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Tom Leppert

Thomas C. Leppert is an American businessman and former politician who served as the 60th mayor of Dallas, , from 2007 to 2011. Prior to entering politics, he held executive leadership roles, including as chairman and of The Turner Corporation, the nation's largest general building contractor, from 1999 to 2006. Leppert later served as of , a global provider of educational and professional training services, overseeing its operating divisions from 2013 onward. In 2012, he sought the nomination for the U.S. Senate seat in but lost in the primary runoff to . As , Leppert prioritized enhancements in public safety, economic development, and education, which correlated with declining crime rates and progress on significant projects during his tenure. His administration positioned as a leader in these areas, fostering business growth and urban revitalization through targeted policies. Leppert's career spans private sector innovation in and , , and board across multiple industries, reflecting a commitment to and strategic oversight.

Early Life and Education

Family Background and Early Influences

Thomas Chris Leppert was raised by his single mother, Margery, after his father died when he was an infant. Following the loss, his mother relocated the family to , to live near extended relatives, settling in a blue-collar neighborhood characterized by lifelong residents and modest means. Margery supported them through her work as a secretary at a firm, often managing tight finances that included concerns over bills, while demonstrating expertise in complex financial instruments that later inspired Leppert's own drive. As an in this financially strained household, Leppert contributed through odd jobs such as dishwashing, cleaning medical offices, and janitorial work to help make ends meet. His instilled a strong and a of books, fostering despite limited local exposure to ; she emphasized grounding principles that kept him focused amid challenges. Leppert attended an overcrowded high school in Glendale with few peers pursuing , underscoring the socioeconomic barriers he navigated. Early organizational involvement provided additional structure; as a youth, Leppert participated in , a leadership-focused for boys, which he later credited with instilling foundational principles that served as a lifelong compass and anchored his . These experiences, combined with his mother's sacrifices, cultivated and service-oriented values that propelled his path from manual labor to .

Academic and Formative Experiences

Leppert graduated from in 1977 with a degree in , earning cum laude honors. During his undergraduate years, he served as president of the Associated Students of , an experience that developed his early leadership capabilities and involvement in campus governance. Raised by a , Leppert worked to his education, fostering a strong and self-reliance that influenced his approach to professional challenges. He subsequently enrolled at , completing an MBA with distinction in 1979, which equipped him with advanced skills in business strategy and management. These academic pursuits, combined with practical responsibilities during his studies, laid the groundwork for his subsequent executive roles by emphasizing analytical rigor and organizational leadership.

Business Career

Executive Leadership in Construction and Global Firms

Thomas Leppert served as Chairman and of The Turner Corporation, the largest general building contractor in the United States, from 1999 to 2006. Under his , the company experienced significant growth, nearly doubling in size and achieving one of its most profitable periods, which included job creation and expansion in major projects. The Turner Corporation, a subsidiary of the German firm AG, operated globally with involvement in large-scale and commercial building initiatives. Prior to Turner, Leppert held the position of President and Chief Executive Officer of Castle & Cooke Homes Hawaii, Inc., a subsidiary focused on residential and in and other Pacific regions from the mid-1990s. In this role, he oversaw homebuilding operations amid economic challenges in the region, contributing to strategic expansions in multifamily and single-family projects. These experiences in preceded his tenure at Turner and informed his approach to managing complex, capital-intensive projects across international markets. Leppert's early career included consulting at , where he rose to Principal, advising clients in construction and related industries before transitioning to operational executive roles. His leadership emphasized operational efficiency, safety standards, and environmental practices, earning recognition such as the Gold Cross Millennium Award for Corporate Environmental Leadership during his time at .

