Each year, the Odyssey team hits pause on the usual day-to-day to step back, zoom out, and come together face-to-face in a new city. This year? We traded spreadsheets for sunshine and headed out west to San Diego, California, and let’s just say: we didn’t hate the view.

With nine of us (plus a few honorary tagalongs) in town, we made The Guide Hotel our home base. An upscale downtown spot with a little old-school charm. It was the perfect backdrop for our annual retreat. Between conference room sessions and carne asada tacos, we made space to connect, reflect, and chart a course for where we’re headed next.

Big Ideas, Breakout Sessions, and a Peek Ahead

At the core of every offsite is a simple goal: carve out space to grow. This year’s sessions were filled with conversation around what’s next for our clients, our services, and our team. Some standout themes:

• A smarter, more helpful website: Think AI tools that guide visitors, calculators to personalize insights, and a smoother experience from click to close.
• Expanding retirement and Cash Balance plan offerings: Especially for our financial advisor/TPA partners looking for a white-label solution.
• OPEB trend insights: Municipal funding practices are shifting, and our Massachusetts clients are showing up strong.
• Bolder marketing: We’re eyeing new regions, refining outreach, and tailoring campaigns to match local needs.

We also geeked out (a little) over the latest AI, our Salesforce/MCAE wishlists, and ways to better support our clients when plans don’t go… well, to plan. (Stay tuned for an Ask an Actuary video on what to do when you can’t make your CB plan contribution. We’ve got your back!)

Our favorite takeaway? A reminder that the best actuaries aren’t just good at math, they’re great at seeing the big picture.

Things We Learned Along the Way

Let’s be honest: not everything we took away from this offsite came from the conference room.

1. We’re not the best at bowling (I think the kids beat most of us).
2. AI might be one of our new favorite coworkers.
3. Gluten-free pasta at Barbusa in Little Italy = worth the hype.
4. Connecting dots > perfecting them.

Work Hard. Play Hard(ish).

Of course, it wouldn’t be an Odyssey offsite without some time to unwind and explore! We wrapped up conference day with dinner in Little Italy at Barbusa. The gluten-free folks among us rejoiced over the perfectly al-dente pasta (some even had to double-check it was actually gluten-free). The following day, we headed to Punch Bowl Social to close out the offsite with bowlign, cornhole, and arcade games. I think it’s safe to say that we had enough friendly competition to last us until next year.

Let’s just say we’ll stick to OPEB plans over pro bowling!

Until Next Year…

Whether you’re a client, partner, a friend, or someone just checking us out, thank you for being part of the Odyssey journey!

Trips like these remind us that great work comes from great connections. From the beach to the boardroom, we left San Diego with fresh ideas, stronger bonds, and a few sore arms.

Here’s to another year of helping our clients make informed financial decisions and maybe learning to bowl a little straighter along the way!

The post 2025 Offsite: Odyssey Goes West appeared first on Odyssey Advisors, Inc.

I’ve been in your shoes. When I first joined Odyssey, I felt like a fish out of water and Google was my constant friend. If you had peeked at my search history four years ago, it would’ve looked something like this:

“What is OPEB?”
“Is it Other Postemployment Benefits or Other Post-Employment Benefits?”
“What’s the difference between TOL and NOL?“

Without an actuarial background, I needed time to catch up. But with the invaluable support from our amazing team, I soon found my footing. This guide is designed to help you find yours. I hope it helps!

Top Actuarial Terms & Definitions:

• Actuarial Accrued Liability (“AAL”): AAL is the present value of benefits earned by employees to date, calculated based on actuarial assumptions.

• Actuarial Assumptions: Actuarial Assumptions are estimates used by actuaries to calculate future benefit obligations, including rates of retirement, turnover, and salary growth.

• Amortization: The process of spreading out payments or expenses over time. In the context of OPEB (our area of expertise), it often refers to the period over which changes in unfunded liabilities are recognized through the expense.

• Actuarially Determined Contribution (“ADC”): “ADC”, not to be confused with “ACDC” is the contribution amount determined or calculated by an actuary for a pension or OPEB plan for a year which includes the normal cost and an amortization payment for any unfunded liability. This figure is designed to help a plan reach “full” funding over some time.

• Assumption Testing: This is the process by which both actuaries and auditors evaluate the reasonableness and appropriateness of actuarial assumptions used in valuations. For our auditor friends, we recently published this article: Auditing the Actuary: Assumption Testing

• Cash Balance Plan (“CB Plan”): CB Plans are a type of defined benefit retirement plan (“DB plan”) that combines features of both traditional DB plans and defined contribution plans (“DC plans”) and is often used by small business owners with high, predictable income. It allows for significant tax-deductible contributions each year and the accumulation of retirement assets which are both tax-deferred and protected from creditors. To learn more about CB plans and their benefits, check out this article:  What is a Cash Balance Plan?

• Census Testing: Census Testing is the process used by auditors to verify the accuracy and completeness of the participant data used in an actuarial valuation by checking the demographic and employment information, such as age, service duration, and benefit data to ensure that it is correct and corresponds to the actual records of the participants.

• Defined Benefit Plan (“DB Plan”): A Defined Benefit Plan is a retirement plan that promises a specified monthly benefit at retirement, which is typically based on salary and years of service (collectively bargained or union plans often will use a fixed dollar amount multiplied by years of service). The key thing to remember is that the plan sponsor or the employer bears any investment or mortality risk. These plans are also known as a pension plan.

• Defined Contribution Plan (“DC Plan”): A DC plan is a retirement plan where the employer, employee, or both, contribute to an individual account for the employee, with benefits based on the account balance at retirement. Unlike a DB plan, with a Defined Contribution Plan, the employee or participant is normally responsible for some or all investment decisions.

• Discount Rate: The discount rate is the interest rate used to determine the present value of future benefit obligations. Essentially, the discount rate is a tool that helps our actuaries determine how much money needs to be set aside today to cover the future pension or OPEB benefit payments owed to employees. To learn more, check out this article: Top 5 Factors That Determine Your OPEB Discount Rate

• Funding Ratio: The ratio of a plan’s assets to its liabilities, indicating the financial health of the plan.

