Pearci Bastiany

• Office: Supervisor, District 10
• Election Date: November 3, 2026
• Candidate: Pearci (PJ) Bastiany
• Due Date: March 12, 2026
• Printable Version

Thank you for seeking GrowSF's endorsement for the November 3, 2026 election! GrowSF believes in a growing, beautiful, vibrant, healthy, safe, and prosperous city via common sense solutions and effective government. Our work includes running public opinion polls to understand what voters want, advocating for those changes, and ensuring that the SF government represents the people.

The GrowSF endorsement committee will review all completed questionnaires and seek consensus on which candidates best align with our vision for San Francisco.

Please complete this questionnaire by March 12, 2026 so we have enough time to adequately review and discuss your answers.

• Your Policy Goals
• Your Leadership
• The Issues
• Public Safety
• Substance abuse
• Mental Health
• Small Business
• Housing
• Transit Infrastructure
• Budget
• Personal
• Thank you

Your Policy Goals

We’d like to get some details about your high-level goals and how you intend to use your elected office to achieve them.

What policies do you hope to change or preserve by running for Supervisor, District 10? Please be specific, and list them in order of priority.

Public Safety
Launch the Martial Artists Community Protection Initiative (MACPI), deploying licensed, unarmed Taekwondo/Karate black belts, martial artists, and US Veterans as de-escalators in high-need areas, schools, and transit corridors. This supplements SFPD with community-trusted patrols, reducing response times through preventive engagement and drawing on your security firm experience for tiered operations (Tier 1 tactical vests, guard cards). Pilot in Bayview hotspots with $2M from Prop A safety funds, measuring success via crime incident reductions.

Hunters Point Naval Shipyard Development
Advance Maritime Atlantis For Housing (MAFH) to transform HPNS into a mixed-use industrial zone: modular ship repair facilities for mothballed fleet maintenance, phytoremediation (oyster reefs, cattails) for parcel cleanup, and clean-tech manufacturing prioritizing local Black, Latino, and Pacific Islander hiring. Secure Navy Secretary’s HPNS Housing Plan cancellation & redesignation via BOS resolution for federal remediation acceleration, targeting 500 jobs in Year 1 through union partnerships and Maritime Protection Zone (MPZ) zoning—avoiding past housing conversion failures.

Transit
Implement the "D10 Connectivity Plan": (1) Historic trolley shuttles from Evans to Sunnydale during Islais Creek Bridge closure (2026-2028); (2) T-line extension along Geneva Avenue to Balboa Park BART for seamless SamTrans/Caltrain access; (3) Shoreline light rail from Evans via India Basin, Candlestick, and Bayshore with off-peak light freight to divert Prologis warehouse trucks, cutting diesel emissions 60% per FTA models. Fund via Prop K and SFCTA microtransit pilots, aligning with District 10 Mobility Study recommendations.

Housing
Roll out Maritime Atlantis for Housing Villages: 10 barge-mounted prefab clusters (840 units, ~1,460 residents) in India Basin/Islais Creek using Homes4Homeless space capsules at $1,000-$2,500/month (rent-to-own options building $42M resident equity). Secure $108M via layered grants (CA Strategic Growth Council climate adaptation, MOHCD inclusionary funds) and PPPs, with Year 1 delivery of 1,000 beds through phased barge deployment—climate-resilient via pontoon rises and phyto-clean bases.

Why those policies?

Public Safety: In 2024, while working for the SF Bay View Newspaper, I watched the footage of Sonya Massey’s killing by a sheriff’s deputy in her own home. Four years earlier, after George Floyd’s murder, I had already begun advocating for law enforcement retraining in martial arts as a way to reduce fear-based, lethal reactions. As a newly minted Black Belt in Taekwondo and Karate from Ernie Reyes West Coast World Martial Arts, I brought this idea to the former SFPD Chief, and we agreed on a pilot defensive-tactics program. I didn’t yet have the capacity to carry it through—but I never let go of that vision.

I saw the same thing in both tragedies: fear, adrenaline, and a dangerous lack of defensive tactics training. That pushed me to prove the concept myself. I launched my private security company, Martial Artists For Hire (MAFH), and designed the Martial Arts Community Protection Initiative (MACPI), which I introduced to the Board of Supervisors in 2024. MACPI is modeled on proven programs like Gracie Survival Tactics, which has trained thousands of officers across the country in jiu jitsu-based control techniques. After touring Gracie University, meeting Rener Gracie, and seeing the SafeWrap approach firsthand, I adapted those principles for San Francisco.

MACPI is about prevention, not punishment: free access to martial arts for K–12 students, families, law enforcement, and community members to train together across the city’s dojos. It strengthens trust, de-escalation skills, and creates an Olympic-caliber pipeline of fighters representing San Francisco at the LA 2028 Games. It also helps stabilize our local martial arts schools and builds a professional security workforce for transit, schools, and small businesses—rooted in respect, restraint, and community protection rather than fear.

Hunter’s Point Naval Shipyard Reactivation & Remediation: In Fall 2024, during grad school, I watched a video on the U.S. Navy’s shipbuilding crisis: China is rapidly outbuilding and repairing ships while many American yards sit shuttered or underused. As a lifelong World War II history buff, my mind went straight to Hunters Point Naval Shipyard and its legendary drydocks. I also understand the darker side of that history—Operation Crossroads, the National Radiological Defense Laboratory, and the Tetra Tech scandal—and I’m committed to doing this differently: cleanup and reactivation together, not one after the other.

I used AI tools to map a path from my security LLC into a viable shipyard enterprise and created MAFH Manufacturing, Logistics and Defense Inc., a C-corp built around a new vision for Hunters Point: clean-energy manufacturing, a modern trade logistics hub, and a revived shipbuilding and repair industry. In 2025, I began regularly attending Port Commission and Hunters Point Community Advisory Committee meetings and dug into innovative phytoremediation strategies to address the contamination on-site. I wrote my first published article in the SF Bay View on the crumbling waterfront and presented my MPA thesis on agile governance at a Superfund shipyard.

I am now advocating that the Secretary of the Navy cancel the 26-year-old Lennar/5Point housing plan at Hunters Point, which has failed to deliver promised homes while tying up irreplaceable industrial waterfront. In its place, I support designating Hunters Point as a federal Maritime Prosperity Zone under the national Maritime Action Plan—just as is being done at Mare Island. With that designation, the shipyard could host a new generation of maritime jobs, including an estimated $257 million in community revenue from cargo offload operations alone, while pairing real cleanup with real economic opportunity for Bayview–Hunters Point residents.

