Above: UCBJ Photo. Amy New (pictured bottom right) is not running for city council.
Business Leaders, Educators and Community Advocates Detail Priorities for Cookeville’s Future
(UCBJ) – Meet the candidates.
Cookeville’s City Council race is shaping up as one of the more closely watched contests in years. Business owners, educators, veterans and incumbents all offer competing visions of the city’s future, how to manage growth and respond to economic pressures in the age of AI and the next wave of development.
The Upper Cumberland Business Journal (UCBJ) wanted insight, not only into who the candidates are but also into their plans in one of Tennessee’s fastest-growing regions. From affordability, infrastructure and Cookeville’s long-term identity, the candidates mostly agree on one thing: the city is changing fast: Growth, Affordability and the Pressure of Expansion; Defining Cookeville’s Future Leadership Path
How the city responds and who is trusted to guide; that is where the candidates’ differences begin to take shape.
Meet The Candidates
Chad Gilbert
Occupation/Professional Background: Engineer/Builder
Years living in Cookeville/Putnam County: 50+
Campaign website or contact information: https://chadgilbertforcookeville.com
Trenton Strode
Occupation/Professional Background: Health Information Technician, Certified Professional Medical Auditor, Healthcare Revenue Cycle and Coding Professional, Solopreneur, Nonprofit and Community Leader, and President of the AAPC Cookeville Chapter
Years living in Cookeville/Putnam County: 26 years
Campaign website or contact information: trenton@theuccgroup.com | Campaign: 931-520-3367
Sam Raper
Occupation/Professional Background: Facilities Director for the Backdoor Playhouse at Tennessee Technological University; part-time substitute teacher at Cookeville High School
Years living in Cookeville/Putnam County: Moved to Cookeville in 1998 to attend TTU and built a life here
Campaign website or contact information: contact@votesamraper.com / votesamraper.com
Luke Eldridge
Occupation/Professional Background: Workforce Development – Executive Director of WIOA, Title 1 services for the Upper Cumberland
Years living in Cookeville/Putnam County: 35+ years
Campaign website or contact information: https://luke4citycouncil.com
Kelly McCorkle Parkison
Occupation/Professional Background: Founder and Director of nonprofit LOFT 218; Local Director of Cookeville Classical Conversations Homeschool Group; Associate of Alumni Affairs in the Development Office for North Greenville University; Legislative Correspondent for Congressman Jim DeMint; former Miss South Carolina 2002
Years living in Cookeville/Putnam County: 10 years
Campaign website or contact information: www.votekellyparkison.com
Cigi England
Occupation/Professional Background: Owner of Cigi’s Boutique, CS Candle Company, Co-Founder of The Exceptional Bean
Years living in Cookeville/Putnam County: 2002-2006 TTU student / 2014-present
Campaign website or contact information: voteCigi.com
Sam Matson
Occupation/Professional Background: Former Teacher/Current Freelancer/Entrepreneur
Years living in Cookeville/Putnam County: ~ 28 years
Campaign website or contact information: instagram.com/votesammatson / sammatsonforcookeville.com
Ali C. Bagci
Occupation/Professional Background: U.S. Navy Veteran; 40+ years IT leadership in manufacturing and health care
Years living in Cookeville/Putnam County: 50+ years
Campaign website or contact information: Alibagci.com
Mason Harville
Occupation/Professional Background: Small business owner (multiple local companies)
Years living in Cookeville/Putnam County: Not specified
Campaign website or contact information: Not provided
Damon “Dee” Prince
Occupation/Professional Background: Human Resources Manager/HR Leadership
Years living in Cookeville/Putnam County: 30 years
Campaign website or contact information: Damon.prince3@gmail.com
Nick Stone
Occupation/Professional Background: bicycle mechanic
Years living in Cookeville/Putnam County: Native
Campaign website or contact information: Not provided
Cigi England
Occupation/Professional Background: Owner of Cigi’s Boutique, CS Candle Company, Co-Founder of The Exceptional Bean
Years living in Cookeville/Putnam County: 2002-2006 TTU student / 2014-present
Campaign website or contact information: voteCigi.com
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
Being a small business owner for over a decade, and serving on several local nonprofit boards has prepared me to serve on City Council. I work on budgets and planning for each organization, and I know how important it is to work together to accomplish a goal.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
I want to be of service to all of our residents. I want to be a voice for those that don’t have one. I will make my decisions based on serving the greater good.
3. What do you believe is Cookeville’s greatest economic strength right now?
We are growing. Businesses of all sizes want to be here. Over 50% of the city’s general budget comes from local sales tax. We need to make sure that we are growing strategically and efficiently.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
I personally believe the biggest challenge is the economy right now. Most people are trying to pay for gas and groceries- not a lot of money left for extras. It is VERY IMPORTANT that we support our local businesses. When you go to local schools and see who is sponsoring the athletic teams, drama clubs, extracurricular activities- local businesses. Small businesses are an MAJOR employer of Upper Cumberland residents. Tourism is a huge economic factor here- why do people want to come to Cookeville- our local restaurants , shops, and parks. It’s important that our city supports our small businesses by sourcing their products and services locally when possible and promoting local events.
5. How should Cookeville balance growth and development with quality of life for residents?
Strategic planning is crucial. We are growing whether people like it or not. It’s important that we put plans for future growth into place now.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
I know incentives are provided when recruiting larger corporations to come here, through The Chamber and Highlands Economic Partnership. I believe it’s important to make sure that we are recruiting the right types of businesses and higher paying jobs for our residents. I also believe there are endless opportunities for recruiting new businesses, supporting existing businesses and encouraging entrepreneurship through partnerships with TTU and the city of Cookeville.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
The city itself cannot address all of these concerns. In Cookeville—we are dealing with city streets, county roads and state roads. So you have to work with 2 other “teams” to address concerns, and that can be a lengthy process.
As far as housing—the definition of affordable housing that most people have in mind, no longer exists. Everything is expensive—housing materials for construction, plumbing and electrical have seen drastic price increases—along with everything else in the world.