• Governmental Accounting Standards Board (“GASB”):  GASB is the organization that sets accounting and financial reporting standards for U.S. state and local governments, including standards for pension and OPEB plans.

• GASB 67: GASB 67 is a specific set of rules created by GASB that focuses on how state and local government pension plans should report their financial information to ensure they are accurate, consistent, and provide a true reflection of their financial position.

• GASB 68: GASB 68 is a similar set of rules issued by GASB that focuses on how government employers should report their pension obligations in their financial statements.

Still curious about the GASB 67 & 68? Check out this article: GASB 67 & GASB 68: What’s the Difference?

• GASB 74: GASB 74 is a standard set by GASB that focuses on the financial reporting of Other Post-Employment Benefits (OPEB). The focus of GASB 74 is on the OPEB plans’ financial reporting.

• GASB 75: GASB 75 is a standard set by GASB that focuses on the financial reporting by the government employers who sponsor OPEB plans related to their participation in those plans.

Want to learn more? Read this article: What is the Difference Between GASB 74 and GASB 75?

• Healthcare Cost Trend Rate: The rate at which healthcare costs are expected to increase over time. This is an important assumption in OPEB valuations.

• Income-Related Monthly Adjustment Amount (“IRMAA”): IRMAA is an additional charge that some higher-income Medicare beneficiaries must pay for their Medicare Part B (medical insurance) and Medicare Part D (prescription drug coverage) premiums.

• Net OPEB Expense: This is the expense (on an accrual basis) that is recognized annually on the financial statement.

• Net OPEB Liability (“NOL”): NOL is the difference between the total OPEB liability (TOL) and the plan’s fiduciary net position (assets), representing the unfunded portion of OPEB obligations. 
  • Calculation: NOL = TOL – FNP

• Net Pension Liability (“NPL”): This is the difference between Total Pension Liability (TPL) and the plan’s fiduciary net position (assets). In simpler terms, it’s the amount by which the pension plan’s obligations for both current and future retirees exceed the current assets available. 
  • Calculation: NPL = TPL – FNP

• Normal Cost: The portion of the present value of projected benefits allocated to the current year, reflecting the cost of benefits earned by employees in the current year. 

• OPEB (“Other Post-Employment Benefits”): Refers to the benefits, other than Pensions, that employees receive after they retire from service. These benefits typically include health insurance, dental, vision, prescription, life insurance, long-term care, and other similar benefits. 

• OPEB Trust: An OPEB Trust is a financial arrangement established by a government or public sector employer to pre-fund Other Post-Employment Benefits for their employees. Essentially it’s an account to set aside funds today to meet the future OPEB obligations of retired employees to ensure that these benefits can be paid when due. The funds can be invested, potentially earning returns that help reduce the total cost of providing OPEB over time.

• Pay-as-You-Go (“Pay-Go”) Funding: A method of funding OPEB benefits where benefits are paid from current revenues rather than pre-funding through a trust. 

• Plan Fiduciary Net Position: The market value of assets held in trust to pay OPEB or pension benefits. 

• Present Value: When we talk about determining the present value of future benefit obligations, we’re talking about figuring out how much those future payments are worth in today’s terms. 
  
• Safe Harbor 401(k) Plan: A type of 401(k) plan designed to automatically pass the IRS nondiscrimination tests, which ensure that the plan benefits both rank-and-file employees and highly compensated employees. To qualify, employers must make mandatory contributions that are fully vested immediately. This plan simplifies administration and ensures that all employees benefit fairly from the plan.

• Service Cost: Another term for normal cost, which is the value of the benefits that eligible employees accrue each year.  
  
• SIMPLE 401(k) Plan: A SIMPLE (“Savings Incentive Match Plan for Employees”) 401(k) plan is a retirement plan designed for businesses with 100 or fewer employees. It combines the features of a traditional 401(k) with those of a SIMPLE IRA. Employers are required to make either matching contributions or non-elective contributions to employee accounts. Contributions are tax-deferred, and the plan is subject to simpler and less costly administration than traditional 401(k) plans.
  
• Third-Part Administrator (“TPA”): A TPA for retirement plans is an independent entity that provides administrative services to employers sponsoring retirement plans, such as 401(k)s and pension plans. TPAs handle various tasks such as plan design, recordkeeping, compliance testing, reporting and filings, regulatory updates, and more to ensure the plan operates smoothly and remains compliant with requirements.

Want to learn more? Read this article: Here’s Why You Need a Third Party Administrator (and How to Hire the Right One)

• Total OPEB Liability (“TOL”): TOL is the value of OPEB benefits that have been earned by active and retired employees. 

• Total Pension Liability (“TPL”): Similar to TOL, TPL is the present value of all future pension payments owed to employees based on their service to date.
  
• Traditional 401(k) Plan: An employer-sponsored retirement savings plan that allows employees to contribute a portion of their salary on a pre-tax basis. Contributions are invested in various investment options chosen by the employee, and the funds grow tax-deferred until they are withdrawn in retirement.

• Unfunded Actuarial Accrued Liability (“UAAL”): The portion of the actuarial accrued liabilities not covered by plan assets, indicating the amount by which the plan is underfunded.

• Vesing: The process by which employees earn the right to receive benefits from a pension, OPEB, or retirement plan, usually after the completion of required years of service.

So, the next time someone calls you to ask about TOL or how NOL is calculated on your next OPEB valuation report, you’ll be able to answer with confidence! 

Want to learn more? Visit our insights page and check out our new video series, “Ask an Actuary,” for in-depth articles and videos covering these topics and much more. 

If you still have questions, feel free to reach out to us here. Whether your question is simple or complex, we’re here to help!

The post Actuary Vocabulary 101: Essential Terms and Definitions appeared first on Odyssey Advisors, Inc.