CEO Role at Kaplan, Inc. and Educational Impact

Thomas C. Leppert joined , a subsidiary of Graham Holdings Company, as President and on January 8, 2013, responsible for the day-to-day operations of and divisions. In this role, he oversaw educational programs including for standardized exams such as , GRE, and professional licensure courses, as well as degree-granting institutions focused on career-oriented . Leppert expressed enthusiasm for the position, stating it provided an opportunity "to be personally involved in influencing education, to improve individual lives, and to help lead a company that is changing education around the world." On March 11, 2014, Leppert was elevated to Chief Executive Officer of Kaplan, Inc., leading the global provider of educational services with over 22,000 employees across test preparation, higher education, professional training, and international programs. His tenure as CEO lasted until August 21, 2015, when he resigned, succeeded by Andrew S. Rosen. During this period, Leppert aimed to achieve double-digit revenue growth by expanding into new markets and emphasized innovation in educational delivery. Under Leppert's leadership, Kaplan supported edtech development through initiatives like the Kaplan EdTech Accelerator, where he spoke at the 2014 Demo Day event in , highlighting investments in technology-driven educational solutions. The company maintained its role in broadening access to , with ongoing programs serving millions of learners annually in areas such as university partnerships, English-language training, and preparation. In 2015, Kaplan was named one of America's 100 Best Employers by , reflecting positively on its workplace environment amid efforts to adapt to evolving regulatory and market demands in the sector. However, Kaplan's division grappled with enrollment declines influenced by federal regulations and broader scrutiny of for-profit institutions during this timeframe.

Board Directorships, Awards, and Industry Recognition

Leppert has held numerous corporate board positions across industries including construction, finance, real estate, and technology. He currently serves as chairman of the board of Austin Industries, a Dallas-based construction firm, and as a director on the board of Fluor Corporation, a global engineering and construction company. He was appointed to the board of View, Inc., a manufacturer of dynamic glass technology, in October 2015. Previously, he served as vice chairman of Pacific Century Financial Corporation and the Bank of Hawaii. Leppert has also directed boards for nonprofit organizations, including Dallas Theological Seminary and Claremont McKenna College, where he was appointed a life trustee in 2021. In recognition of his leadership, Leppert received the "CEO of the Year" award from D Magazine in an unspecified year prior to his mayoral tenure, and a similar distinction from Southern Methodist University's Cox School of Business survey of Dallas-Fort Worth executives in 2008. He was named "Texas Businessman of the Year" by the Association of Business. Other honors include the Perry Free Enterprise Award from , the Torch of Conscience Award from the Southwest region of the in 2006, and the George Benson Distinguished Alumni Award. In 2022, for BrainHealth presented him with its Legacy Award for contributions to brain health initiatives. More recently, in 2025, he received the MEDIA Alliance Global Impact Award. Leppert's industry recognition extends to environmental leadership, with the Global Cross Millennium Award for Corporate Environmental from Global Green, and operational excellence during crises, as highlighted by the Dallas Business Journal for his role as Austin Industries board chair amid the in 2020. He has served on the board of the National Association of Corporate Directors (NACD) North Texas chapter, including as vice chair for the 2024-2025 term, underscoring his influence in .

Mayoral Administration

2007 Election and Policy Priorities

The 2007 Dallas mayoral election was nonpartisan and held to replace term-limited incumbent Laura Miller. A crowded field of seven candidates competed in the first round on May 12, with no one securing a . Tom Leppert, a retired executive and political newcomer, led with 19,367 votes (27.10 percent), followed by city councilman Ed Oakley with 14,754 votes (20.64 percent); other candidates included Don Hill (9,896 votes, 13.85 percent), Max Wells (8,697 votes, 12.17 percent), Gary Griffith (6,656 votes, 9.31 percent), Sam Coats (5,473 votes, 7.66 percent), and Darrell Jordan (4,062 votes, 5.68 percent). This advanced Leppert and Oakley to a June 16 runoff. In the runoff, Leppert defeated Oakley decisively, receiving 49,558 votes (57.83 percent) to Oakley's 36,135 votes (42.17 percent) out of 85,693 total votes cast. Leppert's victory margin exceeded 13,000 votes, reflecting strong support from business leaders and voters seeking managerial expertise amid concerns over , budget shortfalls, and urban development. His campaign emphasized his private-sector background, including leadership at , positioning him as a results-oriented outsider unencumbered by city hall . Oakley, a three-term council member, focused on neighborhood advocacy and progressive policies but faced challenges in broadening appeal beyond his base. Leppert's policy priorities centered on four core areas: public safety, , , and . He pledged to reduce crime through increased police recruitment and , drawing on data showing Dallas's rate at 10.2 per 1,000 residents in 2006. Economic growth was highlighted via job creation and tax base expansion without new taxes, leveraging his executive experience to attract businesses and fund services via efficiencies. initiatives aimed at partnering with Dallas ISD to boost graduation rates, which stood at 67 percent in 2007, through programs and workforce alignment. Infrastructure commitments included advancing projects like the Trinity River toll road and expansions to enhance competitiveness. These priorities reflected a pragmatic, metrics-driven approach, with Leppert vowing via performance metrics during his June 25 .

