Consultancy specializing in strategic, program and project management; government relations and communications; transportation planning; visioning and facilitation; and triple bottom line (TBL) sustainability.

Working with Huxley College to create additional programs focused on sustainability in the broader community and region. Includes developing partnerships with peer institutions, curriculum development, and strengthening ties to the business, nonprofit and government sectors.

Served as Pierce Transit's Executive Director of Planning and Community Development, leading opportunities to help the agency grow fiscally, overseeing government relations and marketing, and directing route planning and development. Delivered successful initiatives on previously stalled projects, including public private partnership to develop Transit-Oriented Design project adjacent to the Tacoma Dome, a Universal Bus Pass program for all Clover Park Technical College students, and successfully obtained a grant to implement a partnership with Uber.

Strategic Planning Program Manager, Office of Strategic Initiatives. Charged with implementing the Port's Century Agenda, enhancing the port’s position as a primary driver of the region's economy, while delivering on issues that matter to the community. Developed business unit Long Range Plans, internal and external stakeholder outreach, message development and execution of internal and external communication plans around Century Agenda activities, programs and policies.

Bellingham, Washington is a small city of about 100,000 in northwest Washington. With a strong Mayor-Council form of governance, I served as the Chief Executive for the City, overseeing a staff of over 800 FTE, managing an annual budget of around $300 million, and strengthening relationships with state and federal elected officials and agencies, as well as with non-profit and private sector partners. During my tenure, we obtained a higher S&P bond rating, and more importantly, consistently higher measures of citizen satisfaction with their government.

Developed and managed prioritization processes among municipal, tribal, and special purpose government organizations to address regional transportation needs, and to pursue funding to implement the highest-prioritized projects. Also managed relationships with key federal and state elected officials and agency staff and leaders. Responsible for project budgets, grant writing, board education, and community outreach.

Managed a complex partnership centered on a series of integrated freight mobility projects between Everett and Tacoma, Washington. Responsibilities including management of intergovernmental relationships with key local, state and federal elected leaders, including many in the federal Congressional delegation. The partnership included about $500 million in its first phase, and involved a mix of 22 local jurisdictions, three counties, three deepwater ports, two Class I railroads (BNSF and UP), and the Washington State Department of Transportation. In November 1999, Initiative 695 removed the source funding from $300 million of bonds intended to underwrite most of the phase I FAST Corridor projects. As manager, I convinced other fundors to allow greater fungibility, worked with all partners to identify strategic prioritization of every project. With that information, I developed a critical path analysis showing what funds were needed when to keep the project on course. Through this effort, the projects obtained additional funds timed so that no project was delayed as a result of I 695.

I worked a variety of jobs in the seafood industry while on hiatus from getting my undergraduate degree. Much to my mother's delight, I eventually left the sea and got a degree...but I enjoyed my break.