As the Placemaking Director for Downtown Santa Monica, Inc., I understand the economic power of public art. I lead placemaking initiatives that foster community engagement, enhance public spaces, and celebrate our city's unique cultural heritage. My role involves collaborating with diverse contributors, including local businesses, non-profits, community groups, and government agencies to create vibrant, inclusive, and sustainable environments.

I work with the Venice Electric Light Parade, a weekly community event celebrating creativity, sustainability, and connection. Every Sunday at sunset, the parade lights up Venice Beach with a vibrant display of decorated bikes, scooters, skateboards, skates, pedicabs, and more. My role includes enhancing visibility and engagement through outreach and organizational support.

Under general direction, Jeremy planned, organized, oversaw, coordinated, and managed the staff and operations of multiple divisions within the Public Works Utilities and Operations Department; managed the effective use of division resources to improve organizational productivity and customer service; collaborated with Davis Picks It Up, Parks and Recreation, and Electrify Yolo initiatives to enhance community engagement and sustainability; provided complex and responsible support to the Director of Public Works in areas of expertise; and performed related work.

As Operations Administrator/Section Manager at King County, Jeremy created thoughtful and systematic approaches to work priorities, particularly in a reactive environment, and successfully communicated this approach. He provided clear, transparent leadership, developing good working relationships with staff, labor, peers, customers, county leadership, and other agencies. Managing a diverse workforce of over 250 employees involved in right-of-way and off-right-of-way related maintenance and operational activities, he coordinated and directed all work and functions of the maintenance section.As the Section Manager, he oversaw the section's media communications, messaging, and public relations activities. He worked with section and division staff and the department Public Information Officer to craft communications and messaging related to natural disasters, road damage, snow and ice response, road maintenance budget, traffic safety, and other issues.He evaluated current operations, budget, assets, and employees to determine the ability to meet strategic division priorities. He implemented policies and practices to continually improve the section and division's performance. He oversaw the annual section budget preparation and monitored and reported budget-related items upward or outward as needed.Under his leadership, the section accomplished budgeted routine and preventive maintenance for facilities in the County right-of-way and all special services provided by the maintenance section, including the performance and delivery of contracted construction and related services. Managing a $4 billion deteriorating road network of 1,500 miles required a robust asset management database and tracking system. Under his leadership, the section continued to roll out the use of this system to manage day-to-day work, for long-term programming, and to develop and report useful metrics.

During his tenure as Mayor of the City of Milwaukie, which had a population of 20,000 and a biennial budget of over $88 million, Jeremy successfully enhanced city operations' business processes and demonstrated leadership in various civic and cultural initiatives.Fiscal and Operational ManagementAchieved financial success for the city by restructuring the city budget, reforming the budget committee, and implementing robust fiscal policies. Under his leadership, the city attained an overall credit rating of "double A" with credit reporting agencies, signifying financial solid health.Formed the "Friends of Milwaukie" PAC, passed a $4.2 million general obligation bond in May 2014 to fund light rail improvements, significantly enhancing public transportation infrastructure.Community Engagement and Cultural InitiativesCultural Celebration for State's Sesquicentennial: Supported the City's role in cultural celebrations for Oregon's Sesquicentennial, fostering community pride and engagement in the state's history and heritage.Worked with the Arts Committee to promote local arts and culture, secured funding for the Milwaukie Museum, ensuring the preservation and celebration of Milwaukie's rich cultural legacy.Infrastructure and Environmental ProjectsResolved a decade-long wastewater dispute with Clackamas County by negotiating the formation of a Good Neighbor Committee and establishing a funding source to improve the Wastewater Treatment Facility's air quality and visual appearance, enhancing the quality of life for nearby residents.Riverfront Park Restoration: Secured $1.4 million in grants from the Oregon Marine Board and Oregon Parks and Recreation to restore Riverfront Park and install a new boat ramp, revitalizing a critical recreational area and boosting local tourism.Throughout his term, he demonstrated a solid commitment to improving the city's infrastructure, fiscal health, and cultural vibrancy, positively impacting the Milwaukie community.

• Supervised daily operations for the new CL Line on the east side of the Willamette River and the streetcar system integrated with the rest of the regional public transportation.• Developed and led the fare restructure project to install solar/battery operated fare machines at every platform in the system, moving Portland Streetcar from a cash only system, to one that is full service as well as transitioning to a fully paid system. • Managed the scheduling for operators, signage and graphics for on-street customer information as well as signage to be in compliance with state and federal safety regulations and the Americans with Disabilities Act.• Achieved operational efficiency and performance by consistently meeting and exceeding established goals and expectations.

Managed the team which communicated with TriMet’s riders, potential riders, and employers who supported commute options, Business System Analyst, and in-house printing services and mail room. This included the amenities at bus stops and rail stations related to customer information, and wayfinding. At the time, the system included 7,400 bus stops, 900 shelters, 135 rail stations, and 50 park-and-ride lots. Collaborated and worked with jurisdictional partners on the signage, graphics, and flat panel display designs to install new, modern-looking amenities to convey accurate, timely and relevant customer information while supporting TriMet’s brand and community position. Worked with the Department of Homeland Security to obtain grants for 245 real-time information displays, ensuring that all MAX Light Rail stations would have efficient ways to communicate directly and immediately with riders.

Managed the daily operation of TriMet's MAX Light Rail system controlling all access into the right of way for operations and maintenance, working with multiple departments and jurisdictional partners, including police, fire, Portland General Electric, Oregon Department of Transportation, and contractors.Served in various capacities in the incident command structure for emergencies ranging from minor accidents, fatalities, track blockages, power outages, and derailments.Participated in the testing of new rail segments and new light rail cars.

As a rail operator, I mostly worked on the extra board, where I often was used supporting special events, manual blocks, yard hosteling, rail car testing, burn-in, and more. After my own on-duty traumatic events, including a rail fatality, I completed education and training to start a Critical Incident Response Team and later trained peer support employees to provide support, debriefing, and referral services to employees after exposure to traumatic incidents.

Operated district vehicles, following scheduled routes, stops, and pick-ups. As a bus operator, I worked on regular routes and on the extra board. I performed special event services and supported inclement weather operations, light rail bus bridges, and other activities.

This was a special duty position open only to TriMet employees.Recruited 300 employees in 8 months for the opening of the Westside light rail expansion. Managed the advertising, recruitment, background checks, training schedule, and new hire process of each new staff. Achieved recruitment goal early, which led to serving as a "Loaned Executive" for United Way, and provided fundraising through charitable giving campaigns and partnering with colleges and universities throughout the Metro Region. Raised $250,000 for TriMet's corporate contribution to United Way.

Operated district vehicles, following scheduled routes, stops, and pick-ups. As a bus operator, I worked on regular routes and on the extra board. I performed special event services and supported inclement weather operations, light rail bus bridges, and other activities.