What inspired you to enter city management?
How did you become a city manager?
My path was unconventional. I studied agricultural engineering at Cal Poly, SLO–their motto is Learn By Doing and this mantra has sustained me. I began my career consulting on major capital projects across the West Coast—pipelines, treatment plants, even the new UC Merced’s utility systems. Government wasn’t on my radar; my only impressions were based on the unsatisfactory personal interactions I had at the DMV and local building department. In 2006, my fiancée encouraged me to apply for a job with the city of Napa. Initially rejected, I was later called back for another role. Under somewhat dubious pretext, I accepted this other role and soon begun delivering major downtown projects while gaining experience in labor relations, planning and emergency management along the way. I signed up for all of the extra things and volunteered for the assignments nobody else wanted. In 2013, I joined American Canyon as public works director without a formal interview—just a phone call asking me to help. When my predecessor retired in 2017, the council appointed me interim city manager. My first day coincided with the Napa fires—a literal trial by fire. None of it was planned, but mentors and my city council recognized my aptitude and gave me endless opportunities to showcase my talents.
What do you enjoy most about your role?
Two things: the people and the variety. I’ve built a strong, diverse team that challenges ideas and brings different perspectives. I value that dynamic. Our city council is quite good–they understand and respect our respective roles and I’m grateful for the opportunity to continue leading this organization into the next decade. The variety of issues is endless—one moment it’s a tree trimming complaint, the next it’s planning water supply for the next century. American Canyon is growing and shaping its identity, which keeps the work exciting. If we were stagnant, I’d be bored.
What role does a city manager play in local government, and how does it differ from that of a council member or mayor?
The city manager is the CEO of a municipal corporation; the council is the board of directors. The council listens and sets policy. My job is to implement those policies and manage daily operations. I often use a vacation analogy: the council picks the destination—Disney World, Hawaii, Bermuda. My job is to plan the route, select the aircraft, hire the crew and get us to the vacation of our dreams. If they change destinations mid-trip, I re-plan and execute – but I don’t get to have an opinion. It’s about being an impartial operator and inspiring the team to make it all happen.
What does your typical day look like?
I try to start or end my day by walking through city hall to stay visible and connected. Admittedly, I need to do a better job of being visible at other locations. Much of the job is communication—checking in with council members, coordinating schedules and acting as chief of staff. Beyond that, it’s a mix of strategic and routine tasks: long-term planning, navigating complaints/disputes and addressing community issues. Meetings and calls fill the gaps. No two days are the same and that’s what I enjoy.
What city project are you most proud of?
One standout is replacing a water pipeline along Highway 29. It dated back to the 1950s, leaked extensively and accounted for 25% of system water loss. During a drought, Coca-Cola asked how they could help. I told them we needed $1.5 million to replace the pipeline—they funded
it. Using pipe-bursting technology, we avoided major highway disruption and completed the project in four months. It wasn’t flashy, but it made a lasting impact. I also value smaller projects like Melvin and Donaldson Way sidewalks. A mile of infill sidewalk gap may not win awards, but it improves daily life for residents – especially for children walking to school. Those basics matter.
What are the greatest challenges facing city managers in the state today?
Finances top the list. City expenses grow 5–8% annually, while property tax revenue is capped at about 2%. That math doesn’t math long term. American Canyon benefits from growth opportunities, but many cities don’t, which is why you see creative taxes—sales, cannabis,
transient occupancy. Post-Prop 13, government revenue structure is broken. The State of California takes funds intended for local services and wastes it irresponsibly, leaving cities at the forefront of addressing actual community needs with little help.
The second challenge is information. Our role is to communicate frequently, consistently and factually, so people trust what they hear from us. Governments used to be trusted sources; now we compete with misinformation online.
When and how do you interact with the residents of your city?
I engage at public events, through the chamber of commerce, in classrooms and at council meetings. Residents reach out directly and I meet with them when needed. I also see my role as elevating the council as primary ambassadors. They’re the elected voices; my job is to equip and support them.
What is the role of a city manager in upholding the public’s trust in local government?
Trust is built through consistent competence. Council meetings should be well-organized because they signal professionalism. The same applies to every interaction at city hall. Communication matters too—it can’t be sporadic. People need regular, reliable updates, good or bad. We also maintain trust by staying nonpartisan. Local government isn’t about national politics; it’s about services—police, water, streets, parks. If another agency can deliver better, we support them.
Law enforcement is our biggest trust test. American Canyon contracts with the Napa county sheriff, and that’s been our best decision since incorporation 1992. It’s a premium service and my job is to keep revenues strong enough to sustain our ability to pay for that level of service. Safety is our community’s #1 priority because our residents fear the lawlessness they see in neighboring areas. When you call ACPD, you get a real deputy—not an online form. Our residents revere our law enforcement because it helps them feel safe.
How are cities shaping the future of California?
Cities shape the future by providing housing. People are the future and housing enables them to live here. Many cities in the north bay hypocritically avoid housing to appease of a small, but loud group of NIMBYs, but sidestepping growth means failing to plan for the future. American Canyon embraces housing at all levels. Our population is projected to grow 50–60% over the next 15–20 years and we’re planning responsibly. That’s how we shape Napa County’s future—and California’s.