Transit: During my first semester in grad school, I took a transit policy course with Professor Riggs and rediscovered a childhood passion—I grew up obsessed with Lionel model trains. Learning the history behind the slow, painful demise of San Francisco rail, I started looking for concrete ways to fix both short- and long-term transit problems in District 10.

First, I support a Sunnydale T-line extension along Geneva Avenue to Balboa Park. This would directly connect District 10 and 11, and create seamless transfers to both SamTrans and Caltrain at Balboa Park and Bayshore. Second, because T-Third service is notoriously irregular, I propose adding a rail shuttle using historic F-line streetcars along the 3rd Street corridor. This would provide more reliable headways and a sense of joy and pride for riders who rarely see investment in their neighborhood.

Finally, my long-term vision is a shoreline rail line that serves the outer edges of District 10. Starting at Evans, it would stop at India Basin Park, Hunters Point Shipyard, Double Rock, Candlestick, connect directly to Caltrain Bayshore, and ultimately rejoin the T at Sunnydale. Off‑peak, this line could also accommodate light freight service to shift cargo from trucks to rail, reducing diesel pollution in frontline communities. For me, this is where policy and passion meet: using rail to solve real San Francisco problems while giving District 10 residents the high-quality transit they deserve.

Housing: I believe in modular, containerized, turnkey housing solutions that have been proven for decades by the Department of Defense. I first learned about these systems reading National Defense magazine during my USF in DC internship, and later saw them deployed by the National Guard in the north lot of the Oakland Coliseum during the COVID drive‑through vaccine rollout. They are fast to deploy, durable, and flexible—exactly what San Francisco needs to address our housing and homelessness crisis at scale.

As a candidate for District 10, I plan to apply these methods both on land and on the waterfront. On land, I support converting underused and vacant parking lots into modular village sites, just as we temporarily converted parking into parklets during the pandemic. This time, each space becomes a secure, private unit for a formerly unhoused resident, rather than a spot for a car.

On the waterfront, I have designed Maritime Atlantis For Housing (MAFH) villages—floating modular communities for roughly 1,000 people, built around phytoremediation pools and gardens that help clean contaminated shoreline areas while housing people in climate‑resilient units. Together, these land and sea villages would make District 10 the district that leads San Francisco in actually ending street homelessness, using proven modular technologies rather than waiting decades for traditional projects to pencil out.

Explain why your #1 goal is your #1 goal.

I want to see the failed HPNS Redevelopment Plan cancelled. I have a vision for the revitalization and remediation of Hunter’s Point Shipyard that will: bring hundreds of jobs, provide clean energy and manufacturing for the district, and ultimately turn everybody’s problem into the Bay Area’s leading manufacturing, logistics and shipbuilding hub. I’ve dedicated my entire business venture to this vision, and I’m dedicating my campaign to see this vision through. Where others see a toxic, dilapidated, failed promise I am like James Marshall I see gold in the water. The shipyard is the key, and I will unlock this golden opportunity for the people of District 10. The Navy robbed this community of economic vitality. I will restore it, and I will not stop until the Secretary of the Navy cancels this plan and there are thousands of sunflowers healing the soil beneath every parcel.

How will you build the coalition and political capital to enact your #1 goal? What obstacles will you face, and how will you overcome them? Will the power of the office of Supervisor, District 10 be enough to achieve this goal?

I am actively attending meetings of SF Port Commission, Hunters Point Citizens Advisory Committee, Hyperlocal Builders Collective, ABU, NAACP, BMoMagic, and at City Hall. I’ve sent letters of correspondence on the matter to Secretary of the Navy John Phelan, Secretary of War Pete Hegseth and am now awaiting an official response. I delivered my MPA thesis last semester on Agile Governance at a Superfund Shipyard. I will graduate in May 2027 with my Masters of Public Administration with straight A’s. I gave the SF Bay View Newspaper an exclusively documented Hunter’s Point Shipyard tour in September 2025, just prior to the Navy’s airborne plutonium exposure being shared with the Department of Public Health 11 months after the exposure event. I do not believe prior to now that the full power of the office of District 10 Supervisor has been maximized on the issue of HPNS. Will it be enough? I’ll be the first to find out.

Will the power of the office of Supervisor, District 10 be enough to achieve the other goals?

My campaign is about showing millennials and Gen Z in San Francisco that they already have the tools to be changemakers. You don’t need to be appointed, anointed, or come from a political family to lead; you need a clear vision, hard work, and the courage to start where you are.

The office of Supervisor matters, but its real power is catalytic. It can open doors, convene agencies, and move legislation—but it can also identify, train, and elevate new leaders who will carry the work forward long after one person leaves office. Leadership is about duplication: creating more leaders, not more followers.

I believe that the power of the District 10 office, in the hands of the first Black and Mexican millennial Supervisor who is a Black Belt and soon an MPA graduate, is more than enough to do that. My goal is not just to pass policy; it’s to build a generation of D10 residents who can govern, organize, and solve problems alongside me—so together we deliver real solutions to real problems, and those solutions outlast any one term.

San Francisco has areas of procedural and legislative bloat, making it hard for the city to serve its residents effectively. Give three examples of legislation that should be repealed.

1. Homelessness is not a crime (RV Ban, Mayor Lurie’s Security Detail attacked that man)
2. Gas House Cove slated for closure by SF Rec and Park when that is fully a sewage outflow and also the only boat refuel station for miles.
3. The closure of the Fillmore Heritage Center must be repealed and restored to the community ownership.

What is an "out there" change that you would make to state/local government policy, if you could? For the purpose of this question, you are not constrained to the office of Supervisor, District 10.

Instead of being turned back into a prison, Alcatraz should be given back to native american tribes. In my opinion, I made an AI short film where it was turned into a hotel and casino.

Your Leadership

We’d like to learn more about your leadership style and plan to execute effectively once you assume office.

When in office, how would you balance the needs of the electorate with the demands of special interests? Where do you foresee this being the biggest challenge?

My first obligation is to the people who live and work in District 10, not to political clubs, party machines, or PACs. I am not seeking the Democratic Party’s endorsement, and any special interest that expects automatic access or loyalty from my office will find that I’m not for sale.

At the same time, I don’t think “being independent” is enough. To stay accountable to real people, I plan to pair every staff position in my office with a paid internship for undergraduate and graduate students from across the district. Those young people will help keep me grounded in the day‑to‑day realities of D10, flag which interests are aligned with residents, and which are trying to work around them. It’s a built-in feedback loop and leadership pipeline, not just a slogan.

I expect the biggest challenge will come from the city’s old guard—networks that have controlled endorsements, appointments, and opportunities while youth pipelines have dried up. My approach is to open those “golden gates” by deliberately bringing in new voices, training future leaders, and making sure community members, not entrenched insiders, shape my votes and priorities.

