent budget process that clearly demonstrates how funds are being used to strengthen infrastructure, win elections, and empower communities across Georgia.
At the same time, I will prioritize building deep, authentic relationships with our grassroots base. That means launching a recurring donor program, offering digital fundraising tools to county committees, and centering storytelling to show how every contribution—no matter the size—makes a difference. By ensuring transparency, celebrating community successes, and amplifying local voices, we’ll maintain the trust of our grassroots supporters while scaling our efforts to bring in the resources needed to win from the school board to the Senate.
To ensure that fundraising efforts directly support county parties, local candidates, and year-round organizing—not just statewide races or election cycles—I will implement a transparent, equity-focused funding model that prioritizes sustained local investment. A key part of this plan is creating a “County Empowerment Fund,” where a percentage of all funds raised will be earmarked specifically for county parties to access for training, infrastructure, and voter engagement. Additionally, I will develop a grant-style application process for local candidates to receive mini-grants, in-kind support, and access to campaign tools that often go disproportionately to top-of-ticket races.
Throughout my time organizing across Georgia, I’ve heard directly from local candidates who shared that they would’ve loved to receive financial support from the party but felt left out and under-resourced. That feedback drives my commitment to ensuring that no candidate—no matter where they’re running—feels like they’re on an island. Under my leadership, the Democratic Party of Georgia will invest in a bottom-up approach, ensuring every part of the state is equipped to organize, compete, and win 365 days a year.
With the DPG Chair now being a paid, full-time position, it must come with a new level of responsibility, visibility, and accountability. My vision is to treat the role as a hands-on executive leadership post—one that actively manages the day-to-day operations of the party, builds coalitions across the state, supports candidates at every level, and ensures we are constantly working to grow, organize, and win. This includes being present and accessible to county parties, grassroots organizers, and our broad coalition of Democratic stakeholders, not just during election season but year-round.
A major part of that responsibility is fundraising. As Chair, I will serve as the party’s chief fundraiser—developing a multi-tiered fundraising strategy that includes building relationships with major donors while expanding our grassroots donor base through recurring giving programs, digital campaigns, and community-based events. Accountability in this new context means transparency around how funds are raised and how they are spent. I will implement quarterly fundraising and operations reports, host regular virtual town halls with county and caucus leaders, and ensure that financial decisions are tied directly to the needs of local infrastructure, candidate support, and year-round organizing. This is about building a party that people believe in, invest in, and see working for them.
One of the key challenges the Democratic Party of Georgia is currently facing is a lack of streamlined, transparent, and consistent communication—both internally among our county parties and caucuses, and externally with the public. As I’ve talked with community members and local leaders across the state, many have expressed feeling disconnected or left out of key conversations, decisions, or opportunities. To address this, one of my top priorities as Chair will be to establish a clear and accessible communication infrastructure. That means creating a centralized, regularly updated website that serves as a hub for party information, resources, events, and contacts. It also means adopting consistent email and messaging systems for county committees, caucuses, and party leadership to stay aligned and informed.
Another challenge is ensuring that the party’s digital presence and outreach are modern, inclusive, and engaging. We need to meet people where they are—online, on mobile devices, and in multiple languages. I plan to invest in upgrading our digital tools and ensuring we have dedicated staff to manage communications, branding, and messaging strategy. We also need a clear feedback loop, where members and supporters know their voices are being heard. Tackling these communication and tech challenges head-on will not only help rebuild trust but also improve mobilization, fundraising, and long-term party infrastructure across Georgia.
My plan for building a sustained, year-round organizing infrastructure starts with investing directly in our county committees and local leaders. These organizers are the heartbeat of our party, and they deserve tools, training, and funding that don’t disappear after Election Day. I will establish regional organizing hubs that provide real-time support to counties, ensuring no part of Georgia is left behind. We’ll host quarterly summits to share best practices, troubleshoot challenges, and keep local energy high. Additionally, I’ll implement a statewide organizing calendar to coordinate efforts, avoid duplication, and increase collaboration across counties, caucuses, and partner organizations.
Year-round organizing also means developing a comprehensive voter engagement plan that includes ongoing registration, education, and mobilization—not just GOTV in presidential cycles. We’ll work with community organizations, schools, faith-based groups, and labor partners to maintain a presence in every corner of the state. I will also prioritize multilingual outreach and digital organizing strategies to reach voters in every demographic. Sustained organizing is about more than winning elections—it’s about building lasting relationships, trust, and power in our communities. That’s how we turn battlegrounds into blue strongholds.
Transparency must be a core value of the Democratic Party of Georgia if we want to rebuild trust and move forward together. As Chair, I will implement regular public updates on party operations, including quarterly reports on budgeting, fundraising, and programmatic priorities. These reports will be shared via an updated and easily navigable DPG website, social media, and direct email communication so that members, donors, and voters are kept in the loop and feel empowered to hold leadership accountable.
In addition, I’ll create an open-door policy where members, county chairs, caucus leaders, and grassroots partners can voice concerns and ask questions through monthly stakeholder calls and listening sessions. I also plan to form a statewide advisory council that includes diverse voices from across Georgia to ensure decisions are informed by people closest to the ground. Transparency isn’t just about sharing information — it’s about being proactive, responsive, and accessible to those we serve.
My plan for working with national Democratic organizations like the DNC and DSCC is rooted in partnership, not dependency. These organizations can be vital allies in providing resources, strategic guidance, and amplification of Georgia’s role in the national landscape — but our values, priorities, and grassroots base must always remain at the center of any collaboration.
