Can you briefly share your background?
After receiving my Bachelor’s in Accounting from FSU, I worked in the private sector for a CPA firm for a few years, specifically as an auditor with an emphasis on the government sector. From there, I then went back to school to get my MBA from UCF, and worked at the City of Sanford and Winter Springs before I came onboard in Lake Mary in 2019.
What brought you to the City of Lake Mary?
I had spent a few years working in Winter Springs and when I was later privileged to become its City Manager and work with some incredible people there, I never imagined leaving. But 10+ years later, I had an opportunity to join the team at the City of Lake Mary and, knowing Lake Mary’s stellar reputation and feeling that I could further support its growth, I came aboard in 2019 and I haven’t looked back.
What are some skills you think the next generation needs to hone to be successful in city/county management?
In my opinion, you need to understand that while you may technically lead the team, you need to be able to take on a supporting role at times, for the ultimate success of the organization. It’s important to recognize the importance of each and every member of the team. While you may be labeled the Quarterback, the team can’t succeed unless the Left Guard, Linebacker, etc. excel at their jobs. By working together, we ALL can win the Super Bowl. Recognition of that is of paramount importance. Relatedly, you can’t be successful today in this field if you don’t have a servant leadership mindset. This is a great profession, and we need more intelligent young people running the show, but you have to be humble and have your eyes wide open. Learn to listen more…all the time.
What advice would you share based on your experiences over the last 30 years?
Please forgive this quote, but it really does accurately reflect our service in local government: “with great power comes great responsibility”. Be aware that in this role you can affect real change, but also (and more importantly) be aware that it comes with a tremendous amount of responsibility and duty. And, while it can often be tough, knowing when to say “no” is what will make you successful in the long run.
What do you believe is your top priority in your role?
I would say it’s two-fold. Job 1 is fiscal responsibility. My stewardship of the city requires that while we are working to make the city even better for the residents, we are living within our means. Basic principles such as “not using non-recurring resources/funds to pay for recurring costs” guide our daily fiscal mindset. Secondly, or perhaps better labeled “Job 1A”, is succession planning. I try to make a point of getting to know our team member’s talents and how to further their opportunities to grow within the city. And use that information in part to set up the next generation of leaders in our city. One of our staff, as an example, began his tenure with the city as a Planning Technician 14+ years ago, and today serves the City as our Assistant City Manager. His potential to support the city’s mission, now and in the future, was evident, so I promoted him. There are additional examples that are similar. We have many stellar employees in the city and I am working to foster that talent, whenever practicable, to best ensure our city’s on-going success.
Lastly, what plans does the city have for the American Recovery (ARPA) funds that it has received?
One of our major goals is to create an even more vibrant Downtown Lake Mary where people can interact and associate with our city. Currently, we are scheduled to receive approximately $8.7 million in ARPA funding (half received already), which presents a unique opportunity to make various needed infrastructure improvements in our city, to include our Downtown corridor. One example is new stormwater infrastructure with a city park overlay to help facilitate context-sensitive development that is in concert with existing Downtown neighborhoods. We are also planning to construct streetscape improvements and bury power lines (for both storm-hardening and aesthetic purposes) along the main corridor in our downtown (utilizing non-ARPA funds). ARPA funding is also programed to provide upgrades to select existing parks, to enhance and improve opportunities for our residents to interact and enjoy the outdoors.
