Local government procurement platform that elevates and widens the pool of goods and services for local government. I am particularly involved in identifying and working with vendors, especially those in technology and innovation space, to be of service and be visible with local governments across the USA, no mater where they are based.

At SGR, Clay specializes in executive recruitment, consulting, and organizational development to bring his wealth of knowledge and experience to support local governments nationwide. Clay is passionate about traveling and engaging with like-minded public servants.

Lead for Fort Worth Lab to support City organization (7,500 employees) with data, research, and improved results to community. Lab provides budget development ($2.6 billion FY 24) to full-service city and long-range comprehensive planning for community (956,709 and growing population).

Supporting City of Fort Worth Lab in transformational systemic work to build capacity in strategic planning, budgeting, innovation, and organization development. Building a high performing organization.

As Pearland City Manager, Clay served as chief executive for 8.5 years, appointed by City Council. Responsible for leadership of City organization and its 830 full-time employees, coordination with community partners, and all day-to-day operations of the City. CoP was proud recipient of Top Workplaces of 2023 USA award from Energage, a leading research firm that specializes in employee engagement and workplace culture each year across the United States. Pearland (pop 130k) is adjacent and south of the City of Houston. Financially, the City had FY 22 adopted all funds budget expenditures of $451 million (including $110 million General Fund). Responsible with team for strategic oversight and implementation of $500 million Capital improvement program. As City Manager, supported and participated in the visioning and implementation work to modernize and build up services and infrastructure. Extensive emergency management and preparedness experience.• Building up the staff team with the correct people in right positions with the skills and tools necessary to excel. A High Performance Organization mindset guided the work, to encourage individuals to be leaders at all levels while supporting each other across teams and departmental structures. The City became known for innovation and excellence, an attractive place to work and practice public service.• Economic development successes are fulfilling the vision of the adopted Pearland Prosperity plan.• New construction permitted during FY 22 was $300 million w 500 single-family home permits. Turn-around time kept within ten working days, 80% of permit applications approved on initial review or one resubmission. • Quality work implemented in aggressive capital improvement program. Public information and communication on project plan progress is hallmark. Work is completed with guidance of clear utility master plans, aligned to creat a future with a purpose.

Novi, MI, is a growing full-service municipal service organization and is a High Performing Organization of dedicated leaders. Serves as part of dynamic progressive team of public servants serving 59,395 residents (2013 SEMCOG est.), Sate Equalized Valuation (50% of 2013 market value) of $3.1 billion. Novi is a well-educated and diverse community named in top places to live and consistently scoring among best in the nation for citizen perception of public services (National Citizen Survey 2006, 2008, 2010, and 2012). Pearson oversees all City operations and works closely with the City Council to carry out goals and policy directives. He is responsible for internal operations of the City, which consists of a 2013/14 General Fund budget of more than $29.7 million, in a total Governmental/Special Revenue Funds budget of $56.1 million, and 247 full-time employees. Through his tenure, managed through both tremendous growth boom and retrenching during the recession felt acutely in Michigan, thoug Novi secured an increase in its credit rating to AA+. During time in Novi, specific project highlights included new construction of 55,000 square foot library while serving on Building Authority occurred to bring in library under budget and on time which is now part of Civic Center campus including new public Fuerst Park. Part of teams that built new Pavilion Shore Park and laid out and executed master plans for road and utility improvements. Consistently instrumental with business attraction efforts and economic growth on a local, national, and international level, Served concurrently on the Board of Directors of Alliance for Innovation, the Michigan Intelligent Transportation Systems, Michigan Local Government Managers Association, KUCIMATS, Swedish-American Chamber of Commerce and the Library Network Board. He was tapped to serve as Chair of the ICMA International Committee in 2012.

Led Capital Improvement Program including $80 million in transportation improvements. Projects ranged from completing reconstruction of major intersection within allotted four week period, detouring 50,000 vehicles/day efficiently with public information campaign and weekly briefings for affected three regional shopping centers and other businesses; construction of a new Fire Station and Training Center, bike path and pedestrian connections including wetland boardwalks. Directed updates to Master Plan for Land Use, Water Distribution Study and Master Plan and Stormwater Management Plan. Ongoing business retention and attraction oversight responsibilities including negotiating business retention and expansion agreement with high-tech firm for 300 additional Novi jobs at the Incat Company (now owned by Tata Technologies). Integrated individual technical functions into a new collocated Plan Review Center resulting in over $65,000 in savings of City Plan Review costs in its initial nine months of operation and decreased number of required plan copies submitted by applicants from 23 to 10. Liaison to Michigan Economic Development Corporation, Oakland County Planning and Economic Development Corporation, Automation Alley, and Novi Chamber of Commerce. Oversaw plan review and building inspections for simultaneous construction of Providence Hospital (280-bed hospital and Level 1 Trauma Center) and expansion of Taubman Company’s Twelve Oaks Mall.

Change and improvement agent for organization and community, instituting staff orientation program, managed strategic planning process and work sessions for senior managers to implement City Council goals. Designed leadership initiatives for staff including improved customer service training, Myers-Briggs personality type indicator to improve team effectiveness, High Performance Organization principles and team skill building.

Director of major City operating department responsible for neighborhood liaisons, historic preservation, zoning enforcement, property maintenance inspections, plan review, building permits issuance, inspections and public health. Served as Acting City Manager for 550-employee organization during City Manager’s absences. Successfully developed and implemented a Historic Architectural Rehabilitation Grant program for homeowners (leveraged $500,000 in private investments), Multi-Family HousingConversion program, Neighborhood Improvement Grant program ($100,000/year grant program to community groups), Neighborhood Business Improvement Program ($100,000/year program to local businesses). Provided liaison with Hispanic community and network of business/ community leadership; Board member and liaison with Neighborhood Housing Services, Inc. Improved coordination and fast-tracked results for targeting problem properties with City departments (Police, Law, and Public Works) and established regular liaisons with community partners (Housing Authority, Water Reclamation District, Chamber of Commerce and Realtors).

Responsible for development, presentation and administration of operating and capital budgets ($114 million total at the time). Implemented conversion of City financial and budget systems to new software, wrote user manual and budget instructions for entire City employee base. Directed first Five-year Financial Plan, organized City Council input and series of community input sessions. Authored “Ten Key Issues for the Community” guide.