As Chair, I will advocate fiercely for Georgia’s unique needs and ensure that national partnerships align with the lived realities of our communities. I will set clear expectations that any investments into Georgia must support year-round organizing, local capacity-building, and inclusive outreach — not just short-term wins during high-profile elections. By leading with clarity and accountability, we can maintain the integrity of the Democratic Party of Georgia while leveraging national support to strengthen our long-term infrastructure and movement for lasting change.
Rebuilding trust with Black communities—especially Black women—requires more than outreach; it requires action, consistency, and accountability. As a young Black man raised in the South, I know firsthand what it feels like to be asked for a vote but not always seen in the strategy. I’ve heard the disappointment in conversations with community elders, and I’ve felt the frustration of being overlooked, despite the fact that Black voters, particularly Black women, are the backbone of our party and the drivers of every major Democratic victory in Georgia.
As Chair, I will prioritize intentional engagement and decision-making that centers Black communities—not just during election seasons but year-round. That means investing in culturally competent organizing, partnering with trusted community leaders and institutions, and ensuring Black women have a seat at every table where decisions are made. I will implement listening tours across the state, reinvest in Black-led county committees, and build policy platforms that reflect the real needs of Black Georgians. Rebuilding trust starts with showing up, being honest, and delivering—not just promises, but results that uplift the people who have always carried us forward.
One of the largest challenges facing the DPG’s county committees is the lack of consistent support — both financial and operational. Many county leaders have expressed feeling under-resourced, disconnected from state leadership, and overwhelmed by the demands of organizing without adequate tools or training. Additionally, there’s often a knowledge gap between experienced members and newer ones, which can lead to burnout and missed opportunities to build long-term capacity.
To tackle these issues, I would implement a County Committee Support Plan that includes quarterly regional check-ins, direct funding opportunities tied to organizing goals, and standardized toolkits for voter engagement, volunteer management, and local messaging. I would also launch a “County Committee Academy” — a year-round training program that helps committee members strengthen skills in field, fundraising, digital, and data work. By bridging the resource gap and building peer-to-peer learning networks, we can empower local leadership and ensure every county — red, blue, or purple — feels seen, supported, and prepared to win.
County committees need a robust combination of tools, training, and resources to be successful and sustainable. First and foremost, they need access to modern digital tools — including updated VAN access, mobile canvassing apps, a shared events calendar, and an integrated volunteer management system. Committees also need strong communication infrastructure, such as templated messaging for rapid response and a centralized portal for materials like graphics, press releases, and organizing guides.
In terms of training, committees need ongoing development in areas like fundraising, data usage, media relations, and compliance. Many committees would benefit from quarterly workshops, mentorship pairings with stronger counties, and tailored support based on their size and capacity. Lastly, they need access to microgrants or stipends that allow them to print literature, rent office space, or host community events. Equipping our county committees with these resources is not just an investment in them — it’s an investment in our statewide victory.
Strengthening the relationship between the Democratic Party of Georgia and our county committees starts with showing up — consistently, intentionally, and with care. As Chair, I plan to be as visible and accessible as possible to our county committees. That means attending county meetings, both in person and virtually, to listen, support, and problem-solve in real time. When I can’t personally attend, a representative from my office will be there to ensure every committee feels heard and supported.
This isn’t just about presence — it’s about partnership. I will establish regular touchpoints with county chairs, such as monthly check-ins, regional roundtables, and an open-door policy for direct communication. We’ll also create a county committee advisory board to guide statewide strategy and ensure county voices are reflected in decision-making. By meeting folks where they are, valuing their insight, and committing to mutual accountability, we can build a party infrastructure that is strong from the grassroots up.
Ensuring that party resources are distributed equitably across counties is a fundamental part of building a strong, inclusive Democratic Party in Georgia. As Chair, I will take a data-driven approach to ensure that rural, majority-Black, and historically underfunded counties receive the financial, staffing, and organizing support they need to thrive. This means developing targeted resource allocation plans that prioritize these communities based on their unique needs and challenges, rather than a one-size-fits-all approach.
For example, if a county has a large rural population or is historically underfunded, I would ensure that they receive access to organizing tools, digital resources, and on-the-ground staff to help build local engagement and voter turnout. Similarly, for majority-Black counties, I would ensure that outreach is culturally relevant and tailored to their unique issues, empowering local leaders and connecting with voters in ways that build trust and participation. Equity will be at the core of my decision-making, and I’ll continuously evaluate the impact of resource distribution to ensure we’re advancing justice and equality for all communities. This will be an ongoing process, one rooted in accountability and responsiveness to the evolving needs of our diverse base.
I have a strong background in organizational leadership across education, government, business, and nonprofit work. As a business professor and former department chair, I taught and applied leadership principles daily while managing faculty and department operations. I was also responsible for the department’s budget and strategic planning.
In government, I served as a County Commissioner where I helped oversee a county budget of nearly $100 million. I worked closely with County Operations to make sure day-to-day operations were handled efficiently and that departments delivered services effectively to our residents. The operations Department reported to the Board of Commissioners.
In the private sector, I was a store director (management) for major national retailers. I managed store operations, supervised a team of employees, and oversaw a $10-20 million annual budgets.
I have also led nonprofit organizations with budgets ranging from $5 million to $10 million. In each role, I have focused on making sure resources are used wisely, teams are supported, and goals are clearly met. My experience shows that I know how to lead, manage, and deliver results in a variety of settings.
Yes, I have more than 20 years of experience in public relations and marketing, along with 15 years of experience in campaign messaging. I hold an undergraduate degree in Mass Communication with a focus on Public Relations and Television/Radio Broadcasting. I also worked professionally in the field before transitioning into education and consulting.
