Executive Accomplishment Portfolio

Challenge: Connect resident requests to departmental action and consistent work-order tracking.

Contribution: Conceived the model, authored RFP requirements and collaborated with Citizen Services. Defined intake, routing, acceptance or redirection, work orders, labor/material/equipment records, photographs, status and reporting.

Outcome: The City subsequently implemented a platform reportedly used by nearly all departments for 10–15 years. Alan had left before the vendor award and rollout.

Challenge: Elimination of backyard refuse pickup affected sanitation roles while recycling pickup was outsourced at approximately $1 million per year.

Contribution: Developed financial and operating analysis for in-house recycling, dual-stream trucks and redeployment of personnel.

Outcome: Plan adopted. The contract amount is a baseline, not independently verified net savings.

Challenge: Changed recycling-market conditions created potential contract exposure without a timely formal decision.

Contribution: As designated City representative, identified the opt-out requirement and elevated it through Bureau Chief Alexander Tergis to the Mayor and counsel.

Outcome: Stamford opted out; specific avoided costs remain to be documented.

Challenge: Persistent safety-vest and footwear compliance problems in New Haven Public Works.

Contribution: Worked with uniform supplier on cost-neutral high-visibility workwear; confirmed budget capacity and brought an on-site mobile boot fitting program to more than 100 employees.

Outcome: Both practices reportedly continued about a decade later; injury-rate improvement remains unquantified.

Challenge: Repetitive administrative work and employee frustrations obscured improvement opportunities.

Contribution: Observed individual staff members at their workstations, mapped work and interactions, sought their input and goals, streamlined or automated selected tasks, and offered training, mentoring and compensated special projects.

Outcome: Individual measures and advancement records remain to be collected.

Challenge: Excessive spending and unexplained variances in road repair and asphalt work.

Contribution: Used firsthand process observation, root-cause investigation, quality-control methods and performance reporting.

Outcome: Alan reports the problems diminished. Exact financial improvements and the duration of controls require records.

Challenge: Aging fueling, truck-wash, fleet and transfer-station infrastructure.

Contribution: Coordinated engineering assessments and scope development for fueling-station redesign, wash infrastructure, retaining wall and covered drop-off improvements.

Outcome: Proposals and certain agreements were documented; several projects were subsequently halted or unperformed.

Challenge: Preserve continuity of environmental monitoring and regulatory responsibilities.

Contribution: Coordinated landfill testing and reporting with professional resources and arranged training proposals addressing stormwater, spill control and universal-waste practices.

Outcome: Monitoring and reporting continued; individual training delivery records remain to be located.

Challenge: Repeated requests for fuel, departmental cost, repair and parts information.

Contribution: Independently assembled centralized charts across fiscal/calendar years with departmental drilldowns and equipment expense trends.

Outcome: Replaced repeated ad hoc preparation with a proactive information resource; savings are not independently measured.

Challenge: Congested surplus storage, confusing lot retrieval and slow buyer releases.

Contribution: Created lot-number floor plans, buyer rules, advance scheduling, prefilled paperwork and coordinated loading.

Outcome: Routine pickups reportedly improved from hours to minutes; no audited timing data available.

Challenge: High-volume invoice ingestion with occasional failures and an independent parts-receiving control.

Contribution: Evaluated direct vendor submission against delivery verification, coding, document exceptions, staff dependencies and realistic throughput.

Outcome: Proposed change was not implemented; predicted issues were not tested in production.

Challenge: Make specialized service workflows, business information and marketing controls easier to manage.

Contribution: Defined product requirements, decision logic, administrative systems and release acceptance for StateMarshalService.com, CivilProcessNetwork.com, GoHop.pro and related properties using AI-assisted development.

Outcome: Multiple functioning digital projects; technical scope and commercial performance should be evaluated separately.

Read the complete StateMarshalService.com systems architecture case study →

Challenge: Two cities faced similar opportunities for integrated service intake and work management.

Contribution: Authored Stamford requirements for complementary public-facing and internal work-order systems connected through two vendors. Later assessed New Haven's early SeeClickFix use as a public engagement layer, advocating stronger integration with internal work orders, labor, equipment, materials, reporting and an existing Public Works information function. Advanced procurement planning and vendor discussions.

Outcome: Stamford implemented a citywide platform after Alan's departure. New Haven's broader enterprise proposal did not advance amid departmental preferences for separate applications. This is a historical assessment of SeeClickFix as deployed then, not its present-day features.

Challenge: Highway supervisors wrote daily work assignments by hand, ruled form lines manually and relied on carbon-paper or photocopied duplicates during a period without routine office computers.

Contribution: While assigned as Watchman, Alan used his own Hyundai laptop and portable printer to develop reusable electronic work-assignment forms. When the department acquired computers, he supplied the Excel worksheet so personnel could maintain the process themselves.

Outcome: Computerized document preparation and staff handoff replaced repeated manual form layout. Time savings were not formally measured.

Challenge: Daily field assignments were handwritten on printed forms, photocopied and physically delivered between two floors.

Contribution: Converted the form to editable Excel, demonstrated PDF generation and email distribution, and introduced electronic organization of assignment records as an early step toward more comprehensive work-order automation.

Outcome: The redesigned workflow removed the need for routine hand delivery of assignment copies. Long-term adoption and quantified time savings have not been independently documented.

Challenge: Recurring missed-road and icing complaints accompanied reliance on approximately 12 outside snow-removal contractors while municipal equipment capacity was limited.

Contribution: Drawing on years of Highway Department observation, advocated expanding internal capacity and using qualified municipal drivers as fleet replacement made self-performed plowing more feasible.

Outcome: Alan reports that Stamford later operated with substantially less contractor dependence and improved accountability. The precise proposal date, implementation attribution, annual cost comparison and complaint trend remain to be verified.

Challenge: Keep roadway-condition and capital improvement information accurate, accessible and useful for maintenance and investment decisions.

Stamford contribution: As Clerk of the Works I, administered the Cartegraph Pavement Management System, including condition records, modeling, updates and reporting used in pavement preservation and capital planning. Later applied pavement-management information in capital oversight.

New Milford contribution: As consulting project manager and owner’s representative, updated the cloud-based Cartegraph system with roadway improvements completed under project direction, preserving asset history for municipal reporting and future planning.

Outcome: Consistent infrastructure data and documented improvements across two municipal settings. No unsupported cost-savings estimate is attributed to the system.

Read the infrastructure asset-management profile →