It costs more to build, therefore it costs more to buy/rent. I agree it’s expensive—but the city doesn’t set prices.
I do agree that we need to improve public services—and I hope to be a part of that improvement.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
I feel like we are missing a HUGE OPPORTUNITY in collaborations. I recently met with President Oldham at TTU. I presented him with my ideas for collaborating with the City- and he was very supportive and enthusiastic. I think we need a specific liaison between TTU and the city of Cookeville- I would love to be that person. We have all of the pieces to collaborate on some big events that would have a huge economic impact for our local shops, restaurants and hotels, which means a big increase for our budget! All of these organizations mentioned above are on the same team- but we have to have a specific liaison between them.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
With our central location- I believe a Sports Complex that could host indoor tournaments, camps and workshops would be amazing. My friends travel out of town EVERY WEEKEND throughout the year for basketball, volleyball, cheer, dance, wrestling, etc. This would have a major economic impact on our local shops, restaurants, and hotels, in return putting more money into our city’s budget to address our needs and concerns mentioned in previous questions.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
I would say getting elected to the council would be my first success on that scale. My top priority would be implementing some of my ideas for collaborating with the City and TTU. Let me just say- TTU and Cookeville are already doing very well. I just think we could take both to a whole new level by coming together on a few things.
In Closing
No response
Sam Matson
Occupation/Professional Background: Former Teacher/Current Freelancer/Entrepreneur
Years living in Cookeville/Putnam County: ~ 28 years
Campaign website or contact information: instagram.com/votesammatson / sammatsonforcookeville.com
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
I have been a high school English teacher since 2014. I have coached high school and travel soccer for nearly 20 years. I have worked with diverse groups (ethnic, socioeconomic, ideological) and have been able to bring them together to achieve tangible success. During my years as the head coach of the Cookeville High School soccer programs, my teams qualified for the state tournament eight different times, including one state semifinal appearance. In that time, CHS Soccer established itself as the strongest rural program in the state.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
I believe in recognizing the humanity of every individual. I always tried to get to know all of my students and players as people–who they were, what motivated them, what they enjoyed. I did my best to recognize individual successes along with team success. I always tried to be positive.
3. What do you believe is Cookeville’s greatest economic strength right now?
A few years ago, I would have said affordability. Now, I think that Tennessee Tech is probably the city’s driver of economic success and future prosperity, and I think it is important that the city maintain a strong relationship with the university.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
Affordability. The city should prioritize local businesses in its decision-making. Target and Home Depot and other national retailers are nice feathers in the cap, but the city should do what it can to defray costs for local businesses while providing means for incubating new local businesses. Local businesses are what give this community its character, not Chuy’s or In-n-Out.
5. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
Cookeville should try to manage its growth by finding ways to be more efficient with its current infrastructure. Traffic is not great, and it will only get worse as the city and surrounding areas maintain their current pace of growth. Finding ways to increase traffic flow (for instance, roundabouts) can decrease congestion and thus improve quality of life. It would be nice if it didn’t take half an hour to get across town on some days. We can look at cities like Carmel, Indiana as examples for how to improve this.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
The city should actively incubate new local businesses and look for more opportunities to partner with existing services (for instance, TTU and the Biz Foundry, among others) to strengthen the business environment. National retailers will locate here if our local economy is strong, but the local economy is what should be prioritized.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
Diversify options for transportation. Add bike lanes and expand public transit. More people would use these options if they were more readily available and more practical. Housing is a critical issue, and the city should explore options to provide more options for affordable housing for local residents, even if it is governmental rather than from private enterprise.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
These entities should work together to provide opportunities to local residents to succeed. They already do, but there is always room for improvement.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
National retailers will locate here more readily once Cookeville achieves Metropolitan status after the 2030 census. In the meantime, the city should look to expand its central business district. Build new neighborhoods within the city. Offer more mixed-use development. Incentive transit-oriented development and greenway-oriented development, things that larger and fast-growing cities have had success with.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
I would explore every option available to lower the cost of living for the residents of Cookeville, including novel and creative approaches that have not yet been explored by local government. I would measure success by anecdotal evidence along with how we measure on the Cost of Living Index after the implementation of initiatives designed to mitigate some of these costs.
In closing
I am running for Cookeville City Council because we are in an era of unprecedented growth, and as we continue to grow, we are going to need to adopt new ideas to ensure that Cookeville doesn’t become unaffordable for the majority of its residents while also making sure that infrastructure improvements (at a minimum) keep pace with growth. While admittedly I do not have the strongest business acumen, I do realize the importance that local businesses have to our community, and I will strive to foster a friendly environment for local businesses to launch, sustain, and thrive. I will be an advocate for the central business district, and I will do my best to ensure that Cookeville remains a wonderful place to live.
Ali C. Bagci
Occupation/Professional Background: U.S. Navy Veteran; 40+ years IT leadership in manufacturing and health care
Years living in Cookeville/Putnam County: 50+ years
Campaign website or contact information: Alibagci.com
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
I often say you can’t teach experience. Over four decades of working in team environments and leadership roles have taught me how to recognize talent, build consensus, and achieve results. My project management experience has shown me the importance of listening, collaboration, and accountability. During the past four years on the Cookeville City Council, I have gained valuable knowledge about our city’s opportunities and challenges. I believe there is value in continuing that service by providing continuity, experience, and steady leadership for the citizens of Cookeville.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
Integrity is the core value that guides my decision-making. My relationship with my Lord and Savior, Jesus Christ, provides the foundation for my moral compass and the principles that shape my service. Through that lens, I strive to look beyond rhetoric, focus on facts, and make decisions that are in the best interest of the citizens of Cookeville. I believe my record over the past four years on the City Council reflects that commitment. My record demonstrates honesty, accountability, and principled leadership in serving our community.
