My journey into public service began with a persistent drive to create change. Early in my career, I saw gaps in systems and decision-making, but I had limited ability to influence outcomes. That led me toward city administration, where I could shape policies and outcomes while staying transparent and accountable.
I began at the ground level and worked my way up through multiple roles before moving into leadership. My time in engineering, especially with the City of Hutchinson, changed my perspective. It showed me how public-facing this work is and how every decision ties back to the tax base. It made me realize just how much responsibility comes with the role, and that’s something that continues to guide how I lead. My experience in the Certified Public Manager program at the University of Kansas further shaped my mindset. It sharpened my leadership approach and, more importantly, my understanding of communication. I learned that effective leadership depends on adapting how you communicate based on whom you are working with, and meeting people where they are has become a critical part of how I lead, something I continue to work on. Building a Stronger Organizational Foundation When I stepped into the role of City Administrator, the immediate priority was getting everyone aligned. There were silos across departments, low morale, and a lack of clarity around roles and expectations. At the same time, there was a broader perception that the city was not communicating openly enough with its residents. We started with staffing adjustments, clarifying job roles, and bringing in people who aligned with where we were headed. Over time, these changes improved performance and morale. The shift is noticeable even outside of work, with employees’ families seeing the difference. At the same time, we updated operational systems that lacked structure and consistency. By implementing new software, improving file organization, and putting clearer processes in place, we’ve started building a more efficient and accountable organization. Some of these changes are already showing results, with new systems expected to save roughly five hours of manual work per week for certain roles.For me, it’s about being intentional and ensuring that every effort that I do does contribute to something larger than my immediate task.
This outward focus requires a high level of responsiveness. Priorities can shift based on community needs or development opportunities. For example, when a developer showed interest in addressing a housing shortage, it quickly became a top priority. In a smaller city, that kind of agility is essential.
A recent example of this balance is our decision to acquire a 68-acre parcel of land in the center of the city. The property had been farmland for decades, but it presented a rare opportunity for future development. Before making a recommendation, we looked at market feasibility, spoke with developers, and relied on community survey data.
Those surveys consistently pointed to economic development, housing, and commercial growth as top priorities. Aligning those insights with council expectations and long-term plans led to approval of the acquisition. Based on projected scenarios, the site could generate up to USD 60 million in development and around USD 7 million annually for the tax base, highlighting the importance of long-term, data-informed decisions.
At the same time, not every decision is driven by financial return. Some projects are about quality of life. For example, investments in park expansion don’t generate direct revenue, but they preserve and improve access to nature. This is something residents consistently rank as one of the most important aspects of living in South Hutchinson.
Balancing growth with community expectations is not always straightforward. Residents value the small-town feel but also raise concerns about developments like storage units along Main Street. Navigating those tensions requires being intentional about what to preserve and what to change.
Leading through Complexity and Change
Many of the challenges in this role come down to aligning different stakeholders. Economic development efforts require coordination with the Chamber of Commerce, United Way, business leaders, neighboring communities, and potential investors. Each group brings its own priorities, which makes alignment both critical and complex.
Infrastructure adds another layer. One key issue is addressing limitations in the public water supply, which requires long-term planning and sustained investment and directly affects the city’s ability to grow.
The role also demands constant adaptability. In a smaller community, being a city administrator means handling a wide range of responsibilities, from managing budgets to dealing with day-to-day issues as they come up.
One of the biggest lessons in this role is accepting that not every decision will satisfy everyone. That’s part of the job. Staying consistent and moving forward is what ultimately drives progress.
Strengthening Engagement and Driving Transparency
Community engagement and transparency remain central to everything we do. I’ve learned that even the best decisions can fall short if people don’t understand them or feel included in the process.
We are expanding how we connect with residents by introducing new communication tools that help us share information more quickly and clearly. These tools make it easier for people to stay informed and get involved.
Technology is also improving how we operate internally. From planning and zoning systems to communication platforms, we’re building a more connected organization. We’re also exploring how AI can support routine processes, reporting, and overall efficiency. While it’s still evolving, these tools can reduce administrative workload and free up teams to focus on higher-value work.
The role of city administration continues to evolve, with a growing focus on transparency, technology, and engagement. The ability to manage relationships, understand different perspectives, and bring people together will remain essential. For me, leadership comes down to being intentional, making sure each decision supports a larger vision while staying grounded in the community’s needs and values.