Crime Reduction and Public Safety Measures

During his tenure as from to 2011, Tom Leppert prioritized expanding the city's force to address public safety concerns, directing a major initiative that increased the number of officers by approximately 20%, adding 679 new hires across four annual budgets. The department grew from around 2,900 officers in 2006 to 3,684 by the end of 2010, with net annual gains of 168 officers in , 203 in 2008, 208 in 2009, and 93 in 2010. This expansion was funded without tax increases, achieved by reallocating resources from other areas and cutting non-essential spending, following Leppert's advocacy for growth during a City Council retreat. These efforts contributed to substantial declines in rates, with the overall crime index falling 29% from 78.45 incidents per 1,000 residents in 2007 to 55.67 in 2010, including nearly a third reduction in both violent and total . Homicides decreased from more than 200 annually prior to his administration to 133 in 2011, while 2010 recorded 148 murders—the lowest since 1967 and an 11% drop from the previous year—attributed in part to the bolstered presence. Leppert emphasized holding accountable for these outcomes and equipping officers with additional resources, such as 176 new squad cars, to enhance response capabilities and effectiveness. Although crime trends in showed declines prior to Leppert's , the accelerated hiring and resource shifts under his leadership were credited by supporters with sustaining and amplifying these reductions amid national economic challenges. Leppert publicly rejected characterizations of as a high-crime city, setting explicit expectations for ongoing improvements in public safety through strategies.

Economic Growth and Job Creation Strategies

Leppert's economic strategies as centered on leveraging the sector's role in job creation, emphasizing incentives and infrastructure to expand the tax base and attract investment. He advocated for tax abatements, workforce training programs, and enhanced educational partnerships to draw companies, arguing that such measures mirrored competitive practices in other cities. These efforts included marketing missions to and , targeting trade partners that accounted for 29% of Dallas's with alone, to secure . Key initiatives focused on high-impact infrastructure to stimulate employment. The Omni Convention Center Hotel, funded in part by $388 million in Build America Bonds in 2010, was projected to generate 3,000 temporary and 800 permanent positions while saving taxpayers $150 million. Similarly, support for the (DART) rail expansion, backed by $829.6 million in bonds, contributed to an estimated 47,760 from 2007 to 2014, with Leppert's administration prioritizing such projects to enhance connectivity and appeal to and firms. The Logistics Hub in southern , positioned at the intersection of five interstates and two rail lines, was promoted to foster higher-wage and manufacturing operations, resulting in hundreds of new positions in underserved areas. Leppert also pursued corporate relocations to bolster white-collar employment. His administration facilitated the consolidation of AT&T's headquarters in and Comerica Bank's relocation there, positioning the city as a hub for financial and telecom services amid national competition for such anchors. Complementary policies included a mandate for structures over 10,000 square feet, aimed at reducing operational costs and attracting environmentally conscious firms to sustain long-term growth. These approaches aligned with Leppert's view that government should enable rather than supplant private enterprise, though outcomes were mixed amid the 2008 recession, with some critics noting uneven job distribution across neighborhoods.