3. What do you believe is Cookeville’s greatest economic strength right now?
Cookeville’s greatest economic strength is its strategic position for growth. This is supported by strong infrastructure and city-owned utilities. As companies look to expand or repatriate operations to the United States, provisions in the “Big Beautiful Bill” that allow businesses to expense 100% of qualifying building and equipment costs create significant opportunities for us. Cookeville is uniquely positioned to benefit because our city-owned electric, water, wastewater, and broadband systems allow us to respond quickly and competitively to business needs. This combined with our location, workforce, and quality of life give Cookeville a distinct advantage over many cities in our region.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
One of the biggest challenges facing local businesses in Cookeville is finding and retaining a skilled workforce while managing the pressures of continued growth. Having served on the Joint Economic and Community Development (JECD) Board for the past four years, I have seen firsthand the importance of aligning workforce development, infrastructure, and economic growth strategies. City leadership should continue supporting infrastructure investments, strengthening partnerships with education and industry, and ensuring our permitting and development processes are not only streamlined but predictable. We must also invest in quality of life amenities that attract and retain talent. By continuing to focus on these items, Cookeville can continue being the strong and competitive economic center for the Upper Cumberland.
5. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
Cookeville can balance growth and quality of life by being intentional about where and how we grow. Careful increases in density can help expand the housing supply and reduce urban sprawl. This helps preserve the character of our surrounding neighborhoods and reduces the cost of infrastructure by concentrating it toward the city center. As we grow, we must continue investing in roads, utilities, sidewalks, and bicycle infrastructure. Creating more walkable and connected neighborhoods can reduce traffic impacts and improve quality of life, even as our population increases. Growth is inevitable and our responsibility is to manage it in a way that benefits both current and future residents.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
City government’ role is to create an environment where businesses can succeed by investing in infrastructure, maintaining efficient and predictable regulations, and supporting workforce development. Economic development is not just about attracting new companies. It is also includes helping local businesses grow and create jobs. By leveraging our city-owned utilities, our strategic location, and strong community partnerships, we can continue being the regional leader in economic opportunity and sustainability.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
Cookeville must take a proactive approach to infrastructure by planning ahead and investing before growth outpaces capacity. Roads, utilities, housing and public services all work together, and we must continue making strategic investments in each.
A key challenge is traffic. Cookeville’s four major traffic corridors are state highways, so strong partnership with TDOT is crucial. During my time on the City Council, we secured funding and worked to prioritize critical state transportation projects. We also embraced innovative solutions we can implement today. The city’s AI equipped traffic camera system allows signal timing to adjust in real time. This improves traffic flow at a fraction of the cost of major road expansions. This approach delivers measurable benefits now, rather than waiting years for state funding and approvals, while maximizing results and helps protect taxpayer dollars.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
Collaboration and partnerships are essential to Cookeville’s long-term success. We must continue working closely with Putnam County, Tennessee Tech, the Chamber, and our regional economic development partners to strengthen our workforce, attract investment, and improve quality of life. It is equally important that we work with the surrounding communities throughout the Upper Cumberland. I firmly believe the adage, a rising tide lifts all boats. When neighboring communities thrive, the entire region benefits. Similarly, if they struggle the impacts are often felt in Cookeville through increased demands on services, housing, and infrastructure. Regional challenges require regional solutions and strong partnerships.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
Over the next five to ten years, I would like to see more mixed-use commercial and residential development in and around our downtown area. Thoughtful mixed-use development can create a more vibrant, walkable community while helping meet housing demand and supporting local businesses. I would also like to see continued investment from companies that bring high paying, long term jobs to Cookeville. The recent Collier purchase in the Highlands Business Park is a strong indicator of Cookeville’s economic potential and the opportunities ahead. Our goal should be to attract employers who make long term investments in our community and provide career opportunities that allow citizens to prosper.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
If re-elected, my top priority would be retaining the momentum we have built over the past four years by continuing to invest in infrastructure. This includes advancing road improvements, strengthening our city-owned utility systems, expanding housing opportunities, and attracting high paying jobs and long term investments. Success should be measured by the results. Infrastructure projects advancing, improved traffic flow through innovative solutions, continued business growth, and maintaining the high level of services our citizens expect. My goal is to ensure Cookeville remains well positioned for sustainable growth and long term prosperity.
In Closing
Over the past four years, I have worked hard to help position Cookeville for long-term success through strategic investments in infrastructure, economic development and public services. My record reflects the commitment to principled leadership, fiscal responsibility and practical solutions that improve the quality of life for the citizens of Cookeville.
While we have accomplished a great deal, there is still important work ahead. I would be honored to continue serving our community and building on the momentum we’ve built together.
I respectfully ask for your vote. Early voting runs from July 17 through August 1 with Election Day on August 6. Thank you for your support, your trust and the opportunity to serve and give back to my community.
Damon “Dee” Prince
Occupation/Professional Background: Human Resources Manager/HR Leadership
Years living in Cookeville/Putnam County: 30 years
Campaign website or contact information: Damon.prince3@gmail.com
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
My 20+ years of experience as a Human Resources professional has provided me with various skills to lead effectively. My ability to facilitate departmental budgets and cost save as well as years of community involvement are just a few areas that my leadership can benefit the city.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
Complete transparency, high integrity with moral stability, and willingness to collaborate.
3. What do you believe is Cookeville’s greatest economic strength right now?
I believe it’s wage growth. As Cookeville has grown, there are various businesses that have initiated increases in wages or have plans to implement increases. There seem to be less Cookeville residents going elsewhere to find employment because of wages.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
Helping business owners find resources to manage operating costs and finding/retaining good employees.
5. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
I believe the key detail to balance of the two is pace. Cities should resist the temptation to grow too quickly which causes residents to barely recognize the city they fell in love with to call home.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
Put their resources and efforts into supporting the local Chamber. The chamber should lead the initiative with the city being willing to communicate effectively and collaborate often.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
Our major roadways with high traffic should get the maintenance and attention needed to be safe travel ways. Utilities should be in compliance with standards. Housing and public services should be facilitated to operate at maximum efficiency.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
It’s a win-win situation if all sides form a collaborative partnership that operates and participates to serve the people as best as possible.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
Necessary updates to fire stations, completing expansion projects to the hospital and urgent cares, as well as designating existing space or building a space for football that is specific to a home for youth football and girls flag football.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
The top priority would be to finish any existing projects, managing the budget for effective financial standing, lending support to an already strong Fire, police, and emergency services, strengthening the workforce, and making strides for affordable housing to exist. The success of these initiatives would be measured by a lower local unemployment rate, positive law enforcement and emergency response data, as well as high lease renewal and mortgage approval rates.
