WHAT I HAVE RUN
The scale where decisions carry consequence.
I led a division of more than 325 staff across four branches, responsible for more than 55 funding and delivery programs. Over five years those programs moved approximately
$10 billion in public funds into drinking water, wastewater, water-quality infrastructure, and groundwater cleanup across California. Before that I spent fifteen years at the Central Valley Regional Water Quality Control Board, seven years supervising the regulatory program covering roughly seven million acres of irrigated agriculture. The work there was contested, technical, and public, and the record had to hold up.
WHAT I ADVISE ON
The decisions a public executive carries alone.
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Organizational design and change.
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Governance and decision-making.
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Strategy that connects to budgets, owners, and milestones.
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Program design and delivery.
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Water-sector finance and funding-program governance as a specialization.
Underneath all of it is the same situation: a decision that has to be made with incomplete information, competing obligations, and an audience that will read the record afterward.
How I work
Start with the real situation
Not a generic playbook. The first work is understanding how the organization actually operates, rather than how the structure says it does.
Find the governing constraint
Most problems presented as structural are something else. Separating the visible problem from the condition limiting performance is where the leverage is.
Make tradeoffs visible
A public decision is defensible when the reasoning is on the record. Clarity about what was protected, what changed, and who decided outlasts the decision itself.
Build for follow-through
A decision that does not become routines, ownership, communication, and review is a decision that did not happen.