Most cities don’t have a marketing problem—they have an identity problem. They struggle not because they lack resources or growth, but because they haven’t clearly defined who they are, what they stand for, and why people should choose them over somewhere else.
Henderson, NV, is different, but it isn’t immune to that reality.
It’s one of the fastest-growing cities in Nevada, consistently ranked among the safest in the country, and uniquely positioned next to one of the most recognizable brands in the world—Las Vegas—without being consumed by it. At the same time, like every city competing for attention, talent, and investment, Henderson is still being defined in real time. Its reputation, its trajectory, and its long-term positioning are not fixed, they’re being shaped by the decisions made today.
That’s where this series comes in.
This series we’re calling “Selling Henderson: How to Promote, Grow, and Prosper in One of America’s Best Cities” is not about campaign slogans or political theater. It’s about positioning. It treats Henderson not just as a place on a map, but as a city competing in a national marketplace for residents, businesses, and long-term credibility.
In that context, the role of mayor becomes more than administrative, it becomes strategic. The next leader of Henderson won’t simply manage growth; they will influence how the city is perceived, communicated, and built over time.
For this series, every candidate in the race has been invited to answer the same set of questions. The focus is not on partisan politics, but on how each candidate thinks about identity, growth, risk, and the long-term future of the city.
How should Henderson present itself to the country? What makes it worth choosing over somewhere else? And what happens if it gets that answer wrong? The future of Henderson will not be shaped by policy alone. It will be determined by how clearly the city understands itself and how effectively that vision is communicated and executed.
Meet Hollie Chadwick
Marketer on the Run: Tell us about yourself.
Hollie Chadwick: My name is Hollie Chadwick and I was raised in Las Vegas, NV.
I went to college at the University of Nevada, Las Vegas (UNLV) where I obtained my Bachelor of Science in Sports and Fitness Management, Bachelor of Science in Athletic Training, and Master of Science in Kinesiology. During that time, I also played on UNLV’s nationally ranked softball team. After college I moved out of state for six years until the events of 9/11 impacted me and inspired me to dedicate my life to public service.
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I moved back home and was hired on with the Henderson Police Department where I served our Henderson Community for over 22.5 years rising to the rank of Chief of Police. During my time at HPD I went back to school and obtained my Doctorate in Public Administration.
I also attended the prestigious FBI National Academy Session 280, the Harvard Kennedy School Senior Executives in State and Local Government, and the Naval Postgraduate Executive Leaders Program.
I currently serve on the International Association Chiefs of Police Committee on Homeland Security since 2021.
MOTR: When people think of Henderson 10 years from now, what do you want them to
say about the city?
HC: I want residents to know that they live in a safe, clean, and caring city where growth and economic diversity work together to build a balanced city valuing every demographic of our workforce and prioritizing keeping work local, quality education, exceptional recreation amenities, and retirement opportunities.
MOTR: What is the one thing Henderson should be known for nationally—and do you
think we’re there yet?
HC: Henderson is known for being a clean, safe, suburban alternative to Las Vegas with high quality of life and great outdoor access. I partially agree with this assessment, but we must be transparent with our current state of affairs.
Our police department and blue collar workers are not being paid competitive wages with the rest of the valley, our housing prices are pushing our workforce out of the community, and we are not staying ahead of our infrastructure needs. We must prioritize our public safety employees and ensure they are being paid adequate wages.
We must build attainable housing that are not rentals but home ownership. Equity should be realized by our residents, not apartment building owners. We must continue to diversify our economy with well-paying career jobs. By building upon good governance and transparency in our City Hall, we can keep and even improve upon our national reputation.
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MOTR: What makes Henderson truly different from other fast-growing cities like Scottsdale, Dallas suburbs, or parts of Florida competing for families and businesses?
HC: Henderson does not pay state tax, has low property tax rates, excellent parks and recreation services, and low crime. However, with our police force being understaffed and underpaid and our housing prices skyrocketing we must focus our attention on valuing our public safety and prioritizing our housing needs to
ensure we continue to be an attractive location to live.
MOTR: Why should a young family choose Henderson over those places?
HC: A young family should choose Henderson because we are a smaller population, quality educational institutions to include public, private, and charter; a local college, several hospitals, access to a major airport, excellent parks and recreation facilities/services, tax advantages, and weather advantages (no
tornadoes or hurricanes in Henderson).
MOTR: What are we under-leveraging right now as a city—assets, opportunities, or
advantages that we’re not fully capitalizing on?
HC: Land usage, both infill and surrounding acreage owned by the city and the BLM that can be used for
attainable housing. We need to create a plan for homeownership that is under $350,000 for young families and young adults.
MOTR: What is the biggest risk to Henderson’s long-term growth and reputation?
