Brandon Montoya
Candidate, Mayor of Prescott
Elections and appointments
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Brandon Montoya ran for election to the Mayor of Prescott in Arizona. He was on the ballot in the primary on August 5, 2025.[source]
Montoya completed Ballotpedia's Candidate Connection survey in 2025. Click here to read the survey answers.
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Biography
Brandon Montoya provided the following biographical information via Ballotpedia's Candidate Connection survey on July 2, 2025:
- Birth date: October 3, 1984
- Birth place: Chandler, Arizona
- High school: Prescott High School
- Gender: Male
- Religion: Catholic
- Profession: Financial Planner
- Prior offices held:
- City Councilman (2021-Prsnt)
- Incumbent officeholder: Yes
- Campaign website
- Campaign Facebook
Elections
Nonpartisan primary election
Election results
Endorsements
Ballotpedia did not identify endorsements for Montoya in this election.
Ballotpedia survey responses
See also: Ballotpedia's Candidate Connection
Brandon Montoya completed Ballotpedia's Candidate Connection survey in 2025. The survey questions appear in bold and are followed by Montoya's responses. Candidates are asked three required questions for this survey, but they may answer additional optional questions as well.
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I’m Brandon Montoya, a longtime Prescott resident, small business owner, and City Councilmember since 2021. I currently serve as Mayor Pro Tem and have been proud to support smart, responsible growth—protecting our water resources, preserving open space, and promoting transparent, accountable government.
In 2016, I co-founded Montoya Wealth Management, a fee-only fiduciary investment firm focused on helping people plan for the future with integrity and independence. As a small business owner, I understand the challenges and opportunities facing Prescott’s economy and believe we must support local businesses, diversify job opportunities, and grow in a way that reflects our values.
I’m also a husband and father raising my family here. Prescott is more than a place I serve—it’s my home. Whether I’m on the trails with my kids or at a community event, I believe in servant leadership and showing up for the people I represent. As mayor, I’ll continue to listen, lead with thoughtfulness, and protect what makes Prescott such a special place to live. - Transparent Leadership
Prescott deserves a mayor who listens, leads with integrity, and puts people over politics. I’ve worked hard to make city government more open and accessible—whether it’s explaining votes publicly, encouraging community engagement, or asking tough questions at City Hall. I believe trust is earned through transparency and respectful dialogue. As mayor, I’ll continue to prioritize clear communication, public input, and thoughtful, nonpartisan decision-making that reflects the values of our entire community.
- Responsible Water Management
Water is Prescott’s most precious resource, and how we manage it will define our future. I helped lead efforts to reform Prescott’s water policy—linking new development to available water, encouraging conservation, and securing future supplies. I believe we must protect the health of our aquifers, honor our obligations to neighboring communities, and ensure water remains available for generations to come. As mayor, I’ll continue to champion long-term, science-based solutions that balance growth with sustainability.
- Smart, Values-Based Growth
Prescott can grow without losing what makes it special—but only if we plan with intention. I support growth that reflects our community’s values: preserving open space, protecting neighborhoods, and investing in infrastructure like roads, water, and public safety. I also believe in economic growth that creates good local jobs, supports small businesses, and makes housing more attainable for working families. As mayor, I’ll push for balanced development that strengthens Prescott while protecting its character.
I’m passionate about public policies that strengthen the long-term health and livability of our community. At the top of that list is water policy—ensuring Prescott grows in a way that protects our aquifers, secures future supply, and promotes responsible use. I’m also deeply committed to government transparency and accountability—residents should always know how and why decisions are being made. Finally, I care about economic development that reflects Prescott’s values: supporting small businesses, expanding good local jobs, and planning for attainable housing so future generations can afford to live and thrive here. These issues aren’t just policy—they’re about protecting what makes Prescott home.
