Jory DeLoach
Name: Jory DeLoach
Email: [email protected]
Campaign Phone: 414-517-4391
Campaign Website: www.jorydeloach.com
Twitter handle: @jorydeloach
Facebook Page: https://www.facebook.com/jorydeloachforwoodbury/
Candidate Bio
I've lived in Woodbury since 2016 and my two daughters attend school in District 833. I work in customer operations for American Express, which I joined as part of their 2025 acquisition of the finance startup I had been working at for over three years. This makes me one of many people who work remotely - a segment that has increased rapidly in recent years to about a quarter of working Woodbury residents. I focus on solving complex problems, improving processes, and turning customer feedback into actionable insights that drive decision-making. These are skills that translate directly to city government.
Currently, I’m in my third year serving on the city's Economic Development Commission and also serve as that commission's representative on the 2050 Comprehensive Plan Task Force.
I hold an MBA from the Carlson School of Management at the University of Minnesota and received my undergraduate degree in Political Science and Economics from University of Wisconsin - Milwaukee.
What style of leadership would you bring to this position?
My leadership style is collaborative and analytical. I believe the best decisions come from bringing stakeholders into the process early rather than arriving at a conclusion and asking for buy-in after the fact. This means understanding the positions of those with whom you may disagree and negotiating to reach an outcome that works.
I also lead with a curious mindset that seeks data and weighs impacts. That mindset means looking at an issue from many perspectives and understanding what the data says, not just listening to the loudest voice in the room.
The city council's job is to build consensus around solutions while being honest about the tradeoffs. That is how I will lead.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top priority is making sure Woodbury remains a safe, clean, and affordable place to live, work, and raise a family.
Safe means investing in our public safety department with the training and resources it needs to meet the demands of a growing community. This has to be done alongside building community trust and ensuring accountability, so police are serving and protecting everyone in the community. Clean means protecting our drinking water by ensuring it remains up to standard, preserving room for parks, trails, and greenspace as the city grows. And affordable means keeping property taxes reasonable by making sound financial decisions as a city, delivering strong city services in return, and encouraging a variety of housing types so people at every stage of life can afford to call Woodbury home.
Another priority is to make the government quicker at responding to a rapidly changing world. An example of this is in the state and national debate on data centers. Communities across the country have struggled to find the right solution for the proliferation of hyperscale AI data centers - often dealing with upset constituents and concerned citizens seeking answers after NDAs have been signed, subsidies agreed to, or development underway. Data centers have existed for decades and are critical infrastructure so I do not support the city putting a moratorium on development but I do want to ensure there is a framework in place to guide a data center project if it comes to Woodbury. That is why I have proposed developing a policy of no NDAs and no public subsidies for data center projects in the city and updating our zoning code to define data centers and require a conditional use permit so a hearing, impact studies, and vote are necessary before a project is greenlit. New technologies will continue to impact our communities - drones, autonomous vehicles, and things we can’t yet imagine - and we need to be prepared to develop policies and controls before significant problems arise.
My third priority is community engagement. On the 2050 Comprehensive Plan Task Force, I have advocated for more proactive community engagement by “meeting people where they are at” instead of waiting for them to come to you. There are thousands of things trying to get our attention at any given moment and for many residents there simply isn’t time to give to the local government until it directly impacts them. So I will advocate for more open house events about community projects in the neighborhoods where they are happening, proactive outreach to resident groups that are underrepresented in normal feedback sessions, and exploring new ways to reach residents with important information.
Uncertainty in state and federal funding means we have to be disciplined about prioritizing resources toward what matters most for the community by tying new spending to a specific, demonstrated need rather than a general increase. On the City Council I want to build strong, ongoing relationships with our state and federal representatives, so Woodbury isn't just reacting when funding shifts, but actively advocating for what our community needs before decisions are made in St. Paul or Washington.
What is the biggest challenge facing Woodbury right now, and where do you see the greatest opportunity?
Woodbury has spent the last several years managing the response to water contamination from forever chemicals. This, like so many that come before local government, was a serious challenge that we didn't create but had to respond to. Temporary treatment has kept our water safe to current standards and the permanent treatment plant along with the supporting infrastructure is still under construction. That work isn't finished (as any who has driven across Woodbury this summer can attest to…), and I'll keep holding it to a high standard until it is. But Woodbury is starting to move past water as the defining issue of this era of city government and the greatest challenge ahead is about growth and reinvestment.