In Closing
No response
Luke Eldridge
Occupation/Professional Background: Workforce Development – Executive Director of WIOA, Title 1 services for the Upper Cumberland
Years living in Cookeville/Putnam County: 35+ years
Campaign website or contact information: https://luke4citycouncil.com
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
I have had the honor of serving as Vice Mayor for the past four years, working closely with community partners, local businesses, and residents to help move our city forward. In my role as an Executive Director in workforce development for the Upper Cumberland region, I have also gained firsthand experience connecting educators, employers, and community organizations to build a stronger workforce. This experience has given me a unique understanding of the opportunities and challenges facing our region and how collaboration can drive meaningful growth and success.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
My faith in Christ is the core value that guides my life and leadership. It influences how I approach decisions and reminds me of the responsibility I have to be a good steward of our community. I strive to lead with a servant’s heart, set a positive example, and uphold integrity in every decision I make. I also believe that hard work and diligence are essential to success, and those principles have guided me throughout my service over the past four years.
3. What do you believe is Cookeville’s greatest economic strength right now?
I believe much of our success comes from being the hub of the Upper Cumberland, being located between Nashville and Knoxville. With Interstates 40 and 111 running through our county, Cookeville is well-positioned for growth and accessibility. As more businesses look to relocate to Tennessee, our location continues to be a significant advantage. I believe Cookeville is poised for smart growth over the next decade, provided we plan thoughtfully and strategically for the future.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
Through my work, I regularly hear from local businesses about challenges related to workforce availability, training, and work ethic. One way city leadership can help is by listening to these concerns and connecting businesses with available resources and partners. Our community has strong assets, including partnerships with Tennessee Tech University and the Chamber of Commerce, that can help support workforce development. Being a responsive sounding board and helping businesses access these resources is an important first step, and I have made it a priority to do so whenever I have the opportunity.
5. How should Cookeville balance growth and development with quality of life for residents?
I believe we have done a good job managing growth over the past several years by prioritizing infrastructure improvements, and that focus must continue. As more people choose to live, work, and invest in Cookeville, it is important that we plan thoughtfully so residents do not feel the burden of that growth. Cookeville already offers a strong quality of life, but there is always room for improvement. That is why we have invested in amenities such as additional parks, bike lanes, pickleball courts, and the new splash pad at Cane Creek Park. Looking ahead, I would like to see similar recreational and community investments on the south side of town, which currently lacks these types of amenities. Expanding opportunities in that area would better serve residents and continue enhancing the quality of life across our entire community.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
The city already plays a significant role in supporting economic development and entrepreneurship. Through strong partnerships with the County, the Chamber of Commerce, and other community stakeholders, we work together to recruit businesses, support growth, and encourage innovation. We have made great strides in promoting Cookeville and the surrounding region as a desirable place to live, work, and invest. By focusing on strong infrastructure and responsible planning, we have created an environment where businesses can expand and entrepreneurs can pursue their goals. The continued growth in our population has also helped attract new businesses, strengthen existing ones, and create additional opportunities for entrepreneurship throughout our community. This is evident by the number of new business that have opened up over the past few years.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
We should continue prioritizing infrastructure improvements, just as we have over the past four years. Our focus must remain on identifying critical needs and following through with responsible action. I am proud of the progress we have made, but there is still work to be done. As Cookeville continues to grow, investing in infrastructure will be essential to supporting that growth, maintaining quality of life and ensuring our community is prepared for the future.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
I believe collaboration is key to our community’s success. When we work together, everyone benefits. Through my service on the Joint Economic and Community Development Board, I have seen firsthand the strong partnerships that exist among our local leaders and organizations. Our goal is not to compete with one another, but to work together to create opportunities and strengthen our community.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
One current priority is the 39 Depot project, and I would like to see it continued, as it will be a strong long-term addition to downtown. I would also like to see expanded opportunities for children and families, including future investments in an all-ages attraction that benefits the community for years to come. At the same time, continued focus on infrastructure is essential to staying ahead of growth. As a member of the City Council, I recognize that our decisions must look beyond our terms in office and prioritize long-term impact for the betterment of the community.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
If elected for another term, my top priority would be continuing the infrastructure work we have already started, including road improvements, public safety, and sidewalks. I believe success should be measured by our ability to complete projects and steadily reduce the backlog. We made strong progress this past year in moving projects forward, and with the current department heads in place at the City, I am confident we can continue that momentum.
In closing
Thank you for allowing me to serve as your Vice Mayor over the past four years. I would be honored to have your continued vote and support.
For more than two decades, I have served this community by assisting individuals facing homelessness, mental health challenges, substance use, and employment barriers. My work and involvement run deep, and I remain committed to this community and its people as I have proven over the last two decades.
If re-elected, I will continue working to make Cookeville a place we are proud to call home. I am dedicated to serving with a servant’s heart and a continued focus on improving the quality of life for all residents.
Kelly McCorkle Parkison
Occupation/Professional Background: Founder and Director of nonprofit LOFT 218; Local Director of Cookeville Classical Conversations Homeschool Group; Associate of Alumni Affairs in the Development Office for North Greenville University; Legislative Correspondent for Congressman Jim DeMint; former Miss South Carolina 2002
Years living in Cookeville/Putnam County: 10 years
Campaign website or contact information: www.votekellyparkison.com
Years living in Cookeville/Putnam County: 10 awesome years!
