CONSTITUENT QUESTIONS & ANSWERS
"Your questions shape my campaign. Here are real conversations I've had with Cresskill residents about the issues that matter most to our community."
Throughout my campaign, I've been committed to hearing directly from residents about their concerns, ideas, and vision for Cresskill's future. This page features actual questions I've received from community members and my detailed responses.
These conversations reflect the collaborative approach I'll bring to the mayor's office. Every question helps me better understand how to serve our community.
HOW TO SUBMIT YOUR QUESTION
Have a question about my platform, Cresskill's challenges, or local government? I want to hear from you.
Privacy Note: Exact quotations appear only with the author’s written consent. All other questions are paraphrased for length and to remove any information that could reasonably identify the sender. In those cases, all personal information is stripped before publication and kept confidential.
FISCAL RESPONSIBILITY & TAXES
Q: Will you leave all paid town employees intact as it is now if you are elected?
A:
If elected, I have no plans to remove any paid town employees. In Cresskill's form of government, the mayor alone cannot hire or fire staff—that's a council decision requiring majority approval.
I won't recommend staff reductions, either. My focus is smart management: positioning our municipal employees effectively, adjusting responsibilities when needed, and providing tools to enhance operational efficiency. As I've said throughout my website, my goal is to maximize the value of our tax dollars through better processes—not staff cuts. Instead, I will try to leverage community talent through volunteer involvement.
Q: Many residents are concerned about the town's budget management. Given past experiences where professionals uncovered significant financial mismanagement in government, what qualifications or experience do you bring to effectively evaluate and oversee financial and budgeting matters for Cresskill?
A:
My background includes extensive data science education and professional experience in business analytics, enabling informed decision-making. Part of my current role involves helping my employer gather and analyze data for strategic decisions. I'm currently in the process of reviewing Cresskill's budget and other financial data that I have requested through OPRA and comparing it to neighboring towns to identify efficiencies and enhance taxpayer value.
With business management experience and expertise in software engineering, including managing outsourced projects, I believe I possess the necessary leadership skills. Yet, I acknowledge I may not have a proven track record in community organizing—an area identified during my canvassing. Effective leaders recognize and address their growth areas.
Q: Your proposals feel too vague—how do you define “better,” and are these improvements simply about increasing spending, or is there more to it?
A:
My goal isn’t simply to spend more, but to spend smarter—finding efficiencies in our existing budget and prioritizing investments that deliver the greatest return for residents while keeping the tax burden down. “Better spending” means making data-driven decisions, tapping into our community’s in-house expertise instead of paying for outside consultants, and adopting proactive cash-management strategies. By reallocating resources toward high-impact projects and using active financial oversight, we can maximize every tax dollar’s value—and even work to lower the overall tax burden where possible. You can read the specifics of these initiatives in my Fiscal Responsibility platform, where I detail how we’ll boost revenue, trim waste, and protect essential services without increasing taxes.
Q: I’d like to see concrete commitments to budget cuts, fiscal responsibility, and reduced spending rather than vague “better spending.” How would you manage the town’s finances? Will you conduct a comprehensive review of every line item to ensure we’re not wasting money? We need a true watchdog for Cresskill’s budget.
A:
That's totally what I want to do! I've already analyzed our public budget data and identified concerning issues, such as how our investment income is dramatically lower than Tenafly's despite our similar size. As mayor, I'll gain access to the complete financial data needed to conduct thorough department spending reviews and pinpoint all inefficiencies to create budget cuts if possible. However, unlike DOGE, I will take a data-driven approach to maximizing value from every tax dollar through smarter management rather than cutting essential services and staff.
INFRASTRUCTURE & SAFETY
C: For many years, builders in Cresskill have cleared lots by removing mature trees to simplify construction, negatively impacting the town's environment and flood resilience. Developers frequently demolish smaller homes to build larger, higher-taxed properties. Yet, this increased tax revenue hasn't visibly improved local infrastructure, as evidenced by poor road conditions. Unlike neighboring communities, Cresskill isn't participating in environmental initiatives like Tree City USA.
Additionally, due to deforestation and inadequate maintenance of Tenakill Brook—which hasn't been properly dredged since the late 1970s—flooding and erosion significantly threaten the high school, which lies at the town's lowest elevation. Prioritizing tree preservation, improved waterway management, and addressing deferred infrastructure maintenance is crucial, especially since quality schools attract families to Cresskill.
