I’m Dr. David Sherwood Hill, age 66, a High Quality Leader and business builder who lives in San Antonio, Texas (Bexar County). I live now and grew up in Precinct 2. I went to Holmes High School. I began my undergraduate education at the US Air Force Academy, then earned a BS in civil engineering from Texas A&M University.

David Sherwood Hill | 2026 candidate for Bexar County Commissioner Pct. 2 - San Antonio Report

I went to Holmes High School. I began my undergraduate education at the US Air Force Academy, then earned a BS in civil engineering from Texas A&M University. I was a 4- year Lettermen in Division 1 NCAA Football, and started all 4 years for varsity, on a full- ride scholarship.

I later completed Harvard Business School’s AMP and earned both a master’s degree and a doctorate in organizational leadership science at Our Lady of the Lake University, where I developed the High Quality Leadership® framework.

David and his wife, Kristie, have built their life around faith, family, work, and service. Those are not campaign words to him. That is how he lives.

David Sherwood Hill for Bexar County Commissioner, Precinct 2

David Sherwood Hill grew up in Precinct 2 in Bexar County. He began his undergraduate education at the U.S. Air Force Academy, earned a bachelor's degree in civil engineering from Texas A&M University, and later earned a master's degree and a doctorate in organizational leadership science from Our Lady of the Lake University. He is married to Kristie.

David Sherwood Hill | 2026 candidate for Bexar County ...

He has worked in major business environments, including Procter & Gamble and NIBCO, and later built businesses of his own. In business, money has to be watched, results have to be measured, and waste has to be challenged.

Professionally, I’ve spent decades leading teams, building organizations, and advising executives on leadership, operations, and performance. I’m an entrepreneur and founder of multiple ventures focused on helping people and organizations execute with clarity, character, and measurable results.

David Sherwood Hill is an entrepreneur and founder of multiple ventures. He previously worked at Procter & Gamble and NIBCO.

David Sherwood Hill - Ballotpedia

David is a first-time candidate for political office.

2026 Texas General Election

County leaders have struggled for several years now to come together on their shared spending priorities, including removing projects that are unlikely to be completed from the county’s capital plan. With federal pandemic funding that’s buoyed past budgets drying up, how do you think the five-member court should prepare for the in 2028? The court should prepare now by treating 2028 like a known deadline and building a disciplined, multi-year plan that doesn’t rely on one-time money to fund ongoing costs.

Second, we should “right-size” the capital plan—remove or pause projects that are unlikely to be completed, re-scope others, and rank what remains by safety, legal mandates, infrastructure needs, and measurable return on investment. Third, the court should adopt guardrails: conservative revenue assumptions, a healthy reserve policy, and “no new ongoing spending without a funding source.” Fourth, we should modernize operations to reduce waste—better procurement, technology that improves productivity, and accountability for departments to hit targets.

I am running for Bexar County Commissioner, Precinct 2, because county government needs someone who remembers who pays the bills! My mission is simple: cut taxes, control spending, challenge waste, and make county government answer to the taxpayers again.

Scrutinize the annual operating budget. The biggest cost is often the spending that repeats year after year. Salaries, contracts, departments, programs, and recurring expenses should not get automatic approval just because they were funded last year.

Proposes a multiyear post-2028 budget plan with conservative revenue assumptions, reserves, sustainable funding, and reduced operational waste.

Plans to cut taxes, control spending, and challenge waste in county government.

Opposes automatically renewing prior-year funding for salaries, contracts, departments, programs, and recurring expenses.

- Proposes a multiyear post-2028 budget plan with conservative revenue assumptions, reserves, sustainable funding, and reduced operational waste.
- Plans to cut taxes, control spending, and challenge waste in county government.
- Opposes automatically renewing prior-year funding for salaries, contracts, departments, programs, and recurring expenses.

Economy

Success means those projects become safe, vibrant, financially responsible districts that (1) grow the tax base, (2) create good jobs, (3) strengthen small businesses, and (4) leave surrounding neighborhoods better—not burdened. I’d define “success” with clear, public scorecards: private dollars leveraged, total cost vs. budget, on-time delivery, infrastructure readiness (roads, drainage, utilities), public safety outcomes, and measurable local economic lift.