Campaign website or contact information: www.votekellyparkison.com
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
We have a family motto: “Do hard things.” My life and leadership experiences have taught me that meaningful service, done with excellence, is rarely easy, but always worthwhile. My work has taken me from Washington, D.C. with Congressman Jim DeMint to India, where for 12 years I have led Loft 218, a nonprofit that has helped rescue more than 562 vulnerable women and children. I direct a local Classical Conversations community and helped start a second campus. Throughout my career, people have been at the center of my work, strengthening my skills in leadership, relationship-building, budgeting, long-term planning and problem-solving.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
Three words that best describe my values are faith, family and community. Unashamedly, my faith guides my principles and reminds me to lead with integrity, humility and compassion. It’s the foundation of my life. Family is my first priority and keeps me focused on how today’s decisions impact future generations. Community matters deeply to me because I believe Cookeville is worth protecting and preserving. I believe leadership should be honest, transparent, approachable and service-oriented. I have nothing to gain personally from serving. My desire is simply to give back to a community that has given so much to my family.
3. What do you believe is Cookeville’s greatest economic strength right now?
Cookeville’s greatest economic strength is its unique combination of character and commerce. As the regional hub of the Upper Cumberland, people come here to shop, dine, work, learn and access health care. These activities support businesses, create jobs and drive economic growth. We are fortunate to have pillars like Tennessee Tech, CRMC, manufacturers and businesses contributing to our economy. Families, visitors and businesses are drawn to communities with quality of life, and Cookeville offers great schools, homeschool resources, outdoor opportunities and a sense of community. That combination creates an environment where people want to live, work, invest and build their future.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
Recently, I’ve made it a priority to meet with local business owners, pastors, public safety employees and manufacturing leaders. In listening to their concerns, one issue I hear consistently is the need for better communication with City Hall. People want to feel informed, heard and included in decisions that impact their businesses and daily lives. Infrastructure is also a concern as Cookeville continues to grow. City leadership should focus on infrastructure and smart planning while also creating an environment where entrepreneurs and small businesses feel welcomed and supported, because they give Cookeville its character and help keep our economy strong.
5. How should Cookeville balance growth and development with quality of life for residents?
I’ve heard it said, “If you aren’t growing, you’re dying.” I believe that is true personally, spiritually, economically and even for a city. Growth is important, but growth without thoughtful planning quickly impacts the quality of life that makes people want to live here in the first place. I like to say I am pro-growth, but not pro-greed. That takes smart, responsible growth that protects our sense of community while preparing for the future. We must invest in infrastructure, prioritize public safety, support parks and recreation, encourage responsible housing development and make sure residents have a voice in major decisions.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
The city should be a partner and facilitator to actively support existing businesses while also strategically recruiting businesses that align with Cookeville’s values and long-term goals. I also believe entrepreneurship matters. In fact, my two oldest sons are entrepreneurs. Many successful businesses start small, and the city should foster an environment where innovation and small business growth are encouraged. That includes clear communication from City Hall, investing in infrastructure and working closely with the Chamber, schools, homeschool communities and Tennessee Tech. When local leaders, educators and businesses work together, it creates opportunities for families, job seekers and future generations.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
Infrastructure planning must be proactive, not reactive. That means long-term planning, responsible budgeting and close coordination between city departments, residents, businesses, the state and TDOT. I’ve enjoyed meeting with leaders like Mary Beth Elrod in Public Works and Barry Turner in Water and Sewer, who are helping prepare Cookeville for future growth. As our city grows, sewer infrastructure must remain a major focus alongside roads, utilities and public services. Traffic improvements, long-term water capacity and sewer expansion should be priorities in future budgets because these decisions directly affect families, businesses and quality of life.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
I strongly support regional collaboration, because no community succeeds in isolation. Cookeville benefits when local government, education, health care, businesses and neighboring communities work together toward shared goals. Tennessee Tech, CRMC, local businesses and surrounding communities all play an important role in the success of the Upper Cumberland. One way I’ve supported collaboration is by taking my homeschool community to the career fair hosted by Highlands Economic Partnership so they can learn about businesses and career opportunities available right here locally. Working together helps improve workforce development, economic growth and quality of life across our region for today and future generations.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
Beyond investing first in infrastructure and public safety, I would like to see investments that enhance the quality of life for the people who call Cookeville home. That includes thoughtful housing development with a variety of options, while preserving the character and space that many families value. I would also like to see greater investment in recreation and entertainment opportunities. As a college town, we should continue exploring family-friendly and student-friendly activities, including indoor recreation, social gathering spaces and other attractions that give people more ways to connect and spend time together without losing our character.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
My first priority would be listening. I often say that I am a student of the city, and I believe there is always more to learn. Throughout this campaign, I’ve met with residents, business owners, pastors, public safety employees and city leaders to better understand the opportunities and challenges facing Cookeville. I want to continue building those relationships while focusing on issues that affect everyday life, including public safety, infrastructure and sewer capacity. Success would be measured by open communication, increased trust and making thoughtful decisions that reflect the priorities of the people of Cookeville.
In closing
Cookeville is special, and its future belongs to all of us. While I have ideas and priorities, I believe the best decisions come from listening to the people who call this city home. I want to hear from you, the citizens of Cookeville. What do you love about our city? What concerns you? What opportunities do you see for the future? If elected, I will work hard to listen, learn and serve with integrity. Please reach out through my contact page at votekellyparkison.com. I believe Cookeville’s best days are ahead, and I want to help us get there together.
Sam Raper
Occupation/Professional Background: Facilities Director for the Backdoor Playhouse at Tennessee Technological University; part-time substitute teacher at Cookeville High School
Years living in Cookeville/Putnam County: Moved to Cookeville in 1998 to attend TTU and built a life here
Campaign website or contact information: contact@votesamraper.com / votesamraper.com
Years living in Cookeville/Putnam County: Moved to Cookeville in 1998 to attend TTU and built a life here
Campaign website or contact information: contact@votesamraper.com / votesamraper.com
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
My professional background spans community organizing, event management, arts leadership, and more than two decades in the restaurant industry. I’ve managed complex projects, coordinated large public events, directed productions involving nearly 100 students, and worked with budgets both large and small. Those experiences taught me how to listen, solve problems under pressure, balance competing priorities, and bring people together around a common goal. City government requires exactly those skills: collaboration, adaptability, fiscal responsibility, and a commitment to serving the community.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
My decisions are guided by service, compassion, accountability, and hope. I believe strong communities are built when people feel heard, respected, and connected to one another. I value honesty, fairness, and taking responsibility when mistakes are made. I look for common ground whenever possible and believe leadership should bring people together rather than divide them. Above all, I remain optimistic about what we can accomplish as a community. Hope is not passive; it is the belief that by working together, we can build a better future.