As a member of the 2050 Comprehensive Plan Task Force, I’ve given a lot of thought toward the next couple decades of our future. The city will keep growing and we need to be deliberate about how. I believe in balancing new development with current infrastructure and service capacity, prioritizing access to parks, trails, and greenspace, and welcoming a variety of housing types so people have options to call Woodbury home at all stages of life.
It often seems that new development gets the most attention but there are parts of Woodbury that have been around for decades. We need a plan as a city to guide reinvestment and redevelopment, especially along the highly visible parts of the city, along the I-94/I-494 corridors. The city also needs to balance code enforcement with the financial challenges some families may face, which is why I support offering programs that can offer assistance to residents who would like to reinvest in their property.
The opportunity sits right alongside that challenge because growth and reinvestment with a strong vision of what our community can be is exciting. In recent years, Woodbury has already built a strength as the economic hub for the East Metro as we’ve built the Northeast Business Park, redeveloped the State Farm building site into CityPlace and welcomed new businesses, restaurants, and entertainment venues.
One of the most common things I hear from voters is that Woodbury needs more community, with places to gather and connect with others. The confluence of the 2050 Comprehensive Plan, continued growth and development, and a fresh focus on reinvestment means the community and the City Council have an opportunity to engage with residents and define a vision for how civic life, local businesses, and neighborhoods can come together to position Woodbury as a premier city.
How would you characterize the business climate in Woodbury, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Woodbury's business climate is strong. I’ve watched as a member of the Economic Development Commission as the city has built a reputation - through intentional decision-making - as the economic hub of the East Metro.
I want to build on that foundation by attracting higher paying jobs that make it easier for people to live and work in Woodbury. The city government's role in that is by being an active leader in marketing the community to potential investment, and building strong relationships with businesses and the Chamber to understand their needs and address their challenges.
The city also must be a partner to business by providing clear processes, zoning, and permitting and be an attractive place for residents so that local employers can find the talent they need. Woodbury can also be a facilitator and coordinate between local employers, schools, and residents to build a resilient workforce in the community and connect jobseekers with opportunities.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
The most pressing public safety challenges in Woodbury are having the resources to keep our police, fire, and EMS departments in pace with the growth of our community and maintaining strong trust with the community.
The city’s 2026 budget invested to reach the target ratio of one police officer per 1,000 residents, support round-the-clock EMS staffing and bring the Upper Afton Road Fire Station back online. However, to meet those needs a substantial levy increase was required. I believe that as the city grows, we must ensure the public safety department has the resources it needs to best serve the community and is in line with the expectations for a community of our size.
Trust is just as important. Woodbury is growing and increasingly diverse. Every resident - regardless of their background - deserves to feel safe calling on public safety and confident that officers are there to protect and serve them. That means local policing stays focused on local public safety and is proactive in developing relationships between officers and neighborhoods through community events and a consistent, visible presence. Trust isn’t built by simply responding to calls but by being known in the community before something happens.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
Woodbury's biggest lever on housing affordability is supply and variety. I support mixed zoning and a broader range of housing types and sizes so the city is a place where people at every income and life stage can actually afford to live. I also support continued targets of a 50/50 split between single-family detached housing and attached housing units. As the owner of an attached townhome, I understand the opportunity this level of housing provides to families.
I don't support rent control as a tool for Woodbury. Rent control treats a symptom and it often makes the shortage worse by discouraging the new construction that would actually bring costs down over time.
Instead, we should continue to focus on increasing housing supply by using tools to close financing gaps and get affordable units built as we’ve seen materialize in the northeast section of the city. Woodbury should continue to pursue a supply-side approach rather than a regulated one to stay affordable.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
For cyclists and pedestrians, Woodbury already has an asset most cities would envy: more than 180 miles of trails. Maintaining that infrastructure has to stay a priority to keep residents and users safe. As new neighborhoods get built, trail connections need to be part of that planning from day one so every part of Woodbury has access to the network.