I look up to people who lead with humility, integrity, and a deep sense of service—people who are willing to do the hard, unglamorous work for the good of others without seeking attention or credit. One example that stands out is my grandfather. He wasn’t famous, but he was steady, honest, and deeply committed to his family and community. He taught me that real leadership isn’t about being loud—it’s about being dependable, thoughtful, and showing up for people when it matters most.
In public life, I admire leaders who balance principle with pragmatism—those who listen more than they speak, build bridges rather than burn them, and never forget that they serve real people, not just policies. That’s the kind of example I try to follow in my work and in how I carry myself in the community.
One book I often recommend is The Fifth Risk by Michael Lewis. While Lewis is best known for writing about finance and sports, this book focuses on something many people overlook: the quiet, day-to-day work of government and what happens when it’s neglected or misunderstood. The book isn’t partisan—it’s a reminder that effective governance isn’t about ideology, but about competence, stewardship, and public service.
My political philosophy leans toward small and limited government—but I also believe that the government we do have must work well, be transparent, and stay grounded in local control. Lewis’ book underscores that the people who do the unglamorous work of government—managing water systems, protecting public lands, coordinating disaster response—are often the ones who keep our communities functioning and safe. That aligns with my belief that local government should focus on core responsibilities and be responsive, practical, and rooted in the values of the people it serves.
If you want to understand how I view public service, this book is a great place to start: it’s not about growing government, but about making sure what we do as a city is done well, with integrity and care. I believe the most important characteristics for an elected official are integrity, accountability, humility, and a firm commitment to the principle of limited government. Public servants should remember that their role is not to impose top-down solutions, but to listen carefully, act thoughtfully, and respect the rights and responsibilities of the people they serve. I believe in a government that does a few things well—protects public safety, maintains essential infrastructure, preserves individual liberty, and ensures transparency in decision-making—without overreaching into areas best handled by families, businesses, and community organizations.
At the same time, I’m a strong believer in the importance of local government. While I support the idea of limited government broadly, I also understand that local government is where real, responsive problem-solving happens. It’s the most accessible level of government, where decisions are made by neighbors who know the community and are directly accountable to the people they represent. Local government should serve as a stabilizing force—encouraging public participation, preserving the character of the community, and balancing individual rights with the common good.
My philosophy is grounded in the belief that strong communities are built by engaged citizens, not expansive bureaucracies. The job of an elected official is not to be the smartest person in the room, but to ask good questions, foster open dialogue, and make decisions that reflect the values and priorities of the people. That’s the kind of leadership I’ve tried to bring to the Prescott City Council, and it’s the kind I will continue to offer as Mayor. One of the qualities I value most—and try to practice consistently—is humility. I don’t pretend to have all the answers, and I believe good leadership starts with a willingness to listen. As an elected official, I’ve learned that the best ideas often come from thoughtful conversations with residents, staff, and fellow council members. Being willing to listen, to ask questions, and to reconsider your position when new information comes forward is not a weakness—it’s a strength.
I also work hard to be approachable and transparent. I show up, I do my homework, and I engage with people respectfully, even when we don’t agree. I believe these qualities—humility, openness, and a steady, collaborative approach—are key to building trust and making sound, community-centered decisions. That’s the kind of officeholder I strive to be every day.
The core responsibilities of a mayor go far beyond chairing meetings or representing the city at ceremonial events. A strong mayor leads by bringing people together—uniting the council, engaging the broader community, and collaborating with regional partners to address shared challenges and opportunities. One of the most important aspects of the job is fostering a spirit of mutual respect and collaboration within the City Council. Disagreement is natural—and even healthy—but it’s the mayor’s responsibility to ensure the dialogue remains productive, civil, and focused on serving the community’s best interests.
Equally important is the mayor’s role in uniting the community itself. In a time when divisions—both political and cultural—run deep, the mayor must be a steady, visible presence who listens to all perspectives and helps residents see their common ground. That includes showing up: at neighborhood meetings, community events, and public forums—not just to speak, but to hear directly from the people who live and work here. Trust in government is built through accessibility, humility, and consistent follow-through.
