Deans Eatman (Wendell Town Council, North Carolina, candidate 2025)
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Deans Eatman is running for election to the Wendell Town Council in North Carolina. He is on the ballot in the general election on November 4, 2025.[source]
Eatman completed Ballotpedia's Candidate Connection survey in 2025. Click here to read the survey answers.
[1]Biography
Deans Eatman provided the following biographical information via Ballotpedia's Candidate Connection survey on August 7, 2025:
- Birth place: Rocky Mount, North Carolina
- High school: Roanoke Rapids High School
- Bachelor's: North Carolina State University, 2016
- Gender: Male
- Profession: Government Administration
- Prior offices held:
- Wendell Town Commissioner (2021-Prsnt)
- Incumbent officeholder: Yes
- Campaign website
- Campaign Facebook
Elections
General election
The general election will occur on November 4, 2025.
General election for Wendell Town Council (3 seats)
The following candidates are running in the general election for Wendell Town Council on November 4, 2025.
Candidate | ||
| B.J. Barham (Nonpartisan) | ||
 | Kate Benson (Nonpartisan)  | |
| Jorge Cordova (Nonpartisan) | ||
| Christopher M. Critzer (Nonpartisan) | ||
 | Deans Eatman (Nonpartisan) | |
 | Dustin Ingalls (Nonpartisan) | |
 | Wes Jones (Nonpartisan) | |
| Philip Tarnaski (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
Deans Eatman completed Ballotpedia's Candidate Connection survey in 2025. The survey questions appear in bold and are followed by Eatman's responses. Candidates are asked three required questions for this survey, but they may answer additional optional questions as well.
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Professionally, I help lead a statewide agency focused on preserving the best of our state's natural and cultural assets. In Wendell, I’ve prioritized thoughtful, long-term investments in our infrastructure, in our town staff, and in the quality of life that makes this such a great place to call home.
My wife Emma and I have deep roots in eastern Wake County. We believe in public service, community, and making sure that Wendell grows in a way that reflects our values and works for everyone.- Investing in People, Infrastructure, and Quality of Life Since 2021, I’ve worked to ensure Wendell remains a well-run, forward-looking town. That means investing in our staff, planning for infrastructure that keeps up with growth, and making sure every resident benefits from high-quality parks, greenways, and public spaces. I’ve supported budgets that reflect these priorities and lead to real results.
- Growth That Works for Wendell I support connected, walkable, and well-planned growth that enhances the character of our town rather than straining it. I’ve consistently pushed for development that includes neighborhood connectivity, commercial space, and infrastructure alignment while preserving our historic areas and natural assets.
- Steady, Principled Leadership Wendell needs leaders who listen, lead with integrity, and put the town’s long-term future first. I’ve built a reputation for doing my homework, asking tough questions, and finding common ground. I believe in good government, transparency, and making decisions based on what’s best for our whole community.
North Carolina’s system of government gives municipalities limited authority, so local elected officials must understand not only what the town can do but also where our authority ends. We operate under the guidance of state law, and our ability to regulate development, raise revenue, or provide certain services is shaped by decisions made by the General Assembly in Raleigh. This office matters because the decisions we make must be grounded in that reality. It takes practical, informed leadership to navigate those limits and still deliver results.
What makes this role important is its proximity to residents and its impact on daily life. A town commissioner is involved in everything from street maintenance and stormwater planning to zoning, parks, public safety, and community events. These decisions shape where people live, how they get around, and what kind of place they call home. When local government functions well, it builds trust, solves problems, and makes room for everyone to participate in shaping the community’s future.
In public life, I’ve long admired Governor Jim Hunt. His leadership helped move North Carolina forward in areas like public education, economic development, and early childhood investment. What stands out most to me is not just his longevity or his policy record, but his ability to bring people together across differences to pursue a common goal. He was not afraid to make hard choices, but he also understood the importance of listening, learning, and adapting without compromising his core values.
More broadly, I respect people who are willing to do the slow, difficult work of finding common ground. Leadership is not about always getting your way or making the loudest argument. It is about earning trust, bringing people to the table, and being honest about what it takes to govern well. That includes sticking to your values even when the politics get messy, and being clear about what you believe while still respecting where others are coming from.
Other books have influenced me more broadly as a person and public servant. To Kill a Mockingbird and Just Mercy shaped my understanding of justice, fairness, and the moral cost of silence. Blood Done Sign My Name grounds me in the history of North Carolina, reminding me that public policy is always personal and that change often starts locally. The Paradox of Tar Heel Politics captures the complexity of our state’s political identity, where deeply conservative and deeply progressive traditions coexist.
Team of Rivals taught me the value of humility in leadership and the importance of surrounding yourself with people who challenge you. The Republic of Conscience by Gary Hart and George Washington’s Rules of Civility remind me that public life requires discipline, self-awareness, and a sense of proportion.
Local government works best when it stays grounded in practical problem-solving. That means looking at data, aligning decisions with adopted plans, and understanding how each policy affects people’s daily lives. It also means respecting the time and expertise of staff, working collaboratively with fellow board members, and keeping a steady focus on outcomes rather than headlines.
One of my strengths is that I do my homework. I come to meetings prepared, I read staff reports carefully, and I take the time to understand how our decisions will affect the people who live and work in Wendell. I believe in asking good questions, not to slow things down, but to make sure the board is being thoughtful, transparent, and accountable to the public. That mindset has helped me navigate complicated issues related to land use, infrastructure, budgeting, and community investment.