Recently, the rise in usage of e-bikes and scooters has caused legitimate concern in the community and many residents have observed noncompliance with the existing state and local laws. The concerns are for both the pedestrians using the trails and operators of the scooters and e-bikes - many of whom are minors. The city should take a more active role in partnering with elected officials, public safety leaders, schools, and other stakeholders to improve education for kids and parents on the dangers and regulations of these vehicles.
On transit, Metro Micro is one of the most underappreciated tools we have for both affordability and safety. It gives residents, especially seniors, teens, and anyone who can't or doesn't want to drive everywhere a safe, affordable way to get around Woodbury and connect to the greater Twin Cities region via the Gold Line and transit center. I support advocating for the expansion of that service and educating residents so they know it exists and how to use it.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the city levy?
Rising property tax bills are tough on families so increasing the city levy should not be done lightly. When an increase is needed, I want to be able to point to specifics in what is being delivered to residents, not just a general increase to cover rising costs across the board. I believe we must be pursuing funding tools beyond property taxes so residents aren't the only ones carrying the cost of the city. Fiscal responsibility isn't just about keeping the levy number low it's about delivering good value on city services back to the taxpayer.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
Land use and development are two issues where city government is best positioned over other levels to lead in our community. We understand the neighborhoods, the unique needs of residents, and how to best develop Woodbury - with homes, commercial areas, and parks and greenspace.
The city being the leader here does not mean an inherently NIMBY approach to development - I support more mixed zoning and a wider variety of housing types and sizes - but the city is best positioned to make the decisions on where and how to grow.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
Woodbury already has a strong foundation here. The city holds ICMA's Certificate of Excellence in Performance Management, the highest recognition ICMA awards, for the data-driven approach to tracking and reporting on city services. I want to build on that by making that information more visible and reviewing the KPIs so we can ensure what is being measured is what we should be working toward as a city.
I'd also push for more plain-language budget summaries alongside the full budget documents, so residents can easily understand what's driving their tax bill. I also want the city to be more proactive about explaining major spending decisions as they happen instead of residents piecing together funding details after the fact.
Transparency isn't just publishing numbers, it’s about community engagement and advocacy through proactive outreach to residents who don't normally show up at council meetings, and exploring new ways of reaching people with the information that affects their lives.
Email: [email protected]
Campaign Phone: 414-517-4391
Campaign Website: www.jorydeloach.com
Twitter handle: @jorydeloach
Facebook Page: https://www.facebook.com/jorydeloachforwoodbury/
Candidate Bio
I've lived in Woodbury since 2016 and my two daughters attend school in District 833. I work in customer operations for American Express, which I joined as part of their 2025 acquisition of the finance startup I had been working at for over three years. This makes me one of many people who work remotely - a segment that has increased rapidly in recent years to about a quarter of working Woodbury residents. I focus on solving complex problems, improving processes, and turning customer feedback into actionable insights that drive decision-making. These are skills that translate directly to city government.
Currently, I’m in my third year serving on the city's Economic Development Commission and also serve as that commission's representative on the 2050 Comprehensive Plan Task Force.
I hold an MBA from the Carlson School of Management at the University of Minnesota and received my undergraduate degree in Political Science and Economics from University of Wisconsin - Milwaukee.
What style of leadership would you bring to this position?
My leadership style is collaborative and analytical. I believe the best decisions come from bringing stakeholders into the process early rather than arriving at a conclusion and asking for buy-in after the fact. This means understanding the positions of those with whom you may disagree and negotiating to reach an outcome that works.
I also lead with a curious mindset that seeks data and weighs impacts. That mindset means looking at an issue from many perspectives and understanding what the data says, not just listening to the loudest voice in the room.
The city council's job is to build consensus around solutions while being honest about the tradeoffs. That is how I will lead.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top priority is making sure Woodbury remains a safe, clean, and affordable place to live, work, and raise a family.
Safe means investing in our public safety department with the training and resources it needs to meet the demands of a growing community. This has to be done alongside building community trust and ensuring accountability, so police are serving and protecting everyone in the community. Clean means protecting our drinking water by ensuring it remains up to standard, preserving room for parks, trails, and greenspace as the city grows. And affordable means keeping property taxes reasonable by making sound financial decisions as a city, delivering strong city services in return, and encouraging a variety of housing types so people at every stage of life can afford to call Woodbury home.