When in office, how would you balance the needs of your district with the needs of the city? Where do you anticipate this being the biggest challenge?

District 10’s biggest challenges—pollution, unreliable transit, unsafe streets, and persistent homelessness—are not isolated problems; they are extreme versions of citywide failures. My approach is to design policies that start in D10 but are scalable for the whole city: modular housing that can be replicated in other districts, maritime and shipyard jobs that strengthen the regional economy, and transit improvements that close gaps in the broader rail network.

When there is a tension between what’s popular citywide and what’s urgently needed in D10, I will be transparent about it and insist on data, equity, and long-term outcomes as the basis for decisions. That means pushing back when “citywide” plans use D10 as a dumping ground for pollution or undesirable uses, while still working to align our solutions with broader goals on climate, housing production, and economic growth.

I anticipate the biggest challenge will be around land use and infrastructure on the southeast waterfront—how much of it is reserved for truly affordable housing and good jobs for existing residents versus luxury projects that mostly benefit people who don’t live in D10. In those debates, I’ll argue that what’s good for D10—clean industry, real affordability, and reliable transit—is ultimately good for San Francisco as a whole, because a city that sacrifices one district is a city that’s failing.

How do you think the day-to-day management of a Supervisor’s office can be improved? How do you plan to run your office?

I’ve noticed some supervisors don’t keep front desks staffed during the entire business day. Unless it is a holiday, I will always keep my office open to my constituents. I will have staff able to speak the top 5 languages spoken by the constituents of District 10. I will look for ways to use AI tools and my MPA (May 2027) to streamline government operations in my office.

If you could measure the success of your term by 1 metric, and 1 metric only, what would that metric be?

Did I or did I not get the HPNS redevelopment plan cancelled?

The Issues

Next, we will cover the issues that voters tell us they care about. We hope to gain a better understanding of your policy positions, and we hope that you use this opportunity to communicate with voters.

Public Safety

What is the #1 public safety issue today? Why do you believe this is the #1 issue?

I believe the issue is a public perception of fear around crime. I believe this is rooted in a lack of defensive tactics or martial arts training and discipline. The fear is paralyzing which is why people in San Francisco typically are complacent when faced with active criminal activity. So when an injustice is witnessed, the nonvictims either continue walking or roll cameras.

What power would you have to solve this issue?

I am continuing to train in martial arts as I encourage others to do so. I will continue to advocate for investment in martial arts schools which are small businesses not directly supported post-pandemic. The platform of the office will open doors for new spaces of martial arts training for youth, unhoused, adults, law enforcement and elders. We are one community, and through the Martial Arts Community Protection Initiative (MACPI) we can protect our own community.

What three things would you change about how SFPD operates?

1. Officers without a Black Belt, Gracie Survival Tactics Certificate and less than 5 years in the department must keep their firearms in their patrol vehicle when engaging with the community.
2. Require all new SFPD training to include pathways to obtaining Black Belts (or equivalent rank) in any martial art or Gracie Survival Tactics Certificates.
3. Require SafeWrap technique certification for all field officers in community.

What small change do you think would have the biggest impact?

Should San Francisco…	Yes	No
Try to achieve “full staffing” for SFPD? (Defined as about 2,100 officers, according to the City) As long as those officers are trained in martial arts, get Black Belts and Gracie Survival Tactics Certificates	X
Arrest and prosecute street-level fentanyl dealers?	X
Investigate, arrest, and prosecute fentanyl distribution ringleaders (like organized crime and cartel members)?	X
Arrest and prosecute street-level vendors of suspected stolen goods? ***City and County should be providing low cost or complimentary permits for street vendors and encourage pathways to register their business with the City, become Bidders and Suppliers and legitimate businesses***		X
Investigate, arrest, and prosecute the leaders of theft rings and fencing operations?	X

When considering appointments to the Police Commission, which sets SFPD's use of force guidelines, what do you consider to be important in the candidate? Please include what you believe the ideal candidate’s views are on the following: public drug use, sidewalk vending (including food and stolen goods), use of police technology (drones, AI), and shoplifting.

• CA should adopt the Oregon State Drug use policy and decriminalize drugs in order to address the public health emergency that is drug addiction and mental health. When we can pair vacant units, case managers, and aftercare services with our homeless outreach, then we would be able to focus training officers on first aid for drug users.
• I believe the City and County should be providing low cost or complimentary permits for street vendors and encourage pathways to register their business with the City, become Bidders and Suppliers and legitimate businesses. Criminalizing hustle and entrepreneurship only decreases the opportunities to fill vacant storefronts.
• The SFPD use of drones has been very effective. I would want full transparency of the software they use, where the drones are used, and how the data is stored. Any AI the SFPD use should also be transparent to the public. Any discriminatory prompting of LLMs or other AI tools could jeopardize the ethical use of this technology.
• I believe using taxpayer dollars to have law enforcement conduct basic security detail is a gross misuse. Especially considering how overtime is used by SFSO and SFPD on security detail. By encouraging all private security companies taking contracts in San Francisco to have their security officers obtain their Black Belts, the mindset of the criminal element will shift. No longer will shoplifters get a free pass with full bags of loot by idle security guards. There will be Black Belts and US Veterans protecting every business. Shoplifters will have to think twice before facing down a Black Belt at the door.

Substance abuse

In general, how should the City handle people who are abusing drugs on City sidewalks?

As I said above: CA should adopt the Oregon State Drug use policy and decriminalize drugs in order to address the public health emergency that is drug addiction and mental health. When we can pair vacant units, case managers, and aftercare services with our homeless outreach, then we would be able to focus training officers on first aid for drug users.

If someone is passed out from drugs on the sidewalk, how should the City respond?

A public health emergency is occurring and the individual needs immediate medical attention. The individual upon recovery in a medical facility should be offered supportive housing attached with a case manager. No limits should be made to provide the utmost care and after care for each person struggling with addiction. The City needs to train the public to be agents of change, so that each person is equipped and trained on the use of Narcan or even providing food or water for our neighbors struggling with addiction.

Do you support the creation of safe consumption sites in San Francisco? If so, please detail how they should be run. If not, please explain a viable alternative.

If we are to decriminalize drug use, then we must find sustainable use sites for people to work through their recovery journey. Alcoholics and Narcotics Anonymous meetings must be made more widely available for our neighbors struggling right now. If I could design some alternatives, I would design them around urban reforested areas and provide pathways for neighbors to get paid for landscaping, gardening, phytoremediation project maintenance, and other nature-environmental oriented opportunities. Everyone would have their own safe, private modulated or containerized housing to meet their needs. I would also design a “M.A.S.H.” style outdoor turnkey free medical clinic to service any person struggling with addiction or in need of basic medical care.