3. What do you believe is Cookeville’s greatest economic strength right now?
Cookeville’s greatest economic strength is its people. Our workforce powers every sector of the local economy, from small businesses and health care to education, manufacturing, and hospitality. We are fortunate to have hardworking residents, talented entrepreneurs, and a steady stream of graduates from Tennessee Tech. Economic growth is important, but it is ultimately the people doing the work, starting businesses, serving customers, and supporting their families who make that growth possible. Investing in people is the smartest economic investment any city can make.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
One of the biggest challenges facing local businesses is workforce affordability. When housing, transportation, and everyday expenses rise faster than wages, employers struggle to attract and retain workers. City leadership should focus on policies that support workforce housing, strengthen infrastructure, and encourage economic development that raises quality of life for residents. We should also continue promoting and supporting locally owned businesses, which often reinvest their success back into the community and help create a more resilient local economy.
5. How should Cookeville balance growth and development with quality of life for residents?
Growth is inevitable, but it should be intentional. Economic development should improve quality of life, not diminish it. That means planning for housing, transportation, utilities, and public services before growth outpaces our ability to support it. We must protect the parks, public spaces, and community amenities that make Cookeville special while also addressing affordability and traffic concerns. A successful city is not measured only by how much it grows, but by whether the people who live here can continue to thrive as it grows.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
The city’s role is to create an environment where businesses of all sizes can succeed. We should recruit employers that offer quality jobs, invest in the community, and contribute positively to residents’ quality of life. At the same time, we must continue supporting existing local businesses and entrepreneurs through partnerships, resources, and policies that encourage innovation and growth. Small businesses are often the backbone of a community, creating jobs, fostering local investment, and helping preserve the unique character that makes Cookeville special.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
Infrastructure should lead growth, not chase it. Roads, utilities, housing, public safety, and other essential services must be planned and funded before major development occurs. Growth is strongest when it is supported by reliable infrastructure and thoughtful long-term planning. We should evaluate development based on community needs and our capacity to support it responsibly. By investing in infrastructure first, we can reduce future costs, improve quality of life, and ensure growth remains sustainable for residents and businesses alike.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
Regional collaboration is essential to long-term success. Cookeville, Putnam County, Tennessee Tech, the Chamber, and surrounding communities all share common interests in economic development, workforce growth, education, and quality of life. Tennessee Tech is especially important to our community’s identity and future. Strong partnerships allow us to share resources, solve problems more effectively, and create opportunities that no single organization could achieve alone. When these groups work toward shared goals, the entire region benefits.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
I would like to see greater investment in workforce housing, starter homes, public infrastructure, and community resources that improve quality of life. We should continue supporting parks, libraries, arts, and public spaces while also pursuing state and federal funding opportunities that help us meet the demands of growth. Economic development should focus on creating opportunity and stability for working families. The goal is not simply growth for growth’s sake, but growth that strengthens the community and benefits the people who call Cookeville home.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
My first priority would be listening and learning. I want to understand the successes, challenges, and needs of every city department while building relationships throughout the community. Effective leadership starts with understanding how things work and where improvements can be made. I would measure success by the trust I earn, the relationships I build, and my ability to remain accessible and responsive to residents. Throughout my campaign, I have promised to listen, and that commitment would continue on day one.
In closing
Cookeville’s greatest asset is its people. My vision for our city is one where growth benefits residents, working families can afford to live here, local businesses thrive, and community remains at the center of every decision. I believe leadership begins with listening, collaboration, and a genuine commitment to public service. Together, we can build a Cookeville that remains welcoming and full of opportunity while preserving the qualities that made so many of us choose to call it home.
Trenton Strode
Occupation/Professional Background: Health Information Technician, Certified Professional Medical Auditor, Healthcare Revenue Cycle and Coding Professional, Solopreneur, Nonprofit and Community Leader, and President of the AAPC Cookeville Chapter
Years living in Cookeville/Putnam County: 26 years
Campaign website or contact information: trenton@theuccgroup.com | Campaign: 931-520-3367
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
As a Healthcare Revenue Cycle professional, I work daily with complex systems, compliance, budgeting, operations and problem-solving. I understand how to analyze data, identify inefficiencies and improve outcomes responsibly. I also serve as President of the American Association of Professional Coders (AAPC) Cookeville Chapter, where I’ve led educational and workforce development initiatives across the Upper Cumberland. As a solopreneur, I understand the realities small businesses face. Those experiences have prepared me to approach city government with professionalism, collaboration and a strong focus on accountability, infrastructure and long-term planning.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
My decisions are guided by transparency, accountability, collaboration and preparation for the future. I believe local government should be accessible, responsive and focused on results rather than political theater. I also believe in respecting Cookeville’s character while preparing our city for the next generation of growth and innovation. Most importantly, I believe leadership means listening to people, working with professionals and experts, empowering city administration to succeed and making decisions that benefit both current residents and future generations.
3. What do you believe is Cookeville’s greatest economic strength right now?
Cookeville’s greatest strength is its strategic position as the economic, health care, education and logistics hub of the Upper Cumberland. We have Tennessee Tech, CRMC, major transportation access and a growing business environment that gives us tremendous potential. Cookeville is and has always been uniquely positioned to become a forward-thinking regional leader in health care innovation, logistics, workforce development and technology-driven growth. Our challenge now is making sure we leverage our relationships with state legislators and regional partners to secure the infrastructure and investments necessary to stay ahead instead of constantly trying to catch up.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
One of the biggest challenges facing businesses is managing rapid growth while maintaining infrastructure, workforce availability and affordability. Businesses need roads, utilities, housing and efficient local government to keep pace with demand. City leadership should focus on proactive planning, streamlined communication and strong partnerships with state legislators to bring additional resources home to Cookeville. We must also continue supporting entrepreneurship and small businesses while preparing for future industries. If Cookeville wants to compete regionally and nationally, we cannot afford reactive leadership. We need strategic long-term planning.