Major Infrastructure Projects

During his mayoral tenure from 2007 to 2011, Tom Leppert advanced several initiatives, drawing on his construction industry background to prioritize projects enhancing , transportation, and urban development. The Trinity River Corridor Project stood as a flagship effort, encompassing floodway improvements, a proposed for traffic relief, and recreational parks to address congestion and air quality. Voters had approved the project in 2006, but Leppert led a 2007 campaign that defeated an effort to eliminate the toll road component between the river s, preserving its core transportation . He accelerated aspects through innovative contracting, secured coordination for levee upgrades via visits to officials, and announced a $100,000 grant in January 2008 for initial Trinity River Overlook planning, while unveiling a project model in October 2008 to visualize city integration. Despite cost escalations and debates, these steps positioned the multi-billion-dollar initiative for phased advancement in and mobility. Leppert promoted regional transit expansion through (DART), securing $829.6 million in Build America Bonds issued in 2009 for 48 miles of new lines, projected to generate $5.6 billion in economic impact and 47,760 jobs from 2007 to 2014. In a January 2010 event, he highlighted the program's taxpayer savings of $220 million for DART while tying it to broader infrastructure funding exceeding $3 billion, including tollway and water district projects. He also endorsed the Dallas Logistics Hub, an inland port in southern Dallas County, advocating bond-funded public infrastructure to support distribution facilities, job creation, and tax base growth through value-added logistics operations. Additionally, under his administration, the city opened an innovative biogas energy recovery facility with Dallas Water Utilities, converting wastewater treatment waste into renewable energy to enhance utility sustainability. These efforts aligned with annual capital improvement , including 2008-2009 allocations for bond-financed projects like street repairs and facilities, monitored via city audits to track progress. While some initiatives like the Trinity toll road faced delays beyond his term due to environmental and funding hurdles, Leppert's focus yielded commitments for long-term .

Fiscal Policies, Taxation, and Budget Management

During his mayoral tenure from 2007 to 2011, Tom Leppert emphasized , prioritizing balanced budgets without rate increases through operational efficiencies, cost containment, and targeted spending reductions. Drawing from his corporate background, Leppert advocated for business-like , focusing on shrinking size while preserving core services like public safety. For the 2008-2009 budget, approved on September 24, 2008, the rate remained at 74.79 cents per $100 valuation, with no rate increase despite rising expenditures driven by fuel costs (up $8.8 million, or 46%) and debt service (up $20.8 million). The $2.7 billion budget incorporated growth from a 7.04% expansion in the base to $90.48 billion and projections of $236.1 million, alongside efficiencies such as measures yielding $855,000 in annual savings. New streams, including non-resident accident response fees, supplemented traditional sources without relying on tax hikes. In fiscal year 2009-2010, amid the , Leppert's administration delivered a without a rate increase, employing cost containment strategies, service reductions (e.g., hours and operations), and enhancements including American Recovery and Reinvestment Act (ARRA) stimulus funds. Expenditures included $106 million for street improvements via bond proceeds, but offsets came from eliminating 1,328 funded positions (resulting in 840 civilian layoffs), implementing five days equivalent to a 2% pay cut for employees, and forgoing pay raises. These measures addressed shortfalls while allocating resources to public safety and . Leppert consistently opposed property tax rate hikes, proposing spending cuts to close gaps; for instance, in 2010, he outlined a no-tax-increase plan that would maintain more police on streets and avoid closing fire stations, though the city council ultimately approved a modest hike adding approximately $64 annually to the average homeowner's bill (based on a $212,000 home value). Throughout his term, he criticized rate increases as unnecessary, arguing that stable rates amid economic challenges preserved competitiveness, and highlighted the city's rising only 32% cumulatively since 1982 under prior administrations. His approach yielded balanced budgets in the initial years but faced council resistance on further austerity in later periods.