Public Sector careers tend to take a backseat to their Private Sector counterparts, but not in this series. We’re aiming the spotlight on our Public Sector partners and clients and the incredible impact they have on our communities and society. From emergency service and healthcare to education and finance, the span of careers in the Public Sector is diverse. 

This month we’re excited to turn the spotlight on Nicole Van Houten, Communications and Events Coordinator for the City of Bondurant, Iowa 

A Little Bit About Nicole

Nicole Van Houten, the Communications & Events Coordinator for the City of Bondurant, Iowa since 2015, brings a wealth of experience from the private sector to her role in local government. With a Master of Arts in Communications focused on Public Affairs and Advocacy from Drake University, she’s become a pioneering figure in Bondurant’s municipal administration. Nicole, a resident of Bondurant, lives with her husband, two children, and three dogs. 

In her position as the sole employee in the Parks & Recreation Department and the city’s first communications professional, Nicole is championing healthy living and transparency in her community. Beyond her official role, she’s an avid gardener and cyclist, actively contributing to the local environment and exploring Central Iowa’s scenic trails. 

Nicole’s commitment to community service extends further as a troop leader for a local Girl Scout troop and a dedicated board member of the Bondurant Soccer Club. She also serves as the Sunday School Superintendent at her church, nurturing the spiritual growth of youth, and actively advocates for safe and sustainable transportation as a member of the Central Iowa Bicycle-Pedestrian Roundtable. Nicole’s multifaceted involvement enriches the vibrant community of Bondurant, Iowa. 

Career Interview 

Q: Tell me about what you do and how you got started 

A: I work for a beautiful midwest town in central Iowa. Over eight years ago, I moved to Bondurant, Iowa because of its small-town feel and reputable public school system. Shortly after moving, I became pregnant with my second child and at that point, I had two children under the age of two. I quickly realized that my demanding job in the bustling Des Moines metro wasn’t as flexible as I needed it to be. 

There was a local job opportunity at the City of Bondurant, so I applied. I didn’t plan on working in the public sector, the opportunity just presented itself and I went for it. Actually, working for the local government had never been on my radar. It was a blessing in disguise because as I reflect back, this job has evolved into my career. My background in writing, journalism, public service, and training all allowed me to realize the career path I had been traveling. Therefore, enhancing my communications skills by tackling a master’s degree with a concentration on Public Affairs and Advocacy was a sound and thoughtful decision. 

Q: Tell me more about the City of Bondurant and your department.

A: Bondurant is a city poised for growth and opportunity which mirrors the dynamic nature of my role as the Communications and Events Coordinator. In this position, I often find myself wearing various hats, which is a common experience among municipal employees. 

As the Communications & Events Coordinator, my role encompasses a range of responsibilities. I oversee the planning and coordination of special events, educational camps, and recreational programs for the Parks and Recreation Department, evaluating their effectiveness through analytics and reporting. I also manage volunteers to ensure the City’s annual programs run smoothly, emphasizing a fun, educational, safe, inclusive, and fiscally responsible approach. 

Additionally, I play a crucial role in staffing and facilitating the Parks and Recreation Board’s meetings, aiding in their decision-making process and providing guidance to the City Council on matters related to parks, recreation, arts, and culture. This involves advocating for Bondurant Parks and Recreation and participating in the development of parks, trails, and greenways. Furthermore, I handle the management of the City’s online presence, including social media, our website, newsletters, and print materials. This involves tasks such as cataloging media content, copywriting, editing, and publishing various communications with a focus on setting and assessing content effectiveness through data analysis. 

One of my proudest moments occurred during the most challenging time in my career—the COVID-19 pandemic. Our city faced unprecedented difficulties, but we were determined to keep our community connected and informed. I spearheaded a campaign to provide vital information to residents, from safety guidelines to resources for those in need. We organized virtual events to boost morale and keep our community spirit alive. The highlight was being recognized with a Voice of the People (VOP) award for Excellence in COVID-19 Engagement by the International City/County Management Association (ICMA) and National Research Center (NRC). It was a testament to our collective effort and the positive impact we had on Bondurant during a difficult period.

Q: What would you say is your favorite part of working in local government and also the most challenging?

A: My favorite part of working in local government is being on the front line. Everything I do in my daily job positively impacts the community I live in. I work with children, youth, adults, and seniors by providing special events to improve their quality of life, getting them outdoors, learning new skills, and connecting with one another. I work with consultants to plan, design, and implement parks, trails, and green spaces. There is no better feeling than going through a lengthy process of planning, designing, funding, and seeing it come to fruition. 

My favorite aspect of working in local government is the tangible impact I see every day. One particular instance that stands out is when we organized a community clean-up day. It was incredible to witness residents, young and old, coming together to beautify our parks and public spaces. Seeing the smiles on their faces and the transformation of our community was a powerful reminder of the positive change we can achieve through local government initiatives.

The most challenging part is not having enough staff or constantly evaluating budgetary priorities. The State and Federal legislatures often change their budgets directly impacting local government budgets. I will say, it takes a thick skin to constantly advocate for Parks and Recreation budgets or advocate for more staff. 

Q: What does a typical day look like for you as the Communications and Events Coordinator?

A: No typical day is the same. Although there are consistent deadlines that must be met. It is an important skill as a communications professional to be flexible, be patient, and be present. As an advocate and supporter of the City of Bondurant, I am constantly building relationships and growing connections. Whether it is an interaction with a dad who is registering their daughter for tot-ball or emailing a state senator – all connections matter! Special events are designed to bring Bondurant neighbors outside and connect with one another and nature, special events encourage others from outside the community to witness how truly charming Bondurant is (bonus is if they are an entrepreneur or land developer). It is all about the connections! 

Typically my day includes emails, meetings, and phone calls. Constantly planning, writing, and organizing. 

Q: What’s the biggest difference you’ve noticed since switching from a career in the private sector to a career in local government?

A: The private sector tends to have a shorter decision-making process, whereas the public sector takes much longer due to laws that must be abided. The laws are in place to protect the people. Also in the private sector, you tend to have a smaller target audience, and in local government, you could be serving hundreds or thousands of people. 