As a professor in marketing and public relations, I’ve taught students how to develop strategies that connect with audiences and inspire action. I authored the first college textbook focused on social media marketing, which has helped both professionals and students build effective communication strategies.
Throughout my career, I have consulted for nonprofits, government agencies, and political candidates. My work has included messaging, branding, and digital content creation for a currently serving State Representative, a County Commissioner, a Tax Commissioner, and a candidate who ran for a statewide position. I also led all messaging and media for my own campaign, successfully engaging voters through storytelling and a strong digital presence.
I have served as a publicist and advisor to elected officials and candidates, helping them communicate their platforms and navigate public scrutiny. Leaders serving in progressive spaces often face resistance, and I provide guidance on how to respond with clarity, integrity, and resilience—while remaining grounded in their mission and values.
This blend of academic expertise and hands-on political experience has equipped me to craft messaging that builds trust, engages communities, and drives meaningful change.
In 2023, I was selected as a Fair Fight Fellow, where I worked alongside other civic leaders to protect voting rights and expand access to the ballot box. As someone who believes in organizing from the ground up, I helped launch the NewRoc Wolfpack under the Working Families Party to support people-centered candidates in Newton and Rockdale counties. The Working Families Party endorsed me in my race for County Commissioner, recognizing my commitment to community-first leadership and bold policy; along side a host of democratic Elected Officials.
I have also developed partnerships with the President of the Young Democrats of Georgia to host leadership and civic engagement events for youth between the ages of 14 and 25. These events create space for the next generation of Democratic leaders to be informed, empowered, and active in shaping their futures.
As a leader within Local Progress, I serve on the Black Caucus and am a member of the Women’s Caucus, where I work with elected officials from across the country to share policy solutions, strengthen advocacy, and push forward progressive ideas at the local level.
I am a member of my local chapter/committee. My work is guided by the beliefs and mission of the Democratic Party, which should reflect the voices, values, and vision of the communities I serve.
I would not describe it as a formal recruitment, but several members of the party reached out to me in 2024 when discussions began about the need for leadership with the experience and vision to move the party forward. During those conversations, I was asked if they could place my name in the hat for consideration. I was later contacted again after the official announcement, with continued encouragement to run. Their belief in my ability to lead and contribute meaningfully to the future of the party influenced my decision to step forward.
As of December 2024, I no longer serve in the capacity of an elected official, so there would be no conflict or interference with my ability to fully commit to this role. I currently serve as a Government Affairs Director and lobbyist for a nonprofit organization, and the responsibilities in that position align closely with the work of the Democratic Party of Georgia. Because of the similarities, transitioning into full-time service with DPG would be a smooth and natural shift.
In addition, I teach as a professor, which can be structured in an adjunct capacity. This allows for flexibility and will not interfere with my responsibilities or availability to serve the party. My focus and dedication will be fully directed toward strengthening the Democratic Party and supporting its mission across Georgia.
I have a strong history of fundraising through my work in government, nonprofit leadership, and community organizing. While serving as a County Commissioner, I was able to secure more than four million dollars in federal grant funding to support programs for youth, expand community services, and improve local infrastructure. This involved identifying opportunities, building relationships, and clearly communicating the impact of the work.
In my current role as a Government Affairs Director and lobbyist for a nonprofit organization, I have been part of several successful fundraising efforts. This includes writing grant proposals, building partnerships, and helping to design campaigns that attract both public and private support. I understand how to connect a mission with real outcomes, which is key when asking people to invest in a cause.
I have also helped organize fundraising events and community giving initiatives that focused on civic engagement and leadership development. My approach is always rooted in relationship-building, transparency, and showing people how their support can make a difference.
To me, fundraising is not just about money. It is about creating a shared vision, earning trust, and building something that people believe in. That is the energy and experience I would bring to the Democratic Party of Georgia.
My philosophy for fundraising is rooted in building genuine relationships, creating a shared sense of purpose, and making sure every supporter feels seen and appreciated. I believe people give when they trust the mission, understand the vision, and can see the impact of their contributions.
As Chair of the Democratic Party of Georgia, I would focus on a balanced strategy that includes grassroots fundraising, major donor outreach, grant opportunities, and long-term partnerships. It is important to meet people where they are, whether that means encouraging small-dollar monthly contributions or having meaningful conversations with donors who want to invest in long-term progress.
I would also work to create a transparent and inclusive fundraising culture. Supporters should always know how their contributions are being used and how their generosity is helping to strengthen voter engagement, expand organizing, and build a stronger Democratic infrastructure across the state.
My experience in public service, communications, and community advocacy has taught me how to build trust and mobilize resources in a way that brings people together. Fundraising, to me, is not just a task. It is an opportunity to unite people around a common cause and empower them to be part of something bigger than themselves. That is the spirit I would bring to this role.
I believe both large donors and grassroots supporters play an important role in building a strong and sustainable Democratic Party. My goal would be to create a fundraising strategy that honors and uplifts both. Large donors help us make strategic investments and expand our reach, while grassroots donors are the heart of our movement and often the most engaged in the work on the ground.
Balancing both begins with trust and transparency. People give when they believe in the mission, feel included in the process, and see the results of their support. I would ensure that every donor, whether contributing five dollars or five thousand, understands how their support is being used to build power, expand access to the ballot, and elect Democratic leaders across Georgia.
I would also focus on consistent communication and community engagement. That includes regular updates, inclusive events, and accessible opportunities to be involved in shaping our strategy. By creating a culture of appreciation and accountability, we can build long-term trust and encourage continued investment from all levels of support.
My approach is not to treat these groups as separate but to bring them together around a shared purpose. Everyone deserves a seat at the table, and I would work to make sure our fundraising reflects the values of equity, inclusion, and collective power.