The mayor also serves as the public face of the city—someone who can engage with regional leaders, business owners, and prospective investors to promote economic opportunity. In today’s competitive landscape, cities need advocates who can articulate a clear vision, build strong relationships, and attract development that aligns with the community’s values. That includes supporting local businesses, expanding good jobs, and ensuring Prescott remains a place where families, entrepreneurs, and future generations can thrive. Ultimately, the mayor is a connector—between government and residents, council and staff, Prescott and the broader region. It’s a role that requires listening, leadership, and the ability to bring people together to build a stronger, more unified future. That’s the kind of leadership I believe Prescott deserves, and it’s the kind I ai I’d like to leave a legacy of leadership that brought people together and helped preserve what makes Prescott such a special place to live. I hope people will say that I listened, that I treated others with respect, and that I made decisions with integrity and care—even when they were difficult. I want to be remembered as someone who showed up, did the work, and always put the good of the community first.
If I can help lay the groundwork for a Prescott that is more sustainable—where future generations can raise families, start businesses, and feel a deep sense of belonging—then I’ll feel that I’ve done my job well. My goal is to serve in a way that honors the past, meets the challenges of the present, and prepares our city for a strong and vibrant future.
The first historical event I vividly remember is September 11, 2001. I was a junior in high school at the time. Like so many others, I watched the events unfold in real time—shocked, saddened, and trying to make sense of the world changing before our eyes. That day left a deep and lasting impression on me. It was a moment that reinforced my sense of patriotism and my love for this country—not just in response to the tragedy, but in witnessing how Americans came together afterward with unity, resilience, and compassion.
For me, 9/11 wasn’t just a news event—it shaped how I view public service, sacrifice, and the importance of civic responsibility. It reminded me that we all have a role to play in making our communities and our country stronger.
My very first job was scooping ice cream at the Baskin Robbins on Iron Springs Road in Prescott. I worked there for about eight months, and it was a great introduction to what it means to show up, work hard, and serve the public with a smile—even when things got a little messy. It also gave me an early appreciation for small businesses and the role they play in our local economy and community life.
Whatever book I am reading right now. Currently, I am reading Who is Government by Michael Lewis.
The last song that got stuck in my head was “Imma Be” by the Black Eyed Peas. It’s been all over TikTok lately, and once you hear that beat a few times, it’s impossible to shake. It’s catchy, high-energy, and definitely one of those songs that lives rent-free in your head for a few days!
One of the most formative struggles in my life happened when I was very young—my family experienced homelessness. It was a difficult time that left a lasting impact on me, even if I didn’t fully understand all the details at the time. What I did understand was the uncertainty, the stress it placed on my family, and the sense of being on the margins. That experience instilled in me a deep sense of empathy for others who face hardship, and a strong belief that everyone deserves stability, dignity, and the chance to build a better life.
It also gave me a profound appreciation for community—because it was people stepping in to help, even in small ways, that made a difference. That experience continues to shape how I view public service. It reminds me that policy decisions aren’t abstract—they affect real people, sometimes in life-changing ways. And it drives me to lead with compassion, humility, and a steady commitment to making Prescott a place where all families can feel secure and supported.
To me, being a mayor means leading with humility, integrity, and a deep respect for the people you serve. It’s not about having all the answers—it’s about listening, building consensus, and guiding the city through both opportunity and challenge with a steady hand. A mayor should be a unifier, someone who brings together the City Council, city staff, and the broader community to move Prescott forward in a way that reflects our shared values.
Leadership also means showing up—not just at City Hall, but in neighborhoods, at local events, and with community groups. The mayor should be visible, accessible, and open to feedback. In a city like Prescott, the mayor is not only a civic leader but also the public face of the community—representing our values in regional partnerships, advocating for local interests, and engaging stakeholders to promote smart economic growth.