Q: Have you had any mentors? If so, how have they impacted your career?

A: I do have a mentor currently. But the most impactful partnership I have is leaning on those in my profession in the Des Moines Metro area – we meet throughout the year and connect through email to discuss a variety of professional topics that impact our careers. The Communications professionals are the most supportive, while the Parks and Recreation professionals are often busy and disconnected. Annually I attend a regional conference with the Parks and Recreation professionals and a national conference with the Communications professionals. It is helpful to learn how processes are being managed in different cities and different states throughout the United States. 

Q: What’s your biggest achievement so far?

A: During the most difficult time in my career (along with the two natural disasters Bondurant, Iowa experienced) was during the COVID-19 Global Pandemic, I was awarded a Voice of the People (VOP) recognition for Excellence in COVID-19 Engagement by the International City/County Management Association (ICMA) and National Research Center (NRC) at Poloco on October of 2021. 

Q: What is something you wish you’d known before you began your career?

A: I grew up writing for my school newspaper, volunteering for a variety of organizations, and offering my services to different committees through my time working in the private sector which involved writing, networking, training, or volunteering time. It took me taking a step backward in my “career journey” to be more flexible for my children while they were young to realize that working in local government allows me to get paid to do what I’m passionate about – writing, giving back to my community, and serving others. 

Q: How has your career evolved and where do you see it going?

A: As I mentioned earlier, I began my career in local government as an Administrative Specialist and was promoted to Communications and Events. The Recreation Coordinator, at the time, was leaving and my boss felt I was a good fit. But rather than taking on that title, my boss wanted to establish the first Communications employee in the City of Bondurant. 

As for where it’s going, I guess we’ll see!

Q: Do you have any advice for someone entering local government or your particular job?

A: Absolutely, I’d be happy to share some advice, especially for those considering a career in local government or a role like mine. One of the most important things to understand is that you’ll need to be incredibly versatile and adaptable. Local government roles often require you to wear a lot of hats.

In my position as the Communications and Events Coordinator, I’ve found myself transitioning from event planning to public relations, from social media management to volunteer coordination, and from data analysis to public speaking—all within a single day! It’s like being a conductor in an orchestra, where you need to be proficient in multiple instruments to create a harmonious performance.

So, my advice is to embrace variety and continuous learning. Be open to acquiring new skills, as they will undoubtedly serve you well. But, more importantly, relish the fact that you’ll have the opportunity to make a meaningful impact on your community from various angles. Local government is a dynamic and rewarding field, where every day brings fresh challenges and opportunities to contribute positively to the lives of your fellow residents. Embrace the diversity of tasks and responsibilities that come your way, and you’ll find that it’s the perfect stage for your talents to shine.

Q: What are the benefits of working in the local government vs. private sector?

A: I’ve found that working in local government provides me with a level of flexibility that was often lacking in my previous private sector position. In the fast-paced corporate world, rigid schedules and demanding workloads often make it challenging for me to balance my professional responsibilities with my family life. However, my transition to the City of Bondurant has allowed me to strike a healthier equilibrium.

In local government, I have more control over my work hours, enabling me to actively participate in my children’s activities, be present for important family moments, and simultaneously maintain a fulfilling career. This flexibility has proven invaluable, especially during my children’s formative years, allowing me to be the supportive mother I aspire to be while excelling in my role as Communications and Events Coordinator.

Furthermore, the supportive community of Bondurant has been instrumental in fostering this balance. With a network of neighbors and colleagues who understand the value of family, I feel empowered to embrace my dual roles as a dedicated professional and a loving parent.

Ultimately, the flexibility offered by my local government position has not only enriched my personal life but also contributed to my effectiveness as a public servant. It’s a testament to the advantages of choosing a career path that aligns with your values and allows you to make a positive impact on your community while maintaining a fulfilling family life.

Fun Questions

Q: What’s a movie you like to quote the most? 

A: I’ve always been a fan of classic movies, and there are a few memorable quotes that I find myself using quite often. One of my all-time favorites is from “Forrest Gump” – “Life is like a box of chocolates; you never know what you’re gonna get.” It’s a reminder of the unpredictability of life and the opportunities that come our way.

Q: Do you have a favorite small business in Bondurant?

A: Absolutely! There’s a charming boutique in Bondurant called “Little House on Main.” 

Every time I walk through that door, I’m reminded of a quote from “Winnie the Pooh”: “Sometimes the smallest things take up the most room in your heart.” And this small business has a big place in my heart, and I can never leave without finding something delightful to decorate my house with. Their business model also includes giving back to those in need – not only do you walk out their doors with home decor, but your purchase goes to someone who needs help. 

Q: If you could do another job for a day within your city, what would it be?

A: If I had the opportunity to step into another role for a day, I’d choose to be a school principal. It reminds me of a quote from “Finding Nemo”: “Just keep swimming.” School principals play a vital role in shaping young minds and ensuring they keep moving forward, despite the challenges. It’s a job filled with both challenges and rewards, much like life itself.

If you want to learn more about Nicole and her job as a Communications and Events Coordinator, check out her LinkedIn profile or you can reach her at nvanhouten@cityofbondurant.com. 

The post Spotlighting Careers in the Public Sector: Nicole Van Houten appeared first on Odyssey Advisors, Inc.

Public sector careers tend to take a backseat to their Private Sector counterparts, but not in this series. We’re aiming the spotlight on our public sector partners and the incredible impact they have on our communities and society. From emergency service and healthcare to education and finance, the span of careers in the public sector is diverse.

This week we’re excited to turn the spotlight on Marketa Oliver, City Administrator for the City of Bondurant, Iowa

A Bit About Marketa

Marketa Oliver has been the City Administrator for the City of Bondurant, Iowa since 2017. With over 30 years of city management experience, she is a wealth of knowledge. She got her start in local government during graduate school at Drake University with an internship in the City Administrator’s office in Windsor Heights, Iowa. She has worked in both smaller and larger organizations at every level of government, but her passion is in local government.