I believe that a strong Democratic Party begins at the local level. Fundraising should not only focus on statewide races but must also support the people and organizations doing the work on the ground every day. As Chair, I will make it a priority to ensure that resources raised through fundraising efforts are shared with county parties, local candidates, and organizers who are active year-round.
As a former local elected official, I understand the unique challenges that local leaders face. I know how important it is to have the support of your party at every stage of public service, not just during campaign season. Local officials often work with limited resources and high expectations, and they need their party to stand with them in real and consistent ways.
I will work to create a structure that sets aside dedicated funding for county operations, training, and community outreach. I will also help provide local candidates with the tools, mentorship, and support they need to run successful campaigns and serve effectively once elected.
My commitment is to build a party that listens, invests, and grows from the bottom up. By focusing on all levels of leadership and staying engaged throughout the year, we will strengthen the foundation of the Democratic Party across Georgia. Every dollar raised will be connected to our shared mission of building power in every community.
My vision for the role of DPG Chair is to serve as a full-time leader who is fully focused on advancing the mission, strengthening party infrastructure, and building Democratic power across all parts of Georgia. The Chair should not only guide strategy but also serve as a connector between state leadership, county parties, elected officials, grassroots organizers, and community members.
I was willing to step up and assist in this role even before a salary was attached to it, because I believe in the work and the future of our party. However, having the position as a paid role creates the opportunity for the Chair to fully dedicate their time, energy, and focus to leading with intention and consistency. It removes barriers and allows for deep engagement, long-term planning, and the daily work required to move the party forward.
Accountability in this new context must be clear, transparent, and ongoing. I believe in regular communication with stakeholders across the state, including monthly or quarterly updates on goals, fundraising progress, organizing benchmarks, and outcomes. I would also hold open calls or regional check-ins to hear directly from members, answer questions, and stay grounded in the needs of every community.
As Chair, I would lead with transparency, purpose, and collaboration. My goal is to ensure that the work is not only done, but that it is shared, measured, and connected to the values and voices of Democrats all across Georgia.
The Democratic Party of Georgia has passionate members and leaders, but we face key challenges in communication, structure, and long-term strategy.
Many local leaders feel disconnected from state leadership. I would establish regular updates, listening sessions, and shared tools to improve communication and collaboration.
Local committees also need more support and training. I would focus on onboarding, resources, and building stronger county infrastructure.
Our strategy must go beyond election cycles. We need year-round engagement, focused on outreach, education, and leadership development, especially in rural, young, and underserved communities.
Most importantly, we must rebuild trust. Everyone deserves to feel heard, respected, and valued. With stronger support and shared purpose, we can grow together and move the party forward.
My plan for building a strong, year-round organizing infrastructure starts with investing in people and creating systems that last beyond one election cycle. Organizing should not start a few months before an election and disappear the day after. It must be continuous, consistent, and rooted in community relationships.
First, I would work to establish regional organizing teams that support both county parties and statewide efforts. These teams would serve as connectors between the state party and local communities. Their focus would be on engaging voters, training volunteers, recruiting new leaders, and maintaining a visible presence throughout the year.
Second, I would ensure that every county party has the resources and training needed to grow. This includes providing toolkits for organizing, guidance on event planning, access to voter data, and digital tools that make outreach easier and more effective. I would also create a statewide calendar of organizing events and community activities to help coordinate efforts and avoid duplication.
Third, I believe in leadership development. We need to identify and train local leaders who understand their communities and are trusted by the people they serve. I would work to launch a leadership pipeline that prepares individuals to run for office, manage campaigns, or serve as organizers. When we invest in people, we build power that lasts.
Finally, I would focus on building partnerships with allied organizations, faith groups, labor unions, and civic leaders. Organizing is not done in isolation. It is done through collaboration and shared purpose. By working together, we can create a movement that is active every month of the year and ready to win elections at every level.
This approach will help the Democratic Party of Georgia stay connected, grow stronger, and achieve victories that reflect the will and the voice of the people.
Transparency must be a priority if we want to strengthen trust, build unity, and grow our party. One of the biggest concerns I hear from members and local leaders is that they do not know how decisions are made or how the party is operating behind the scenes. Right now, the structure of the Democratic Party of Georgia does not offer consistent communication, accessible reporting, or open dialogue on key issues. That must change.
As Chair, I would implement a structured communication plan that includes monthly public updates from party leadership. These updates would share progress on goals, campaign efforts, financial summaries, and any major decisions that have been made. I would also hold regular virtual meetings where party members from across the state can listen, ask questions, and stay informed.
To improve access to information, I would develop a secure online platform where members can view meeting agendas, reports, timelines, and summaries of key discussions and votes. This would allow people across Georgia to stay connected without needing to be physically present in Atlanta or rely on secondhand updates. This platform would also allow local parties to upload their own events and plans, helping coordinate efforts and eliminate confusion.
I would also ensure that we clearly explain how decisions are made, who is involved, and what criteria are used. Whether it is the budget, staffing, or campaign priorities, our members deserve to understand the process and feel confident that the party is acting in their best interest.
Transparency is not only about posting information. It is about building relationships, listening with intention, and creating systems where everyone feels they have a voice. The current party structure lacks this kind of openness and responsiveness. I am committed to changing that by making communication and accountability a daily part of how we lead and serve.
My plan is to build a strong, respectful partnership with national Democratic organizations while always protecting the unique identity, priorities, and values of the Democratic Party of Georgia. The DNC, DSCC, and other national groups play a vital role in providing support, resources, and strategic guidance. However, Georgia is not a one-size-fits-all state. Our communities are diverse, and our organizing must reflect that.