A:
Thanks for sharing your concerns! I completely agree about protecting our tree canopy - as an avid gardener who's attended Cresskill Garden Club meetings, establishing Cresskill as a Tree City USA community would be a priority for me. My infrastructure plan specifically addresses the Tenakill Brook maintenance, including regular clearing of debris and implementing the Army Corps' recommended flood protection measures for our vulnerable school (see here). I'll push for stricter tree preservation ordinances that require builders to maintain mature trees when possible and implement substantial replacement requirements when removal is unavoidable. The environmental and flood-prevention benefits of our trees are too valuable to sacrifice for development convenience.
Q: I share concerns about the removal of healthy trees contributing to flooding. I’m not sure what other tools you have beyond tightening development permits—and I worry that imposing stricter rules could provoke strong opposition. How would you address this issue?
A:
Municipal jurisdiction covers street and borough property trees via the Shade Tree Committee and Zoning Board, with public works managing removal or planting. However, the mayor and council have the final authority. Coordination with the county or state government is essential for trees under county or state jurisdiction. On private property, we can create incentives to discourage unnecessary tree removal.
The high school’s flooding is a serious issue. While we need the Army Corps of Engineers’ expertise, local town engineers might also offer valuable input. Additionally, the school sits on former swamp land, so the Tenakill Brook isn’t the only source of flooding. What are your thoughts on addressing these multiple factors?
A:
The original decision to build our high school in a floodplain was clearly a mistake. Relocation isn't feasible now, so we must implement immediate temporary measures alongside the long-term Army Corps flood protection plan detailed in my Infrastructure platform. It's unreasonable to expect the school board alone to prevent future flooding or to wait 2-3 years for solutions. There needs to be collaboration between the council and the Board of Education.
Q: The cobblestone-style sidewalks installed downtown, though visually appealing, have created accessibility problems for people with disabilities, injuries, or parents with strollers. Many individuals, including myself, find these sidewalks painful or impossible to navigate, forcing us to walk in streets or on grass instead. Will you commit to prioritizing accessibility and compliance with ADA standards in future town projects?
A:
I agree that installing cobblestone sidewalks was a poor decision. I don't know what the reasoning was. The director of public works and the then-mayor and council made this decision. As mayor, I'd collaborate closely with the council to evaluate options for replacing these sidewalks. Accessibility and functionality are paramount; a design lacking either is inefficient, unproductive, or harmful. The current sidewalks compromise safety and also complicate snow removal. If the goal was beautification, far better, more inclusive options were available.
Additionally, I strongly support resident polling for decisions affecting daily life, like sidewalks. While the council makes most major decisions under our governance structure, modern technology should make civic participation easier, not more difficult.
COMMUNITY & QUALITY OF LIFE
Q: Do you have ideas for how the town can better collaborate with the American Legion on occasions like Memorial Day and Veterans Day? For example, could the town help organize support—such as youth fundraisers or volunteer groups—to ensure our veterans are honored and can continue participating in these important events?
A:
At the recent mayor and council meeting, I learned our American Legion veterans chose not to hold a parade this year due to physical limitations like trouble walking. Based on my personal experiences, I suspect there may have been other reasons. Instead, they hosted a breakfast open to town residents, and we should respect their decision. However, as you mentioned, there should be better communication.
Memorial Day is fundamentally a solemn occasion to honor those lost during military service—it's for the veterans who have passed and their families. I'm concerned about how American culture has gradually shifted this day toward celebration with sales and festivities. Veterans Day would be more appropriate for celebrations and parades.
This issue is personal for me. My grandfather, who passed away last year at 104, served throughout WWII and spent his last five years living with my parents in Cresskill, where I was one of his caregivers. He witnessed tremendous loss during his service, and as he aged and lost his army friends, Memorial Day became something he preferred to avoid.
Looking forward, my Community Well-Being plan includes a volunteer coordination platform to facilitate year-round support for our veterans, ensuring consistent assistance beyond just holiday events. They deserve honor, help, and to be celebrated.
Q: You’ve expressed support for welcoming public input and providing virtual options for participation at town meetings. Many residents, including myself, have felt unwelcome or disregarded by previous town leadership. How will you ensure that community members are treated with respect and encouraged to participate in local government?