Calls for public scorecards to evaluate major development projects by cost, delivery, infrastructure readiness, public safety, and local economic outcomes.

- Calls for public scorecards to evaluate major development projects by cost, delivery, infrastructure readiness, public safety, and local economic outcomes.

Public Services

Success means those projects become safe, vibrant, financially responsible districts that grow the tax base, create good jobs, strengthen small businesses, and leave surrounding neighborhoods better—not burdened. Outcomes we must avoid: cost overruns, vague or shifting scopes, “sweetheart” deals that privatize upside while taxpayers eat the risk, long-term operating subsidies that never end, and displacement of residents or legacy small businesses without real mitigation.

Work with Austin on a Bexar County property-tax relief pilot. Bexar County should not sit on the sidelines while Texas debates major property-tax relief. I will work with state leaders to make Bexar County a serious pilot candidate for reducing the property-tax burden — with a goal of exploring major relief, potentially in the range of roughly 30%, if it can be done legally, responsibly, and without weakening essential services.

Opposes development agreements that shift financial risk to taxpayers or displace residents and long-established small businesses without meaningful mitigation.

Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief while preserving essential services.

- Opposes development agreements that shift financial risk to taxpayers or displace residents and long-established small businesses without meaningful mitigation.
- Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief while preserving essential services.

Housing & Urban Development

My top priorities are simple: public safety, efficient government, and results that improve daily life for families and small businesses in Bexar County – bringing Bexar County into the 21st Century. First, I will support strong law enforcement and common-sense public safety policies so residents can live, work, and shop without fear.

Supports strong law enforcement and public-safety policies intended to help residents feel safe living, working, and shopping in the county.

- Supports strong law enforcement and public-safety policies intended to help residents feel safe living, working, and shopping in the county.

Public Safety

On balancing urban-core investments with rural needs: downtown can be a strong engine, but the county must protect the basics everywhere—roads, drainage, public safety, and core services. The best approach is transparent prioritization: a clear capital plan that funds rural infrastructure needs on a predictable schedule while ensuring major urban projects meet strict ROI, accountability, and neighborhood-impact standards.

Second, I will fight for responsible stewardship of taxpayer dollars—clear budgets, measurable outcomes, and transparency so citizens know what they’re paying for and what they’re getting. Third, I will push practical infrastructure and service improvements that move the county into the 21st century: better roads, smarter processes, faster response, and modern technology that reduces waste and improves service delivery.

Calls for a transparent capital plan that funds rural infrastructure predictably and subjects major urban projects to return, accountability, and neighborhood-impact standards.

Calls for a transparent capital plan that funds rural infrastructure predictably and subjects major urban projects to return on investment, accountability, and neighborhood-impact standards.

Plans to pursue better roads, faster service response, and technology improvements intended to reduce waste and improve county service delivery.

- Calls for a transparent capital plan that funds rural infrastructure predictably and subjects major urban projects to return on investment, accountability, and neighborhood-impact standards.
- Plans to pursue better roads, faster service response, and technology improvements intended to reduce waste and improve county service delivery.

Transportation & Infrastructure

Flood safety should start with a simple promise: protect lives first, then protect property, and do both with measurable results. The county should prioritize the highest-risk zones using data—recent loss history, drainage capacity, low-water crossings, and repeat- flood neighborhoods—and publish a transparent project list with timelines, budgets, and expected risk reduction.

The county should prioritize the highest-risk zones using data—recent loss history, drainage capacity, low-water crossings, and repeat-flood neighborhoods—and publish a transparent project list with timelines, budgets, and expected risk reduction. Next, we should accelerate “high-impact” mitigation: improving drainage channels, upgrading culverts, detention and retention projects, strategic buyouts where repeated flooding makes areas unsafe, and targeted improvements to low-water crossings and warning systems.

Next, we should accelerate “high-impact” mitigation: improving drainage channels, upgrading culverts, detention and retention projects, strategic buyouts where repeated flooding makes areas unsafe, and targeted improvements to low-water crossings and warning systems. We also need faster maintenance and inspection cycles for ditches, inlets, and key choke points—because a clogged system can turn a heavy rain into a tragedy. Finally, we must coordinate tightly with the city, SAWS, TxDOT, and flood districts so projects connect end-to-end and dollars aren’t duplicated or wasted.

