Alexis Hughes

Questionnaire from The Chamber, Leading Business in Cabarrus

Note: The following responses are verbatim from the candidate and have not been edited.

Please provide demographic information about yourself to help voters (age, education, current occupation, where you live).

I’m a Christian, wife and mom of three who has lived in Midland since 2011. I started my career as a 911 dispatcher, and later transitioned into real estate, where I now run a small local team and help lead a larger organization in 8 states and 2 countries. I’ve also currently serve on the Midland Planning & Zoning Board. My background gives me real world experience balancing budgets, public safety, and responsible growth.

Why are you running for this role and why should voters pick you? Please share any experience in an elected role that would be relevant to voters.

I’m running because county decisions directly affect families’ taxes, schools, safety, and quality of life, and I believe those decisions should be thoughtful, transparent, and fiscally responsible. I bring experience as a small business owner and in appointed public service roles where I’ve had to weigh property rights, long-term planning, and budget realities. My focus is simple: evaluate decisions based on facts and make choices that protect taxpayers while maintaining essential services.

Tell us about 2-3 professional accomplishments you have achieved in your work experience (not limited to public service) that give voters a sense of your leadership style or skills.

One of my most significant professional accomplishments has been building and leading successful teams while maintaining accountability, transparency, and ethical standards. I began my real estate career as an individual agent and grew that into a high-performing local team serving Cabarrus County and the surrounding region. At the same time, I helped lead and support a larger multi-state organization of agents across eight states and two countries. That growth required managing budgets, forecasting revenue, controlling expenses, and making difficult decisions when conditions changed. Those are the same practical skills required when overseeing taxpayer dollars and long-term county planning.

Another key accomplishment has been my work as a certified mentor and advisor, a role I’ve held for more than seven years. In that capacity, I’ve trained and supported agents nationwide on regulatory compliance, financial risk, contract law, and ethical decision-making. This work required translating complex rules and financial concepts into clear, practical guidance while holding people accountable to professional standards. It strengthened my ability to evaluate information carefully, ask the right questions, and make decisions based on facts rather than pressure or emotion.

I have also gained meaningful leadership experience through my involvement in land use, planning, and governance-adjacent roles. Serving on the Midland Planning & Zoning Commission and Board of Adjustment required balancing property rights, community impact, ordinances, and long-term planning considerations. These roles often involved making tough decisions that were not always popular, but were grounded in fairness, data, and the rule of law. That experience reinforced the importance of consistency, transparency, and restraint in government decision-making.

Finally, as a small business owner, I am directly accountable for payroll, operating expenses, compliance, and long-term sustainability. When costs rise, there is no safety net, decisions must be made carefully and responsibly. That firsthand experience shapes how I view government spending. I understand that every dollar spent by the county comes from families and businesses who are balancing their own budgets, and that reality should guide every public decision.

Together, these experiences define my leadership style: measured, data driven, and people focused, with a strong emphasis on accountability and long term thinking. I don’t approach leadership from a political theory standpoint, but from real world experience making decisions where the consequences are immediate and felt by others.

What is one thing you would like to accomplish in the first six months if elected?

In the first six months, my priority would be improving transparency and communication so residents understand what decisions are being made and why. That includes asking clearer questions, reviewing spending carefully, and making sure public input happens before decisions are finalized. When people understand the process, better decisions follow.

Cabarrus County includes both fast-growing communities and areas facing economic challenges. How would you guide county policy and investment decisions to support balanced growth and opportunity across the entire county?

Balanced growth starts with making sure growth pays for itself so existing residents aren’t burdened with higher taxes. I would focus county investments on core needs like infrastructure, public safety, and maintenance, while closely reviewing discretionary spending. Growth should happen where it makes sense, with clear rules, respect for property rights, and accountability when public dollars are involved.

County government plays a central role in funding public school facilities and long-term capital needs. How would you approach decisions related to school capital investment to ensure facilities keep pace with growth, support student success, and remain fiscally responsible for taxpayers?

The county has a legal responsibility to fund school facilities, and that responsibility should be taken seriously and carefully. I believe in planning ahead, coordinating growth with capacity, and ensuring county funds are used as intended. Supporting education and protecting taxpayers are not opposing goals; both require transparency, oversight, and cooperation between the county and school board.

A strong workforce depends on more than jobs alone. It is shaped by access to education, child care, and community resources. How would you use the county’s role to support workforce participation and quality of life for Cabarrus County residents?

The county’s role is to support conditions that allow families to work and thrive, not to overextend itself. That means aligning education and job training with local needs, reducing unnecessary barriers, supporting infrastructure and public safety, and being mindful that rising taxes make it harder for families to afford child care, housing, and transportation. Fiscal responsibility is a workforce issue.

Economic growth is essential to maintaining a strong tax base, supporting public services, and creating opportunity for residents. How would you approach county-level policies and investments to ensure Cabarrus County remains competitive in attracting and retaining businesses while managing growth responsibly?

Economic growth helps keep taxes lower and funds essential services, but it should be managed responsibly. I would focus on strong infrastructure, public safety, predictable rules, and supporting existing local businesses. Incentives should be used cautiously, transparently, and only when there is clear benefit to taxpayers. Growth should strengthen the county without shifting costs onto residents.

While counties do not regulate businesses in the same way as the state or municipalities, county policies can still influence the cost and ease of doing business. How would you consider the impact of county decisions on the business community?

County decisions affect businesses through taxes, fees, infrastructure, and predictability. I would evaluate policies by asking whether they increase costs unnecessarily or create uncertainty. Supporting business doesn’t require more government; it requires disciplined spending, clear rules, reliable infrastructure, and listening to the people creating jobs in our community.