I would ensure that any collaboration with national partners is rooted in mutual respect and open communication. We will welcome support, but we will also clearly define our local goals and lead with the voices of Georgians. Our grassroots base must remain at the center of everything we do. That means involving local leaders in planning, prioritizing year-round organizing, and making sure national efforts do not override or replace the work happening in our communities.
I will also work to build strong relationships with national partners based on shared values. We can align on big-picture goals while still leading with local strategy. I will advocate for the needs of Georgia and make sure that national funding, messaging, and organizing reflect the realities on the ground.
The Democratic Party of Georgia should be seen as a partner, not an extension. We bring our own strength, our own story, and our own strategy. My leadership will ensure that while we collaborate nationally, we will always stay true to who we are and the communities we serve.
Rebuilding trust with Black communities, and especially with Black women, begins with acknowledgment, accountability, and action. Black voters are the foundation of the Democratic Party, yet they are often overlooked when it comes to decision making, leadership opportunities, and strategic planning. That must change.
As someone who has served in elected office, worked in community organizing, and been supported by Black women throughout my career, I understand the importance of representation that is not just symbolic but meaningful. Rebuilding trust means showing up consistently, listening with humility, and including Black voices at every table where decisions are made.
My plan includes creating intentional spaces for Black leaders, organizers, and voters to share their concerns and ideas directly with party leadership. I will build relationships with historically Black organizations, sororities, churches, civic groups, and advocacy networks that already do the work in our communities. These partnerships should not be transactional. They should be long term, respectful, and built on shared goals.
I will also ensure that Black women are visible and present in leadership roles within the party. Whether it is staffing, candidate recruitment, training programs, or campaign strategy, Black women must be centered, valued, and invested in. That means removing barriers to leadership and actively seeking out talent in every part of the state.
The party’s strategy must reflect the lived experiences of Black voters. Our messaging, policies, and outreach must speak to the real issues our communities face. This includes economic justice, voting rights, education, maternal health, and criminal justice reform. When we center these issues and the people most impacted by them, we move closer to a party that is truly for the people.
As mentioned, trust is not rebuilt through words alone. It is earned through action. I am committed to doing the work.
This question is very personal to me because I have been contacted by members, local leadership, and elected officials who feel disconnected from the state party. One of the largest challenges is the lack of consistent and transparent communication between the state, county committees, and the grassroots members who keep this party moving. Many feel excluded from key decisions and unsupported in their work, which can lead to frustration and disengagement.
It is especially painful to hear from longtime members and party elders who have given so much of themselves over the years. Many of these individuals were foundational to their local committees. Some were charter members and have served with dedication for decades. Now, they feel silenced or overlooked. I have spoken with people who have walked away from the work because they no longer feel respected, valued, or included. That should never happen. Their wisdom and service deserve to be honored, not dismissed. Without them, we would not have the progress and opportunities we have today.
Another major issue is the lack of structure and resources available to many county committees. Local leaders are often expected to organize and deliver results without proper training, support, or tools. This leaves people feeling overwhelmed and unsupported. It is not sustainable, and it is not fair.
In order to address these challenges, we must begin with a cultural shift. Respect must be a core value, not just a word we use. We must operate as one team, where the members, local leadership, and the state party work together with unity and purpose.
Equally important is the need for real accountability. No one should feel that they have to remain silent out of fear of backlash. Everyone deserves a safe space to express concerns, offer ideas, and be heard. When people are afraid to speak up, the entire organization suffers. As Chair, I would promote a culture of openness, where feedback is welcomed and differences are handled with professionalism and care.
I would create regular communication through monthly updates, virtual town halls, and regional listening sessions. I would implement systems where local leaders can submit feedback, receive timely responses, and participate in decisions that impact their communities. I would also invest in leadership development and ensure that all county committees have access to the resources and guidance they need to grow.
Most importantly, I would reconnect with our elders and longtime members. Their experience is invaluable, and they should be welcomed back to the table with the respect and gratitude they deserve.
When we lead with respect, build structures of support, and hold ourselves accountable to one another, we create a Democratic Party that is stronger, more united, and built to last.
County committees are the heart of our party. They are the ones knocking on doors, organizing events, talking to neighbors, and keeping our message alive in every corner of the state. I have spoken with many local leaders who are passionate and committed, but they are also clear. They need more support to do this work effectively.
First and foremost, they need access to the basic tools that allow them to engage with voters. This includes voter data, printed materials, communication platforms, and support with digital outreach. These tools should be easy to use, accessible to all counties, and supported by guidance on how to get the most out of them.
Training is also essential. County leaders and volunteers need to know how to build strong teams, raise funds, manage events, recruit volunteers, and follow legal and financial guidelines. But training should not only happen once a year or during election season. It should be available throughout the year and designed to meet people where they are. Some are new to organizing, while others have years of experience and want to sharpen their skills.
Financial support is another important piece. Many counties operate with little to no budget, yet they are expected to perform at a high level. Whether it is help with flyers, signs, event space, or digital ads, even small amounts of funding can go a long way. County committees should not have to carry that burden alone.
In addition, I believe they need a stronger connection to the state party. That means more than a phone call or a message during election time. It means consistent communication, updates on statewide strategy, and opportunities to help shape decisions. When local leaders are included and kept informed, they feel empowered and respected.
Finally, I would love to see a mentorship model that brings counties together to share what is working. Some counties have developed creative and effective ways to engage their communities. Others could benefit from hearing those success stories and building those relationships.
When we equip our county committees with the right tools, meaningful training, and the support they deserve, they do not just show up. They lead. As Chair, I would work to make sure every county in Georgia feels seen, supported, and connected to the larger mission of the Democratic Party.
