I began my career with Johnson County almost 14 years ago. Initially, I started out in the Line Cleaning department as a crew member. The duties were cleaning gravity sewer mains, assisting the CCTV and Jet vac crews amongst other things. I quickly made my name known and earned a promotion into the crew lead of a Jetter unit. That promotion set me up for a career at Johnson County and taught me what it means to be an exceptional crew leader. I consistently exceeded and surpassed the expectations of that role. My positivity, drive and work ethic motivated other crew leads to perform more efficiently as well, by collaborating and creating a positive work environment for the crew members. Planning, preparing and assisting other leads was the one of the many aspirations that led me to my next position within the department, Assistant Superintendent of Line Cleaning. As the Assistant Superintendent, I continued and created more effective methods of carrying out procedures to maximize efficiency within the department. A huge barrier was the amount of time our crews were spending on work orders. I implemented a system to where we began printing maps with the line segment lengths already attached; this basic change assisted with quicker response times, maximized efficiency and saved us hours of labor due to our crews not spending tedious time on mapping out the work orders daily. The workflow became routine and our crews felt more in control of their day to day operations.After a few years, I was asked to transfer to the Line Repair department due to leadership skills and previous construction knowledge. I have been in the Line Repair department since and have matured my knowledge. When I took this position, there was much that I did not fully understand about the idiosyncrasies of my department and the new role, but I did not lose interest or give up. I began with the basics, learned the crew members’ duties then the crew leads’; then took on the new role determined and motivated. Two of my biggest initiatives in this department have been the bore-through process, and implementation of the new CDL process due to FMCSA regulation changes. Before, there was no documentation or invoicing holding contractors accountable for damaging Johnson County Wastewater’s assets; now we have records and procedures in place. I create investigation reports to clearly identify and document the damages, then generate descriptive invoices to pursue reimbursement for Wastewater.