Calls for transparent, data-based prioritization of flood-control projects in high-risk areas, with public timelines, budgets, and expected risk reduction.

Wants transparent, data-based prioritization of flood-control projects in high-risk areas, with public timelines, budgets, and expected risk reduction.

Advocates for drainage upgrades, flood-detention projects, strategic buyouts, low-water-crossing improvements, regular maintenance, and coordination among flood-control agencies.

- Wants transparent, data-based prioritization of flood-control projects in high-risk areas, with public timelines, budgets, and expected risk reduction.
- Advocates for drainage upgrades, flood-detention projects, strategic buyouts, low-water-crossing improvements, regular maintenance, and coordination among flood-control agencies.

Energy & the Environment

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BadRequest

LinkedIn

David Sherwood  Hill

David Sherwood Hill

- Plans to cut taxes, control spending, and challenge waste in county government.
- Opposes automatically renewing prior-year funding for salaries, contracts, departments, programs, and recurring expenses.

- Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief while preserving essential services.

1. Please tell voters about yourself.
I’m Dr. David Sherwood Hill, age 66, a High Quality Leader and business builder who lives in San Antonio, Texas (Bexar County). I live now and grew up in Precinct 2. I went to Holmes High School. I began my undergraduate education at the US Air Force Academy, then earned a BS in civil engineering from Texas A&M University.

I later completed Harvard Business School’s AMP and earned both a master’s degree and a doctorate in organizational leadership science at Our Lady of the Lake University, where I developed the High Quality Leadership® framework.

Professionally, I’ve spent decades leading teams, building organizations, and advising executives on leadership, operations, and performance.

David Sherwood Hill grew up in Precinct 2 in San Antonio. He began his undergraduate education at the U.S. Air Force Academy and earned a bachelor's degree in civil engineering from Texas A&M University, followed by a master's degree and a doctorate in organizational leadership science from Our Lady of the Lake University. He is married to Kristie and lives in San Antonio.

I later completed Harvard Business School’s AMP and earned both a master’s degree and a doctorate in organizational leadership science at Our Lady of the Lake University, where I developed the High Quality Leadership® framework.

Professionally, I’ve spent decades leading teams, building organizations, and advising executives on leadership, operations, and performance. I’m an entrepreneur and founder of multiple ventures focused on helping people and organizations execute with clarity, character, and measurable results.

David Sherwood Hill is an Air Force veteran who owns his own artificial intelligence company and graduated from Harvard’s business school.

David Sherwood Hill owns an artificial intelligence company and has founded multiple ventures. He previously worked at Procter & Gamble and NIBCO and is an Air Force veteran.

My mission is simple: cut taxes, control spending, challenge waste, and make county government answer to the taxpayers again.

Scrutinize the annual operating budget.

The biggest cost is often the spending that repeats year after year. Salaries, contracts, departments, programs, and recurring expenses should not get automatic approval just because they were funded last year.

Demand reporting.

Taxpayers deserve plain-English answers: What was promised? What was spent? What was delivered? What still needs fixing?

2. Briefly describe your top policy priorities, or the top issues motivating you to run for office.
My top priorities are simple: public safety, efficient government, and results that improve daily life for families and small businesses in Bexar County – bringing Bexar County into the 21st Century.
First, I will support strong law enforcement and common-sense public safety policies so residents can live, work, and shop without fear.
Second, I will fight for responsible stewardship of taxpayer dollars—clear budgets, measurable outcomes, and transparency so citizens know what they’re paying for and what they’re getting.

The court should prepare now by treating 2028 like a known deadline and building a disciplined, multi-year plan that doesn’t rely on one-time money to fund ongoing costs.
First, we need a true baseline budget: separate recurring operating expenses from one- time projects, and publish clear performance metrics so residents can see what is working and what isn’t.
Second, we should “right-size” the capital plan—remove or pause projects that are unlikely to be completed, re-scope others, and rank what remains by safety, legal mandates, infrastructure needs, and measurable return on investment.
Third, the court should adopt guardrails: conservative revenue assumptions, a healthy reserve policy, and “no new ongoing spending without a funding source.” Fourth, we should modernize operations to reduce waste—better procurement, technology that improves productivity, and accountability for departments to hit targets.