Education Initiatives and Community Partnerships

During his tenure as mayor of Dallas from 2007 to 2011, Tom Leppert emphasized education as a core priority, launching targeted programs to address gaps and high school dropout rates while fostering partnerships with local businesses and nonprofits. One key initiative was the Every Child Ready to Read @ program, unveiled on February 21, 2008, and formally launched on March 5, 2008, as part of a broader set of five city-led efforts to enhance and school readiness. This program distributed age-appropriate books to children at public libraries, pediatrician offices, and community events, aiming to promote parental involvement in reading from birth through age five. Leppert also supported dropout prevention through Destination: Graduation, a targeted for at-risk high schools including Kimball, Samuell, and others, which provided mentoring, tutoring, and incentives to boost graduation rates. In December 2008, he donated the remaining $10,000 of his annual mayoral salary to the program, following an initial pledge of $50,000 from his salary to various education efforts announced in 2007. These contributions complemented campaigns involving city officials and school leaders to re-enroll potential dropouts. A cornerstone of Leppert's community partnerships was the Mayor's Summer Intern Fellows Program, initiated in 2007, which placed (DISD) high school juniors and seniors in paid internships at local corporations and nonprofits to build workforce skills and expose students to professional environments. By partnering with over 100 businesses, the program served hundreds of students annually, with participants gaining hands-on experience in fields like and , and crediting it for career advancements. Leppert highlighted its role in bridging and economic opportunity, noting in a 2010 commentary that it transformed participants' aspirations and reduced barriers to employment. These efforts extended to collaborations with faith-based and community organizations, such as Leppert's chairmanship of the Community School, which integrated city resources with private funding to support under-resourced students. Overall, Leppert's initiatives leveraged public-private partnerships to direct resources toward measurable outcomes, including increased library book distributions and placements, though they operated amid ongoing challenges in DISD governance without direct mayoral control over .

Governance Reforms and Ethics Stands

Leppert initiated ethics reforms in amid heightened scrutiny following the October 2009 federal corruption conviction of former Mayor Pro Tem Don Hill, which involved schemes tied to and approvals. Drawing from his corporate background, he advocated applying business principles to , emphasizing , reduced , and professional standards to restore public trust. His efforts focused on curbing in , particularly in and contracting processes prone to single-member district dominance. Key proposals included mandating registration for paid lobbyists to track interactions with officials, akin to state and federal practices; imposing stricter limits on campaign contributions from contractors and developers with city business; requiring digital filing of contributions for real-time transparency; and necessitating ethics workshops for council members using real-world case studies. For cases, Leppert pushed requirements that major proposals secure endorsements from at least two or three council members—certifying prior review of details—before advancing to full council debate, aiming to dilute individual influence and prevent rushed or insider-driven approvals. In November 2009, the approved four ordinances central to Leppert's agenda: lobbyist registration; limits on developer campaign contributions; mandatory disclosure of gifts exceeding $50 to council members; and certification processes for zoning cases requiring seconding by multiple members. These measures, developed in collaboration with ethics advocates like former council member Randy Skinner, marked a shift toward formalized oversight, though some broader proposals lingered in debate amid council resistance. The reforms contributed to a of increased civility and openness in city operations, with Leppert's administration credited for elevating ethical standards through structured practices rather than enforcement. While not eliminating all vulnerabilities—such as ongoing debates over council salaries to attract ethical candidates—they established foundational rules that influenced subsequent governance, prioritizing empirical checks on power concentration over unchecked local autonomy.

