Election
BY VANESSA HOLT
The Woodlands Township board of directors, Position 6
Adam Lamb Experience: built and sold multiple companies; advisor to startups and public rms; negotiator Occupation:
Allan Bounds Experience: Retired energy executive
Philip Ikharebhore Experience: leadership, nancial management, problem solving,
Maria Holmes Experience: past president, Woodlands Arts Council and other boards Occupation: former associate dean, Honors College, Sam Houston State University
Occupation: 40 years energy business, senior management positions; corporate planning www.voteallan bounds.com
process improvement, budgeting, relationship building, collaboration, networking Occupation: accountant 281-651-8375
Entrepreneur and business advisor www.adamlamb fortexas.com
www.mariafor township.com
What will be your top priorities if you are elected?
Public safety, scal transparency, and preserving The Woodlands’ character. I’ll prioritize smart growth, strong infrastructure and responsible budgeting while ensuring our families remain safe and our community remains vibrant and well-managed.
My top priority is protecting what makes The Woodlands special: our green spaces, our safety, and our strong sense of community. I will work to keep taxes low and spending accountable, while ensuring that we invest wisely in public safety, mobility solutions and the amenities that make The Woodlands one ...
Public safety: Support our sheri and re departments with the funds and resources necessary to provide protective coverage for the residents of our community. Productively balance new project developments with our existing infrastructure to maintain and preserve The Woodlands quality of life. Addressing and seeking solutions for transportation mobility issues.
My top priorities are enhancing public safety, improving tra c mobility, addressing aging infrastructure, growing the tax base, while keeping taxes low, and maintaining amenities and the beauty of our environment. I will strike a balance between economic expansion, scal responsibility and community values.
What uniquely quali es you for this position?
I’ve spent 15 years building businesses and advising others—from small practices to public companies. My skills in strategy, negotiation, and operational leadership are what The Woodlands needs for smart, e ective local governance.
I bring both professional expertise and deep community involvement. My background in [ nance, business, law, planning, etc.] has trained me to analyze complex issues with a focus on results and accountability. Just as importantly, I’ve spent years as an engaged resident, listening to neighbors and working to improve our community ...
My experience includes evaluating capital intensive projects, global energy operations, Pro t & Loss responsibility, personnel management, business development, enterprise risk management, pro forma analysis. Prior Township Ranger. Education BBA & MBA. I’m dedicated, reliable, service oriented and a proud veteran.
With 10 years as a leader of boards and nonpro ts, I bring a blend of strategic vision, organizational expertise, and community service. With a collaborative spirit and a servant heart, I focus on listening, collaborating, and creating solutions that ensure our hometown stays a place of safety, opportunity and belonging.
What do you see as the greatest challenge for The Woodlands Township in the next two years?
Balancing growth with community values. I’ll ensure resident voices guide decisions, invest in aging infrastructure, and preserve the quality of life that de nes The Woodlands while preparing for future population and economic shifts.
The greatest challenge we face is growth pressure—tra c congestion, development, and aging infrastructure—without losing the small-town feel and natural beauty that make The Woodlands unique. My approach will be proactive: plan mobility solutions in coordination with county partners, prioritize infrastructure maintenance in the Township budget, and insist on development that ... The best way to grow our tax base is to keep The Woodlands attractive to both residents and businesses. That means protecting quality of life, supporting our thriving medical, corporate, and hospitality sectors, and encouraging entrepreneurship. When families and businesses choose The Woodlands, our tax base grows without raising rates ...
Turning 50, this mature and growing community requires more focus on maintaining and upgrading our existing infrastructure while ensuring economic and lifestyle stability for residents of The Woodlands. Business recruitment and visitor attraction programs are ongoing and high priority activities. Balance both e ectively, by prioritizing the true long- term bene ts.
First, addressing the impact of the growing Montgomery County population on mobility and tra c ow. Second, reducing crime coming from Harris County. Third, e ective investing in redevelopment of aging infrastructure. My approach is rooted in visionary innovation, strategic community partnerships and emphasizes scal discipline, economic resilience and quality of life. Attract businesses that generate sales tax, property tax, and hotel occupancy tax— without overburdening infrastructure. Increase tourism and hospitality revenue by developing a Performing Arts Center. Expand Economic Development Partnerships to attract corporate relocations, especially in life sciences, energy, and technology sectors. Balance economic growth, community values ...
What are your strategies to grow The Woodlands’ tax base?
Attract new businesses and support existing ones through smart economic development. Partner with local leaders to recruit companies, ll commercial vacancies, and reduce over-reliance on residential property taxes through diversi ed revenue.
Approximately 70% of our present tax base is non-property tax revenues. The Woodlands attracts businesses and has a high retention rate. Those successful strategies should continue. Expanding the use of existing facilities to o er more events in combination with controlled development of new facilities will provide new tax revenues sources.
Candidates were asked to keep responses under 50 words, answer the questions provided and avoid attacking opponents. Answers may have been edited or cut to adhere to those guidelines, or for style and clarity. For more election coverage, go to www.communityimpact.com/voter-guide.
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THE WOODLANDS EDITION
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