The pending Community Realty Partners purchase (~$10M) at Hurley Industrial Park is a once-only revenue event. Sooy argues the proceeds must be reinvested into infrastructure that unlocks future growth (roads/utilities/site readiness), not used for one-time outlays that don’t compound. CRP’s plan includes warehousing, a hotel, and professional office space—projects that can lift ratables and employment near the airport.

Keep momentum on recent and in-flight projects: La Vony (high-end meat cutting/packing) is up and running; Buckshutem Rd warehousing is in due diligence; continue progress on the long-running Wheaton demolition despite evolving state directives (e.g., wet-demolition and air-monitoring requirements).

Use the UEZ program more aggressively for visible improvements and business viability: apply UEZ funding to pave Columbia Ave (Mission Spirits/library node), expand the UEZ map, and offer increased façade grants (up to $20,000) to catalyze private upgrades along High Street and adjacent corridors.

With the ordinance passed, Millville will accept applications for three retail dispensaries. Though Sooy opposed legalization at the time, he argues the city should now capture its fair share of revenue (2% local tax on sales) to fund policing and road work—rather than ceding that revenue to neighboring towns.

After a decade-plus of fits and starts, the city master plan and zoning map have been overhauled. Sooy credits the planning board and staff for the heavy lift and wants to ensure new rules guide growth coherently, avoiding ad-hoc reversals that waste time and investor confidence.

Sooy highlights that many community groups act in silos, often competing for funds and holding overlapping events without coordination. He argues that a centralized calendar and better collaboration would prevent duplication and strengthen the city’s overall marketing impact. He supports moving beyond “insular marketing” so that businesses and organizations can amplify one another rather than working at cross purposes.

Sooy distinguishes between financial-distress cases (most solvable locally) and mental-health/substance-use cases (require state-level systems that currently fall short). He argues bail reform and enforcement limits blunt the impact of local ordinances (e.g., park camping), and calls for pressing state leaders on practical fixes that give cities tools that actually work.

Post-COVID work norms and uneven expectations required a reset. Sooy emphasizes resident-first accountability, insisting on policy/law citations for “can’t do that” answers and addressing persistent under-performance so the burden doesn’t fall on high-performing staff.

Sooy is not convinced a county-run fiber ring would deliver value for Millville relative to cost; he favors targeted, city-level investments with measurable returns and questions whether government should compete where private providers already operate.

Highlights a “multi-variable” financing approach (revenue-allocation bond structure) to advance design without a direct taxpayer hit—an example of structuring deals so progress continues while balancing risk, cost, and timing.

Personally jump-started the Lakeside football-field cleanup (showed up with a chainsaw; mobilized public works to finish). Organized a railroad right-of-way cleanup with volunteers (including candidate Dave Summers), removing multiple truckloads after coordinating a safe temporary track shutdown with the railroad.

Shifted UEZ administration in-house (saving ~$50,000 in administrative costs) and established a UEZ-funded two-person Green Team with a truck to keep the zone clean; exploring a dedicated UEZ street sweeper to free the citywide unit.

Completed paving on Wade Boulevard; scheduled Pleasant Drive; initiated a grant-driven approach like Bridgeton’s to pave Columbia Avenue and a segment of Broad Street. Began work in underserved Laurel Lake (noting a pause outside his control).

Appropriated funds to replace outdated computer systems, cameras, and software—accelerating upgrades that improve basic operations and service delivery.

Marketed and sold a rail-served warehouse/office complex for approximately $6 million; fielded interest in an additional warehouse on site. Used proceeds to resolve long-stalled labor contracts while pressing forward on new ratables; previews a groundbreaking on a major project next month.

Promoted $20,000 UEZ façade grants (grants, not loans) to catalyze visible storefront improvements and corridor upgrades, with a straightforward administrator-guided application path.

Publicly opposed privatizing a well-performing sewer utility (CCUA). Flagged the fiscal impact of the halted county jail project and explained the implications of the new two-county authority’s taxing power—framing himself as a protector of core infrastructure and prudent process.

Draws a bright line between what Millville can legally do and what sounds good on the trail. Counters proposals such as “no more Section 8” or blanket housing moratoria as beyond city power; emphasizes focusing on tools that do exist (UEZ, targeted grants, code, partnerships) and on state-level advocacy when laws or AG guidelines control outcomes.

While some competitors call for a full-time Economic Development Director immediately, Sooy itemizes recurring costs (salary, benefits, and a workable program budget) and argues to sequence the hire after landing more ratables—so the role is sustainably funded rather than added to the tax rate.

Where others lean away from warehousing/industrial expansion, he argues Millville’s industrial park layout and buffers make growth compatible with nearby uses, and explains how 200-ft notice rules (measured to lot lines) can inflate controversy even when buildings sit far from homes.

Distinguishes himself from candidates previously tied to privatizing the sewer utility or halting the county jail build—positions he says cost “millions” and risk long-term control of essential services.

Notes that not all candidates engage with interviews or open forums. He supports broad, low-barrier meet-and-greets for all 19 candidates (separate from fundraisers) so voters can compare positions without paywalls.

Air Force communications/crypto (Staff Sgt.); Wheaton Glass CNC/NC maintenance; B.A. in Mathematics completed while working full-time—used to frame city challenges as multi-variable systems.

Rose to Captain in corrections; served as Secretary-Treasurer, Vice President, and Executive Vice President in the NJ Superiors Officers Association and later in the NJ Commanding Officers Association; chaired a PAC; testified before committees; extensive grievance/PERC experience.

Resident-first accountability; “show me the rule” rigor; comfort debating policy in public; preference for compounding, infrastructure-first reinvestment over one-time spends; skepticism of initiatives without clear ROI.

As chair of a union Political Action Committee (PAC), Sooy directly experienced how campaign finance intersects with access to state leaders. He recounts navigating donation channels to secure face time with Governor Christie and others, illustrating a practical understanding of how higher-level politics functions. This background informs his skepticism of “big money” in local races, while also explaining why he views competitive fundraising as a reality of modern campaigns.