Situation: Carson had faced years of structural budget deficits and declining reserves.
Role: As Deputy City Manager and Finance Director, I led the financial recovery work with the City Manager, Finance team, departments and outside partners.
Work: We strengthened financial controls, rebuilt reserves, improved revenue management, modernized systems and tied budgeting more closely to long-term priorities.
Result: The General Fund balance reached $222.9 million, the highest in the City’s history, creating greater capacity for infrastructure and other community priorities.
Situation: Core administrative functions relied on disconnected systems and processes that limited visibility and efficiency.
Role: As Deputy City Manager and Finance Director, I led the ERP modernization effort with staff, implementation partners and departments across the organization.
Work: We developed the implementation roadmap, coordinated vendor work, prepared data and processes for migration, and supported staff through system and workflow changes.
Result: The work established a more integrated platform for finance, HR, procurement and administrative operations, improving access to information and strengthening citywide accountability
Situation: NMB Water needed a data-driven approach to identify and address significant system losses.
Role: As Chief Financial Officer and Deputy City Manager, I worked with NMB Water leadership and InfraSync on the utility’s first comprehensive Revenue Recovery Plan.
Work: We combined financial analysis, operational insight, engineering and technology expertise to identify system losses, develop recovery options and prepare the analysis for governing-body review.
Result: The work produced actionable recovery strategies, strengthened transparency and gave the City a clearer basis for improving utility performance and long-term sustainability.
Situation: Seattle’s scale required operating and capital decisions to be evaluated across multiple years, revenue sources and service priorities.
Role: As Finance & Operations Manager, after earlier service as a Senior Economist, I led operating and capital budget planning, six-year forecasting, revenue analysis, cost and rate modeling, contracting and performance management.
Work: I worked with executive and elected leadership on fiscal strategy, service delivery and long-range financial decisions, including support for implementation of the $123 million voter-approved Library levy.
Result: The work strengthened the financial analysis supporting major citywide decisions and helped translate long-term commitments into operating and capital plans
