Background
Silsby L. Silsby, MsCE, PE
Throughout my career, I have established a reputation as a transformational leader who is driven by challenge, undeterred by obstacles, and committed to furthering standards of excellence. My expertise encompasses all aspects of strategic oversight within both the public and private sectors from complex negotiations, to controlling costs and maximizing revenues through effective strategies that harness team strengths and improve enterprise-wide performance. Further, my ability to build consensus among executive teams and stakeholders, to promote transparency, and to influence positive change, has been repeatedly proven. I continue to embrace Henry Ford's quote - "You can't build a reputation on what you are going to do." In other words, "just get it done!"
Former Private Sector Positions
Senior Vice President – International Engineering Services Firm (West Region). Leadership team member responsible for developing key client relationships and providing client management initiatives. Responsible for regional strategic initiatives, such as high-level market assessments, enhanced client focus plans, talent acquisition of key positions, improved pursuit elements, and organizational recommendations to increase success rates. Developed strategic initiatives such as Olympic venue and infrastructure attraction and implementation plans. Took on additional responsibilities for oversight of the regional business development activities including direct management of regional practice leaders. Indirectly coordinated support staff to implement business development strategies across the region while customizing approaches for each sub-geography. West Region Business: ~600 positions in 12 offices across 5 states.
Chief Operating Officer – Global Architectural/Engineering Firm (West Region). Executive responsible for building / refining the organizational capabilities needed to deliver business results and sustain high performance within the business lines. Provided hands-on dynamic leadership to the organization and focused on executing the company’s vision. Acted as a change agent to build on the firm’s impressive track record and make the organization even more effective through operational excellence. Responsible for guiding implementation of projects / services, ensuring client satisfaction, and contributing to growth opportunities. Built organizational capabilities through strong performance management, mentoring and development, effective strategic recruiting, and talent management. West Region Business: ~1,600 positions in 30 offices and FY20 GR of $587 Million / NSR of $396 Million / EBITDA of $36 Million.
Former Public Sector Positions
Director of Public Works - Orange County, California. Created the mission and long-term vision for OC Public Works based on effective responsiveness to the public and client department needs; oversaw the development of strategic plans and department goals; established policies and determined priorities; adjusted plans to respond to emerging or urgent issues; and directed the allocation of resources to achieve timely outcomes and measurable goals within the County’s budget guidelines. During my tenure at Orange County, my reputation as a professional problem solver with a focus on delivering results earned me the honor of being named 2016 Public Works Leader of the Year by the American City & County magazine. Additionally, honored to be named the 2017 Top Leader of the Year by the SoCal Chapter of the American Public Works Association.
Deputy Director for the Street Transportation Department - City of Phoenix, AZ. Management responsibility for the planning, coordination, and design plan review for long- and short-term project development; programming of funds for capital improvement projects ($500 million 5-Year program); coordination of federal / state aid procurement; and provision of environmental assessments for all ground disturbing Street Transportation projects. I also had responsibility for the functions of Floodplain Management, Utility Coordination, Utility Inspection, and Street Lighting. Finally, the transference of the City Engineer functions to the Street Transportation Department in May of 2011 added citywide Procurement Services, Labor Compliance, and Small Business Enterprise management to my division for oversight responsibility.
Major Projects / Downtown Team Leader for the Development Services Department - City of Phoenix, AZ. During four plus years with the Development Services Department (DSD), now called the Planning and Development Department, I worked on over 1,000 development projects ranging in use and size from a new local restaurant to the $1 billion CityScape downtown redevelopment project. For two years, I led the DSD Downtown Development Team through review and approval of high-profile projects such as the Arizona State University (ASU) Walter Cronkite School of Journalism / KAET Channel 8 Studios, the ASU Capstone Student Housing Project, the Historic Luhrs Complex rehabilitation, and the PetSmart Headquarters home office expansion.
Division Head / Transportation Engineer for the Transportation & Parking Office - City of Lansing, MI. Responsibilities included project oversight, regional coordination of transportation projects, providing reports and presentations to the Mayor, City Council members, citizen boards, and the general public. Highlights encompassed a number of major projects including the construction closure of a cross town freeway through the heart of the City, a two-way street conversion study effecting the traffic patterns of a number of downtown streets, and the Capitol Loop project that reconstructed many of the downtown streets surrounding the State Capitol building and impacting the City’s most recognized business core.
