Reflecting on your career, what first drew you to local government, and what kept you there?
As a young person, I was always drawn to public service, especially at the local level. While attending UCLA, I did an unpaid internship at the city of El Segundo, and later while attending USC, I did two paid internships in Vernon and Monterey Park. Local government just felt like something that was more important and relevant to the lives of everyday people, and I decided early on that I was more interested in serving the public than a private corporation.
I was fortunate to land my first full time job in Paramount, working for Richard Powers and Bill Holt. Their mentorship had a huge impact on my career path, and they were great role models for how to conduct yourself as a public administrator. Those early opportunities showed me that a career in local government could be meaningful, interesting and challenging, and I never looked back.
Which project or initiative are you the most proud of from your time as a city manager?
I took on some challenging jobs as a city manager, but becoming Vallejo’s city manager was far and away the most fulfilling work in my career. As you can imagine, after the bankruptcy the public’s trust in the city was at an all-time low, and employee morale was awful. The City Council was looking for strong, steady leadership after going through 12 city managers in 20 years. At that point in my career, I had 16 years of experience managing some pretty difficult communities, and I felt up to the challenge.
I spent much of my time in Vallejo putting the pieces back together – rebuilding a strong management team, developing more effective communication tools, implementing performance management systems and rebuilding the community’s confidence in the council-manager form of government. By the time I left in 2017, I was the longest serving manager in the past 39 years, and we were in much better shape financially with a strong management team in place.
What did you find most fulfilling about the role of city manager? How did it evolve over time?
What I found most fulfilling was the opportunity to shape organizational culture and invest in people. I was drawn to the strategic side of public service — building teams, setting a vision and solving complex, often entrenched, challenges. Over time, I came to realize that the most lasting impact a city manager can have is through people: helping others grow, creating ethical and resilient organizations and building systems where good decisions can take root.
As a coach and facilitator today, I talk to a lot of city managers. I often remind them that the technical parts of the job are important — budgeting, policy and planning — but it’s their approach to leadership, communication and interpersonal skills that truly defines their legacy. That awareness deepened over the course of my career and ultimately became the most rewarding aspect of the work.
What leadership qualities do you believe were most critical to your success as a city manager?
Resilience, empathy, a strong guiding vision and a commitment to strong ethics were essential. As city manager, you are constantly navigating between competing interests — council, community, staff — and it takes real emotional stamina to remain grounded. I learned to lead with humility, to really listen before responding and to admit when I didn’t have all the answers.
My coaching and facilitation work has shown me that authenticity is more important than polish. The best city managers lead by example, and the tone they set is contagious — especially in high-stress environments. Integrity, transparency and the ability to build trust over time are leadership assets that can’t be overstated. As a facilitator, I’ve also seen firsthand how elected officials value managers who follow through, are candid without being defensive, and communicate complex issues in plain terms.
How did you manage work-life balance as a city manager?
Honestly, I didn’t always do this well, and I don’t know many city managers who would say otherwise. The role can be all-consuming. But with time, I learned the importance of setting boundaries, not just to preserve my own well-being, but to model healthy practices for my staff. Taking breaks, getting regular exercise, staying connected to family and community and finding hobbies outside of work became essential tools for maintaining my effectiveness.
Today, when coaching city managers, I emphasize that sustaining a career in this field means investing in yourself as much as you do in the organization. Leadership longevity requires physical and emotional endurance — and that’s something you have to protect intentionally.
How did you engage with the residents of your city/cities? Any memorable experiences?
Engaging with the public was a cornerstone of my approach, especially in communities where trust had eroded. I believed strongly in listening sessions, neighborhood meetings and using plain language in our communications. People don’t expect you to have all the answers, but they do expect you to show up and be honest.
One moment that stands out was early in my tenure in Vallejo, post-bankruptcy, when residents were understandably skeptical. At many community meetings, I took a lot of tough questions. But just by being present, taking notes and following up — even when the answers weren’t what people wanted to hear — started to rebuild credibility. I use that story often in coaching sessions, as a reminder that public engagement isn’t about one meeting; it’s about consistency, accessibility and humility over time.
What were some of the most significant challenges you faced as a city manager in California?
Each of the five communities I managed had its own unique issues — financial distress, political turbulence, staff dysfunction — but what they all had in common was a need for leadership grounded in values and a strong sense of ethics. In California, particularly, the interplay between state mandates, limited revenue streams and rising community expectations can be a perfect storm.
In Vallejo, rebuilding post-bankruptcy meant operating in a pressure cooker. Trust was low, resources were thin, and public engagement was at a boiling point. In other cities, I was brought in to stabilize organizations where the previous manager had been pushed out. Those experiences taught me that success isn’t just about solving problems — it’s about reestablishing stability, rebuilding relationships and setting the tone for how the organization shows up every day.
Now, as someone who helps councils evaluate their city managers, I see how important it is for city managers to have clear expectations, frequent feedback and a strong sense of alignment with the governing body. Without that, the challenges can quickly become unmanageable.
What emerging trends or challenges do you think current city managers should be prepared for?
There’s no shortage of emerging challenges: workforce turnover, housing affordability, climate resilience and now AI’s potential disruption of traditional workflows. But perhaps the biggest shift is the cultural one — communities expect more transparency, faster responsiveness and greater inclusion than ever before. Today’s managers must be not only operational leaders but also communicators, coalition-builders and cultural interpreters.
In coaching conversations, I often hear city managers talk about the challenge of navigating polarization — both on their councils and in their communities. That’s not going away. Being able to create a sense of shared purpose, even in the face of division, will be a core competency for the next generation of city leaders.
Looking back, what do you wish you had known when you first became a city manager?
I wish I had understood how much of the job is about relationships, not just results. Early in my career, I focused a lot on policy and performance, and while those are important, I later realized that culture eats strategy for breakfast. Your ability to build trust — with staff, elected officials and the public — will define whether your initiatives succeed or fail.
I also wish I’d known how important it is to have a trusted circle — mentors, peers, coaches — who can help you process challenges and keep perspective. It’s something I now try to provide for others through my consulting and coaching work.
What advice would you give to someone entering the city management profession today?
Know your “why.” This work is hard, and without a sense of purpose, it’s easy to burn out. Find mentors. Develop your capacity for empathy and self-awareness. And don’t be afraid to be vulnerable — it’s not a weakness, it’s a leadership strength.
I often tell new managers that the best thing you can do is listen — really listen — before acting. And once you act, be transparent about why. Create an atmosphere of trust and openness for your staff, and model integrity in every decision. That’s how you build cultures that last.
What are some accomplishments from retirement you’re most proud of?
One of the great joys of retirement has been giving back to the profession. I’ve had the privilege of coaching current city managers and helping councils and boards evaluate and support their executives more effectively. Those conversations — whether one-on-one coaching or group facilitation — allow me to draw on the lessons of my career while hopefully making the road a little smoother for those who are still in the trenches.
I’m also proud of the relationships I’ve maintained. When former colleagues reach out years later and say that I made a difference in their growth or confidence, that means a great deal. That, to me, is the most meaningful kind of legacy.