Do you support sober housing? Why or why not?

I support housing that is intentional about how it supports and serves its residents. Housing for transitional age youth, single parents, families, couples, and seniors. Housing that doesn’t cost over $2,000 a month. Supportive, Sober, or any other housing designed to aid people on their recovery journey must be paired with case managers that have that USF “Cura Personalis” Care for the Whole Person. Opportunities for residents to continue their education, where they can receive federal aid and potentially even live on/off campus.

Would you continue or change the city’s harm reduction policies that distribute drug use paraphernalia beyond clean needles, such as pipes, foil, etc.?

I do not think it is a good idea to distribute drug use paraphernalia. Why distribute tools to poison your body when we can provide food, water, universal medical care and housing? All these people with all their degrees in San Francisco, and that was the best idea to help people? Providing clear, intentional policies to solve real problems in this city is one of the reasons why I am pursuing my Masters in Public Administration from the University of San Francisco.

Mental Health

Should San Francisco amend our current laws around mental health crisis intervention to better help people suffering on the streets? If yes, why and how? If not, why not?

I do believe we should amend or reexamine laws around mental health in general, especially around crisis intervention. However, I do not come from a Public Health background. This is where I would call upon the great institutions we have in San Francisco, with the smartest students in the world, to help us come up with new and innovative solutions to create new or amend existing laws.

What aspects of San Francisco’s conservatorship policies would you change?

I believe San Francisco should examine conservatorship from a public health infrastructure perspective. If the Department of Public Health was made responsible for conservatorship, then the entire process could open up intersectionalities with institutional research, public accountability, and pathways for clients to receive free education from City College of San Francisco (CCSF) or future employment opportunities within the City and County.

Some have argued that San Francisco should place people who are experiencing mental health crises on the streets into involuntary mental health holds at psychiatric facilities. Do you agree or disagree with this view? Please explain why or why not. If you agree with this view, please outline some guardrails and oversight the City must provide to prevent abuse. If you disagree with this view, please outline your preferred alternative solution as well as any drawbacks it might have and oversight it might need.

I agree that sometimes public safety is jeopardized by persons experiencing mental health crises. However there must first be a medical receiving point to provide a person 24-48 hours to recover. I would have a military-grade field medical clinic that is free to the public where persons experiencing mental health crises can be brought to. From here, case managers and medical professionals can provide care while any next of kin can be identified and contacted. If no next of kin or family is not able to be contacted, modulated or containerized housing units will be made available for up to a week to allow further resources or other opportunities to be provided. Psychiatric facilities should be reserved for the most extreme cases, which oftentimes are only extreme due to drug or addiction related side effects.

Small Business

What would you change about the process of new retail business formation in San Francisco, across zoning, permitting, renovations, fees, and financing? Please be as specific as possible.

The entire process needs to be streamlined to one simple system. There are more than enough CRM companies in San Francisco to assist the city with providing and maintaining such a system. As a small business owner, registered Bidder and Supplier with the City and County of San Francisco, I have had extreme difficulty with this process. What I want to see for my fellow entrepreneurs: I see a vacant storefront then go to a sfgov website and type in the business address. The number of months this storefront has been vacant is clear, with a negotiable lease rate based on the number of months vacant. Any necessary permits or fees can be filed and paid electronically within the website. First year free is automatically applied. The website will also provide a complete resource list of financial institutions or other organizations providing financing for registered businesses. In just one session on this website, I will be the new and certified owner of that previously vacant storefront.

This is not rocket science, I could take that entire paragraph and prompt it into the Replit app and have that exact website designed in less than 15 minutes.

Which of these types of businesses should be permitted by-right vs require special government approval?	Allowed	Needs Permission
Bars that don’t serve food		X
Bars that serve food	X
Vice businesses (strip clubs, liquor stores, etc.)		X
Formula retail (Starbucks, Safeway, Whole Foods, etc)		X
Cafes & restaurants	X
Professional offices	X

If San Francisco adopted policies that allowed all non-vice businesses to open without special hearings, what would you do to help local small businesses compete with large national chains?

San Francisco businesses would get discounted and preferred marketing access to all public billboards, public transit advertisement spaces, taxi advertisements, or any other City-sponsored activities. All tech workers in San Francisco would be given lists of all registered San Francisco non-vice small businesses to spend their salaries on. Incentivize college students with stipend bonuses on top of the minimum wage to work for all non-vice businesses in San Francisco.

Should San Francisco…	Yes	No
Reduce the time to obtain all permits to open a new business to no more than 3 months	X
Reduce the cost of obtaining permits to open a new business	X
Reduce the number of activities which must obtain permits, and expand the number of by-right activities	X
Try to attract businesses of all sizes to the City?	X

If you want to explain any positions above, please feel free:

If we can provide financial capital for San Francisco business owners to open franchise businesses, they should be allowed to do that. As long as franchise owners reside in San Francisco, they are welcome to open up in our vacant store fronts.
First month rent for all new storefronts should be free. We want to make it easier for small businesses to scale and compete without overhead or administrative burdens to stifle their growth.

Housing

Do you believe that San Francisco has a shortage of homes? Why or why not?

Yes. Too many luxury and market rate units are on the marketplace sitting vacant. Not enough 100% affordable housing is being built. The city is underusing vacant lots by not incentivizing modular and containerized developments that target incomes under $30,000.

Do you believe that housing prices are set by supply and demand constraints? Why or why not?

I believe the macroeconomic factors are there. However I believe much of the pricing is artificially inflated by a Kabal of corporate property management companies. They use RealPage software to artificially manipulate with AI the rent and fees incurred on residents. Often forcing San Franciscans into eviction battles that are nearly unwinnable without legal help. Open Door Legal and EDC RADCO only provided limited scope support.
I support enforcing a rent cap at $3,000. I don’t believe there is a single unit of housing not privately owned that could be reasonably worth more than $3,000 a month. With a rent cap, more luxury and market rate units will become affordable to San Franciscans that work here and want to continue living here.

Do you think Mayor Lurie’s Family zoning plan is too ambitious or not ambitious enough? Why?

I don’t believe the Family zoning plan protected affordable housing nor did it guarantee 100% affordable housing only. This city needs a moratorium on luxury and market rate housing developments. There is more than enough of those units available and vacant. Paying over $3,000 a month in rent means San Franciscans are paying around $40,000 a year on rent alone—ain’t nobody got time for that!

Do you believe that building more housing is the #1 way to reduce the cost of living in San Francisco? Why or why not?