5. How should Cookeville balance growth and development with quality of life for residents?
Growth is coming whether we prepare for it or not. The key is ensuring growth improves quality of life instead of overwhelming it. That means investing in infrastructure before problems become crises, protecting green spaces and community character, improving traffic flow, expanding housing options responsibly and supporting public services. I want Cookeville to embrace innovation while still feeling like OUR Cookeville. We should think boldly about the future: smart technology, modern infrastructure and regional leadership all while preserving the community-centered values that make people proud to call this city home.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
The city should act as both a partner and a facilitator. We should continue recruiting quality businesses while also supporting local entrepreneurs and existing small businesses that have invested in Cookeville for years. As a solopreneur myself, I understand the importance of accessible resources, communication and opportunity. Cookeville should position itself as a regional innovation and logistics hub by working closely with Tennessee Tech, CRMC, local industries and state legislators to attract future-focused investment that creates sustainable jobs and strengthens our economy long-term.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
Infrastructure must become a top priority. Cookeville cannot continue operating with yesterday’s infrastructure while preparing for tomorrow’s growth. We need stronger long-range planning, expanded coordination with state legislators and aggressive pursuit of state and federal funding opportunities. Roads, utilities, emergency services, housing and broadband all impact economic competitiveness and quality of life. I strongly support empowering our city manager and city departments with the tools and support necessary to plan proactively instead of reactively. Cookeville should always be building for the future and not simply responding to growth after the fact.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
Regional collaboration is absolutely essential. Cookeville’s future depends on strong partnerships between local government, Tennessee Tech, CRMC, the Chamber, Putnam County and surrounding communities. No single entity can solve regional growth challenges alone. We must align around workforce development, infrastructure, housing, transportation and economic recruitment strategies. Cookeville should also strengthen its relationship with our state legislators to advocate more aggressively for Upper Cumberland priorities. If we work together strategically, Cookeville can become one of Tennessee’s leading regional models for innovation, health care, logistics and sustainable growth.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
I want Cookeville to focus on smart, future-oriented investment. That includes modern infrastructure, health care expansion, technology and logistics growth, workforce housing, entrepreneurship and high-quality public spaces. I would also like to see Cookeville continue developing as a regional health care and education center while attracting industries that prepare us for the future economy. We should think boldly about what Cookeville could look like 10 to 20 years from now. I want our city positioned ahead of the curve and not constantly playing catch-up to growth and development trends happening around us.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
My top priority would be strengthening long-term infrastructure and growth planning while improving collaboration between the city, county, business community and state legislators. I want to help create a clearer blueprint for Cookeville’s future growth that focuses on infrastructure readiness, economic competitiveness and quality of life. Success would be measured through stronger communication with residents, increased regional collaboration, progress on infrastructure planning initiatives and positioning Cookeville to secure additional state and regional investment opportunities for the future.
In closing
Cookeville stands at an important moment in its history. We have the opportunity to either react to growth or lead it strategically. I’m running because I believe Cookeville deserves leadership that thinks boldly about the future while protecting the character and values that make this community special. By strengthening partnerships, investing in infrastructure, and preparing for tomorrow’s economy today, we can position Cookeville and the Upper Cumberland to thrive for generations to come.
Chad Gilbert
Occupation/Professional Background: Engineer/Builder
Years living in Cookeville/Putnam County: 50+
Campaign website or contact information: https://chadgilbertforcookeville.com
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
Having served the past 4 years as a Cookeville City Councilman, I’m excited to combine that experience along with my background in a variety of community roles including church deacon, youth-league coach, engineer, volunteer builder and Planning Commission member in effort to lead Cookeville and keep it the safe place of opportunity we know it to be.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
In simple terms – “Is it the right thing to do?” Specifically, “Is it the right thing to do for Cookeville, not only for today but for the future we can’t see? Will this decision help keep Cookeville the city we all know and love and result in improving our community and our quality of life?” That has guided me the last four years on the City Council and will continue to do so.
3. What do you believe is Cookeville’s greatest economic strength right now?
There is a great entrepreneurial spirit in Cookeville. Residents and small businesses believe in the free enterprise system and seek the economic opportunity it can create for themselves and the community. Partners like Tennessee Tech are tremendous assets that help support that spirit and drive innovation which in turn promotes our local economy and encourages growth and success.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
Nearly every business is being impacted by high costs. This challenge is not unique to our area; but, our City Council can help keep costs from being passed on to businesses by ensuring the City continues to operate as efficiently as possible and keeps the budget balanced. This is key for us holding the line on fees and property taxes that are paid by businesses, residents, and homeowners.
5. How should Cookeville balance growth and development with quality of life for residents?
We will continue to have growth and along with that will be challenges. As a council, our job is to proactively plan and address those challenges today so that we are not forced to be reactionary in the future. One of the best examples is the investments that have been made in the Westside-Downtown area to date alongside the parking and traffic improvements that are planned around the Depot area for construction this fall. It is paramount that we look ahead and build today what we know our residents and small businesses need for years to come.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
The City has an active role in all of these. Through partnerships like the ones we have with The Chamber, local economic development initiatives and Tennessee Tech; we are committed to recruiting and supporting businesses that provide opportunities to our residents, students and graduates so they have reason to build careers and call Cookeville their home.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
Infrastructure is and must remain a top priority of the City Council. We’ve made historic amounts of infrastructure investment the past four years and must continue to do so. Going forward, we need to be diligent as we address the challenges of growth such as traffic congestion, ensuring our utilities remain reliable, and making sure every decision is considered through the lens of improving the overall quality of life in our community.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
Regional collaboration is essential to ensuring there is ample economic and employment opportunity in Cookeville. Furthermore, collaboration with the state and the federal government is vital for improving roads, highways, utilities and so many other resources in our city that require a partnership approach to stewarding.