Marketa lived in Bondurant with her husband of 25+ years and has a daughter in graduate school at the School of International Service at American University. She enjoys traveling, playing games with friends, and exploring fine wines.

Career Story Interview

Q: Can you tell me what you do and how you found your way to where you are now?

A: I’m the City Administrator for the City of Bondurant, so that means I am in charge of the day-to-day operations for the municipal corporation. A private sector comparison would be that the council is the board of directors and I’m the CEO of the municipal corporation. The council will determine the vision for the community and it’s my responsibility to make it happen.

I actually discovered local government when I was in graduate school, and I started as an intern with the city of Windsor Heights, Iowa. After grad school I worked for the City of Yakima, Washington for 10 years. When I came back to Iowa, I was the City Administrator in Windsor Heights for about 12 and half years. And then I left for the City of Norwalk, also in the Des Moines metropolitan area. I was the City Manager there for about 4 and a half years. Now I’ve been the City Administrator here in Bondurant for 6 years.

I did take a little break from local government between Norwalk and Bondurant, where I worked for the State briefly, and learned it wasn’t for me. At the time I was feeling burnt out a little on city management and decided to try something different, but I quickly found that my love is really with local government.

Q: Was there anything that inspired you to take this career path?

A: Yes, I’ve always been drawn to public service and honestly, I always thought it would’ve been at the federal level. I’ve always been very interested in politics and always kept up on them. When most kids were watching Sesame Street, I was watching Walter Cronkite and the evening news. I was always very interested in that. I didn’t even really know local government was an option until graduate school and there was this internship open. All through my undergrad and graduate education, I tried to take every internship I could get my hands on to gain a variety of experience. So, I interned at all levels of government, and I really loved my time with local government in Windsor Heights.

Q: Tell me more about where you’re at now in Bondurant

A: The City of Bondurant is one of the fastest growing cities in the state of Iowa and the fastest growing city in Polk County. We have been doubling population census over census for the past several decades. And we are also quickly growing industrial and commercial activity as well. We’ve got a phenomenal team of staff and department heads that are making it all happen. I can’t even count the number of projects that I have a small team of six department heads who are managing literally dozens of municipal projects, planning, and all of that at the same time. And they’re all doing a great job because Bondurant is knocking it out of the park.

We are a full-service local government, so we provide water, wastewater, public works, emergency services, planning, administration, parks and recreation, and law enforcement through a contract. We have what’s called a mixed department for our fire department. So that means we have full-time people, but we augment full-time with our paid per call or what we refer to as our volunteer firefighters.

Q: What does a typical day look like for you as a City Administrator?

A: *laughs * So funny that you say that because when I looked over the interview questions beforehand, I said to myself, ‘Please let me know when you find out!’

I can have my own work plan, my own list of things I need to get done today, and that can be completely blown up by any number of issues that may arise. So there really is no typical day.

Q: What do you love most about your job in local government?

A: I love working on projects that we work on and seeing those projects come to reality. Driving around town and seeing a variety of things that I had a hand in facilitating is extremely gratifying. Particularly when it’s economic development projects that have generated jobs for people, that’s definitely rewarding. And then I also find the parks projects rewarding when I can drive by a park and see somebody who’s having a great time with their kids. We just opened a dog park here and people love it. It’s called Pawtoka based on a lake we have nearby named Lake Petocka.

Q: Do you have a favorite project that you’ve gotten to be a part of?

A: One of my favorite projects that I’ve ever worked on was the Windsor Heights Community and Events Center, which is this beautiful lodge-like facility in Windsor Heights signature park. It really put Windsor Heights on the map and became a destination for people. It’s so beautiful.

One really unique thing is that we had a local resident who, for generations, had collected bricks and had this valuable collection of really unique and interesting old bricks that he donated to the city. And we actually incorporated those into the facility in the columns and in the walls of the facility. He had bricks from all over, he had one from the White House, one from the Habsburg monarchy. It really added a level of architectural interest and that was a very interesting project to work on. I got to work on it from concept to concrete. In fact, when my daughter graduated high school, I chose to have her graduation party there because that project was like my second child. I wasn’t even working at Windsor Heights at the time.

It’s a very beautiful facility.

One other thing about this project, that’s more mundane, but also still very important is that we knew that there would be weddings here and so when we were working with the architect, we kept saying the restroom needs to be bigger. We need to have a place apart from the sinks where women can go to do their makeup and get ready. Of course, the architect has their own idea that everything needs to be symmetrical. He kept saying, “But if the women’s is bigger, the men’s will have to be smaller.” And we were like, “Yes, absolutely. That’s okay.”

And it worked out. One of the best things was the feedback we consistently received after the facility opened and we were having events. Our brides would say, “Oh my gosh, thank you so much for having this space where I can get ready. You can tell there were female influences in the design.”

One other project that I want to highlight that I loved working on, which is an economic development project, is the Amazon distribution center here in Bondurant. This is the first distribution center that Amazon built in the Midwest. And Bondurant landed the project, which is a game changer for our community.

We were able to do that because we had proactively been working through the certified site process. So basically, we were taking this 168 acres and getting it development ready because we recognized that this property is in a very strategic location, particularly for distribution. We are at the nexus of interstates that go border to border and coast to coast. We did the endangered species studies, the wetlands delineation, the whole nine yards, and it was good to go. We recognized that when someone comes to your community, they don’t want to build two years from now, once all the prep work is done. They want to build now.

And this is the statistic that always makes people sit up and pay attention, because many people think that government moves slowly, but between the time that we first met with the developer who was at the time working with a ‘large national user’ until they started moving dirt, this project was 47 days.

We were able to do that because of all the pre-work that we’d done proactively and because we have a visionary city council who was willing to invest in that site certification process. It was a really exciting, beautiful project. There are 3,000 people who work there now, which is fantastic. And I think Amazon had a good experience building here because the next year they came and built a sortation center across the street from it.

Q: What are some challenges you think the public sector is facing?