Achievements, Criticisms, and Key Controversies

During his tenure as mayor of Dallas from 2007 to 2011, Leppert prioritized public safety, leading to a nearly one-third reduction in both violent and total crime rates through the expansion of the police force by hundreds of officers and strategic reallocations to beat patrols. Homicides fell to 148 in 2010, the lowest number since 1967 and an 11% decrease from the prior year, which Leppert attributed to sustained funding for additional officers despite budget constraints. These efforts positioned Dallas as a model for urban crime reduction amid national challenges, with Leppert emphasizing data-driven policing over reactive measures. Economically, Leppert advanced major infrastructure projects and fostered business growth, making Dallas a national focus for development even during the Great Recession, when the city's budget faced shortfalls from declining sales tax revenue and property values. He navigated fiscal pressures by implementing fee increases and efficiency measures rather than broad tax hikes, though these drew accusations of hidden taxation from council members like Mitchell Rasansky, who criticized the 2009 budget process as non-transparent and proposed alternative $217 million in savings. Supporters credited his business background for maintaining fiscal discipline without derailing key initiatives like public works advancements. Critics, including political opponents, argued that Leppert treated the mayoralty as a launchpad for higher office, pointing to his abrupt 2011 resignation to pursue a U.S. bid as evidence of prioritizing personal ambition over long-term city leadership. This perception was amplified during his campaign, where detractors claimed he underinvested in systemic reforms, relying instead on short-term metrics like crime drops that predated or outlasted his targeted interventions. A key controversy arose in 2010 over concessions contracts at Love Field Airport, where Leppert opposed no-bid extensions for existing vendors like Star Concessions, advocating competitive bidding to secure better terms for taxpayers and potentially lower prices for passengers. This stance ignited tensions with minority council members, including Vonciel Hill, who accused him of disregarding small and minority-owned businesses reliant on the contracts and mishandling the debate through unilateral staff directives rather than collaborative discussion. The dispute delayed votes and led to a allowing limited competition, but opponents like mayoral candidate David Kunkle later faulted Leppert for escalating divisions instead of fostering . Additionally, his decision to join First Baptist in 2009 prompted backlash from advocates, who viewed it as aligning with conservative stances potentially at odds with inclusive city policies.

Broader Political Engagement

2012 U.S. Senate Campaign and Platform

Tom Leppert formally announced his candidacy for the U.S. seat in on February 25, 2011, shortly after resigning as to enter the race to succeed retiring incumbent . His campaign centered on leveraging executive experience from business leadership at companies like Hughes Supply and Turner Corporation, as well as his mayoral tenure, to advocate for pragmatic, results-driven governance over career politicians or ideological posturing. Leppert positioned himself as an outsider focused on substantive policy solutions, releasing advertisements that highlighted his record of job creation—claiming over 300,000 jobs added during his mayoral term—and infrastructure advancements, while critiquing President Barack Obama's economic policies as obstructive to recovery despite recent upticks. The platform prioritized economic revitalization through , simplification, and incentives for private-sector job growth, drawing from Leppert's detailed jobs program that integrated local successes like public-private partnerships with national reforms to reduce federal overreach. He advocated fiscal restraint, including support for amendments requiring supermajorities for increases, and emphasized by promoting expanded domestic production, particularly in Texas's and gas sectors, to lower costs and enhance . On immigration, Leppert aligned with standard calls for border enforcement, though specifics were secondary to economic messaging. Socially, he endorsed the death penalty as justifiable for heinous crimes in line with Texas law, opposed despite prior participation in Dallas gay pride events as , and took a strongly pro-life stance against as a unrestricted right. Campaign tactics included TV ads deriding primary opponents and as "empty suits" lacking executive depth, alongside forums stressing character, reform, and faith over policy divergences, which were minimal among contenders. Leppert's approach aimed at broad appeal through experience rather than Tea Party fervor, but it struggled against Dewhurst's name recognition and Cruz's grassroots surge. In the May 29, 2012, Republican primary, he garnered 182,893 votes (13.02%), placing third behind Dewhurst (44.67%) and Cruz (34.10%), prompting his immediate concession and elimination from the runoff.

Electoral Performance and Post-Run Analysis

In the Republican primary for the U.S. Senate in Texas on May 29, 2012, Leppert secured third place with 190,639 votes, equivalent to 13.57 percent of the total. Incumbent Lieutenant Governor topped the field with 627,731 votes (44.67 percent), while received 479,107 votes (34.10 percent), advancing both to a runoff. Leppert conceded defeat approximately 90 minutes after polls closed, delivering remarks at his watch party on May 30, 2012, and praising the competitive primary process. After exiting the race, Leppert endorsed Dewhurst for the runoff, appearing alongside him during a televised against Cruz on July 17, 2012, to highlight shared priorities on economic issues and criticize Cruz's legal career. Dewhurst nonetheless lost the runoff to by 20 percentage points, with Cruz proceeding to defeat Democrat Sadler in the November general election. Analyses of Leppert's campaign performance point to structural challenges in a nine-candidate field, where Dewhurst's incumbency and self-funding advantage, combined with Cruz's mobilization of voters through national conservative endorsements, overshadowed Leppert's business credentials and mayoral record. His support remained concentrated in urban areas like , yielding limited rural and statewide traction, while a subdued campaign style was cited by observers as limiting voter enthusiasm compared to more dynamic rivals. Scrutiny of his pre-mayoral board service at , which failed amid the , also drew negative attention during the race, potentially alienating voters wary of establishment ties. Overall, the outcome reflected a broader 2012 primary dynamic favoring ideological purity over executive experience, as evidenced by Cruz's subsequent national profile.

