What initially prompted you to get involved with local government?
Born and raised in China, I had limited exposure to local government, where citizen participation was minimal and civic processes were not visible to the public. In my mid-twenties, I read Abraham Lincoln’s “Gettysburg Address,” which inspired me with its vision of a “government of the people, by the people, for the people.” Coming to the United States at age 26, I was driven by a desire to engage in a system where the government truly serves its people. I chose a career in local government because it allows me to be directly involved in my community and see the tangible impact of my work on the lives of those around me.
Why did you want to become a city manager?
After graduating with a master’s degree in Public Administration from the University of Central Florida, I was selected for the Tri-City City Manager Intern program. This unique opportunity enabled me to work for city managers from three different cities and participate in discussions with elected officials and executive teams. Seeing my mentors’ dedication to their communities was inspiring, opening my eyes to the possibility of becoming a city manager. Soon after completing this two-year internship, I was hired for my first city manager job. For the last 17 years, I have led multiple cities in Florida, Arizona and California.
What was the most important part about your job as a city manager?
The most important part about my job as a city manager is leading by example. This means being consistently responsive, accountable and dedicated so that city council members, staff and future civic leaders can see firsthand what it means to serve their community with excellence.
Which city project are you most proud of during your years as a city manager?
I am fortunate to have led numerous impactful projects in my 17 years as a city manager. One of my proudest achievements is guiding the City of Jackson through a significant financial turnaround during a very challenging period in the city’s history. When I began, the City employees had been on furlough for 10 years, and roads and facilities were in critical condition. By collaborating with the city council and staff, we tripled the fund reserve, quadrupled available cash and brought our audit to meet GFOA standards in just a few years. Not only was furlough lifted, but these improvements also enabled us to catch up on deferred street paving, renovate City Hall and complete critical water and sewer capital projects. While working on financial transformations, I also led the city through two floods, the COVID-19 pandemic, blackout days, wildfire threats and extreme weather events. The cumulation of pressures truly stretched my leadership and prepared me to take on more complex issues later in Morro Bay. This experience also reinforced a core lesson: even the most challenging initiatives become achievable when a shared vision and a culture of collaboration are intentionally created.
What are the greatest challenges facing city managers in California today?
Today, California city managers are navigating a “perfect storm.” This includes a deepened housing crisis, intensifying fiscal pressures, growing political polarization and rapid technology changes. Having worked as a city manager in multiple states, I see California as one of the most influential states in shaping national and global trends in our profession. California city managers are setting the standard for leaders beyond this state. This responsibility pushes me to continually strengthen my skills in innovation and pragmatic governance.
What is your favorite way/place to interact with residents of your city?
My favorite way to interact with residents of my city is over food at a community event. Sharing a meal breaks down barriers, builds trust and reminds us we’re all in this together. In Morro Bay, I helped to serve Thanksgiving community dinners with volunteers from the Lions Club. This experience gave me a chance to connect with residents who don’t typically participate in city meetings and demonstrated that I’m not just a city manager, but part of the community.
What is the role of a city manager in upholding the public’s trust in local government?
The city manager must lead by example and set the tone for ethics, transparency and responsiveness across the organization. To stay connected with the community, I believe we need to meet people where they are. I have seen creative approaches from city managers, ranging from jogging around neighborhoods with residents to holding office hours in grocery stores. I use multiple channels, including social media, community events and traditional one-on-one conversations; importantly, I ensure timely follow-through. While everyone has their own style, our purpose is the same: building trust through genuine engagement and respectful communication.
How are cities shaping the future of California?
As the level of government nearest to our residents, municipalities will always be at the forefront of California’s future. Cities are charged with implementing important state policies, including housing, energy, public safety, climate, and even the distribution of water and waste disposal. The outcome of those policies matters greatly to public safety and an individual’s quality of life. Therefore, cities must take a proactive approach to influence how those policies are shaped. One way is through advocacy. For example, in Morro Bay, a city of 11,000, we were tasked with shouldering the impacts of multi-billion-dollar energy projects.
We decided to communicate our challenges transparently with leaders in Sacramento and Washington, D.C. Those concerns were state and local regulation gaps, our limited resources, and the scale of impacts relative to our community character. Through our efforts, we helped state legislators clarify standards that other jurisdictions later adopted. Ultimately, Morro Bay has emerged as a stronger voice in a statewide conversation that extends far beyond our city limits. This illustrates that cities, regardless of their size, can be powerful driving forces that guide California’s long-term success.
Learn more about one of the largest BESS projects in the US and the ongoing offshore wind initiative.
When you’re not busy working, how do you like to spend your time? What hobbies do you have?
I love to cook and enjoy outdoor activities, such as hiking and bike riding. I also volunteer for civic organizations in the community. Recently, I became a wildlife rescuer with Pacific Wildlife Care (PWC) to support their rehabilitation center. The rescue missions, along with helping staff care for distressed wildlife, have deepened my sense of resilience and perseverance. Being part of a group of volunteers in caring for injured wildlife has been both inspiring and healing.
What has been one of your greatest professional challenges, and how did you address it?
One of my greatest professional challenges arose when I started my first city manager job with the City of Bowling Green, Florida. The city was hit by 3 consecutive hurricanes, and like many communities in central Florida at the time, it suffered extensive damage. When I started, the immediate cleanup was complete, but the city was still in recovery, with several facilities unusable and pending state and FEMA claims at risk of losing funding. The staff member who had handled the original claim submissions had retired, and as a brand-new city manager with no prior experience managing disaster recovery, I had to learn quickly. I organized a detailed review of all claims and insurance records, consulted with community members and met repeatedly with state and FEMA officials. Additionally, I negotiated forgiveness of several smaller public assistance reimbursements and closed out the remaining claims. I also identified insurance discrepancies that resulted in additional funding, which allowed the city to finish repairs to the damaged police and fire stations. Lastly, I secured a mobile office unit free of charge for Public Works employees, who had been without a proper workspace since the storms. That time in Bowling Green solidified me as a leader and showed me how to keep moving forward even when the odds were stacked against us. It’s a perspective I’ve leaned on in every crisis since.
What has your work in public service taught you?
My 20 years in public service have taught me that being a public servant is a form of love. When you love something, the work is worth doing, and you relentlessly show up for it during good times and bad. Theodore Roosevelt once said, “The best prize in life is the chance to work hard at work worth doing.” For me, that means serving my community alongside a team that cares.
What book is on your nightstand right now?
I’m currently reading “The 21 Irrefutable Laws of Leadership” by John Maxwell and Melinda Gates’ “The Next Day.” They approach leadership from very different times and angles, yet both center on growth through transitions. Maxwell lays out structured, practical principles, such as the Law of the Lid and the Law of Process, and emphasizes that when leadership capacity is built intentionally, it will endure transitions. Gates, by contrast, conveys the personal side of leadership. Her book reflects on purpose, family and the courage required to step into new chapters. Together, these books are helping me view leadership holistically.