Stories that define the work
A pandemic. A stadium. A hospital. $100M in 90 days.
When COVID-19 hit Los Angeles, our team activated the Emergency Operations Center and ran it 24/7 for nearly two years. Together, we stood up the largest mass vaccination site in the United States at Dodger Stadium, converted the Los Angeles Convention Center into a field hospital, and administered over $100 million in emergency contracts — logistics, medical personnel, N95 masks, and critical supplies — managing a city-scale crisis for 4 million residents in real time. Our department also developed and launched RYLAN (Ready Your LA Neighborhood), a citywide disaster preparedness program that brought emergency managers directly into neighborhoods across Los Angeles and remains active today.
110 buses. 11 minutes. One closed freeway.
The NBA All-Star Game required moving 110 buses from Staples Center to North Hollywood. During normal rush hour traffic, that journey takes 25 minutes — and far longer under event conditions. Our team designed and executed a plan that temporarily closed the 101 Freeway. All 110 buses completed the move in 11 minutes. That is what precision traffic management looks like when everything is on the line.
A city under construction — kept moving.
As the City of Los Angeles representative on the Downtown Construction Traffic Management (DCTM) Committee, our team coordinated the traffic impact of all simultaneous construction across downtown — fiber optics, utilities, infrastructure, private development, and public works — ensuring that contractors, city agencies, and utility companies operated in coordination rather than chaos. Beyond downtown, we designed and directed traffic management plans for Metro Rail subway and light rail construction and major infrastructure corridors across all of Los Angeles — keeping 4 million people moving while the city rebuilt itself beneath their feet.
80 stakeholders. One shuttle. The whole world watching.
Moving the Space Shuttle Endeavor from LAX to the California Science Center required over a year of planning and coordination across more than 80 stakeholders — public works, engineering, contract administration, sanitation, the Bureau of Engineering, LAPD, LAFD, utilities, and tree services — all operating under a unified command structure. As Incident Commander, the mission was to ensure the shuttle arrived safely. It did. The city watched in awe.