Integrity in Action: Growth Through Doing What's Right
Personal Mission Statement
I am dedicated to building inclusive communities where every individual is welcomed, valued, and empowered to thrive. My work is guided by a passion for service, a devotion to family, and a belief in the power of connection to create lasting impact. Through leadership rooted in integrity and compassion, I strive to bridge people and purpose in ways that foster belonging and opportunity for all.
My Expanded Mission Statement
My mission is to connect people to purpose and create communities where everyone belongs. Guided by a passion for service, a belief in the power of connection, and a commitment to making every experience welcoming, I strive to lead with authenticity and impact. Over more than nine years as a chief executive, I have guided teams through moments of change, protected reputations, and built strategies that resonate, always with a focus on measurable results and lasting trust.
As the father of a son with profound autism, I carry a personal devotion to accessibility and inclusion. I have seen how thoughtful design, sensory-friendly environments, and adaptive tools can transform lives by opening doors to participation and joy. That perspective shapes my leadership and ensures the initiatives I oversee foster belonging, embrace diversity, and create opportunities for all.
Whether advancing strategic plans, leading public affairs campaigns, or navigating complex challenges, my work reflects a commitment to service, collaboration, and community. Every recognition I have received, from national awards in planning and finance to honors in leadership and public advocacy, represents not only organizational achievement but also the shared dedication of the teams I have been privileged to lead.
At the heart of my mission is a simple but enduring goal: to build inclusive communities that reflect both professional excellence and personal compassion, where my son, and every individual,can feel welcomed, valued, and inspired to thrive.
The Past
Resilience & Integrity: Building a Career on Doing What's Right
Today
When I arrived in Paonia, the organization was in disarray. Leadership had been completely reordered, annual audits were already a month late and the auditors had quit, and a massive water line break a few years earlier had shut down the town and all of its customers for 19 days. While the immediate repairs had been made before my arrival, there had been little progress in developing plans or financing for long term improvements. Public trust in municipal finances had been badly damaged by an embezzlement a decade earlier, and public meetings often devolved into hours of unproductive conflict. There was deep distrust among staff, distrust between the elected body and administration, and a general public ready to challenge even the smallest setback.
In addition to these internal challenges, there was skepticism directed at me personally because of news coverage from my previous role. The reporting reflected the narrative of a council member with political motivations and did not include the letters of support received from my staff, and subsequently didn't include my whistleblower letter detailing financial irregularities and overspending. Future coverage also omitted that the auditors later confirmed my concerns in their audit, findings that were released only after my termination. I knew that rebuilding trust in Paonia would require not only stabilizing the organization but also earning credibility through consistent transparency, performance, and integrity.
My first step was to create a clear operational roadmap by revising and adopting new policies, publishing a strategic plan, and developing mission and values statements that reflected a shared commitment to service and accountability. I rebuilt financial credibility by aligning the budget and reporting processes with Government Finance Officers Association best practices. By consistently delivering accurate, transparent, and timely information, we began to rebuild trust.
We clarified roles for the elected body, staff, and public, creating an environment where mistakes could be addressed openly and corrected before they became major problems. This transparency, combined with active engagement, reduced tensions and improved collaboration. We also developed multi-year capital improvement plans, conducted cash flow analyses, and secured long term funding to address infrastructure problems that had been ignored for decades.
In just two years, Paonia shifted from a fractured organization to one that operates with clarity, trust, and shared purpose. By pairing decisive action with open communication, addressing misinformation directly, and demonstrating results early, I was able to overcome skepticism and lead large scale change that positioned the community for long term success.