I believe a combination of education around urban gardening, breaking up the PG&E hold on SF by Municipalization, achieving 100% solar paneling of all roofing in SF, rent caps at $3,000, restoring the Port of SF’s priorities from ‘Boutique Port’ back to ‘Cargo Port’, and suspending using Law Enforcement for private security detail will reduce the cost of living in San Francisco. I don’t believe there is really a ‘#1’ way, otherwise it would be done already.

Should any of the following be exempt from CEQA, Discretionary Review, and Conditional Use permits?	Should be exempt	Should not be exempt
Homeless shelters		X
Affordable housing		X
Market rate housing		X

In general, is it too hard, just right, or too easy to…	Too hard	Just right	Too easy
Expand your home (adding new stories, rooms, decks, etc)	X
Renovate your home (update bathroom, kitchen, etc)	X
Demolish your home and redevelop it into multifamily housing	X
Redevelop things like parking lots and single-story commercial into multifamily housing	X
Build subsidized housing	X
Build market-rate housing			X
Build homeless shelters (including navigation centers and “tiny homes”)	X

If you want to explain any positions above, please feel free:

I will sponsor a Moratorium on Luxury and Market Rate housing developments. We have more than enough vacant units already.

Transit Infrastructure

Do you believe the MUNI funding crisis should be solved by taxes alone? Why or why not?

I believe MUNI funding should be supplemented by public-private financing. MUNI needs to create some incentive structures like Bonds for San Franciscans and Corporations to provide capital for MUNI funding. Taxes can fluctuate on usage, which was massively disrupted during the pandemic era. Billionaires need to also pay a share, even 0.1% of a philanthropic donation can wipe away the funding crisis.

Should it be the policy of San Francisco to build a citywide protected bike lane network? Why or why not?

Yes, although the city needs to continue engaging with community partners and residents to ensure equitable distribution of lane networks. No unilateral decisions like the Valencia street bike lane.

Is Vision Zero the right goal? Why or why not?

For District 10, the right goal is a reprioritization of public rail transit. Less cars on the road means less possibilities for pedestrian or bicyclist fatalities. The T line needs more shuttle service, and the historic F line cars would look so lovely down 3rd Street. District 10 can be connected by rail to District 11 with a T line extension through Geneva Ave to Balboa Park station. A shoreline rail network connecting Candlestick Park, Double Rock, Hunter’s Point and India Basin to the T line at Evans and Sunnydale would provide panoramic views of the Bay via electrified rail.

Should San Francisco prioritize buses over car traffic by creating more bus-only lanes and directing traffic enforcement officers to ticket drivers who ignore the restrictions?

Yes to more bus lanes, no to more ticketing. The ticket police should reward people for taking public transit. Parking tickets are also too expensive. Charging people a fee after they tow your car is also a scam.

Budget

San Francisco is facing a large budget deficit due to declining tax revenues from our struggling downtown. What would your approach be to fix this?

San Francisco’s deficit is fundamentally about an underused downtown and a tax base that no longer matches our costs. My approach is to treat downtown as a recovery lab: aggressively repurpose vacant space to generate new residents, new students, and new small businesses instead of clinging to a 2019 office model that isn’t coming back.

First, I support a large‑scale conversion of surplus office towers into housing. We should identify a limited core of truly essential office buildings and then make it fast and financially viable to convert the rest to mixed‑income housing with ground‑floor activation. That includes turning dead assets like the downtown mall into a dense mixed‑use complex with housing, neighborhood‑serving retail, schools, parks, and a reactivated public theater. More residents downtown means more sales tax, gross receipts, and payroll tax from the businesses that follow them.

Second, we need to fill our empty sidewalks and storefronts. If Market Street is going to be mostly car‑free, it should be a living street: street vendors, pop‑up markets, and cultural events instead of vacant glass. I would simplify and standardize permitting for temporary and permanent use of vacant storefronts so that the time from “I have an idea” to “grand opening” is measured in weeks, not years. That includes using modular and containerized housing units in underused parking structures and lots, so that even “wasted” space starts generating social and economic value.

Third, I would actively recruit institutions that stabilize local economies. That means long‑term agreements with UCs, CSUs, HBCUs, and other colleges to open satellite campuses with integrated student and faculty housing in former office buildings. It also means dedicating appropriate vacant space to union halls and workforce housing so that the people who build and maintain the city can live near where they work. A downtown anchored by education, labor, and residents is more resilient than one dependent on a few corporate leases.

Finally, we should pair fiscal recovery with climate investments that reduce long‑term operating costs. Requiring or heavily incentivizing rooftop solar and micro‑wind where feasible cuts utility costs over time, and pairing downtown housing growth with high‑efficiency, transit‑oriented design reduces infrastructure strain elsewhere. Together, these steps grow the tax base, reduce chronic vacancies, and turn today’s liabilities—empty offices, dead malls, and unused lots—into long‑term revenue generators.

City Hall staffing has grown 27% while the city’s population has stayed stagnant. Would you support right sizing city government to rebalance the budget? Why or why not? Compare SF to other cities & counties.

Yes. San Francisco clearly has a size and structure problem in its government, and we need to right‑size it in a way that protects frontline services while cutting bloat and waste.

San Francisco now has one of the largest local government workforces in the country relative to its population, with roughly 24 core city employees per 1,000 residents—more than New York City, Los Angeles, Denver, Philadelphia, Boston, and Portland. Our employee compensation per resident is also significantly higher than peer cities. When staffing grows much faster than population and outcomes, it’s a sign the organization needs restructuring, not just more money.

My approach would start with a full performance and contracts review, not across‑the‑board cuts. I would:

• Re‑examine all city contracts, especially where we are paying outside vendors to do work that trained city employees could do better and more accountably.
• Prioritize hiring, retraining, or redeploying existing workers before contracting out, so we get more value out of the workforce we already have.
• Identify departments where headcount has grown without clear improvements in outcomes, and right‑size those units through attrition, redeployment, and, where necessary, targeted reductions.

The goal is a leaner, more effective city government—one that looks more like our peer cities in staffing and cost per resident, but delivers better results on safety, cleanliness, transit, and housing than we see today. I support right‑sizing, but with a scalpel, not a chainsaw.

District-Specific Questions

Do you have a 100 day plan for when you take office? If yes, list your top three deliverables, and the metrics you will use to measure progress by Day 100.

Yes, I have a clear 100-day plan focused on immediate action for District 10's most urgent needs: housing, safety, and economic opportunity.