3. Bexar County is currently committed to helping three major downtown redevelopment projects: The Spurs Sports and Entertainment District at Hemisfair, the Missions’ Minor League Baseball stadium district in Northwest downtown, and the expanded rodeo grounds on the East Side. What would success look like in those projects? And what outcomes are critical to avoid? How do you think the county is doing in terms of balancing investments in the urban core with the needs of the county’s more rural residents?
Success means those projects become safe, vibrant, financially responsible districts that (1) grow the tax base, (2) create good jobs, (3) strengthen small businesses, and (4) leave surrounding neighborhoods better—not burdened.

Plans to cut taxes, control spending, challenge waste, and increase county government accountability to taxpayers.

Calls for clear budget reporting, measurable outcomes, and transparency about public spending and services.

Proposes conservative revenue assumptions, reserve policies, and requiring funding sources for new ongoing spending.

Wants downtown redevelopment projects to grow the tax base, create jobs, support small businesses, and avoid burdening nearby neighborhoods.

- Plans to cut taxes, control spending, challenge waste, and increase county government accountability to taxpayers.
- Calls for clear budget reporting, measurable outcomes, and transparency about public spending and services.
- Proposes conservative revenue assumptions, reserve policies, and requiring funding sources for new ongoing spending.
- Wants downtown redevelopment projects to grow the tax base, create jobs, support small businesses, and avoid burdening nearby neighborhoods.

As of July 22, 2026, David Sherwood Hill’s website did not contain information on this issue.

Work with Austin on a Bexar County property-tax relief pilot.

Bexar County should not sit on the sidelines while Texas debates major property-tax relief. I will work with state leaders to make Bexar County a serious pilot candidate for reducing the property-tax burden — with a goal of exploring major relief, potentially in the range of roughly 30%, if it can be done legally, responsibly, and without weakening essential services.

3. Bexar County is currently committed to helping three major downtown redevelopment projects: The Spurs Sports and Entertainment District at Hemisfair, the Missions’ Minor League Baseball stadium district in Northwest downtown, and the expanded rodeo grounds on the East Side. What would success look like in those projects? And what outcomes are critical to avoid? How do you think the county is doing in terms of balancing investments in the urban core with the needs of the county’s more rural residents?
Success means those projects become safe, vibrant, financially responsible districts that (1) grow the tax base, (2) create good jobs, (3) strengthen small businesses, and (4) leave surrounding neighborhoods better—not burdened. I’d define “success” with clear, public scorecards: private dollars leveraged, total cost vs. budget, on-time delivery, infrastructure readiness (roads, drainage, utilities), public safety outcomes, and measurable local economic lift.
Outcomes we must avoid: cost overruns, vague or shifting scopes, “sweetheart” deals that privatize upside while taxpayers eat the risk, long-term operating subsidies that never end, and displacement of residents or legacy small businesses without real mitigation.

Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief without weakening essential services.

Opposes redevelopment deals that shift risk to taxpayers and calls for mitigating displacement of residents and longstanding small businesses.

- Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% relief without weakening essential services.
- Opposes redevelopment deals that shift risk to taxpayers and calls for mitigating displacement of residents and longstanding small businesses.

Supports strong law enforcement and unspecified “common-sense public safety policies.”

2. Briefly describe your top policy priorities, or the top issues motivating you to run for office.
My top priorities are simple: public safety, efficient government, and results that improve daily life for families and small businesses in Bexar County – bringing Bexar County into the 21st Century.
First, I will support strong law enforcement and common-sense public safety policies so residents can live, work, and shop without fear.
Second, I will fight for responsible stewardship of taxpayer dollars—clear budgets, measurable outcomes, and transparency so citizens know what they’re paying for and what they’re getting.
Third, I will push practical infrastructure and service improvements that move the county into the 21st century: better roads, smarter processes, faster response, and modern technology that reduces waste and improves service delivery.