Above all, a mayor must be grounded in service. That means making decisions that prioritize long-term well-being over short-term politics, protecting what makes Prescott special, and always keeping the public interest at the center of the work. Leadership isn’t about control—it’s about connection, collaboration, and commitment to the community. In a council-manager form of government, I believe the mayor’s top priority is to lead the City Council in setting a clear, strategic direction for the city—while showing full respect for the city manager’s role in executing day-to-day operations. The mayor should serve as a bridge: uniting councilmembers around shared goals, effectively communicating those priorities to the city manager and staff, and ensuring the public understands both the vision and the work being done to achieve it.
The mayor should also foster collaboration—not only within the Council, but between the city and the broader community. That means being accessible, transparent, and present. It means actively listening to residents, sharing information in a clear and honest way, and helping the public stay engaged in the decision-making process. The mayor plays a key role in ensuring that trust in local government is earned and maintained.
Ultimately, the mayor should guide the Council in big-picture thinking—long-term planning, infrastructure investment, water policy, economic development—while empowering the professional city staff to carry out those priorities effectively. It's about leadership rooted in respect, teamwork, and a strong sense of service to the community. What I love most about Prescott is the deep sense of community. This is a place where people show up for one another—whether it’s supporting a neighbor in need, volunteering at a local event, or rallying behind a cause that makes our city better. There’s a shared pride in Prescott’s heritage, natural beauty, and small-town spirit that’s hard to put into words but easy to feel when you live here.
I’ve called Prescott home for most of my life. It’s where I’m raising my family, where I’ve built a business, and where I’ve had the privilege to serve. I love walking around the Courthouse Plaza during community events, hiking the Dells with my kids, and running into familiar faces at local coffee shops or farmers markets. There’s something grounding about being part of a city where people genuinely care about their neighbors and where civic engagement still matters.
Prescott isn’t perfect—no city is—but it’s a place where people are invested, and that’s something I deeply love and want to protect. As our city grows and changes, I believe it’s that sense of connection, care, and shared responsibility that will keep Prescott the best place to live, work, and raise a family Prescott’s greatest challenges over the next decade will center on how we grow—how we manage it, sustain it, and make sure it aligns with our community’s values. We are at a crossroads where the demand for housing, infrastructure, and services is increasing, but our resources—especially water—are finite. Balancing growth with long-term sustainability will require thoughtful planning, strong regional collaboration, and an unwavering commitment to preserving the character of our city.
Water management is at the top of that list. We’ve made important progress in recent years tying new development to water availability, but ongoing drought, regional pressures, and legal complexities mean we must stay focused and proactive. Economic development is also a key challenge—we need to diversify Prescott’s economy beyond tourism and retail, support local businesses, and create good-paying jobs that allow residents, especially young families, to stay and thrive here.
Finally, we face the challenge of maintaining our sense of community as we grow. That means ensuring access to attainable housing, investing in infrastructure like roads and public safety, and keeping government transparent and responsive. The decisions we make in the next decade will shape Prescott’s future for generations. We must lead with foresight, integrity, and a shared commitment to the values that make Prescott special. I believe the ideal relationship between a city and the state government is one built on mutual respect, open communication, and a shared commitment to solving problems collaboratively. While cities like Prescott are closest to the people and best understand local needs, we don’t operate in isolation. Many of our most pressing challenges—such as water management, housing, transportation, and wildfire resilience—require strong partnerships with the state to develop workable, long-term solutions.
That collaboration should be grounded in respect for local control. Cities must retain the ability to make decisions that reflect the values and priorities of their communities. At the same time, we benefit when the state supports cities with funding, technical assistance, and policy flexibility—not one-size-fits-all mandates. We’ve seen positive examples of cooperation around infrastructure and public safety funding, and I believe those successes can be expanded through continued relationship-building.
