Journey and Leadership in Public Sector Innovation Discovering my passion for data-driven decision-making was a turning point. I always enjoyed working with data, but leadership roles showed me its power to shape budgets, improve performance and strengthen collaboration.
Earning my Master’s degree in Public Administration reinforced my commitment to government work. Beyond the degree, the relationships and insights I gained were invaluable in shaping my approach to leadership and problem-solving.
The biggest milestone was finding a role that aligned perfectly with my skills. At Ontario, I proved my value through consistency, professionalism and strategic thinking, earning my place as Deputy Director. Finding the right organization that recognizes your strengths is transformative
Understanding processes and building strong relationships are essential to innovation in government. Bureaucracy isn’t just red tape—it’s a framework that, when understood, can be leveraged for change.
Innovation starts with leadership setting a clear vision, but it thrives when employees feel empowered to contribute.
Collaboration is key. I rely on finance for strategic purchases, HR for hiring and government affairs for policy insights. My experience in contracts, procurement and regulations helps me navigate constraints effectively.
Great leaders balance vision with practicality. By listening, learning and working within existing structures, I find creative solutions that push progress while ensuring compliance.
Data-Driven Decision-Making and Policy Implementation
Visuals are crucial. Decision-makers have limited time, so I ensure data is clear, concise and digestible in 10 minutes or less. Community groups need to see their concerns reflected in the data, which builds trust and engagement.
Beyond presenting data, I focus on showing impact. Conducting impact analyses reassures stakeholders that decisions are evidence-based and progress is being monitored. Trust in data is just as important as the data itself.
Ontario uses data to drive decisions through Key Performance Indicators (KPIs) that align with Agency Strategic Objectives (ASOs). This ensures resources—staff, funding and time—are allocated for maximum impact.
One example is the prioritization of projects following a new tax measure. By tracking progress and impact, we ensure funding goes where it’s needed most. A major outcome was the development of a regional sports park, where data demonstrated broad economic and recreational benefits. This data-driven approach allows us to make strategic, wellsupported decisions.
Measuring Success and Driving Sustainable Growth
Success for Ontario Ranch goes beyond issuing permits and completing inspections; it’s about long-term economic growth and quality of life. We assess whether the development supports a thriving community by analyzing factors such as resident satisfaction, infrastructure capacity, and economic impact. Ontario Ranch must remain desirable for homeowners and businesses, so we track home values, population trends, and business growth to ensure sustainable expansion.
Infrastructure and mobility are critical, as traffic patterns and transit accessibility indicate whether growth is being managed effectively. Economic performance, including job creation and local revenue generation, helps us determine if Ontario Ranch is contributing to the city’s financial health. Community feedback also plays a major role in measuring success. Residents expect access to parks, schools and essential services and their satisfaction reflects whether the city is delivering on its promises.
Ontario Ranch is a long-term investment and data allows us to make informed decisions that ensure it remains a well-planned, sustainable and economically strong development.
Innovation starts with leadership setting a clear vision, but it thrives when employees feel empowered to contribute. Ontario’s goal of being the Premier Community of the Inland Empire drives a mindset of continuous improvement, reinforced by our City Manager’s emphasis on adaptability and excellence.
To encourage innovation, we recognize employees who develop creative solutions, whether by improving processes, introducing automation, or enhancing service delivery. Accountability is equally important—through internal audits and performance evaluations, we ensure innovation leads to real efficiency and effectiveness.
Visibility matters, so we highlight successful projects internally and externally, reinforcing a culture where great work is celebrated. Engagement is key and we actively seek input from employees, knowing that those closest to the work often have the best ideas. By creating an environment where innovation is valued and expected, we ensure continuous progress in how we serve the community.
Career Development and Advice for Future Leaders
Stay curious and never stop learning. Innovation and performance management evolve constantly—read, research and seek mentorship.
Be proactive. Gain exposure to projects, cross-department collaborations and leadership discussions. Surround yourself with people who challenge and support your growth.
Most importantly, have passion. The public sector isn’t about quick wins—it’s about persistence and longterm impact. If you believe in the mission and commit to continuous improvement, your work will make a real difference.