9. What types of development or investment would you most like to see in Cookeville over the next five to ten years?
Cookeville has a long history of investing in the framework of our community that contributes to the success of local businesses; and I’m committed to seeing that continue. Whether it’s infrastructure that promotes the daily efficiencies of business, or an industrial park that has shovel-ready sites for companies ready to invest in our community, or assistance with local initiatives like the Biz Foundry to promote entrepreneurial startups; investing in our local economy is at the top of the list for me.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
Keeping our community safe along with continuing to invest deliberately to improve our quality of life would remain my priorities. Cutting the ribbons on our new fire stations; or watching a football game in the new stadium with our community partners at Tennessee Tech; or driving on the new East-West connector road designed to help manage traffic around the new Home Depot/Target area are the measurable successes of what the last four years of carefully setting priorities and diligently following a plan of execution can make possible.
In Closing
Cookeville is a special place to live, work, raise a family, and run a business. My wife and I know this firsthand. In 2022 I ran for the City Council because I wanted to ensure every family had the same opportunity that we’ve had and that Cookeville remains a special place. My priorities for a second term – keeping our community safe, managing the challenges of growth, protecting taxpayers, and enhancing our overall quality of life – will not only support our local businesses, but are a big part of keeping Cookeville the city we all know and love to call home.
Mason Harville
Occupation/Professional Background: Small business owner (multiple local companies)
Years living in Cookeville/Putnam County: Not specified
Campaign website or contact information: Not provided
1. What professional experience or leadership background best prepares you to serve on the Cookeville City Council?
My wife and I own and operate three businesses in Cookeville: Upper Cumberland Tree Care & Land Management LLC, Harville Demolition Co. and The Boutique by Brooklyn Paige. We are honored to serve our fellow citizens through these businesses, and we do not take that responsibility lightly.
I believe that, as a Christian, we are in ministry every day through the people we encounter. Over the years, I have also been involved in various forms of ministry. I graduated from Trevecca Nazarene University and furthered my education at Liberty University.
As a small business owner, I have had opportunities to work with large corporations, municipalities, the State of Tennessee and major contractors. Those experiences have allowed me to learn from mentors and leaders in environments I never imagined being part of. That type of education and preparation is invaluable.
2. What are the core personal values that guide your decision-making as a candidate and potential elected official?
The foundation of my life is my faith in Jesus Christ. I believe strongly in listening and leading with conviction. It is important to have leaders who listen, are honest, transparent and fiscally responsible. Leaders should hold one another accountable while continually serving the people they represent.
3. What do you believe is Cookeville’s greatest economic strength right now?
Cookeville’s greatest economic strength is its people and its strategic location as the economic hub of the Upper Cumberland. We have hardworking citizens, a strong entrepreneurial spirit, Tennessee Tech and a growing business community. Continued success depends on electing the right leadership.
4. What is the biggest challenge facing local businesses in Cookeville, and how should city leadership respond?
As a business owner, I love being in Cookeville. All three of our businesses have been successful, and we give the glory to God for that.
However, some business owners feel unseen or overlooked. It is important to highlight and support local businesses whenever possible because they are our fellow citizens. If elected, I would make it a priority to maintain ongoing conversations with local business owners and ensure we are meeting their needs.
5. How should Cookeville balance growth and development with quality of life for residents?
Growth must be thoughtful, planned and responsible. We need to preserve the character that makes this community special while managing growth in a way that does not overwhelm our infrastructure and resources. Without careful planning, growth can create problems rather than solve them.
6. What role should the city play in recruiting new businesses, supporting existing businesses and encouraging entrepreneurship?
As a small business owner, I do not want local businesses to be overlooked or forgotten. These are not large corporations; they are our neighbors and fellow citizens.
I strongly support blue-collar industries and believe Cookeville should recruit more high-paying manufacturing companies that share our community values. Those businesses bring quality opportunities and can contribute positively to our local economy.
7. How should Cookeville approach infrastructure needs such as roads, utilities, traffic, housing and public services as the community grows?
Planning ahead and thinking about the future are critical to keeping Cookeville one of the best places to live, work and raise a family. City leaders should evaluate projects not only based on immediate needs but also on how they will serve the community 20 years from now.
8. What is your position on regional collaboration between Cookeville, Putnam County, Tennessee Tech, the Chamber and surrounding communities?
The City Council makes decisions that affect surrounding communities, Putnam County, Tennessee Tech and the Chamber. We are stronger when we work together, and that has always been true.
9. What types of development or investment would you most like to see in Cookeville over the next five to 10 years?
I would like to see continued investment in public safety and infrastructure, with additional investment as budgets allow. My vision for Cookeville includes more small businesses, expanded opportunities in the skilled trades and additional manufacturing growth.
10. If elected, what would be your top priority in your first year on City Council, and how would you measure success?
If elected, my top priorities during the first year would be listening to citizens and learning the role. A council member’s ability to listen and understand the position will largely determine the success of the next four years.
We are elected to serve the people, not the other way around. I believe success should be measured by the impact we have on the lives of our citizens. At the end of four years, I want to be able to answer one question: How did we positively impact the people of this community? If citizens remain the top priority, success will follow.
In closing
My name is Mason Harville, and I am asking for your vote for Cookeville City Council.
I am not a career politician. I am a Christian, a husband, a small business owner and a proud Putnam County native who deeply loves this community. My faith teaches me that leadership is service, and my goal is simple: to work hard, listen to citizens, support public safety, strengthen infrastructure, encourage economic growth and help preserve the values that make Cookeville special.
I believe our best days are ahead, and I would be honored to serve as a voice for the people of Cookeville. Together, we can build a stronger future for generations to come.
Nick Stone
Occupation/Professional Background: bicycle mechanic
Years living in Cookeville/Putnam County: Native
Campaign website or contact information: Not provided
Nick missed the deadline to participate in the questionnaire.
Photos via Facebook.
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