As mayor, I would prioritize strengthening Prescott’s voice at the state level by maintaining regular contact with our legislative delegation, working with the League of Arizona Cities and Towns, and building alliances with neighboring communities to advocate for shared interests. An ideal relationship with the state doesn’t mean agreement on every issue—but it does mean a willingness to listen, problem-solve, and act in good faith to improve the lives of the people we all serve. The ideal relationship between a city and the federal government mirrors what I believe about our relationship with the state: it should be rooted in collaboration, respect, and a shared commitment to solving real-world problems. While the federal government is often more removed from day-to-day local concerns, its role in funding infrastructure, managing public lands, addressing environmental challenges, and supporting economic development is critical to the long-term success of communities like Prescott.
Prescott benefits when the federal government listens to local leaders and partners with us—not through mandates, but through flexible funding opportunities, technical support, and regulatory clarity that allows cities to innovate and respond to their unique needs. Whether it's securing grants for water infrastructure, supporting wildfire mitigation efforts, or preserving natural spaces, the federal government can and should be a valuable ally when it operates with a mindset of partnership rather than prescription.
As mayor, I would continue advocating for Prescott’s interests at the federal level by engaging our congressional delegation, working with regional coalitions, and ensuring that we are at the table when key issues—like water, broadband, forest health, and veterans services—are being discussed. A healthy relationship with the federal government doesn't mean relying on it to solve our problems, but rather working with it to amplify our strengths, secure needed resources, and protect the local autonomy that allows Prescott to thrive. A guy’s walking down the street when he falls into a deep hole. The walls are so steep, he can’t climb out.
A doctor passes by, and the guy shouts up, “Hey, can you help me out?” The doctor writes a prescription, throws it down the hole, and moves on.
Then a priest walks by, and the guy calls out, “Father, I’m down in this hole—can you help me?” The priest writes out a prayer, tosses it down, and keeps walking.
Finally, a friend walks by. “Hey, it’s me!” the guy shouts. The friend jumps down into the hole.
The guy says, “What are you doing? Now we’re both stuck down here!”
The friend replies, “Yeah, but I’ve been down here before—and I know the way out.” The ideal relationship between the mayor’s office and law enforcement should be built on mutual trust, accountability, and shared purpose. Public safety is one of the most essential responsibilities of local government, and it’s critical that the mayor supports law enforcement in maintaining safe, respectful, and well-served communities—while also ensuring that the department remains transparent, professional, and responsive to the public it serves.
The mayor’s role isn’t to micromanage day-to-day policing decisions, but rather to support the department in setting clear expectations, upholding high standards, and fostering strong community relationships. That means advocating for the resources officers need to do their jobs safely and effectively—whether it’s equipment, staffing, or training—while also encouraging regular communication between law enforcement leadership, elected officials, and the community.
I believe Prescott is best served when law enforcement is seen as a trusted partner—not just in responding to crime, but in community-building efforts as well. The mayor can play a key role in that by being present, listening to both residents and officers, and ensuring that our public safety approach reflects our community’s values of fairness, service, and respect for all. I believe financial transparency and government accountability are essential to earning and maintaining public trust. Taxpayers deserve to know how their money is being spent, why decisions are being made, and whether those decisions reflect the community’s priorities. Transparency isn't just about posting budgets online—it's about communicating clearly, listening openly, and ensuring that residents have meaningful opportunities to engage before choices are finalized.
During my time on the Prescott City Council, I’ve pushed for more detailed financial reporting, public-facing tools to track spending, and stronger fiscal policies that prioritize long-term sustainability. I also believe in holding leadership—myself included—accountable when mistakes are made. Government should own its outcomes, good or bad, and always be willing to course-correct when needed.
Accountability also means protecting the public process from backroom deals, favoritism, or decisions made without adequate public input. I’m committed to open meetings, thoughtful deliberation, and clear explanations of how and why votes are cast. As mayor, I will continue working to make city government more transparent, more responsive, and more worthy of the community’s trust. Note: Ballotpedia reserves the right to edit Candidate Connection survey responses. Any edits made by Ballotpedia will be clearly marked with [brackets] for the public. If the candidate disagrees with an edit, he or she may request the full removal of the survey response from Ballotpedia.org. Ballotpedia does not edit or correct typographical errors unless the candidate's campaign requests it.
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