Top Three Day 100 Deliverables:

1. Pilot Maritime Atlantis for Housing (India Basin)
   • Secure Port of San Francisco pilot approval and initial MOHCD funding commitment for Barge 1 deployment.
   • Day 100 Metric: Signed MOU with Port + $2M seed funding obligated; first barge foundation (pontoon base) under fabrication.
2. MACPI Security Deployment
   • Launch Martial Artists Community Policing Initiative with black belts, US veterans, and private martial artists protecting businesses, transit, schools, sidewalks, and homes.
   • Day 100 Metric: 25 MACPI patrols operational across D10; contracts signed with 10 businesses/schools; zero incidents on patrol routes.
3. Maritime Prosperity Zone for HPNS
   • Secure federal Maritime Prosperity Zone designation to reactivate shipyard with phytoremediation and clean manufacturing.
   • Day 100 Metric: BOS resolution introduced + letter to Secretary of Navy sent; MPZ pre-application filed with MARAD; first phytoremediation test plot active at shipyard.

These deliverables create immediate momentum: shelter for 100+ people, visible safety patrols, and shipyard jobs pipeline—proving D10 can deliver results fast when led with urgency and clarity.

District 10 includes some of the City’s largest entitled redevelopment sites, including Hunters Point Shipyard and Candlestick Point. What actions would you take to accelerate safe, accountable delivery of housing, parks and infrastructure on these sites?

I would accelerate Hunters Point/Candlestick by pivoting to maritime jobs + Maritime Atlantis for housing pontoon villages while adding redwood reforestation and Ohlone land return at McLaren Park.

Core Actions:

1. MPZ Designation: Suspend stalled Lennar housing; activate shipyard drydocks + phytoremediation (500 jobs Year 1); redirect affordable units to MAFH floating villages (1,000 capacity).
2. Infrastructure: Fast-track $50M utilities + India Basin Park Phase 2 (2026).
3. McLaren Park Framework: Plant 5,000 redwoods across 200 acres; designate 50 acres as sovereign Ohlone Ramaytush territory for tribal living/working under their laws (tiny homes, cultural center, redwood nursery).

Day 100 Metrics: MPZ resolution passed; Barge 1 foundation poured; Ohlone/RecPark MOU signed; 500 redwood seedlings ready.

D10 delivers jobs, housing, parks, AND reconciliation. From the Problem Land to the Promised Land!

Given the Mayor’s Family Zoning Plan was passed, what changes do you want to see in D10’s housing production between 2026-2030 (at all income levels)? What can you do as Supervisor to ensure the new zoning actually turns into permits, construction starts, and completed projects?

For 2026-2030 in District 10, I want 100% affordable housing production—no luxury or market-rate developments. All new units should prioritize income levels below 120% AMI using modular/containerized turnkey systems and Maritime Atlantis pontoon villages.

My production targets:

• 3,000 modular units (vacant lots/parking conversions, DoD-spec prefabs)
• 2,000 Atlantis barge units (India Basin/Islais Creek, 1,000 Year 1)
• Zero market-rate towers—redirect all entitlements to public benefit housing

As Supervisor, my actions to convert zoning to shovels in ground:

1. Streamline Permitting: Create "100% Affordable Fast-Track" ordinance—21-day review for modular/pontoon projects meeting prefab standards (like Family Zoning's intent but execution-focused).
2. Pre-Zoned Sites: Designate 20 D10 parcels (shipyard-adjacent lots) as "Modular Housing Ready" with utilities/parking pre-approved.
3. MAFH Pipeline: Secure $100M MOHCD/SGC funding for Atlantis Phase 1 (10 barges); contract Homes4Homeless for capsule production; Port pilot approval Day 60.
4. Entitlement Swap: Negotiate with stalled developers (Lennar/FivePoint)—trade their housing entitlements for MPZ industrial zoning + affordable obligation transfer to my modular pipeline.

Day 100 Metrics: 2 barges (168 units) permitted; 5 modular sites pre-zoned; $25M funding pipeline secured; first container order placed.

2026-2030 Outcome: 5,000+ affordable units delivered vs. decades of market-rate stalemate—D10 ends homelessness first through public pontoons and parking lot villages, not 26 year old promises.

Many longtime residents fear being priced out as the Bayview becomes more desirable. What policies would you support to help existing homeowners, while still welcoming new housing and investment? Please be specific and name funding sources, responsible agencies, and metrics you will track.

To protect longtime Bayview homeowners from displacement while welcoming new housing/investment, I support targeted property tax relief, senior equity lock-in, and community land trusts—prioritizing long-term residents (60%+ Black/Latino in D10) amid rising values from shipyard revitalization.

1. Expanded Senior Homeowner Relief (MOHCD)
   • Policy: Double Homeowner Assistance Program funding for D10 seniors (65+ or disabled) covering mortgage/HOA/property taxes; add $1M annual D10 allocation.
   • Funding: MOHCD ($42M annual eviction prevention pool); transfer $2M from stalled HPNS housing subsidies.
   • Agency: MOHCD + Assessor-Recorder.
   • Metric: 500 D10 households assisted; 90% retention rate Year 1.
2. Property Tax Freeze for Longtime Owners (Treasurer/Tax Collector)
   • Policy: Freeze assessed values for primary homeowners (pre-2015 purchase) earning <120% AMI; deferral until sale (CA Controller model).
   • Funding: $5M from Prop M senior relief expansion.
   • Agency: Treasurer/Tax Collector + BOS.
   • Metric: 1,000 freezes granted; <5% tax bill increases for qualifiers.
3. D10 Community Land Trust (Bayview CLT Expansion)
   • Policy: $10M seed for Bayview-Hunters Point CLT to buy/acquire 200 at-risk properties, lease back to owners at fixed rates; prioritize Black/Latino seniors.
   • Funding: SGC Community Investment ($50M Housing Accelerator); OCII gap funds.​
   • Agency: MOHCD + Planning; partner NAACP/YCD.
   • Metric: 50 properties secured; 95% owner retention after 2 years.

New housing stays 100% affordable (MAFH modular/pontoon)—no luxury towers. Investment funnels to shipyard jobs/parks, boosting property values safely via CLT protections. Track via Urban Displacement Project metrics: <10% D10 displacement risk score reduction by 2028.​

Day 100: Senior relief ordinance introduced; $2M MOHCD D10 allocation secured. This keeps roots intact while D10 phoenixes.

What will you do to support D10’s commercial corridors? And what metrics would you target by 2030 (e.g., median time to open, # of new business openings, corridor vacancy rate, etc.)?

My vision for 3rd Street is a vibrant, multicultural marketplace celebrating African American, Latino, Polynesian, and Chinese cultures: canopy tents with tacos, bacon-wrapped hot dogs, BBQ pits, alongside Polynesian poke/sapa sui, Chinese dim sum/boba stalls, African American soul food, and arts/crafts from all communities. Add a D10 Cooperative Grocery stocking cultural staples (taro, li hing mui, collards, nopales, oxtails) owned/run by neighborhood residents.