The court should prepare now by treating 2028 like a known deadline and building a disciplined, multi-year plan that doesn’t rely on one-time money to fund ongoing costs.
First, we need a true baseline budget: separate recurring operating expenses from one- time projects, and publish clear performance metrics so residents can see what is working and what isn’t.
Second, we should “right-size” the capital plan—remove or pause projects that are unlikely to be completed, re-scope others, and rank what remains by safety, legal mandates, infrastructure needs, and measurable return on investment.

Flood safety should start with a simple promise: protect lives first, then protect property, and do both with measurable results. The county should prioritize the highest-risk zones using data—recent loss history, drainage capacity, low-water crossings, and repeat- flood neighborhoods—and publish a transparent project list with timelines, budgets, and expected risk reduction.
Next, we should accelerate “high-impact” mitigation: improving drainage channels, upgrading culverts, detention and retention projects, strategic buyouts where repeated flooding makes areas unsafe, and targeted improvements to low-water crossings and warning systems.

Flood safety should start with a simple promise: protect lives first, then protect property, and do both with measurable results. The county should prioritize the highest-risk zones using data—recent loss history, drainage capacity, low-water crossings, and repeat- flood neighborhoods—and publish a transparent project list with timelines, budgets, and expected risk reduction.
Next, we should accelerate “high-impact” mitigation: improving drainage channels, upgrading culverts, detention and retention projects, strategic buyouts where repeated flooding makes areas unsafe, and targeted improvements to low-water crossings and warning systems. We also need faster maintenance and inspection cycles for ditches, inlets, and key choke points—because a clogged system can turn a heavy rain into a tragedy.

Plans to improve roads, county services, response times, and technology intended to reduce waste and improve service delivery.

Calls for a transparent capital plan that predictably funds rural infrastructure while holding major urban projects to standards for return, accountability, and neighborhood impact.

Proposes pausing, removing, or revising unlikely capital projects and ranking remaining projects by safety, mandates, infrastructure needs, and measurable return on investment.

Calls for data-based prioritization and public timelines, budgets, and expected risk reductions for flood-control projects.

Proposes flood mitigation through drainage and culvert upgrades, detention and retention projects, targeted buyouts, and improvements to low-water crossings and warning systems.

Calls for faster inspections and maintenance of ditches, inlets, and other drainage choke points.

- Plans to improve roads, county services, response times, and technology intended to reduce waste and improve service delivery.
- Calls for a transparent capital plan that predictably funds rural infrastructure while holding major urban projects to standards for return, accountability, and neighborhood impact.
- Proposes pausing, removing, or revising unlikely capital projects and ranking remaining projects by safety, mandates, infrastructure needs, and measurable return on investment.
- Calls for data-based prioritization and public timelines, budgets, and expected risk reductions for flood-control projects.
- Proposes flood mitigation through drainage and culvert upgrades, detention and retention projects, targeted buyouts, and improvements to low-water crossings and warning systems.
- Calls for faster inspections and maintenance of ditches, inlets, and other drainage choke points.

I’m Dr. David Sherwood Hill, age 66, a High Quality Leader and business builder who lives in San Antonio, Texas (Bexar County). I live now and grew up in Precinct 2.

I went to Holmes High School. I began my undergraduate education at the US Air Force Academy, then earned a BS in civil engineering from Texas A&M University.

David Sherwood Hill grew up in Precinct 2. He began his undergraduate education at the U.S. Air Force Academy, earned a bachelor's degree in civil engineering from Texas A&M University, and later earned a master's degree and a doctorate in organizational leadership science from Our Lady of the Lake University.

I’m an entrepreneur and founder of multiple ventures focused on helping people and organizations execute with clarity, character, and measurable results.

David owns an artificial intelligence company and has founded multiple ventures. He is an Air Force veteran.

My mission is simple: cut taxes, control spending, challenge waste, and make county government answer to the taxpayers again.

How I’ll Go About Cutting Taxes

Before county government asks taxpayers for more, it should challenge what it already spends.

Scrutinize the annual operating budget.

The biggest cost is often the spending that repeats year after year. Salaries, contracts, departments, programs, and recurring expenses should not get automatic approval just because they were funded last year.

Third, the court should adopt guardrails: conservative revenue assumptions, a healthy reserve policy, and “no new ongoing spending without a funding source.”