As I shared earlier, strengthening the relationship between the state party and our county committees is one of the most important steps we can take to grow and unify our efforts across Georgia. I have heard from many local leaders and members who feel disconnected or unsure of how decisions are being made at the state level. That feeling can be discouraging, especially for those who are working hard to support their communities.
To begin building a stronger connection, I would focus on improving communication. This includes having regular conversations with county chairs, creating space for two-way dialogue, and providing consistent updates about what is happening across the party. When people feel informed and included, they feel empowered to take action.
I would also make it a priority to hear directly from county committees through listening sessions and feedback opportunities. As mentioned before, no one should ever feel that they need to stay silent out of fear of being ignored or facing backlash. Everyone’s voice matters, and we should all feel safe and respected when offering input.
Support is just as important as communication. Many counties are doing incredible work but need more resources, training, and coordination to continue growing. I would work to provide those tools—whether it is guidance on organizing, fundraising, or building local engagement. The goal is to make sure every committee feels equipped and connected to the larger mission.
I also believe that presence matters. I would take the time to visit counties throughout the state and build relationships face to face. It is not just about showing up during campaign season. It is about showing up consistently and being available to support, listen, and learn.
Lastly, I would make sure our county committees feel seen and appreciated. They are the foundation of our party. When we create a culture of respect, support, and shared purpose, we build stronger partnerships and a more united Democratic Party across Georgia.
As mentioned in earlier responses, equity must guide how we lead, organize, and invest across the state. One of the biggest challenges within our party has been the uneven distribution of resources, particularly when it comes to rural counties and communities of color. Each of these areas faces unique challenges, and we cannot take a one-size-fits-all approach.
Rural counties often lack access to consistent staffing, digital tools, and infrastructure. They may not have full-time organizers or sufficient funding to maintain year-round outreach. Many rural leaders are doing incredible work with very limited support. These counties deserve targeted investments that recognize the geographic and logistical challenges they face. This could include travel stipends, shared regional staff, improved technology access, and more frequent state-level engagement to keep them connected.
At the same time, majority Black counties and historically underfunded communities have long been at the core of the Democratic base. As mentioned previously, many of these communities have not received the level of support they have earned through decades of organizing and voter turnout. Equity means actively reviewing where support has been lacking and correcting those patterns. These communities should receive resources that allow them to expand their outreach, train leaders, and strengthen their influence.
For example, if a rural county with a strong organizing history has received little financial support compared to other more visible counties, I would prioritize their needs in the next cycle. Likewise, if a majority Black county has lacked access to campaign materials or voter engagement tools despite high turnout, I would take action to ensure they are resourced adequately moving forward.
I would also implement a transparent and accessible process for counties to share their needs, request support, and follow up on decisions. Regular reports and open communication would help build trust and show that every community has a voice in how resources are shared.
Equity is not about treating every county exactly the same. It is about understanding what each county needs in order to grow and thrive. When we take the time to listen and respond with care, we create a Democratic Party that is stronger, more inclusive, and better prepared to win across Georgia.
Jay Jones
Yes. I’ve led and supported messaging strategy at multiple levels of political and community leadership, particularly in environments where trust, culture, and clarity matter most. In my role as Chair of the Chatham County Democratic Committee, I helped craft coordinated messaging for local candidates that resonated with both urban and rural voters—helping us flip every countywide seat in 2020, including defeating Republican incumbents.
I’ve also been a visible spokesperson in high-trust roles—as a pastor, county commissioner, and nonprofit board member—where public communication required transparency, connection, and cultural fluency. My messaging approach centers people first: I believe the message must be rooted in community values, delivered in everyday language, and built on consistency—not just charisma.
Finally, I’ve supported rapid-response messaging, event promotion, and coordinated media relations during my time on civic boards and during high-stakes election cycles. I understand that good messaging isn’t just about soundbites—it’s about moving people to act, vote, and believe in what’s possible.
I’ve served at nearly every level of the Georgia Democratic Party structure: from precinct organizer to County Chair, Congressional District Chair, State Committee Member, and National Delegate. I know what it means to sit in the room with no microphone and still do the work. I’ve helped register voters, knock doors, raise money, recruit candidates, and build bridges between counties that rarely get attention.
As Chair of the Chatham County Democratic Committee, I helped lead one of the most successful cycles in the county’s history—flipping every Republican-held countywide office in 2020. In 2024, under Chair Alicia Scott-Whitely, we completed that momentum by electing a Democratic sheriff and securing full countywide control. As 1st Congressional District Chair, I supported coordinated fundraising across seven rural counties and regularly convened leaders to collaborate and share resources.
My history is one of showing up, building up, and never giving up on Georgia Democrats—especially in places the party has historically overlooked.
Yes, I was encouraged to run by a broad cross-section of party leaders, county chairs, committee members, organizers, and everyday Democrats who were frustrated with the direction of the party and wanted a change rooted in stability, trust, and service—not spectacle. The calls started coming in after the resignation of the previous Chair and increased when people saw that key voices—especially those from Black, rural, and working-class communities—weren’t being centered in the conversation about the party’s future.
While I won’t name individuals out of respect for private conversations, I can say that the support has come from both long-time party members and new activists alike. I didn’t seek out this role to build a platform—I stepped forward because people I respect asked me to, and because I believe I have the experience, relationships, and grounded leadership style to help rebuild and refocus the party we all care about.
I currently serve as a Logistics Manager in retail, where I oversee operations and personnel strategy. I also remain involved in several community and civic organizations.
