Randall “Randy” Blodgett is running for a one year seat on the Brattleboro Selectboard.
Introduce yourself. Who are you and what would you say are your qualifications for the job?
I hold a Bachelor of Science in Liberal Arts with a concentration in Marketing from Albright College. My career has consistently focused on finance, entrepreneurship, and business development.
I began my professional career with New York Life Insurance Company, where I earned licenses in life, health, and securities. I later founded and operated a successful photography studio for 22 years, while also consulting within the studio industry on finance and marketing strategy.
In 2011, I entered the agricultural publishing industry with HolsteinWorld and DairyBusiness magazines. I developed a real-time online auction platform and webcasting service before being promoted to become the 10th Publisher of HolsteinWorld, a publication founded in 1904 and long regarded as the international standard for Holstein dairy cattle breeders. My professional work in the industry reflects my family’s multigenerational involvement in dairy farming and Holstein genetics.
Since 2017, I have worked as a consultant, focusing on business strategy, finance, and growth development.
I married my wife, Lindsey, in 2018, and later moved to Brattleboro, where she has lived and worked since 2007 at Holstein Association USA.
One of the proudest moments of my life was earning the rank of Eagle Scout in the Boy Scouts of America. Throughout my career, I have served and volunteered in support of various organizations.
Why are you running for a seat on the Selectboard? Is there something in particular you’d like to accomplish?
I decided to run because I care deeply about Brattleboro and want to help the town during an important time. The one-year term allows me to step in right away and work on current issues. I want to bring a steady, practical voice to the board.
I don’t pretend to have all the answers, but like many residents, I think a lot about whether Brattleboro will remain a place where people can afford to live, work, and build a future. I am especially motivated to improve openness in town government, ensure everyone has a fair chance to be heard, rebuild trust with residents, and focus on decisions that are good for the town in the long term—not just quick fixes.
The current pattern of rising spending while pushing infrastructure needs into the future needs to change.
What impresses you most about Brattleboro?
Its people are the most impressive treasure we have. They bring a culture and commitment to the arts that most places can only dream of, all while living in a town beautifully situated where mountains and rivers meet.
What gives you the most worries?
A lack of economic development.
A shortage of housing and the absence of a clear plan for a balanced housing mix in the future.
A budget that all residents can truly afford.
What do you consider the essential services of the town?
Fire/EMS
Department of Public Works
Police
All departments are important to the town as we know it, but these three are services we cannot exist without.
What’s your preference and why — Representative Town Meeting, Open Town Meeting, Australian Ballot, or something else entirely?
Australian ballot.
I believe all voters should have a say on financial matters, officer elections, and bond issues. We will hear what voters decide on March 3rd, and then we will work to make whichever form of governance they choose the best it can be for Brattleboro.
I support voting Yes to end RTM, Yes for Australian ballot, and No on Open Town Meeting.
What are the top issues the town should be spending time and resources to address?
My priorities for Brattleboro are responsible budgeting, transparency, and fairness. Town government should be easy to understand, guided by facts, and open to meaningful input from residents. I believe in respectful collaboration, clear communication, and balancing the needs of taxpayers, town employees, and the broader community. We must protect essential services while being honest about what the town can — and cannot — afford.
Economic development that creates living-wage jobs is one of my top priorities. A strong local economy reduces pressure on the tax base and supports long-term stability. Expanding housing is equally important, with an emphasis on achieving a balanced housing mix that serves families, seniors, and workforce residents. We must plan thoughtfully for growth while maintaining the character of our community.
I also believe we need a sustainable town government structure that promotes better work-life balance for employees, preserves institutional knowledge, and encourages cross-training across departments to ensure continuity of services.
Brattleboro’s financial challenges require careful, long-term planning. We need a clear five-year financial plan and better distinction between one-time expenses and ongoing obligations. The budget process should begin earlier, allowing more transparency and public engagement before final decisions are made. Even small tax increases can significantly affect households already under financial strain.
Maintaining infrastructure, addressing housing affordability, supporting public safety, and rebuilding trust in town decisions are interconnected challenges. Solving them will require disciplined financial management and steady, community-focused leadership.
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