I also try to bring a steady, collaborative approach to public service. I do not believe in making decisions based on headlines or social media pressure. I believe in showing up, listening to all sides, and looking for solutions that reflect our values as a town. That includes working with people who see things differently, building trust over time, and being honest about tradeoffs when they come.
Commissioners are responsible for setting policy direction, adopting the annual budget, and providing oversight of town operations. But our work also includes helping residents navigate local government, elevating voices that may not always be heard, and ensuring people understand how decisions are made. We serve as a link between the community and the staff who carry out the day-to-day work of town government.
It’s also our job to make sure growth is managed responsibly. State law places significant limits on what municipalities can require from developers, especially when it comes to funding public infrastructure. That means we must be strategic in our investments and honest about what tools are available. Commissioners need to understand the policy constraints set by state lawmakers and plan within those guardrails while continuing to advocate for what our community needs.
I hope my service reflects a commitment to doing things the right way, even when it takes more time or is harder to explain. That includes planning ahead, asking good questions, listening closely to residents, and respecting the expertise of staff. I want people to know that I cared about the long-term health of the town and tried to make decisions that kept Wendell a place where people want to live, raise a family, open a business, or retire in the community they have always called home.
I also hope to leave behind a stronger foundation for the future. That includes investing in infrastructure and public services, supporting town staff, preserving what makes Wendell unique, and helping to shape growth in a way that is connected, walkable, and financially responsible. I want future boards to have the tools, plans, and flexibility they need to meet the challenges of tomorrow because we took the time to think carefully about the decisions we made today.
Fran was devastating across central and eastern North Carolina. It caused widespread wind damage and power outages across the Triangle and reshaped the landscape in ways that remained visible for years. At the time, I was too young to understand the scale of the event. But I understood that something major had happened. The way my family talked about it, and the way neighbors helped each other recover, became part of how I thought about community and resilience.
Working at Lloyd’s taught me about responsibility, customer service, and what it takes to keep a small business going. I saw firsthand how much pride my parents took in doing things the right way and taking care of their customers. I also learned that being part of a community means showing up consistently, treating people with respect, and doing your part even when no one is watching.
For example, land use decisions made by the board, including rezonings and development approvals, often shape the character of a neighborhood for generations. These decisions may seem technical, but they affect everything from traffic patterns and tree cover to school enrollment, housing costs, and emergency response times. We do not have unlimited authority, and state law constrains many aspects of what we can and cannot require from developers. Within those limits, however, board members can advocate for better outcomes and work to ensure that development aligns with adopted plans.
Another little-known responsibility is the adoption of policies and ordinances that govern how town services operate. Whether it involves stormwater management, noise regulations, street connectivity, or public safety investments, town commissioners help set the framework for how those services are delivered. We also oversee the town budget, which determines how public funds are allocated each year and how capital projects move forward.
Having experience in government can provide a better understanding of how decisions are made, what legal and procedural limitations exist, and how state and local systems interact. In North Carolina, municipalities operate with limited authority under state law, and it is important for commissioners to understand those guardrails.
At the same time, a fresh perspective can also be valuable. Local government benefits when board members bring different lived experiences and community connections to the table. The best boards are made up of people who bring different strengths and are willing to collaborate and grow in the role.
Commissioners need to be able to read a budget, understand land use proposals, and evaluate how policy decisions will affect everything from infrastructure and public safety to housing and quality of life. That means being willing to engage with staff reports, planning documents, and public input in a serious and consistent way.
A working knowledge of how North Carolina’s local government system functions is also helpful. Commissioners need to understand their statutory constraints in order to lead effectively. That includes knowing what municipalities can and cannot require of developers, how capital funding works, and how to collaborate with other levels of government to meet local needs.
Equally important are interpersonal and communication skills. Commissioners should be able to work collaboratively with others on the board, listen to community concerns without defensiveness, and communicate clearly about how and why decisions are made. This is a role that requires both empathy and clarity. Residents may not always agree with every decision, but they should be able to trust the process and understand the reasoning behind it.
The board of commissioners also serves as the policymaking body for the town. While we do not administer day-to-day services, we are responsible for setting direction and adopting the plans and policies that guide staff work. We are expected to balance growth with infrastructure, preserve the town’s character while meeting future needs, and make decisions that are financially responsible, legally sound, and community focused. That requires active engagement with residents, a clear understanding of adopted plans and ordinances, and a strong working relationship with staff.
What makes this role especially distinct is how accessible it is. In a town like Wendell, people do not need to make an appointment or go through layers of bureaucracy to talk with an elected official. We are often stopped in the aisle at the grocery store or pulled aside at church to talk about a sidewalk, a rezoning, or a concern in someone’s neighborhood. That kind of interaction is not only welcomed, it is expected.
As a town commissioner, I believe in open, accessible budgeting processes, clear communication with the public, and decision-making that aligns with our adopted plans and long-term goals. Wendell has made progress in this area through initiatives like our GFOA-awarded budget presentation, a redesigned town website, and increased opportunities for public engagement. But there is always more to do.
I support policies that give residents meaningful access to the budget and capital planning process, not just at the end but as priorities are being developed. I also believe that accountability includes how we engage with the public. Elected officials should explain their votes, follow up with residents, and be honest about the tradeoffs that come with every decision.
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.
See also
2025 Elections
External links
Footnotes
