Brendan O'Connor (Mayor of Bozeman, Montana, candidate 2025)
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Brendan O'Connor is running for election for Mayor of Bozeman in Montana. He is on the ballot in the general election on November 4, 2025.[source]
O'Connor completed Ballotpedia's Candidate Connection survey in 2025. Click here to read the survey answers.
[1]Biography
Brendan O'Connor provided the following biographical information via Ballotpedia's Candidate Connection survey on August 25, 2025:
- Birth date: December 15, 2000
- Birth place: Bozeman, Montana
- High school: Bozeman High
- Gender: Male
- Religion: None
- Profession: Public Service
- Incumbent officeholder: No
- Campaign slogan: From the ground up
- Campaign website
- Campaign Facebook
- Campaign Instagram
Elections
General election
The general election will occur on November 4, 2025.
General election for Mayor of Bozeman
Douglas Fischer, John Meyer, and Brendan O'Connor are running in the general election for Mayor of Bozeman on November 4, 2025.
Candidate | ||
Douglas Fischer (Nonpartisan)  | ||
| John Meyer (Nonpartisan) | ||
 | Brendan O'Connor (Nonpartisan) | |
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| = candidate completed the Ballotpedia Candidate Connection survey. | ||||
| If you are a candidate and would like to tell readers and voters more about why they should vote for you, complete the Ballotpedia Candidate Connection Survey. | ||||
Endorsements
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Campaign themes
Ballotpedia survey responses
See also: Ballotpedia's Candidate Connection
Brendan O'Connor completed Ballotpedia's Candidate Connection survey in 2025. The survey questions appear in bold and are followed by O'Connor'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 Brendan O'Connor, a lifelong Bozeman resident and night-shift custodian at Montana State University. At 24 years old, I've seen firsthand how working people, renters, and young families are being priced out of our city. I've started small businesses, worked hard jobs, and lived through the same struggles many Bozeman residents face. I'm running for mayor because I believe city hall should be accessible, transparent, and accountable to everyone, not just developers and insiders
- Bozeman's TIF needs reform. Too often public dollars subsidize luxury condos and hotels while housing costs soar. As mayor, I'll require any TIF award to deliver verifiable public benefit: a certain share of units priced at 60-70% AMI for 20 years. We'll add annual compliance audits and clawbacks, repayment and future ineligibility if targets are missed. TIF is a public tool; it should lower rents and steady taxes, not enrich insiders.
- Bozeman needs more family-friendly spaces and entertainment options that are affordable to everyday residents. I support targeted public-private partnerships (PPPs) to help projects like roller rinks, indoor skate parks, and multipurpose venues succeed. These partnerships should operate within a capped budget, go through a clear public review process, and include measurable community benefits. The city can provide limited support, such as startup capital, reduced lease rates, or infrastructure help, while requiring accountability and transparency. PPPs should strengthen community life without draining taxpayer funds.
- Bozeman residents deserve a city government that is clear, accountable, and easy to follow. Too often, public comments are ignored and city records are difficult to access or incomplete. As mayor, I will ensure every development proposal and policy decision is posted in plain language online with full records attached, and I will push for a streamlined system that lets residents easily track agendas, minutes, and outcomes. Public input must carry real weight in decision-making, with responses recorded and addressed. Transparency is not optional, it is the foundation of public trust.
I am passionate about public policy that protects fairness and opportunity. I care deeply about housing because I've lived the struggle of rent spikes and limited options, and I don't want Bozeman to become a place where only the wealthy can stay. I'm also driven by the idea of community, whether that means public spaces where families can gather or ensuring people feel heard when they speak at City Hall. Transparency and accountability matter to me because I know trust in government is fragile, and I want residents to see clear, honest leadership they can believe in.
I look up to both of my grandfathers. My grandfather Ed O'Connor had a long career in federal service, first with the FBI and later with the Immigration and Naturalization Service, where he was elevated to Southern Region Commissioner. He oversaw border stations and offices in 13 states during a time of real challenges and reform. Ed passed away before I was even a twinkle in my father's eye, but I grew up learning about his legacy of integrity and accountability in public service. My grandfather Tommy Little served in Vietnam on a Navy destroyer and later built a life as a loving grandfather, a devoted member of his church, and a good neighbor. From both of them I learned the value of trust, hard work, and caring for others, and I strive to carry those same qualities into my own life and work.
The most important qualities in an elected official are honesty, accountability, and accessibility. Voters deserve leaders who tell the truth even when it is uncomfortable, who admit when they do not know something, and who are willing to listen and learn. An elected official should be accountable for their decisions by showing clearly who benefits, who pays, and how the outcomes align with the promises made to the public.
Equally important is accessibility. Too often, local government is dominated by insiders and technical jargon that makes it hard for everyday people to understand what is happening. An official should speak plainly, return phone calls and emails, and make sure that all residents, not just developers, donors, or politically connected groups, can have their voices heard and respected.