Post-Mayoral Career and Civic Roles

Return to Corporate Leadership

Following his defeat in the 2012 Republican primary for U.S. Senate, Tom Leppert returned to executive leadership in the private sector by joining Kaplan, Inc. in January 2013 as President and Chief Operating Officer. In this position, he managed day-to-day operations across Kaplan's divisions, including test preparation, higher education, and professional training programs for the global education services company, then a subsidiary of Graham Holdings Company. Leppert advanced to Chief Executive Officer on April 1, 2014, succeeding Andrew S. Rosen, who assumed an executive vice president role at the parent company. Kaplan, with over 22,000 employees worldwide, focused on delivering educational content and training solutions during his tenure. Leppert served as CEO until announcing his resignation on July 23, 2015, after which Rosen returned as Chairman and CEO. His brief leadership at Kaplan marked a return to the corporate executive roles he held prior to entering , drawing on experience from prior CEO positions at firms like The Corporation.

Ongoing Board and Advisory Positions

Leppert serves as an advisory board member at Cerity Partners, a national wealth management firm headquartered in New York. He holds the position of board chair at Austin Industries, a Dallas-based construction and industrial services company founded in 1918, where he contributes to strategic oversight amid the firm's focus on infrastructure and energy projects. As a director on the board of since at least 2013, Leppert is appointed to the Governance and Commercial Strategies Committee as well as the Committee, drawing on his executive experience in and to guide the and construction giant's global operations. Leppert maintains board seats at , an evangelical institution training ministers since 1924, and , a selective in emphasizing and . In June 2025, he was elected board chair of the Chapter of the National Association of Corporate Directors (NACD), succeeding in a role that promotes governance best practices among regional executives. He also sits on the executive board of Southern Methodist University's Lyle School of Engineering, supporting and research initiatives in . Additionally, Leppert co-leads the Brain Health Project at the Center for BrainHealth, a research center focused on cognitive performance enhancement through and training programs.

Public Commentary, Speaking, and Recent Dallas Involvement

In recent years, Tom Leppert has remained active in public commentary on affairs, leveraging his experience as former to opine on local governance and economic challenges. In an April 2024 opinion piece published in D Magazine, Leppert urged to "get back on track," critiquing current leadership and emphasizing the need for fiscal responsibility and to restore the city's momentum. Similarly, in May 2025, he contributed to expressing concern over the ' hypothetical trade of , attributing long-term damage to absentee ownership and mismanagement, which he argued undermined community pride and economic vitality. Leppert has engaged in public discourse surrounding key ballot measures in Dallas, particularly Propositions S and U, which were adopted in late 2024 to enact reforms. He participated in debates and discussions, including a December 2024 episode of Let's Talk Local hosted by The Dallas Express, where he debated proponent on the propositions' implications for city operations and accountability. These appearances highlighted Leppert's for structural changes to enhance and reduce bureaucratic hurdles in municipal . In June 2025, Leppert launched a podcast described as an intergenerational dialogue on major issues, featuring conversations with prominent figures to address national and local topics from diverse perspectives. That same month, he appeared on The Deal Table podcast to discuss the "Dallas Boom," attributing the city's growth to private-sector innovation and historical entrepreneurial spirit while cautioning against policy impediments. Additional speaking engagements, such as an October 2025 interview on his transition from corporate leadership to public service, underscore his ongoing role in motivational and reflective discourse. Through these platforms, Leppert continues to influence public opinion on Dallas' trajectory, drawing on empirical lessons from his tenure to promote pragmatic, results-oriented approaches.

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