A: A challenge that government is facing, not necessarily just local government, is the lack of knowledge when it comes to government structure and the constant grind of complaints can be a little difficult.

We’re very blessed here in Bondurant because we have phenomenal elected officials, and the vast majority of people in our community are welcoming and kind and thoughtful. But there are occasionally people who will make really thoughtless remarks on social media that can really affect staff members and usually are remarks that are made out of a lack of knowledge about a situation or an issue. And I just feel like it would be helpful if people could do a little research or just ask questions before rushing to judgment or complaining.

It does become a grind. And we do find that this atmosphere has generated an environment in which we have fewer and fewer people even interested in going into public service. There’s a shortage in the city management profession. For example, I just saw an article the other day about the problem with so many school superintendents leaving, and teachers too. I feel like maybe as a society, we’ve forgotten how to communicate through conflict. It can be very discouraging for people who are hardworking and want to contribute to their communities.

Q: What is something you wish you’d known before you began your career in public administration?

A: I wish I would’ve found local government sooner and paid attention to local government a little sooner just because I feel like I would’ve been better prepared as I started my career if I had done that.

Q: How has your career evolved and where do you see it going?

A: I started as an intern and my first paid job was with the city of Yakima, Washington. I was in the City Manager’s office working on the management team. It’s a very large organization, so that gave me a really good opportunity to get experience in all different departments. That was very helpful and prepared me for becoming a city admin when I came back to Iowa and took the City Administrator position in Windsor Heights. I also worked with the city manager in Yakima who was well known for his budgeting skills. That was very helpful for me because I felt like that was such an important piece of municipal management. And at the time, I felt like I was not strong in those skills when I first started with Yakima.

I see myself continuing to contribute to local government until I retire.

Q: Do you have any advice for someone who’s interested in city management?

A: I would definitely suggest they learn budgeting backwards and forwards, because that’s so important. It’s such a critical piece. And if you’re able to budget well and you’re able to understand municipal finance then you’ll be well prepared. It’s so important to know where all the money is and things like that. It’s the foundation of everything you do.

Q: Are there any tools or resources you use to develop your professional skills?

A: Yes – I’m a member of the International City/County Management Association (ICMA) and I attend their annual conferences. I’m also part of the Iowa Association of City/County Management which is so helpful. They have a grapevine, that is a list of all the managers in the state. And so if I need a template for a policy, help with a resolution, or if I have a question about something, I can just throw it out there and have multiple experts from all over the state who contribute and I can learn from.

The City Management Association is very strong here in Iowa and we have some really talented managers who help mentor each other and support each other. That has been very very helpful. I’ve also attended GFOA training, which is the Government Finance Officer training.

Another thing I recommend to people is to be sharp on their HR skills because when I first started in Windsor Heights, we had some challenging HR issues. And so, I hold my credential, my senior professional and human resources credential. And so, I do a lot of HR training, which is important, particularly for a manager of a smaller community who has to wear many different hats.

Rapid Fire Questions for Fun

Q: Is there a trend you wish would make a comeback?

A: I’d say 80’s music, but that’s never left for me!

Q: What’s a fun fact people don’t know about you?

A: I speak German and I played the lead role in a theater production in Vienna during my junior year of college.

Q: If you could do another job for a day within your city, what would it be?

A: This one is outside the scope of the public sector, but I would bake pies or brew beer because we have a craft brewery here!

If you’d like to learn more about Marketa and her job as a City Administrator, check out her LinkedIn profile or you can reach her at moliver@cityofbondurant.com.

More on careers in the public sector:
Jason Silva: Town Administrator for the Town of Dunstable, MA
Patrick Dello Russo: CFO for the City of Taunton, MA
Kate Fitzpatrick: Town Manager for the Town of Needham, MA
Leon A. Gaumond: Town Manager for the Town of Weston, MA

The post Spotlighting Careers in the Public Sector: Marketa Oliver appeared first on Odyssey Advisors, Inc.

Public sector careers tend to take a backseat to their Private Sector counterparts, but not in this series. We’re aiming the spotlight on our public sector partners and the incredible impact they have on our communities and society. From emergency service and healthcare to education and finance, the span of careers in the public sector is diverse.

This week we’re excited to turn the spotlight on Jason Silva, Town Administrator for the Town of Dunstable, Massachusetts.

A Bit About Jason

Jason Silva is the Town Administrator for the Town of Dunstable, Massachusetts. He has held a wide variety of positions in the municipal government world and enjoys learning the ins and outs of taking them on. We talked about the challenges of working in a small town versus a larger town, public accountability, and Larry Bird.

Career Story Interview

Q: Can you tell me what you do and how you got started?

A: I’m the Town Administrator in the Town of Dunstable. I got started in government working for the City of Salem as the Chief of Staff to the Mayor, Kim Driscoll, for about 7 years. That was the first time that I was introduced to municipal government and I fell in love with it as I learned the role there. I was a sponge initially in Salem, just learning as much as I could.

I always tell the story of one of the first calls I received in the office. It was a resident, a constituent waiting to report a pothole to get a pothole filled. I remember getting off the phone and going, ‘Okay, who the heck fills potholes around here?’ I had no idea; I was really green when I first started in the field. I’ve bounced around a little bit, but I’ve been blessed with a lot of really rich work experiences in a lot of different areas. Ultimately my first love and my passion is municipal government so I’ve consistently found my way back.

Q: Can you tell me about the Town of Dunstable and your department?

A: The Town of Dunstable is a small residential rural community with 3,400 people. There’s some business community, but it’s very limited. I would say it’s an agricultural farming community and I’ve been here for about five months. One of the things I’m enjoying most about the role right now is learning more about the community. In my role here as Town Administrator, we have a small staff but a really committed professional and dedicated staff that I feel very fortunate to work with. Right now, we’re preparing for the Town Meeting, which is always a busy time of year, so we’re preparing the budget working with the Board of Selectman.