Leading organizational change
During my first 6 months at Orange County, undertook a massive organizational restructuring effort that led to the reassignment of over 200 positions, reclassification of nearly 50 positions, and elimination of 60 positions. This effort demanded over 50 meeting with staff and negotiations with 5 separate bargaining groups. While in DSD at the City of Phoenix, provided information and recommendations on organizational changes as it related to the number and classification of positions, improvements to the development process, staff consistency, improved customer relations, and potential new revenue streams. The City of Lansing management position afforded me an opportunity to reclassify several positions to appropriate pay scales and responsibilities in addition to adding / eliminating other positions as necessary.
Advising and working with citizen boards and advisory committees
In addition to coordinating closely with the Board of Supervisors, my position as the Director of OC Public Works provided the opportunity to work with the Planning Commission, various neighborhood advisory committees, and the Santa Ana-County Civic Center Authority. As a Team Leader in DSD at Phoenix, worked with the ASU / City Implementation committee, the Coordinating Economic Development Activities committee, the Downtown Phoenix Partnership, and the Development Advisory Board. While at the City of Lansing, I was the staff adviser to the Traffic Board (citizen members), and the Public Safety committee (city council members) and was chair of the Capital Area Regional Transportation Subcommittee (coordinating governmental agency members). Finally, I was appointed by the Mayor’s office to be co-chair of the “Cool Cities” committee that was a governor-initiated program to revitalize downtown urban cores within the State of Michigan.
Leading and directing diverse work groups
The more than 900 positions in OC Public Works ranged from employees performing manual labor to technical specialists to highly professional executives. Being able to relate to varying levels and skill sets allowed me to message directives and outline annual goals in a manner that has been shown to achieve outstanding results. My position as Deputy Director for the City of Phoenix afforded me the opportunity to lead work groups of field and office personal consisting of technical / professional staff and construction-oriented staff. As a Team Leader in DSD, I supervised and provided direction to a professional work unit consisting of site planning, civil engineering, traffic engineering, fire prevention review, structural engineering, architectural review, electrical review, and mechanical / plumbing review disciplines. My City of Lansing position responsibilities included management of a diverse workgroup consisting of professional, supervisory, technical, clerical, and field employees represented by three distinct bargaining unions.
Working effectively with a diverse community to anticipate and resolve challenges
Orange County has several different communities including, urban, suburban, rural, canyon adjacent, coastal, and planned community developments. Each of these categories represents a different challenge and pathway to success. I demonstrated the successful resolution of issues within these environments and the department received regular recognitions for those efforts. My Phoenix DSD responsibilities encompassed working with the local development community that ranged from novice developers to entrepreneurs with vast experience. These interactions required continuous anticipation of potential challenges and created problem solving opportunities with every project proposal. Additionally, attended meetings with village planning committees, neighborhood groups, artist live / work promoters, and downtown development organizations to provide expertise on project development issues. Part of my City of Lansing responsibilities included the facilitation of public meetings with various neighborhood groups at which I provided information and answered questions about local and regional transportation topics.
Budget monitoring and staff size
As the Director of OC Public Works, I oversaw the execution of a nearly $1 billion 7-Year capital improvement program and a $500 million annual operating budget with a workforce of 900 plus positions. In my Phoenix Street Transportation Department position, I oversaw and managed the programming of the $500 million 5-Year capital improvement program, an annual $21 million divisional operating budget, and an 80 position multi-disciplinary division. As team leader of the Phoenix Downtown Development Team, I supervised a multi-disciplinary group creative and motivated staff. At the City of Lansing, my former position as Division Head was responsible for an $11 million annual budget and a staff of 85 employees. Additional responsibilities included the development and management of departmental and inter-departmental capital improvement projects.
Wrapping it all Up
In summary, my strong leadership skills, the ability to give quality technical presentations to professionals and/or the general public, development of effective working relationships with other employees and agencies, and a high degree of professional ethics greatly assists organizations in achieving their goals. I have more than 20 years of experience to offer with expertise and interest in organizational development, strategic budgeting practices, technology innovations, providing effective leadership, and managing multiple large projects / initiatives simultaneously. I am confident that Silsby Strategic Advisors can assist you through providing efficient and effective solutions while enhancing the rate of success