If elected, I will transition into the Chair position full-time with full focus and commitment. I understand the weight and urgency of this role—especially now that it is a paid position—and I take that seriously. I’ve led billion-dollar operations, served as a County Commissioner managing a $500 million budget, and coordinated multi-county political strategy. I know what full-time leadership looks like, and I’m ready to bring that same level of responsibility, focus, and accountability to the Democratic Party of Georgia from day one.
I have over two decades of experience leading and supporting fundraising and revenue generation across sectors—including retail, faith-based leadership, political campaigns, and nonprofit boards.
Retail Management (1998–2005): I managed stores with annual revenues from $500,000 to $9 million in cities like Savannah, Buckhead, Columbus, and Macon. I consistently achieved annual growth between 8% and 24% through team development, local relationship-building, and strategic planning.
Faith-Based Fundraising (2008–2015): As a pastor in the AME Church, I led congregational fundraising efforts that brought in between $60,000 and $130,000 annually. These funds helped eliminate debt and supported building upgrades and ministry expansion.
Fraternity Leadership (2008–2012): As Fundraising Chair for my chapter of Omega Psi Phi Fraternity, I managed an annual budget of approximately $50,000, helping to grow event sponsorships and donor engagement.
Political Fundraising (2017–2024): As Chair of the Chatham County Democratic Committee, I helped raise over $30,000 annually to support Democratic candidates and outreach. In 2020, we flipped every Republican-held countywide office. As Congressional District Chair, I encouraged cross-county collaboration across seven counties, collectively helping to raise over $250,000.
Board & Community Fundraising Roles: I’ve served as the fundraising and/or budget chair for organizations like:
Government Budget Leadership (2016–2020): As a Chatham County Commissioner, I helped manage a $500 million county budget. We maintained fiscal responsibility without raising taxes and invested in community priorities.
My fundraising approach is rooted in relationships, trust, and transparency. Whether the goal is $5,000 or $500,000, I bring a disciplined strategy, an inclusive mindset, and a results-oriented focus to every effort.
Fundraising isn’t just about dollars—it’s about trust, strategy, and purpose. My philosophy is simple: structure before dollars, people before politics, and equity at every level. We can raise more money and raise it the right way—by building a party that people believe in and want to invest in.
As Chair, my fundraising strategy will focus on:
Diversifying our donor base by re-engaging small-dollar and grassroots donors, especially in rural, working-class, and Black communities that feel disconnected from the party.
Restoring donor trust by ensuring transparency—clear reporting, visible impact, and communication about how funds are being used.
Elevating local power by helping county committees and local candidates build their own fundraising infrastructure, share donor networks, and access party resources.
Building major donor partnerships through a targeted plan focused on outcomes, inclusion, and long-term investment—not just political cycles.
We don’t have a fundraising problem—we have a structure and strategy problem. I’m ready to fix that by combining my experience, relationships, and a clear statewide plan to grow sustainable revenue that supports year-round organizing, local wins, and long-term power.
We can—and must—do both. Large donors help scale our efforts, but grassroots donors keep us grounded. My approach is to treat every donor as a partner in power, not just a transaction.
I will balance the two by:
Creating separate but coordinated strategies for major donors and grassroots giving—each with its own engagement plan, goals, and feedback loops.
Ensuring visibility and transparency about where money goes—so whether someone gives $5 or $5,000, they know their contribution is valued and impactful.
Investing in relationship-building at every level, not just big-dollar asks. That means regular communication, public reporting, and recognition for small-dollar donors who power the movement.
Refusing to let large donations steer our priorities. I will listen to communities first and build a fundraising culture that follows the people—not one that asks the people to follow the money.
When people trust the process, they’ll invest in the mission. That’s how we build a fundraising model rooted in equity and shared purpose—not just access.
I believe fundraising should reflect our core values: equity, accountability, and investment in the base. Too often, party fundraising benefits the top of the ticket while county parties and local candidates are left struggling. My plan is to change that through a focused strategy that redistributes resources and builds long-term capacity.
We’ll start by launching a fund to provide operational grants, event support, and organizing stipends—distributed using a transparent, data-driven equity formula that prioritizes turnout gaps, suppression risks, and historic underinvestment. I’ll also provide statewide fundraising toolkits to help counties and candidates build their own donor bases with templates, platforms, and training.
Fundraising won’t just follow the election cycle. We’ll create a year-round fundraising calendar tied to civic education, voter registration, ballot initiatives, and community events. We’ll also track and publicly report how funds are allocated across the state to grow donor confidence and local impact.
Finally, we’ll launch a program to train and embed local fundraising leaders across regions, especially in under-resourced counties.
This plan isn’t just about raising dollars—it’s about building power, deepening trust, and resourcing the people who make Democratic wins possible.
Now that the DPG Chair is a paid, full-time position, the expectations—and the level of responsibility—must rise accordingly. My vision is to lead as a full-time organizer, strategist, and steward of the party’s mission, resources, and relationships.
As Chair, I will be laser focused on building trust, growing the party, winning elections, and empowering our base. I’ll manage the team, align departments, and ensure our strategies are coordinated across communications, field, fundraising, and compliance—not siloed.
Accountability will be rooted in strategic planning and execution. I will release a 30-60-90 day plan outlining immediate priorities, including support for upcoming elections, internal alignment, and county engagement. That plan will lead into a comprehensive strategy that aligns party operations for 2025 and 2026 with organizing, fundraising, and messaging goals across all 159 counties.
Rather than reacting cycle by cycle, I will lead with a proactive approach—setting clear benchmarks, tracking outcomes, and adjusting in real time to ensure we’re building power year-round. This includes regularly reviewing our goals with State and Executive Committee members, county chairs, and key stakeholders, and making sure our work is tied directly to local needs and electoral wins.