Core Actions:

1. "D10 Small Business Fast Track": One-stop permitting cuts 3rd Street opening time 50% by 2030 (English/Spanish/Tagalog/Chinese checklists).
2. Multicultural Night Market District: Mendell Plaza/Southeast CC hosts 12 annual events—taco trucks next to poke bowls, dim sum carts by BBQ. Low-cost vendor licenses prioritizing D10 BIPOC/Asian/Pacific Islander entrepreneurs.
3. Cooperative Grocery Store: $3M seed (OEWD + Prop K) for Black/Latino/Polynesian/Chinese co-op at 3rd/Oakdale. Staples: mochi, lumpia, cornbread, tamales.
4. Corridor Branding: Light pole banners showcase "D10 Global Tastes"—history, businesses, cultural landmarks in 4 languages.

2030 Metrics:

• 50% faster median time to open (from application to ribbon-cutting)
• +150 new businesses/vendors (25% Polynesian/Chinese inclusion minimum)
• 40% drop in 3rd Street ground-floor vacancy
• 12 regular multicultural markets annually
• Co-op grocery serving 5,000 shoppers/month

Sabor Magnífico + Global Flavor: Tacos meet poke, BBQ shakes hands with dim sum—D10's commercial corridors become SF's most inclusive food destination by 2030.

Bayview’s gun-violence rates remain persistently high. What is your plan to reduce violent crime while rebuilding trust between SFPD and the community?

MACPI delivers prevention + response to cut Bayview gun violence 50% by 2030 through community ambassadors, free youth/senior training, and tiered security—rebuilding SFPD trust via joint patrols and real-time first responder coordination.

1. Community Prevention (Free Access)

• K-12 + Seniors: Free martial arts at 10 D10 dojos for de-escalation, fitness, discipline. Target: 2,000 youth + 500 seniors enrolled Year 1.
• Ambassadors: 50 black belts mediate conflicts before guns draw.

2. 3-Tier Threat Security

Tier	Coverage	Equipment	Role
Tier 1 (Overnight)	10pm-6am hot spots	Tactical vests, quick-alert devices, radios	Highest threat—3rd St, Double Rock
Tier 2 (Business)	3rd St corridors, hospitality	Body cams, non-lethal tools	Shoplifting/vandalism prevention
Tier 3 (Daytime)	Schools, parks, seniors	Uniforms, community liaison phones	Visibility + relationship building

3. SFPD Trust Bridge

• Joint Patrols: Tier 2 tactical guards + SFPD VRI officers (Gracie Survival Tactics-certified); guards provide real-time intel via quick-alert devices.
• Public Dashboard: Live metrics—incidents diverted vs. arrests.

Day 100 Metrics

• 25 Tier 1 overnight patrols live
• 5 dojos offering free K-12/senior classes (200 enrolled)
• 10 businesses contracted for Tier 2 protection
• First joint SFPD-MACPI patrol launched

2030 Gun Violence Targets

• Gun incidents: -50% from 2026 baseline
• Homicides: <5/year in D10
• Youth trained: 5,000 K-12 students
• Business protection contracts: 100+ locations

Funding: Prop A ($2M) + OEWD grants ($1M). Why it works: 3 tiered system that prevents theft/assaults while building community trust—no new taxes needed. Bayview becomes the safest D10 corridor through martial ambassadors + tactical backup.

Do you support expanding foot patrols in District 10?

Yes, I strongly support expanding foot patrols in District 10—but through MACPI community defenders, not more armed officers walking the streets.

MACPI replaces traditional SFPD foot patrols with Tier 1 martial arts ambassadors—Taekwondo and Karate black belts from the neighborhood who know every corner, face, and beef. These are our sons, daughters, uncles, and coaches patrolling 3rd Street, Double Rock, and Mendell Plaza from 10pm-6am, equipped with tactical vests, quick-alert devices, and de-escalation skills honed over years of dojo training.

Why community defenders over firearms:

• Trust: Residents wave at Coach Johnson from the dojo, not "another cop."
• Prevention: Black belts spot trouble brewing blocks away and intervene before guns draw.
• Cost-effective: $75K/year per patrol team vs. $200K+ for police overtime.

Day 100: 25 MACPI foot patrols covering 80% of D10 gun violence hot spots.
2030 Goal: Violent crime -50%; 95% resident approval rating.

MACPI foot patrols make District 10 the safest place to be in San Francisco.

District 10 has borne the brunt of the City’s environmental burdens — power plants, shipyards, freeways, contaminated groundwater, and illegal dumping. What specific environmental-justice policies would you pursue for residents of D10, and what measurable impact would you target by 2030?

District 10 has carried San Francisco’s environmental burdens for decades — power plants, shipyard contamination, freeway pollution, and illegal dumping. Environmental justice for D10 means cleanup, prevention, and economic opportunity tied to environmental restoration.

First, I will push for transparent environmental monitoring at Hunters Point Naval Shipyard, including publicly accessible air, soil, and groundwater sensors around the shipyard and surrounding neighborhoods. Residents deserve real-time information about environmental conditions in their community.

2030 Target: 100% public environmental monitoring coverage around the shipyard and quarterly independent testing reports.

Second, I will establish a District 10 Environmental Response Team to address illegal dumping. This program would combine Public Works enforcement, camera monitoring, and paid neighborhood cleanup crews employing local residents and youth.

2030 Target: 75% reduction in illegal dumping complaints and 100 local residents employed annually in cleanup work.

Third, I will connect environmental cleanup to green jobs and clean industry at Hunters Point, including shoreline restoration, phytoremediation projects, and clean manufacturing opportunities that prioritize local hiring.

2030 Target: 1,000 green jobs created and 50 acres of land under active environmental remediation.

Finally, I will reduce pollution from trucks and freeways by expanding electrified freight options, tree canopy buffers, and clean transportation infrastructure.

2030 Target: 40% reduction in diesel emissions and 5,000 new trees planted in District 10.

By 2030, District 10 should no longer be San Francisco’s environmental sacrifice zone — it should be the city’s model for environmental restoration and green industry.

Despite the addition of the Central Subway, and D10-specific transit upgrades in motion, many improvements are not fully delivered, and residents still experience D10 as “transit-poor” in terms of speed, reliability, and easy connections. What would you do to improve transit in D10? What metrics would you target by 2030?

District 10 residents often experience transit as slow, unreliable, and poorly connected to the rest of the city. My priority is to improve frequency, reliability, and regional connections so residents can get to jobs, schools, and services faster.