HC: The biggest risk is poor governance. We must have a governing body that is a team and is working for the future of all Henderson residents. We must be inclusive and give everyone who wants to help Henderson continue to be a great city the exact same opportunity.
We need truth, trust and transparency.
MOTR: Where is the city currently falling short for residents today?
HC: Transparency. The city is falling short with ensuring our public has input and that their voices are heard and valued. We need to prioritize our city employees and their mental and physical wellbeing. We need to look at other cities that are achieving the “attainable city” strategy and meet with them and share ideas. We need to end the toxic nature of our governing body and set the tone for positive leadership and a team mentality.
MOTR: What is something people assume is working well in Henderson that you believe
actually needs to be rethought?
HC: People think the public safety culture is working, it is not. People think the working environment in the city is healthy, it is not. People think the budget and financial health of the city is balanced and healthy, it is not.
MOTR: How do you protect Henderson’s identity while being located next to one of the
most recognizable cities in the world?
HC: Safety, master-planned living, proximity to Las Vegas without the chaos, parks, trails, and outdoor lifestyle
family-friendly reputation. Ensuring our city leaders prioritize the needs of our community members.
MOTR: Should Henderson lean into its proximity to Las Vegas as part of its identity, or
intentionally distance itself? What is the smarter strategy?
HC: Lean in. We are the Southeast portion of Las Vegas. We have all the amenities of Las Vegas available to us while highlighting the smaller suburban lifestyle.
MOTR: If you had an unlimited budget specifically to attract new families to Henderson,
how would you allocate it?
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HC: Target demographics and socioeconomics through social media, Google Advertising, and Digital Marketing. Highlighting the benefits of living in Henderson and the opportunity to create a life here or retire here.
MOTR: What types of businesses should Henderson actively recruit over the next
decade-and which types should we avoid?
HC: We should look to diversify our economy and attract high-wage industries to
include:
-Healthcare and Preventative Medicine, Mental Health Services
-AI and Emerging Technologies
-Renewable energy
-Advanced manufacturing
-Corporate services and regional headquarters
-Professional Services like R&D, Engineering and Consulting
We need to continue to attract and promote local businesses. We need to avoid businesses that have poor customer service reputations, and those that do not align with water conversation, safety, and high quality of life.
MOTR: What story should we be communicating about Henderson that we are not telling
effectively today?
HC: Continuing to sell the Safest City narrative is not being completely honest and we need to look at another positioning statement. We have a diverse community, and we need to highlight the importance of every resident. I would spend time polling and researching the best message that encompasses our entire community and the hard work of our city employees.
MOTR: How do you balance growth with maintaining the quality of life that current
residents expect?
HC: I think you do it with thoughtful conversations with developers, planning staff, realtors, and citizens. You do it by opening up Henderson to a wide range of new developers and innovators who can help leadership see what works across the country. Balance, by definition, is to achieve a result whereby there are winners on both sides.
MOTR: What does “responsible growth” actually look like in practice under your leadership?
HC: Responsible growth in my administration as mayor is the classic definition that is rarely adhered to: Development that expands housing, jobs, and infrastructure while ensuring long-term sustainability, affordability, and quality of life.
MOTR: Where do you draw the line between expansion and preservation?
HC: Expansion and preservation are often fighting one another. I think in order to draw a line, the long-term benefits and detriments must be considered and evaluated based on impacts on protected environments, water, energy resources, the tax-base, infrastructure, and long-term sustainability.
MOTR: In 10 years, what is one measurable outcome that would prove your leadership was successful?
HC: That our city council is a positive example of leadership, teamwork, and ethical conduct and that our community is confident in the decisions we make and proud to have us as their elected officials.
MOTR: If you had to pitch Henderson in one sentence to both a young family and a business owner, what would you say?
HC: We are a family friendly, safe, welcoming environment that strives to value each member of our community and promote small businesses, quality education, and a ready workforce.
MOTR: What is one word you’d use to describe Henderson?
HC: Home
Henderson Decides
Cities do not grow by accident. They grow when leadership understands what the city is, what it is not, and has the discipline to build within that reality over time.
What you’ve just read is one perspective on that future.
Each candidate in this series was asked the same set of questions and given the same opportunity to define how they would position Henderson in a competitive national landscape. Their responses are presented as submitted, with edits made only for clarity and flow. There has been no interpretation, reframing, or filtering of their views.
The goal of this series is not to tell you what to think. It is to give you a clearer understanding of how the individuals seeking to lead this city think about growth, identity, and long-term positioning.
Henderson is already a strong city by most measurable standards. The question is whether it evolves into a dominant one—one that attracts not just residents, but attention, investment, and long-term commitment from the people and businesses choosing where to build their future.
DISCLAIMER: This series does not constitute an endorsement of any candidate. Every declared candidate for mayor was invited to participate in this project. We would especially like to thank Hollie Chadwick for being the first to contribute and help begin this conversation.
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