Another priority is to make the government quicker at responding to a rapidly changing world. An example of this is in the state and national debate on data centers. Communities across the country have struggled to find the right solution for the proliferation of hyperscale AI data centers - often dealing with upset constituents and concerned citizens seeking answers after NDAs have been signed, subsidies agreed to, or development underway. Data centers have existed for decades and are critical infrastructure so I do not support the city putting a moratorium on development but I do want to ensure there is a framework in place to guide a data center project if it comes to Woodbury. That is why I have proposed developing a policy of no NDAs and no public subsidies for data center projects in the city and updating our zoning code to define data centers and require a conditional use permit so a hearing, impact studies, and vote are necessary before a project is greenlit. New technologies will continue to impact our communities - drones, autonomous vehicles, and things we can’t yet imagine - and we need to be prepared to develop policies and controls before significant problems arise.
My third priority is community engagement. On the 2050 Comprehensive Plan Task Force, I have advocated for more proactive community engagement by “meeting people where they are at” instead of waiting for them to come to you. There are thousands of things trying to get our attention at any given moment and for many residents there simply isn’t time to give to the local government until it directly impacts them. So I will advocate for more open house events about community projects in the neighborhoods where they are happening, proactive outreach to resident groups that are underrepresented in normal feedback sessions, and exploring new ways to reach residents with important information.
Uncertainty in state and federal funding means we have to be disciplined about prioritizing resources toward what matters most for the community by tying new spending to a specific, demonstrated need rather than a general increase. On the City Council I want to build strong, ongoing relationships with our state and federal representatives, so Woodbury isn't just reacting when funding shifts, but actively advocating for what our community needs before decisions are made in St. Paul or Washington.
What is the biggest challenge facing Woodbury right now, and where do you see the greatest opportunity?
Woodbury has spent the last several years managing the response to water contamination from forever chemicals. This, like so many that come before local government, was a serious challenge that we didn't create but had to respond to. Temporary treatment has kept our water safe to current standards and the permanent treatment plant along with the supporting infrastructure is still under construction. That work isn't finished (as any who has driven across Woodbury this summer can attest to…), and I'll keep holding it to a high standard until it is. But Woodbury is starting to move past water as the defining issue of this era of city government and the greatest challenge ahead is about growth and reinvestment.
As a member of the 2050 Comprehensive Plan Task Force, I’ve given a lot of thought toward the next couple decades of our future. The city will keep growing and we need to be deliberate about how. I believe in balancing new development with current infrastructure and service capacity, prioritizing access to parks, trails, and greenspace, and welcoming a variety of housing types so people have options to call Woodbury home at all stages of life.
It often seems that new development gets the most attention but there are parts of Woodbury that have been around for decades. We need a plan as a city to guide reinvestment and redevelopment, especially along the highly visible parts of the city, along the I-94/I-494 corridors. The city also needs to balance code enforcement with the financial challenges some families may face, which is why I support offering programs that can offer assistance to residents who would like to reinvest in their property.
The opportunity sits right alongside that challenge because growth and reinvestment with a strong vision of what our community can be is exciting. In recent years, Woodbury has already built a strength as the economic hub for the East Metro as we’ve built the Northeast Business Park, redeveloped the State Farm building site into CityPlace and welcomed new businesses, restaurants, and entertainment venues.
One of the most common things I hear from voters is that Woodbury needs more community, with places to gather and connect with others. The confluence of the 2050 Comprehensive Plan, continued growth and development, and a fresh focus on reinvestment means the community and the City Council have an opportunity to engage with residents and define a vision for how civic life, local businesses, and neighborhoods can come together to position Woodbury as a premier city.
How would you characterize the business climate in Woodbury, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Woodbury's business climate is strong. I’ve watched as a member of the Economic Development Commission as the city has built a reputation - through intentional decision-making - as the economic hub of the East Metro.
I want to build on that foundation by attracting higher paying jobs that make it easier for people to live and work in Woodbury. The city government's role in that is by being an active leader in marketing the community to potential investment, and building strong relationships with businesses and the Chamber to understand their needs and address their challenges.