The core responsibility of the mayor is to serve as a bridge between the people and city government. That means ensuring decisions are made openly, resources are used responsibly, and policies reflect the needs of the community rather than just a few insiders. The mayor should focus on setting priorities that protect affordability, expand public spaces, and strengthen trust in government by making records, meetings, and outcomes easy to follow. It is also the mayor's job to make sure resident voices are heard and acted upon, not just acknowledged and forgotten.
I would like to leave a legacy of trust, commitment, and accessibility. Trust means residents know their mayor is honest with them and willing to explain decisions openly. Commitment means staying focused on long-term goals, even when it is difficult or unpopular, and showing up for the community every day. Accessibility means people feel they can reach their mayor, speak plainly, and be heard. If I leave office with those three qualities firmly established, I will consider my time as mayor a success.
The first major historical event I clearly remember was the COVID-19 pandemic. I was 18, old enough to grasp the impact it was having on people's lives and the economy. It shaped how I think about resilience, community support, and how important it is for leadership to be responsive in times of crisis.
My first job was at Arby's on North 7th Avenue in Bozeman. I started when I was 14 years old and worked there for about a year before moving on to my next job. That experience taught me the value of hard work and working with a team.
My favorite books are from the Leviathan and Mortal Engines series. I grew up reading them, and they stuck with me because they combine creativity with themes of resilience, resourcefulness, and how societies adapt in the face of major challenges. I may not be someone who spends all day reading political theory, but these stories gave me an early appreciation for how people build, adapt, and push forward together, even in difficult circumstances
I would choose Luke Skywalker. He starts out as an ordinary person from a small place but steps up to face big challenges. His journey reminds me of how anyone, even someone young and underestimated, can grow into leadership and make a difference.
Two of the biggest struggles in my life have been growing up with financial hardship and losing my unborn baby brother late in pregnancy. Financial hardship taught me that I cannot take stability for granted and that I must be resilient, self-reliant, and always willing to put in my best effort. The loss of my brother gave me a deep sense of empathy for the private struggles that many families go through. Both experiences shaped how I see the world and why I believe compassion and fairness must be at the center of public leadership
To me, being a leader does not mean being the loudest voice in the room. It means being the person who listens, sets a clear direction, and brings others along by building trust. A mayor should lead with humility, making decisions based on facts, fairness, and community input. Leadership also means being willing to stand up when the public interest is threatened, while still treating everyone with respect. The measure of a mayor's leadership is not how much credit they claim, but how much better the city becomes for the people who live there.
The mayor's top priority should be keeping the city focused on long-term goals like affordability, transparency, and livability. Since the city manager handles daily operations, the mayor must guide policy, set clear budget priorities, and ensure accountability to residents. The mayor should also serve as the public face of local government, making sure residents feel heard and included in every decision.
The ideal relationship between the mayor and city council should be collaborative and respectful. The mayor should provide clear information, set shared goals, and work with the council to ensure decisions serve the public. Disagreements are natural, but they should never become personal or political battles. Residents deserve leadership that works together as partners to solve problems and build trust
What I love most about Bozeman is the strong sense of community. Neighbors support one another, local businesses step up for fundraisers, and students volunteer their time to help others. Even as the city has grown, Bozeman has held onto the feeling of being a place where personal connections matter. I want to make sure growth does not erase that spirit or push out the people who make this city a home.
Bozeman's greatest challenges will be keeping housing affordable, building infrastructure that keeps up with growth, and protecting our sense of community as the city expands. Rising costs threaten to push out working families and young people. Roads, water, and public services are already strained. The task for the next decade is balancing growth with fairness so that Bozeman remains a livable and welcoming place for everyone.
The ideal relationship between Bozeman and the state government is one of partnership and mutual respect. The city should advocate for local control while working with the state to secure funding and resources for housing, infrastructure, and public safety. Even when disagreements arise, cooperation and communication are essential to ensure residents get the support they need.
Bozeman should work with the federal government to access resources for housing, transportation, and environmental protection while keeping decision-making close to the community. Federal partnerships can bring funding and expertise, but local leaders must ensure those programs fit the unique needs of Bozeman residents. The relationship should be constructive, not dependent, with the city always putting residents first.
The mayor’s office and law enforcement should work together with transparency, accountability, and trust. Public safety is a shared goal, but it must be balanced with protecting civil liberties and treating everyone with fairness. The mayor should support officers with resources and training while also listening to community concerns. The goal is a relationship that builds safety through cooperation and public confidence, not division.
An accomplishment I am proud of is fundraising enough money to go on the Washington, D.C. trip in 8th grade. My parents could not afford to pay for it, so I had to put in the work to make it possible. It taught me responsibility at a young age and showed me that with effort and persistence I could create opportunities for myself, even when money was tight.
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See also
2025 Elections
External links
Footnotes