Fourth, we should modernize operations to reduce waste—better procurement, technology that improves productivity, and accountability for departments to hit targets.

Plans to cut taxes, control spending, and scrutinize recurring county expenses before seeking more from taxpayers.

Supports budget guardrails including conservative revenue assumptions, reserves, and no ongoing spending without a funding source.

Supports modernizing county procurement and technology and holding departments accountable for meeting performance targets to reduce waste.

- Plans to cut taxes, control spending, and scrutinize recurring county expenses before seeking more from taxpayers.
- Supports budget guardrails including conservative revenue assumptions, reserves, and no ongoing spending without a funding source.
- Supports modernizing county procurement and technology and holding departments accountable for meeting performance targets to reduce waste.

Outcomes we must avoid: cost overruns, vague or shifting scopes, “sweetheart” deals that privatize upside while taxpayers eat the risk, long-term operating subsidies that never end, and displacement of residents or legacy small businesses without real mitigation.

We should also avoid traffic and parking failures that frustrate residents and harm nearby communities.

Plans to work with state leaders on a Bexar County property-tax relief pilot, potentially targeting roughly 30% in property-tax relief if legally and fiscally feasible.

Opposes redevelopment projects with taxpayer risk, indefinite operating subsidies, or unmitigated displacement of residents and legacy small businesses.

- Opposes redevelopment projects with taxpayer risk, indefinite operating subsidies, or unmitigated displacement of residents and legacy small businesses.

My top priorities are simple: public safety, efficient government, and results that improve daily life for families and small businesses in Bexar County – bringing Bexar County into the 21st Century.
First, I will support strong law enforcement and common-sense public safety policies so residents can live, work, and shop without fear.

Supports strong law enforcement and what he describes as “common-sense public safety policies.”

- Supports strong law enforcement and what he describes as “common-sense public safety policies.”

Third, I will push practical infrastructure and service improvements that move the county into the 21st century: better roads, smarter processes, faster response, and modern technology that reduces waste and improves service delivery.

On balancing urban-core investments with rural needs: downtown can be a strong engine, but the county must protect the basics everywhere—roads, drainage, public safety, and core services.

The best approach is transparent prioritization: a clear capital plan that funds rural infrastructure needs on a predictable schedule while ensuring major urban projects meet strict ROI, accountability, and neighborhood-impact standards.

Flood safety should start with a simple promise: protect lives first, then protect property, and do both with measurable results.

The county should prioritize the highest-risk zones using data—recent loss history, drainage capacity, low-water crossings, and repeat- flood neighborhoods—and publish a transparent project list with timelines, budgets, and expected risk reduction.

Next, we should accelerate “high-impact” mitigation: improving drainage channels, upgrading culverts, detention and retention projects, strategic buyouts where repeated flooding makes areas unsafe, and targeted improvements to low-water crossings and warning systems.

We also need faster maintenance and inspection cycles for ditches, inlets, and key choke points—because a clogged system can turn a heavy rain into a tragedy.

Plans to pursue better roads, faster county services, and modern technology to improve service delivery and reduce waste.

Supports a transparent capital plan that schedules rural infrastructure investment and requires accountability and neighborhood-impact standards for major urban projects.

Proposes data-driven flood mitigation, including drainage and culvert upgrades, detention projects, strategic buyouts, low-water-crossing improvements, and faster drainage-system inspections.

- Plans to pursue better roads, faster county services, and modern technology to improve service delivery and reduce waste.
- Supports a transparent capital plan that schedules rural infrastructure investment and requires accountability and neighborhood-impact standards for major urban projects.
- Proposes data-driven flood mitigation, including drainage and culvert upgrades, detention projects, strategic buyouts, low-water-crossing improvements, and faster drainage-system inspections.

David Sherwood Hill grew up in Precinct 2. He began his undergraduate education at the U.S. Air Force Academy, then earned a bachelor's degree in civil engineering from Texas A&M University and a master's degree and doctorate in organizational leadership science from Our Lady of the Lake University. He lives in San Antonio and is married to Kristie.

He has worked in major business environments, including Procter & Gamble and NIBCO, and later built businesses of his own.

