City of Arvada

Private Sector Lessons Guide Innovation

Much of my leadership approach in public sector IT has been shaped by my 20 years in the private sector, particularly the time I spent founding and scaling businesses in the healthcare sector. In that environment, success demanded adaptability, a focus on outcomes and a deep respect for datadriven decision-making. These principles have translated well into the public sector.

When I entered government, I quickly realized that while the mission is different, the need for clarity, accountability and collaboration is the same. Leading IT transformation in the public sector is not just about upgrading systems. It is about building trust within the team and across departments, aligning with the organization’s values and delivering consistent value to the public we serve. That mindset came directly from my startup background, where every decision had to serve both the customer and the bottom line.

I also draw on my experience building crossfunctional teams in high-stakes environments. Ultimately, my north star has been using technology to simplify complexity. Our department’s mission is simple: to improve City performance and productivity through technology.

Balancing innovation with risk management starts with understanding that the City cannot afford to experiment the way startups can. Everyone on the City team, as well as the community, relies on our systems every day. Any downtime or breach directly impacts not only our ability to deliver services but also public trust. So, we approach modernization with a mindset of intentional progress. We focus on change that clearly improves reliability, security and service delivery. One of the principles on the wall in my office is: Change is our business.

In practice, we prioritize modern solutions like cloud platforms when they offer clear advantages such as scalability, resilience and security. These are implemented with careful planning, strong governance and phased rollouts. We often run new systems in parallel with legacy platforms until we are confident in the go-live plan. Innovation is not about flashy new tools. It is about solving real problems in new ways. Risk management is not a roadblock to innovation. It is what ensures that innovation lasts and sustains public trust.

In practice, we prioritize modern solutions like cloud platforms when they offer clear advantages such as scalability, resilience and security. These are implemented with careful planning, strong governance and phased rollouts. We often run new systems in parallel with legacy platforms until we are confident in the go-live plan.

Innovation is not about flashy new tools. It is about solving real problems in new ways. Risk management is not a roadblock to innovation. It is what ensures that innovation lasts and sustains public trust.

Evolving Intake into Strategic Partnership

One of the biggest challenges in streamlining project intake across city departments is that no two projects are exactly alike. Each request comes with its own context, urgency and stakeholders, so creating a one-size-fits-all process is problematic. At the same time, we cannot afford to onboard chaos, so we have focused on building a flexible intake framework that prioritizes clarity, alignment and defined accountability.

The systems we manage in IT are as essential to City operations as electricity or water.

We have been working to shift the intake process from a reactive ticket queue to a more strategic, collaborative partnership with departments. That means spending more time upfront understanding the why behind the request. We try not to start with the technology someone thinks they need, but the problem they are trying to solve.

Once we understand that, we can apply the right level of governance and identify the best path forward.

Internally, the challenge is keeping IT teams aligned and ensuring intake does not distract from long-term goals. We have invested in shared planning tools and backlog management. When intake is done well, it sets the stage for successful delivery.

Aligning Technology with Civic Values

I wouldn’t say digital services are becoming critical. They are critical. The systems we manage in IT are as essential to City operations as electricity or water. If our digital services fail, the City’s ability to deliver services is largely shut down.

That’s why we’ve been working closely with the City Manager’s Office to elevate the role of IT as a foundational part of our civic strategy, not just a support function. Our focus is on ensuring that every digital initiative serves the broader goals of transparency, responsiveness and inclusion.

For example, we evaluate new initiatives not just on features, but on how they will improve access for residents, reduce friction in internal workflows and protect sensitive data. We’ve also worked to embed cybersecurity into every stage of our projects as a core design principle.

Ultimately, our goal is to ensure technology strengthens the connection between the City and the community. That means aligning every IT initiative with the long-term outcomes our residents care about, including operational efficiency, trust, equity and impact.

Trust, Recognition and Team Empowerment

For me, everything starts with trust. If you want a highperforming, future-ready team, you have to create a culture where people feel safe, heard and valued. That’s why I make it a priority to meet 1:1 with every member of the department (not just my direct reports) on a regular basis. It gives each person a space to speak candidly and it gives me a chance to really listen, support their growth and build trust across the board.

I’ve also learned the importance of celebrating wins. This doesn’t mean just the big milestones, but the dayto-day progress that often goes unnoticed. Recognizing the team’s hard work reinforces our shared mission and reminds everyone that what we do matters. When people feel seen and appreciated, they’re more engaged, more resilient and more open to change (and remember, change is our business).

Beyond that, I believe in giving people room to create ownership from wherever they sit. The pace of technology evolution is eyewatering and we can’t rely on top-down direction. We need teams that are empowered to solve problems, propose ideas and continuously adapt. My role is to remove barriers, provide clarity and make sure they have the tools and support to succeed.