I always think the budget is the most important thing that we work on because it not only sets the financial course but sets the strategic course of the town and sets up priorities for the coming year. I started in December and they hadn’t started the budget process yet, so it was really just like being thrown into it and getting started as quickly as possible. Like I said, I’m grateful to have a really professional, committed, and dedicated staff. I’m managing the day-to-day operations and supporting the staff as much as I can and as much as possible.

I’m also working with the Select Board to set the strategic course and priorities of the town and really seeing to it that our work collectively here is always focused on achieving those goals. It’s very easy in a small community like this to get down into the weeds, and sometimes get lost into the weeds. So, make sure that we are always setting our sights on what’s important for achieving those priorities and achieving those goals. Project management is a big part of it.

It’s very similar, but in some ways a whole different job than I was doing. Before this, I was the Town Administrator in Marblehead where there are 20,000 people instead of 3,400. There’s a full complement of full-time staff. While I was involved in a lot of the same things, the extent I was involved in them is very different. It’s new to me here, but because of that difference, it’s also been a really fun and exciting new role for someone who’s been involved in municipal government for a long time realizing the things that I didn’t know, even though I’ve been involved for a long time. It’s been a fun learning experience for a whole lot of different things.

Q: What do you wish you knew before beginning a career in public administration?

A: The reason that I’m consistently drawn to the public sector, and in particular municipal, local government is because of the real, tangible impact you can have on people’s day-to-day lives from big to small. I’ve also worked in other nonprofits and at the state level, and I’ve had a great experience in those fields, but it is different in municipal government. I mean, I’m right on Main Street. If someone has a problem, my door’s open and they walk right in, sit down and talk to me about it. And that’s sometimes challenging, but it’s refreshing too.

It’s energizing to have that constant interaction and feedback so I guess the accountability is real in local government. And if someone does have a concern, a question or complaint, if they’re dissatisfied with service, you’re gonna see ’em walking down the street, you’re gonna see ’em at the corner store, you’re gonna see ’em walking in your office. Understanding that level of interaction and accountability is part of what draws me to the work and why I enjoy it, but it’s also something that’s different from a lot of sectors.

“…the impact that you can have on the day-to-day lives of people in the community and incrementally making improvements is something that motivates me every day.”

Jason Silva,
Town administrator

Q: What’s an achievement you’re proud of so far as Town Administrator?

A: I’d say having just started here in Dunstable in December and managing the budget process has really been the one achievement that I’ve been the most proud of. I’ve had to quickly learn the processes as there are variances and differences between communities. Working with the Select Board and the Advisory Board to put together a budget we’re all supportive of for Town Meeting has been quite a lot of work but I think we’ve done quite well. It’s been a robust conversation and process and it’s been the main focal point of my work over the last 4-5 months.

Q: What’s the biggest challenge of working in public government?

A: The level of accountability is real – and it’s direct. There’s no hiding in municipal government. Like I said, it’s something that I enjoy about the job, but it’s a challenge.

There’s always more work than resources and staff. There’s no question about it. Finances in every community are a challenge in how to manage that and deal with it while also meeting the needs and providing the level of services that people expect. That’s always on the top of my list, making sure that budgets are sound and there’s long-term financial sustainability, but also that you’re investing in the areas that people want and you’re able to provide the services people expect.

One of the things that I think people in general have struggled with is, and I’m not seeing it here as much, which is great, but civic discourse especially during COVID, was difficult to manage. People adapting to the new rules and getting used to this platform [Zoom]. I think in that transition and during that really difficult COVID-19 time period, I think discourse kind of got off track a little bit. It got negative and at times personal towards volunteer boards and committees and town officials, which I think did make things much more difficult than in the past. So I think probably those things are the biggest challenges.

Q: And your favorite part?

A: I’m a people person, so the level of interaction I have with people, you know, being able to interact with people on a constant basis. We have a small staff, so volunteers do a lot of work that in other communities staff are doing. They’re dedicated to improving the community and they’re putting in a whole lot of time here in Dunstable. Being able to have that collaboration and just the impact that you can have on the day-to-day lives of people in the community and incrementally making improvements is something that motivates me every day.

Q: Did you or do you have any mentors in your career?

A: I worked for Kim Driscol in Salem for the longest time period anywhere. I’ve really learned the ropes from her and learned how to get things done in municipal government, I think. She’s still somebody who I reach out to often to kind of pick her brain and also when I need a pep talk.

I’d say there are a lot of smart, committed professional managers across the state who I’ve been able to kind of build relationships with over time. That network is something that I rely on a lot and so I don’t know that they’re mentors, but there is this network of people who I’m consistently relying on. Right before this, I was on the phone with a former colleague in Marblehead asking a question about procurement. There are a lot of really, really good people who are willing to help along the way.

Rapid Fire Questions for Fun

Q: Do you have a favorite small business in Dunstable?

A: The one I probably frequent the most is the general store because they have a Dunkin Donuts. I should really have an IV of coffee because I constantly have this big bucket of coffee on my desk.

There’s a nice little cafe around the corner too, Farmhouse Cafe, that I usually visit on Fridays to get breakfast.

Q: If you had to choose another job in your town government, what job would you want to do?

A: I’m completely unqualified to do this but I’d love to work with Engineering/ DPW on infrastructure projects. If I had to go back, and if there was another option that I could choose, it would probably be in the engineering field because I enjoy seeing projects from design to implementation, actually being able to walk down the street and say, ‘Oh look, we did that.’

Q: What’s a bucket list travel destination you have?

A: My background is Portuguese, and I haven’t been to Portugal yet, so that’s definitely on the list, but I’m gonna give you another one. My hero growing up was Larry Bird, a player for the Celtics. On my bucket list is taking a trip to his hometown in Indiana, French Lick, and Terre Haute, and checking out the scene. There’s a lot of Larry Bird stops and there’s a restaurant with his memorabilia. I’d go to Indiana State where he went to college and all that. So those two are my bucket list travel spots.

If you’d like to learn more about Jason and his job as a Town Administrator, you can connect with him on LinkedIn or reach him by email at jsilva@dunstable-ma.gov.