A:
As mayor, I promise empathy and genuine concern for all residents. I will actively listen to concerns and propose agendas serving everyone's best interests, fostering an environment where all feel welcome. Campaigning has equipped me with considerable patience for managing negativity.
During canvassing, I ask, "If I am elected mayor, what would you like me to accomplish? What concerns do you currently have for our town?" While I'd hoped to visit several hundred residents before the primary, these personal conversations have been taking longer than anticipated (especially for those wanting to speak to me), but their value is immense.
I'm committed to making municipal government more transparent and easier to understand. Given our high taxes, residents deserve nothing less than full transparency and open communication. I'm sorry you and other residents felt unwelcome at town meetings. The mayor is responsible for making everyone feel welcome, and both the mayor and council are legally obligated to allow resident attendance and public comments during designated periods.
Q: How will you ensure the safety and well-being of our town—particularly our schools, children, seniors, and residents with disabilities? I appreciate your mental health initiatives, but what additional measures would you take to address broader national challenges that could impact our local community?
A:
Protective community programs require ordinances championed by the mayor. I will convene educators, first responders, and health experts to unify emergency preparedness efforts. I'll investigate safety gaps and implement quick, effective solutions through shared services and grants.
For child safety, if necessary, I'll place retired police officers in schools, repair sidewalks, install flashing crosswalk beacons, and pursue Safe Routes to School grants. Shared-service agreements will enhance senior transportation and mental health support. I'll expand the "Register Ready" special-needs registry and town-wide emergency alerts. Accountability will be ensured through online dashboards tracking safety projects and spending.
Although education policy is not under direct mayoral control, I will provide valuable perspectives or direct municipal resources beneficially if I can. Education is vital to our town's success.
CAMPAIGN & VOTING
Q: In recent decades, our town's mayoral elections often featured a single, unopposed candidate. Many residents desire more competitive elections with multiple choices. Would you support measures to promote contested elections, and would you consider reinstating or honoring term limits for the position of mayor?
A:
My campaign serves multiple purposes, including amplifying residents' voices. Fair elections thrive on meaningful competition, holding incumbents accountable and prompting all candidates to deliver their best and increase civic engagement. I am running to give a choice. I can't explain why no one has challenged Mayor Romeo in previous elections—I wanted to run last time but couldn't.
I support term limits for public offices, as they help prevent corruption and promote diversity. However, implementing mayoral term limits would require state legislative approval or adopting a new town charter, both challenging processes likely needing town-wide approval through a vote. Council elections are equally crucial in our borough structure, as the council holds significant legislative power.
Q: What unique strengths and capabilities would you bring to the office?
A:
What sets me apart: as a lifelong resident, I possess deep institutional knowledge and genuine emotional investment in our town. I bring modern, skilled, analytical leadership. I can build effective systems, optimize workflows, and make data-driven decisions—not relying on intuition or connections. I'm committed to empowering residents to participate actively and be co-creators in solutions, embracing transparency as a core value. Most people feel excluded from civic participation—I want to change that. I've developed a detailed policy platform prioritizing value and outcomes over increased spending. As a younger generation member, I offer contemporary tools and fresh perspectives on municipal governance.
I firmly believe in the mayor's responsibility to address constituent concerns directly. When I don't have immediate answers, I'll follow up promptly or guide residents to appropriate resources. Holding myself to high ethical standards, I actively avoid the misleading statements politicians are infamous for. As mayor, I'll be responsive, transparent, and accountable.
Q: You mention bringing a "software engineer's approach" to government. What does that actually mean?
A:
A software engineer's approach means several things: First, systematic problem-solving - breaking down complex issues into manageable components and addressing root causes, not just symptoms.
Second, data-driven decision making - using metrics and evidence to guide policy rather than assumptions or politics. Third, iterative improvement - implementing solutions, measuring results, and continuously refining based on what works.
Finally, it means understanding systems and how changes in one area affect others. For example, improving school rankings affects property values, which affects tax revenue, which affects our ability to fund infrastructure improvements.
It's about bringing analytical rigor and logical thinking to governance while never losing sight of the human impact of every decision.
These conversations represent just the beginning. As mayor, I'll continue this dialogue through regular town halls, online forums, and direct community engagement. Your questions and ideas will always be welcome.
Ready to ask your question? Contact me today and let's start the conversation.