David Sherwood Hill is an entrepreneur and founder of multiple ventures. He has worked at Procter & Gamble and NIBCO and later built businesses of his own.

That means I will look at the county budget in plain English, not political fog. I will ask where the money comes from, where it goes, what is truly necessary, what can wait, what can be reduced, and what taxpayers should no longer be asked to fund.

First, I will support strong law enforcement and common-sense public safety policies so residents can live, work, and shop without fear. Second, I will fight for responsible stewardship of taxpayer dollars—clear budgets, measurable outcomes, and transparency so citizens know what they’re paying for and what they’re getting. Third, I will push practical infrastructure and service improvements that move the county into the 21st century: better roads, smarter processes, faster response, and modern technology that reduces waste and improves service delivery.

County leaders have struggled for several years now to come together on their shared spending priorities, including removing projects that are unlikely to be completed from the county’s capital plan. With federal pandemic funding that’s buoyed past budgets drying up, how do you think the five-member court should prepare for the fiscal cliff Bexar County is expected to hit in 2028? The court should prepare now by treating 2028 like a known deadline and building a disciplined, multi-year plan that doesn’t rely on one-time money to fund ongoing costs.

Third, the court should adopt guardrails: conservative revenue assumptions, a healthy reserve policy, and “no new ongoing spending without a funding source.” Fourth, we should modernize operations to reduce waste—better procurement, technology that improves productivity, and accountability for departments to hit targets. Most importantly, the five members must act like a leadership team: agree on a small set of priorities, commit to transparency, and make tough tradeoffs early—so taxpayers aren’t hit with surprises later.

Plans to review county spending and identify costs that can be reduced or deferred.

Advocates for clear budgets, measurable outcomes, and transparency on county spending.

Calls for a multiyear county budget plan that does not use one-time funds for ongoing costs.

Advocates for modernizing county procurement and operations to reduce waste and improve productivity.

- Plans to cut taxes, control spending, and challenge waste in county government.
- Plans to review county spending and identify costs that can be reduced or deferred.
- Advocates for clear budgets, measurable outcomes, and transparency on county spending.
- Calls for a multiyear county budget plan that does not use one-time funds for ongoing costs.
- Advocates for modernizing county procurement and operations to reduce waste and improve productivity.

I’d define “success” with clear, public scorecards: private dollars leveraged, total cost vs. budget, on-time delivery, infrastructure readiness (roads, drainage, utilities), public safety outcomes, and measurable local economic lift. Outcomes we must avoid: cost overruns, vague or shifting scopes, “sweetheart” deals that privatize upside while taxpayers eat the risk, long-term operating subsidies that never end, and displacement of residents or legacy small businesses without real mitigation. We should also avoid traffic and parking failures that frustrate residents and harm nearby communities.

Plans to pursue a legally and fiscally responsible Bexar County property-tax relief pilot with state leaders.

Opposes development deals that shift financial risk to taxpayers or displace residents and small businesses without mitigation.

- Opposes development deals that shift financial risk to taxpayers or displace residents and small businesses without mitigation.

Supports law enforcement and public-safety policies intended to help residents feel safe.

- Supports law enforcement and public-safety policies intended to help residents feel safe.

Second, I will fight for responsible stewardship of taxpayer dollars—clear budgets, measurable outcomes, and transparency so citizens know what they’re paying for and what they’re getting. Third, I will push practical infrastructure and service improvements that move the county into the 21st century: better roads, smarter processes, faster response, and modern technology that reduces waste and improves service delivery. I’m running because I believe government should be run like a high-quality operation: clear priorities, accountability, and real results—not excuses.

First, we need a true baseline budget: separate recurring operating expenses from one- time projects, and publish clear performance metrics so residents can see what is working and what isn’t. Second, we should “right-size” the capital plan—remove or pause projects that are unlikely to be completed, re-scope others, and rank what remains by safety, legal mandates, infrastructure needs, and measurable return on investment.

Plans to improve roads, county services, and technology to reduce waste and improve service delivery.

Calls for a transparent capital plan that funds rural infrastructure predictably and evaluates major urban projects for return, accountability, and neighborhood impacts.