Being paid to do this work is a responsibility I take seriously. It demands not just visibility and discipline, but a clear strategy for how we win—and how we bring everyone with us as we do.
The Georgia Democratic Party is facing several serious challenges—but they are solvable with the right leadership, structure, and vision. Three issues stand out to me:
1. Internal Disconnection and Lack of Coordination
There’s a breakdown in alignment between staff, county committees, constituency groups, and the State Committee. People are often working hard—but in silos, without shared strategy or consistent communication. I will implement an internal coordination plan that aligns all around measurable goals and shared accountability.
2. Erosion of Trust Among Core Democratic Voters
Many of our most loyal voters—especially Black voters, rural voters, young people, and working-class Georgians—don’t feel seen, heard, or respected by the party. The data tells the truth: there’s a growing turnout gap, especially between Black and white voters. I will center these communities in our messaging, hiring, vendor selection, and organizing strategy—not just during election season, but all year long.
3. Lack of Capacity and Support for County Committees
Too many counties are doing the best they can with too little. They need infrastructure, money, training, and strategic support. I’ll will focus on delivering technical assistance, shared resources, and strategic planning support. I’ll also create a County Capacity Fund that provides direct financial support to county parties, especially those in rural or historically under-resourced areas.
These aren’t just problems—they’re opportunities to rebuild the party from the ground up, restore trust, and realign structure with strategy. I’m running to do that work with urgency, clarity, and collaboration.
We win when we organize with consistency, not just urgency. Georgia needs a Democratic Party that’s rooted in communities, responsive to local needs, and present year-round—not just during campaign season.
My plan is to build a sustained organizing culture that strengthens the party at every level. That means investing in people, not just programs—supporting local leaders, deepening relationships with voters, and ensuring that engagement doesn’t stop when ballots are counted.
We’ll focus on connecting organizing to the everyday issues that matter most to Georgians—whether it’s education, economic opportunity, health care, or civil rights—and building partnerships that make the party more accessible and relevant across the state.
This is about more than winning elections. It’s about building trust, growing turnout, and making the Democratic Party a consistent and credible force in every community, every year.
I’ll make transparency a standard practice—not a special event. First, I’ll publish reports that share key metrics: finances, fundraising, organizing progress, and resource allocation. Second, I’ll create a clear org chart and decision-making process so members know who’s responsible for what. Third, I’ll launch a State Committee portal for easy access to agendas, budgets, bylaws, and key updates—before and after meetings.
Transparency builds trust. That means open communication, shared information, and clear systems—delivered consistently, not just when people ask.
Partnership is important—but priorities should be set in Georgia, by Georgians. I’ll work with national organizations to bring in resources, tools, and support—but I won’t let national groups dictate our strategy. I will make it clear that we welcome partnership that respects our communities, centers our voters, and aligns with the needs on the ground.
I’ll also fight to ensure national funds reach more than just the top of the ticket. That means pushing for equitable investment in local races, rural counties, Black voters, and base-building work—not just last-minute turnout.
Our grassroots base, county parties, and state committee members will always come first. I will lead with transparency, communicate clearly with our national partners, and protect the integrity of Georgia’s strategy at every step.
Rebuilding trust starts with listening, showing up, and making structural change—not just issuing statements. I will meet with trusted organizers, community leaders, and local elected officials from across Georgia to help shape our strategy—not just react to it. I’ll also ensure that Black vendors, staff, and voices are represented at every level of the party’s leadership and operations.
Black women in particular have carried this party—for too long without the recognition, power, or resources they deserve. That changes under my leadership. We will invest in culturally grounded organizing, ensure equitable funding for Black-majority counties, and prioritize relational—not transactional—engagement.
This isn’t just about outreach. It’s about centering power where it already exists and respecting the base that makes Georgia blue.
County committees are the foundation of our party—but too many are under-supported, under-resourced, and operating in isolation. The biggest issues I see are:
– Lack of technical and financial support
– Minimal coordination or communication from the state party
– No clear plan for growth, training, or organizing infrastructure
To address this, my plan includes providing support, training, planning assistance, and access to shared tools and data. I’ll also create a fund to provide direct, needs-based financial support—especially to rural, majority-Black, and under-resourced counties.
In addition, I’ll hold planning retreats to build relationships, identify local goals, and ensure counties are shaping the party’s broader strategy. My goal is simple: every county committee should feel connected, supported, and seen as essential—not optional—to Democratic victories in Georgia.
It starts with respect and shared purpose. County committees are the foundation of our party’s success, and they deserve consistent communication, meaningful collaboration, and a seat at the table when decisions are made.
As Chair, I will foster a culture where county leaders feel seen, valued, and supported—not just during election season, but year-round. Strengthening the relationship means moving from a top-down structure to one rooted in partnership and trust. It also means being responsive—listening with intention, following up with action, and ensuring that local voices help shape the direction of the party.
My leadership will focus on building that trust, restoring two-way accountability, and making sure county committees know they are not alone—they are essential.
Equity means recognizing that different counties have different needs—and intentionally correcting for historic underinvestment. It’s not about treating every county the same; it’s about ensuring every county has what it needs to thrive.
As Chair, I will lead with an equity-first mindset when making decisions about funding, staffing, and support. That means looking beyond raw vote totals and prioritizing investment in places that have been overlooked—especially rural counties, majority-Black counties, and counties where voter suppression is high but infrastructure is low.
Equity will shape how we allocate funding, how we design training programs, and how we measure success. Under my leadership, the counties that have too often been treated as optional will be treated as essential.