Photo Credit: Arizona Digital Free Press
Thank you Mr. Mayor for taking the time to chat with us. You’ve been such a long time at the helm, three entire terms, that we all have been really looking forward to hearing about what you learned.
Looking back on those three terms, what problem in Paradise Valley was hardest to solve and why?
The challenges were constant. I chose to view every problem as an opportunity to both protect and improve the Town. With each issue—whether public safety, preserving our low-density, high-quality character, or maintaining strong finances—I asked how I could lead the Town forward by improving without fundamentally changing the aspects of the Town we all love.
Some of the biggest opportunities included stabilizing and protecting finances, enhancing public safety, making prudent decisions on development (often by holding the line unless we got a desired outcome), handling the pandemic and civil unrest, strengthening partnerships, and addressing neighborhood issues—especially the problem of short-term rentals.
What do you consider your proudest accomplishment at the helm?
I’m proud that Paradise Valley’s stature grew significantly during my service—reflected in record increases in our property values, low crime, and national recognition. Most importantly, residents were overwhelmingly pleased, which I was pleased to hear often firsthand. I also believe no significant issue was left unresolved, which was one of my key goals.
Short-term rentals became a defining issue statewide. What did PV get right, what do you wish you’d had authority to do, and what’s still unfinished?
I was proud to lead the charge. With valuable support from several council colleagues (especially Scott Moore and Paul Dembow), former Town Manager Jill Keimach, Town Attorney Andrew McGuire, and a group of outstanding citizen volunteers, I rallied mayors statewide to confront the largest short-term rental companies directly.
My strategy was twofold: push to reform the state laws the STR industry tilted in their favor in 2015, and test the boundaries of local ordinances despite those restrictions. This began with my efforts to organize mayors from across the state to take the fight to the STR industry. We then made cutting-edge improvements to our local ordinances while simultaneously seeking change at the state legislature. AirBnB fought back hard, even filing an Attorney General complaint, which we defeated. It was a tough fight against extraordinarily powerful, well-financed opponents who determined to persevere the unacceptable framework they had created. In the end, they relented because of our work, and I was proud to help rewrite state laws to restore important local safeguards.
More local authority would be welcome, but the changes we achieved have already had a tremendous positive impact on safety and quality of life for residents living next to STRs.
Paradise Valley prides itself on low-density, residential character. Where’s the line between protecting that identity and adapting to regional growth pressures?
The line is clear: our default zoning is one home per acre. We allow resort redevelopment in certain designated areas, but I never supported condos, townhomes, or excessive density.
Residents made their priorities clear during the General Plan update I led with broad community, Planning Commission, and Council support. The balance we have is correct. My approach was to be clear, predictable, and fair with property owners and the community, while listening to all stakeholders. A project shouldn’t be approved — and permanently alter our community — simply because a developer claims they “need” more density or “for sale” small housing units to make it work, or tries to pitch the Town that they will bring in revenues that are not needed if the Town is being managed well.
PV leans heavily on tourism-related revenue. How did you think about fiscal resilience when resort cycles dip or legislation changes local tax rules?
One of my first initiatives as Mayor was to stress-test the Town’s finances—modeling all possible revenue shortfalls so we could plan wisely and avoid making decisions under duress which can lead to bad outcomes. This approach became part of our financial planning and proved invaluable during COVID-19.
During my tenure, we fully funded our public safety pension deficit, met and exceeded all other obligations, and rebuilt a robust cash reserve to give the Town flexibility for when the next shortfalls inevitably come.
Public safety tech (e.g., license-plate readers, photo enforcement) is effective but controversial. How did you weigh privacy, deterrence, and community trust?
There is no controversy in Paradise valley because our residents overwhelmingly support these tools. They are used responsibly, and our Police Department—under Chief Carney and former Chief Wingert— worked incredibly hard and very consistently to earn deep community trust through decades of outstanding service. The technology saves lives and makes Paradise Valley safer.
What’s a decision you changed your mind on after hearing residents? Walk us through the before/after.
Every decision I made was shaped by resident input. I didn’t “flip” positions because I listened carefully along the way—and I paid close attention to the “silent majority” that often speaks up only when things go wrong. My goal was to understand and internalize our communities priorities at a deep level to prevent things from getting to that point.
Intergovernmental relationships matter in PV (Scottsdale, Phoenix, county, state). Where did collaboration work best, and where was it toughest?
I recognized that while we’re proud of Paradise Valley, we often rely on our larger neighbors more than they rely on us. I worked to build respectful, cooperative relationships—listening, offering help whenever consistent with our priorities, and being clear when we needed their help but trying to keep those “asks” as limited as possible so that we were always seen as an asset to our neighbors, and never a drag.
That personal, collaborative approach made partnerships feel natural and effective.
Regarding your leadership style, when did you have to be the consensus-builder, and when did you have to be the tie-breaker?
As an attorney and businessperson, I value collaboration and bringing people together, but I don’t fear conflict. With the Council, I tried to set clear boundaries in which everyone could participate but prevented disrupters with personal agendas that did not serve the community from dominating. I communicated priorities clearly, early and often, sought productive dialogue, and focused on outcomes—not on credit or being “right.” With this focus and the positive participation from several Council colleagues, I didn’t need to act as a tie-breaker.
When you decided not to seek another term what tipped the scales for you, and what will you miss most about the role?
I had set goals for the community and for myself as Mayor. Once I achieved them, and saw capable candidates ready to lead, I felt it was time for new challenges.
I miss working daily with a wonderful community and outstanding people—but the most meaningful relationships continue.
On a non-political note, what’s your perfect PV day for you?
It starts and ends with family. Time together around the house – the living room, patio, or pool – with my wife Robyn, our kids, and my parents; a walk or bike ride around the neighborhood or to get to and enjoy the nearby hiking trails; and then more fun at home — a barbecue (or as we call it, an “asado”) with family and friends. That’s as good as it gets.
Finally, what are you up to these days and how do you plan to stay involved in civic life without being in the big chair?
The mayor’s role in Paradise Valley is volunteer, so throughout my service I always worked for a living. Since stepping away, I’ve ramped up my business activities and have enjoyed a more flexible schedule. I’m fortunate to have strong relationships with people who continue to ask for my help, and I’m staying engaged in several ways that I feel can make a positive impact on the community.