First, I will focus on improving reliability on the T Third Street line, which remains the backbone of District 10 transit. This includes increased train frequency, signal priority along Third Street, and short-turn shuttle service during peak hours to stabilize headways when disruptions occur.

2030 Target: Average wait times under 6 minutes during peak periods and a 90% on-time performance rate.

Second, I support expanding rail connectivity between Districts 10 and 11 by advancing the long-discussed T-line extension along Geneva Avenue to Balboa Park BART, creating seamless transfers to BART, SamTrans, and regional rail.

2030 Target: Completion of planning and funding commitments for the extension.

Third, I will advocate for a shoreline transit corridor linking Evans, India Basin, Hunters Point, Candlestick, and Bayshore Caltrain to improve access to waterfront neighborhoods that are currently underserved.

2030 Target: Environmental review completed and project included in regional funding plans.

Finally, I will expand reliable bus service and transit priority lanes in southeast San Francisco.

2030 Target: 20% reduction in average travel times and a 25% increase in transit ridership in District 10.

By 2030, District 10 should move from “transit-poor” to one of the best connected neighborhoods in San Francisco.

Personal

Tell us a bit about yourself!

How long have you lived in San Francisco? What brought you here and what keeps you here?

I first moved to San Francisco in 2013 as an 18‑year‑old freshman at the University of San Francisco, but my relationship with the city started long before that. As a kid, my dad brought me here every year for Fleet Week, and I fell in love with the skyline, the ships, and the energy of the city. During my USF in DC internship with Rep. Juan Vargas, I discovered modular, containerized turnkey housing systems used by the Department of Defense and FEMA, and I realized those same tools could be used to end veteran homelessness in San Francisco. I worked with Congressional Research Service materials to sketch a plan, and when I came back, I organized USF students to make sandwiches for unhoused people in Golden Gate Park and partnered with VA Commissioner Bill Barnickel through our Muay Thai training.

What keeps me here is that this work never became theoretical for me—it became personal. I went through a “renoviction” from a triplex in the Western Addition, spent two years commuting in from outside the city while working at the African American Art & Culture Complex and the Village Project, then moved back into an SRO above the former AsiaSF during the pandemic. I stepped over fentanyl overdose victims at my front door, befriended unhoused neighbors, and helped Miss Adrian Williams make 2,000 grocery bags a month for the Western Addition when food pantries closed. I later founded Operation Homecoming LLC, raised nearly $2,000 from my brothers of Alpha Phi Alpha Fraternity, Inc., and organized monthly outreach missions providing hygiene kits, clothing, socks, and self‑care events in shelters across San Francisco and East Oakland, with support from leaders like Arieann Harrison, Donna Hilliard, Adrian Williams, and Ian Clark‑Johnson.

In 2022, I lost my close friend Daniel Santillano—likely to fentanyl—half a block from my apartment, and I stepped away for a time. But I came back in 2024, joined the SF Bay View Newspaper thanks to Executive Editor Kevin Epps, and recommitted myself to the work I believe I am called to do here. My family will tell you: ever since I left for college, my focus has been to stay rooted in San Francisco against all odds. Being accepted into USF’s MPA program was the final confirmation. I’m here to use that training to validate and implement the plans I’ve been building for years—on housing, safety, and shipyard revitalization—for the city that has shaped my life.

What do you love most about San Francisco?

There is something about this warm feeling I get in my chest when I’m on one of SF’s 48 hills gazing upon the views. That warm sensation fills me with deep appreciation and gratitude for the opportunity to live here and breathe this air. This place is very special to me. I center myself when I gaze upon Sutro tower, or the downtown skyline, the ocean view or the Bay view. I like to catch glimpses of the top of the Golden Gate Bridge peeking over the Presidio hills. I love seeing Hummingbirds, Butterflies, and Dragonflies all over this city. My new favorite view is overlooking the gantry crane at Hunter’s Point Parcel A. I can just imagine all the naval history in those drydocks and berths.

What do you dislike the most about San Francisco?

I have spent time sleeping in a car after I graduated from USF. I’ve also spent a night in a tent here in San Francisco, just for the opportunity to fight another day for this city. I do not like how we treat unhoused people in this city. This is not a money issue, it is a creativity issue. “A cured patient is a lost customer” but I serve a mighty God and I believe we, through the scalable modulated, containerized housing systems, can be the model for ending homelessness here and abroad. A simple act of throwing a pizza party for our unhoused neighbors is the type of random acts of kindness that build God’s kingdom on earth.

Tell us about your current involvement in the community (e.g., volunteer groups, neighborhood associations, civic and professional organizations, etc.)

Everytown for Gun Safety - Fall 2025 Demand a Seat Cohort
AlphaPAC
Alpha Phi Alpha Fraternity, Inc. Fall 2014 initiate of Upsilon Rho chapter; charter member
NAACP SF Branch
BMo Magic
Moms Demand Action volunteer
LEE Leadership for Educational Equity member
SF Bay View Newspaper journalist

My company MAFH Security LLC in FY25-26 has provided coverage for:
Black Wellness Expo
AATLC
Youth 1st Awards
SF Carnaval
NAACP Honor Roll
SF Lowrider Council’s King of the Streets
Value Culture
Leon Event Hall
The City Eats

Why do you want to run for public office?

I’m running for public office because for 9 years, people in power told me to “come back when you have the money, experience, or when your ideas aren’t so far-fetched.” Meanwhile, I built my entire community network from the ground up after leaving USF and never got the chance to implement my turnkey housing solutions at scale. When the pandemic hit, I saw those same modular systems used for medical sites but barely for the unhoused—and it crystallized that the problem wasn’t the ideas; it was the access.

In Fall 2024, as I started USF’s MPA program, I also mobilized college campuses for the most consequential presidential election cycle in memory, working as Pastor Amos Brown’s campus coordinator for the SF Democrats and pushing 6 campaigns across USF and SFSU. When the election results came in, it felt like years of work vanished. I needed a new reason to stay in San Francisco. So in December 2024, just a month later, I walked into the Department of Elections and filed to run for District 10.

I’m running to prove to my fellow millennials and Gen Z that we don’t need to wait to be appointed, anointed, or “put on” to make change happen. We have the passion, we can identify root problems, research real solutions, develop concrete plans, and work together to implement them. District 10 is where I’ll show San Francisco how to listen to, include, and respect the innovative voices of the next generation—and deliver housing, safety, shipyard jobs, and transit that actually work for the people who live here.

Thank you

Thank you for giving us your time and answering our questionnaire. We look forward to reading your answers and considering your candidacy!