The city also must be a partner to business by providing clear processes, zoning, and permitting and be an attractive place for residents so that local employers can find the talent they need. Woodbury can also be a facilitator and coordinate between local employers, schools, and residents to build a resilient workforce in the community and connect jobseekers with opportunities.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
The most pressing public safety challenges in Woodbury are having the resources to keep our police, fire, and EMS departments in pace with the growth of our community and maintaining strong trust with the community.
The city’s 2026 budget invested to reach the target ratio of one police officer per 1,000 residents, support round-the-clock EMS staffing and bring the Upper Afton Road Fire Station back online. However, to meet those needs a substantial levy increase was required. I believe that as the city grows, we must ensure the public safety department has the resources it needs to best serve the community and is in line with the expectations for a community of our size.
Trust is just as important. Woodbury is growing and increasingly diverse. Every resident - regardless of their background - deserves to feel safe calling on public safety and confident that officers are there to protect and serve them. That means local policing stays focused on local public safety and is proactive in developing relationships between officers and neighborhoods through community events and a consistent, visible presence. Trust isn’t built by simply responding to calls but by being known in the community before something happens.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
Woodbury's biggest lever on housing affordability is supply and variety. I support mixed zoning and a broader range of housing types and sizes so the city is a place where people at every income and life stage can actually afford to live. I also support continued targets of a 50/50 split between single-family detached housing and attached housing units. As the owner of an attached townhome, I understand the opportunity this level of housing provides to families.
I don't support rent control as a tool for Woodbury. Rent control treats a symptom and it often makes the shortage worse by discouraging the new construction that would actually bring costs down over time.
Instead, we should continue to focus on increasing housing supply by using tools to close financing gaps and get affordable units built as we’ve seen materialize in the northeast section of the city. Woodbury should continue to pursue a supply-side approach rather than a regulated one to stay affordable.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
For cyclists and pedestrians, Woodbury already has an asset most cities would envy: more than 180 miles of trails. Maintaining that infrastructure has to stay a priority to keep residents and users safe. As new neighborhoods get built, trail connections need to be part of that planning from day one so every part of Woodbury has access to the network.
Recently, the rise in usage of e-bikes and scooters has caused legitimate concern in the community and many residents have observed noncompliance with the existing state and local laws. The concerns are for both the pedestrians using the trails and operators of the scooters and e-bikes - many of whom are minors. The city should take a more active role in partnering with elected officials, public safety leaders, schools, and other stakeholders to improve education for kids and parents on the dangers and regulations of these vehicles.
On transit, Metro Micro is one of the most underappreciated tools we have for both affordability and safety. It gives residents, especially seniors, teens, and anyone who can't or doesn't want to drive everywhere a safe, affordable way to get around Woodbury and connect to the greater Twin Cities region via the Gold Line and transit center. I support advocating for the expansion of that service and educating residents so they know it exists and how to use it.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the city levy?
Rising property tax bills are tough on families so increasing the city levy should not be done lightly. When an increase is needed, I want to be able to point to specifics in what is being delivered to residents, not just a general increase to cover rising costs across the board. I believe we must be pursuing funding tools beyond property taxes so residents aren't the only ones carrying the cost of the city. Fiscal responsibility isn't just about keeping the levy number low it's about delivering good value on city services back to the taxpayer.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
Land use and development are two issues where city government is best positioned over other levels to lead in our community. We understand the neighborhoods, the unique needs of residents, and how to best develop Woodbury - with homes, commercial areas, and parks and greenspace.
The city being the leader here does not mean an inherently NIMBY approach to development - I support more mixed zoning and a wider variety of housing types and sizes - but the city is best positioned to make the decisions on where and how to grow.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
Woodbury already has a strong foundation here. The city holds ICMA's Certificate of Excellence in Performance Management, the highest recognition ICMA awards, for the data-driven approach to tracking and reporting on city services. I want to build on that by making that information more visible and reviewing the KPIs so we can ensure what is being measured is what we should be working toward as a city.
I'd also push for more plain-language budget summaries alongside the full budget documents, so residents can easily understand what's driving their tax bill. I also want the city to be more proactive about explaining major spending decisions as they happen instead of residents piecing together funding details after the fact.
Transparency isn't just publishing numbers, it’s about community engagement and advocacy through proactive outreach to residents who don't normally show up at council meetings, and exploring new ways of reaching people with the information that affects their lives.