What inspired you to enter city management?
My path into city management is deeply rooted in a desire to serve others and contribute meaningfully to public service. Growing up, I was inspired by my grandfather, who served as mayor of my parents’ hometown in Mexico. During extended stays between our home in the U.S. and Mexico, I witnessed firsthand the stark differences in public services available to children and families. That contrast made a lasting impact on me and planted the seeds of curiosity about governance and equity.
In high school, I was appointed as a Youth Commissioner for the city of Fremont. That opportunity opened my eyes to how local government functions and how policy decisions affect the everyday lives of residents. Later, I had the chance to work for the city of Fremont while Jan Perkins was the city manager. That experience, though brief, solidified my passion for public service and gave me a glimpse into the possibilities of a career in local government.
Encouraged by my family, Jan Perkins and other local government professionals, I moved to Kansas to attend the University of Kansas Public Administration Graduate Program, a pivotal step in my professional journey.
What continues to draw me to city management is the breadth of responsibilities and the direct, tangible impact we can make. I especially enjoy cross-departmental projects that empower staff and engage the community. If I had to choose the most fulfilling aspect, it would be developing people while improving services—a combination that creates sustainable, meaningful progress.
What do you enjoy the most about your role?
I enjoy the wide range of responsibilities and the direct impact I can have when working with people in the organization. There are many aspects of the assistant city manager role that I appreciate, from streamlining operations, collaborating with the executive team to implement innovative solutions that improve city services -especially those that empower and develop staff. If I had to pick, I would say that working on cross-functional projects that develop staff and inform the community is what provides the most satisfaction in my role.
What does your typical day look like?
One of the most rewarding aspects of this profession is the variety—no two days are alike. If there’s one constant, it’s collaboration. My days are often filled with meetings that require strategic thinking, problem-solving and teamwork.
As assistant city manager, my role is largely internal-facing. That means I’m frequently involved in employee relations, process improvements, budget planning and special projects. I also work on regional initiatives such as shared services with partner agencies. Every day brings a new challenge, but always with the goal of making our organization and service to the community stronger.
What are the greatest challenges facing local governments today?
Local governments are expected to deliver high-quality services while navigating limited and often unpredictable resources. In California, cities typically rely on property and sales tax as their primary revenue streams. When businesses relocate, those shifts can significantly impact a city’s financial stability, creating disparities in revenue from one city to another.
Despite these fiscal constraints, community expectations remain high. We’re asked to repair aging infrastructure, modernize programs and adapt to emerging needs—such as mental health services, cybersecurity, affordable housing and environmental compliance. It’s a lot to balance.
What makes this work exciting—and challenging—is that it’s all done in the public eye. We’re expected to communicate complex information clearly to both elected officials and the public, often in real time. It can feel messy, but it reinforces our responsibility to be transparent, responsive and grounded in public service.
Can you share a time when you received critical feedback and how you handled?
Early in my leadership journey, I was told I was “overly ambitious” and needed to refine my assertiveness and balance it with authority. At first, that feedback was tough to hear. But over time, I realized it wasn’t just about me—it was about understanding how I was being perceived and how I could be more effective by meeting people where they were.
I learned that not everyone was immediately comfortable with my leadership style, and that building trust often takes time. I had to become more self-aware, seek to understand the motivations and values of others and be willing to adapt. It wasn’t always easy, and yes, it did get to me at times. But eventually, I began to see that feedback as a gift.
Through this process, I built stronger professional relationships, grounded in authenticity and mutual respect. I’ve learned that lasting, meaningful progress happens when people feel seen, valued and understood. Not everyone will come along—but I stay focused on the bigger picture: the process, the lessons and what we accomplish together.
