Gabriela Lozano

Provide a short bio of yourself and tell us how you got into public service?

My name is Gabriela Lozano, and my career has been built on service, leadership, and responsibility to our community. I began my work in public safety as a 911 dispatcher, where I heard the needs of this community every single day and made sure people got the help they needed when they needed it most.

That experience shaped how I approach leadership: with humility, urgency, clarity, and a deep sense of service to the people we serve. From there, I stepped into leadership as the union president for the dispatch center, where I advocated for our workforce, fighting for better pay, improved working conditions, and stronger support for those doing the work every day.

I later worked in governmental affairs at New Mexico State University, where I helped advanced projects that directly impacted students. During that time, I also helped build a leadership initiative that focused on developing and supporting the next generation. Today, I serve as an intelligence analyst, working alongside local, state, and federal law enforcement.

My work focuses on prevention, strategy, and ensuring that decisions are made with accurate, timely information. I have seen this system from multiple perspectives, on the front lines, in leadership, and behind the scenes. My path is not traditional, but it has given me a well-rounded understanding of public safety, and what it takes to lead it effectively.

What is one thing the Doña Ana County Sheriff’s Office is not doing well right now—and what is the first thing you would change?

I wouldn’t say the current sheriff’s office is doing things “wrong”, I would say I bring a different approach. For me, communication must reach all members of our community. It’s not a one-size-fits-all model. Different communities receive information in different ways, and if we’re not intentional about that, we create gaps in understanding and trust.

That’s where transparency comes in. Transparency isn’t just about releasing information, it’s about making sure that information is clear, accessible, and reaches the people it’s meant for. That means using multiple platforms, engaging directly with neighborhoods, and communicating in a way that people can understand and relate to.

The first change I would implement is a more structured and inclusive communication strategy, one that prioritizes consistency, accessibility, and real engagement with the community. Because when communication improves, trust improves, and when trust improves, public safety becomes stronger for everyone.

What would your deputies do differently on the street under your leadership that the public would actually notice?

The biggest difference would be in their approach to the community. A humbler

approach. One rooted in service, with intention, not just showing up when they’re called, but being present before problems arise. You would see deputies who are more visible, more engaged, and more consistent in how they interact with people.

That means clear communication, professionalism, and taking the time to build relationships, not just respond to calls. Because when deputies are present in the community, not just reactive to it, people begin to feel the difference. And that difference is trust they have in us.

How would you measure whether your department is succeeding—and what numbers would you make public?

Success will be measured in the trust people have in us, but also in real, measurable results. It shows up in how the community feels about calling us, how they interact with deputies and the sheriff’s office as a whole, and whether people feel safe and supported.

It also shows up internally when people want to come work for the sheriff’s office and, just as importantly, want to stay. At the same time, we have to back that up with data. I would track and make public response times, use-of-force data, and overall activity, shared in a way that is clear and accessible to the community. Because trust is earned through transparency, and success should be something the public can actually see, not just something we say.

We’re seeing more incidents involving young people and guns—what specifically would you change in how the sheriff’s office handles juveniles with firearms and what is the role of the office in relation to city and state police?

As an intelligence analyst, I see the patterns behind these incidents and where we’re missing opportunities to intervene sooner. As sheriff, I would take a proactive approach. That means identifying trends, focusing on repeat incidents, and stepping in sooner with the right resources.

We must be intentional about prevention, not just response. This also

requires strong coordination.

The sheriff’s office works alongside city and state agencies, and that collaboration is critical. We share information, support investigations, and make sure we’re aligned in how we respond. At the same time, the sheriff’s office has a unique role in countywide coverage and community engagement, especially in areas that may not have the same level of resources.

This is not just a law enforcement issue it’s a community issue. It takes partnerships with schools, families, and community organizations to address it effectively. The goal is not to push young people deeper into the system, the goal is to keep them out of it, while still holding individuals accountable when necessary.

In a field this large, why are you the one candidate who should consolidate the vote—and what makes you different from the others in the race?

What sets me apart is the perspective I bring. My experience spans emergency response, labor leadership, government, lobbying, and intelligence. I’ve seen this system from every side, and I know where it falls short and what it takes to move it forward.

More than anything, I’ve built my career around service, showing up for people when it matters most. I’m not running to maintain the status quo. I’m running to lead with accountability, to be present in this community, and to deliver results people can actually see and feel in their everyday lives.

While others may come from a single, traditional path, I bring a broader understanding of how this system operates, from the first call for help to the decisions being made behind the scenes, and how those decisions impact our community.
I’m not running to maintain what’s always been done. I’m offering a different approach, one rooted in accountability, transparency, and a stronger connection to the community we serve. In a field this large, I believe voters are looking for leadership that is present, that listens, and that is willing to move us forward. Experience alone isn’t enough, and at the end of the day, this role requires leadership, leadership that shows up and delivers.