Strengthening Our Regional Impact

— Tucson, AZ —

Q: What is your connection with the U of A, and what led you to your current role as Pima’s economic development director?

I came to Tucson to study Spanish and political science at the U of A. After graduation, I took a year off and worked on various political campaigns in the region to get a feel for grassroots politics and organizing in the area. It’s so important down here—it's a tight-knit ecosystem where everybody knows everybody. I learned so much and met some great people.

After that, I returned to U of A for a master’s degree in public administration. As I was about to graduate, I got an internship with the town of Marana and was fortunate to get hired on as what they call a management assistant. That local experience—where I was pretty much a jack-of-all-trades—shaped how I approach economic development today.

Q: When did you know you wanted to work in government?

Working in government has been a lifelong desire of mine. I wanted to be president as a kid, but I realize I would have had to move a lot faster to make that happen! Hindsight is 20/20—though I’ve only been eligible to run for president for two years now.

Q: From your perspective, how can U of A collaborate more effectively with local government and industry?

The university is an economic powerhouse, and its leaders are great at moving things forward. They’re also very good about open communication and discussing with elected officials to ensure the right information is shared. That’s crucial.

Collaboration isn’t one-size-fits-all. Sometimes, the best messenger for a particular initiative isn’t the county—it might be U of A, the city, or even a specific town. The nuances of who delivers the message, when, why, and how are all part of effective strategic communication.

There’s always room to step it up further by being more aligned across institutions. For example, industry leaders don’t always have a clear picture of what U of A and Pima Community College are doing in key areas like workforce development, research, and technology. That can lead to missed opportunities. More structured information-sharing—where industry, academia, and government are all in sync—would help drive investment and regional growth.

Another thing that helps is understanding direction from our region’s decision-makers—policymakers, the Board of Regents, or other governing bodies. Their priorities shape the landscape we operate in. The role of an institution like the U of A isn’t necessarily to influence those decisions directly, but through education and engagement, it can ensure decision-makers have the best possible information to work from.

Q: What’s an example of successful collaboration between Pima County and U of A?

A great example was a trip to Taiwan last September for SEMICON, a conference focusing on semiconductors and probably the best networking opportunity to attract investments, partnerships, and collaborations in the industry. Our delegation included myself, two representatives from the U of A, one from the city of Tucson, and one from Pima Community College. The feedback loop between us was invaluable; we were all on the same page and fully aligned in our messaging. And we had one of the largest contingents there, which made a real impact. It helped reinforce the idea that Arizona is more than just Phoenix—that southern Arizona has unique strengths in innovation and economic development.

Q: The U of A plays a key role in mining research. How does that fit into the county’s approach?

Mining is a major presence in the region, and I think about it frequently. In my department and many others, economic development focuses on creating jobs and economic opportunities—but underlying that is the commitment to conservation and responsible stewardship of natural resources. Natural resources and the environment are central to the county’s ethos, and they’re big factors in our approach.

When it comes to mining, we’re open to companies that align with the industry’s future and Pima County’s strategic approach. Specifically, we look at technologies that make mining greener, mitigate environmental issues upfront rather than after the fact, improve efficiency to reduce disturbance or use less land less invasively. There’s also the repurposing aspect—things like tailings management. Beyond that, we consider the role of mining in supplying materials for battery production and what battery recycling technologies look like.

Q: Do you see a future where mining — one of the university's research and workforce development fortés — can become more widely accepted in the region?

I’ve thought about this. Could responsible mining—whether through upscaling, greening, or modernization—actually become something that even its strongest critics could get behind? If done responsibly, could it gain broader federal and state support?

It’s a unique opportunity, and how we define it matters. That said, much of what happens with mining in this region is shaped by federal oversight. That means the influence of the county, the city, or any local jurisdiction is somewhat limited—we all work within a specific toolbox.

Mining is already happening here, and it is important to our economy. How do we, as a government entity and policymaking body, lean into it in a way that makes it more palatable? And just as importantly—should we even do that? Those are the real questions at play.

Q: Any other advice would you give the U of A?

First, continue to prioritize communication. The university is already strong in this area, but maintaining open lines of dialogue with elected officials, industry leaders, and local governments is key.

Second, keep finding ways to make research applicable to economic development. The more we can tie U of A innovations to real-world applications—especially in fields like clean energy, workforce training, and advanced manufacturing—the stronger our region becomes.

Finally, follow-through is critical. If you say you’re going to follow up, do it—even if it’s been too long. One thing that sets good organizations apart is their ability to consistently show up, stay engaged, and reinforce trust over time.

At the end of the day, we all serve the same community. When academia, government, and industry work together strategically, we don’t just help individual institutions—we strengthen the entire region.