Calls for scaling back or redesigning unlikely-to-be-completed capital projects and prioritizing projects by safety, legal requirements, infrastructure needs, and measurable return.

- Plans to improve roads, county services, and technology to reduce waste and improve service delivery.
- Calls for a transparent capital plan that funds rural infrastructure predictably and evaluates major urban projects for return, accountability, and neighborhood impacts.
- Calls for scaling back or redesigning unlikely-to-be-completed capital projects and prioritizing projects by safety, legal requirements, infrastructure needs, and measurable return.

Bexar County is the only local taxing entity with a road and flood control line item on its portion of the tax bill. After one the most deadly flood years in almost three decades, what do you think the county should be doing to address flood safety? Flood safety should start with a simple promise: protect lives first, then protect property, and do both with measurable results. The county should prioritize the highest-risk zones using data—recent loss history, drainage capacity, low-water crossings, and repeat- flood neighborhoods—and publish a transparent project list with timelines, budgets, and expected risk reduction.

Next, we should accelerate “high-impact” mitigation: improving drainage channels, upgrading culverts, detention and retention projects, strategic buyouts where repeated flooding makes areas unsafe, and targeted improvements to low-water crossings and warning systems. We also need faster maintenance and inspection cycles for ditches, inlets, and key choke points—because a clogged system can turn a heavy rain into a tragedy.

Finally, we must coordinate tightly with the city, SAWS, TxDOT, and flood districts so projects connect end-to-end and dollars aren’t duplicated or wasted. Success looks like fewer rescues, fewer road closures, fewer repeat-flood claims, and clear public reporting showing the county’s road and flood-control tax dollars are reducing risk year after year.

Calls for data-based flood-control priorities and public project lists showing timelines, budgets, and expected risk reduction.

Advocates for drainage, culvert, detention, buyout, low-water-crossing, warning-system, and maintenance improvements to reduce flood risks.

Calls for coordinating flood-control projects with the city, San Antonio Water System, Texas Department of Transportation, and flood districts.

- Calls for data-based flood-control priorities and public project lists showing timelines, budgets, and expected risk reduction.
- Advocates for drainage, culvert, detention, buyout, low-water-crossing, warning-system, and maintenance improvements to reduce flood risks.
- Calls for coordinating flood-control projects with the city, San Antonio Water System, Texas Department of Transportation, and flood districts.

David Sherwood Hill is from San Antonio, Texas. He has a bachelor's degree in civil engineering from Texas A&M University and a PhD in leadership science from Our Lady of the Lake University. He and his wife, Kristie, have built their life around faith, family, work, and service.

David is an engineer and business leader. He has previously worked at Procter & Gamble and NIBCO. 

David is a candidate for Bexar County Commissioner, Precinct 2.

Republican Candidates - Republican Party of Bexar County

Supports cutting taxes, controlling spending, challenging waste, and making county government accountable to taxpayers.

Supports working with Austin on a Bexar County property-tax relief pilot.

David is an engineer and inventor. He previously worked at Procter & Gamble and NIBCO.

David Sherwood Hill’s campaign for Bexar County Commissioner, Precinct 2 is his first entry into politics.

Promises to "cut taxes, control spending, challenge waste, and make county government answer to the taxpayers again."

Supports reducing property taxes by 30% in Bexar County, if feasible without compromising essential services.

David Sherwood Hill is from San Antonio, Texas. He has a bachelor's degree in civil engineering from Texas A&M University and a PhD in leadership and organizational science from Our Lady of the Lake University. He and his wife, Kristie, have built their life around faith, family, work, and service.

David Sherwood Hill's campaign for Bexar County Commissioner, Precinct 2, is his first time running for public office.

Promises to cut taxes, control spending, and reduce waste.

Buket Urgen

Isaac Brickman

Justin Rodriguez

- County commissioners vote on the budget and appropriations, which fund essential county services like road maintenance.
- They create and enforce civil and criminal laws that align with state regulations, including land use and construction codes.
- Commissioners implement state and federal mandates while overseeing county agencies and public buildings.
- They also set tax rates for the county and its subdivisions.
- Each Texas county has four commissioners and a county judge, forming the local governing body known as the Commissioners Court.