More on careers in the public sector:
Patrick Dello Russo: CFO for the City of Taunton, MA
Kate Fitzpatrick: Town Manager for the Town of Needham, MA
Leon A. Gaumond: Town Manager for the Town of Weston, MA

The post Spotlighting Careers in the Public Sector: Jason Silva appeared first on Odyssey Advisors, Inc.

Public sector careers tend to take a backseat to their Private Sector counterparts, but not in this series. We’re aiming the spotlight on our public sector partners and the incredible impact they have on our communities and society. From emergency service and healthcare to education and finance, the span of careers in the public sector is diverse.

This week we’re excited to turn the spotlight on Leon A. Gaumond Jr., Town Manager for the Town of Weston, MA.

A Bit About Leon

Leon A. Gaumond Jr. has been the Town Manager for the Town of Weston, Massachusetts for the past five years and has spent his career serving the public in a number of capacities. We chatted about his mentoring of the upcoming generation of public administration and his goals for the Town of Weston

Career Story Interview

Q: Can you tell me what you do and how you got started?

A: My name is Leon Gaumond and I am the Town Manager for the Town of Weston. This is my fifth year here in Weston, and I’ve been a Town Administrator and a Town Manager for the better part of over 20 years at this point. I’ve been a Town Administrator prior to this in the Town of Sturbridge, Massachusetts.

Prior to that, I spent over 10 years in the Town of West Boylston, Massachusetts, and I started my career as a municipal official working in the Town of East Longmeadow. Previously, I worked for 10 years as Chief of Staff to State Representative Paul Caron from Springfield where we did a lot of community outreach, constituent service, and essentially just helping people. I am a graduate of the University of Maryland in their Government and Politics Department, and I got my Master’s in Public Administration from American International College in Springfield.

Q: Can you tell me about the Town of Weston and your department specifically?

A: The Town of Weston is a community of about 11,000 people. It is definitely a residential community; a bedroom community for the city of Boston. We’re kind of known for having larger properties and we have wonderful schools. We are very proud of the school system which was rated as the number one public school district in Massachusetts this past year. We are a full-service community; we operate police, fire department, public works, full recreation, and senior programming, and award-winning library programming. We’re essentially a full-service municipal government.

Our department provides leadership and administrative support for the Town of Weston. We have a three-member elected Select Board here in Weston and that Select Board essentially serves as the chief elected officers of the community, principally their job is to appoint a day-to-day operations manager for the Town, which is the Town Manager.  Within this office, we also have Human Resources led by the Assistant Town Manager, Lisa Yanakakis, who has worked for the town for a number of years as well.

Q: What do you wish you knew before beginning a career in public administration?

A: This job is not for everybody, that’s for sure. I will say, the best thing about public administration is your job is to help the general public, help the people of the community and I really enjoy that. The one thing that I think most people who try to come into this field may not recognize is the lack of knowledge that many people have about local government, state government, and even federal government. Prior to my service as a Town Administrator, I was an Adjunct Professor at Westfield State College in their Political Science department. I taught State and Local Government, and it was shocking the level of knowledge that college students had about local government, state government, how it works, and how it operates.

In New England, we have a “Town Meeting” form of government where the public is expected to come together once or twice or more a year to make major decisions about the operations of the community. We vote on our budgets, we vote on any borrowings, and we vote on any bylaw changes that are necessary, both zoning and general bylaw changes, in order to keep the town running properly. It’s amazing how little people know about the operations of municipal government and about state government. And that’s something that I think people who walk into public administration need to know. Not everybody is playing on a level playing field concerning public education; civic education has to be part of our job in order to get good results and satisfactory results for the community at large.

“Civic education has to be part of our job in order to get good results and satisfactory results for the community at large.”

Leon A. Gaumond jr., Town Manager

Q: Do you have any goals, either short or long-term as Town Manager?

A: Most of our goals are really project driven in Weston. We have a major infrastructure program being developed right now; the replacement of our water tanks. That is a major infrastructure improvement project that we’ll be looking at for the next decade or so. A significant portion of my job is making sure that the people who live in Weston are satisfied with the service level that they get on a daily basis; whether it’s providing adequate resources for police and fire, DPW, road construction, and education. The people of Weston are very interested in great services. I guess part of my job in the short term and long term alike is making sure that those services are continued to be delivered to the community in the best way possible. 

But long term, improving our infrastructure is critically important. Over the decades, we’ve done a lot of public construction projects. We have modified and improved our Town Hall and our school administration building. Our DPW building is relatively new. Our police department is relatively new. We have some relatively new schools. Our future really is finalizing some significant road improvements in the town, improving and replacing our water tanks, and probably making some inroads on our fire stations, which are not really built to today’s modern fire services.

Q: What do you see as a future challenge for the public sector workforce?

A: Well, I think there are several. One of the things that are probably first and foremost on a lot of people’s minds, especially people in roles like mine, is recruitment and retention. COVID really had a significant impact on people coming into and staying in this profession. A lot of people took that as an opportunity to retire. Some people found that public service is really not the career for them and maybe wanted to move on. Communities, even the Town of Weston, have struggled to try to recruit and retain employees who aren’t necessarily just voting with their pocketbooks. They’re also voting on things like quality of life issues. So I think recruitment and retention is a big one, and it’s not just for municipal staff, it’s also for finding great people to run for office and to serve on volunteer boards and committees.

Civic unrest is pretty high. And I have to say that municipal government has for many, many years been looked upon very favorably by the citizenry at large. But even in recent years, we have started to see more civil unrest locally and finding people, good, qualified, capable, competent, and intelligent people to be willing to step forward to run for Mayor, City Council, and Select Board.  It’s really been a challenge. I’ve seen even in the Town of Weston, significant turnover in a lot of the elected posts and uncontested races; people who are reluctant to put their hat into the ring and work on behalf of their neighbors to make our communities better places. It’s been challenging finding people willing to make that sacrifice, willing to see their names on Facebook or Twitter for example. It’s becoming increasingly difficult to get people to step forward.

Q: What’s your favorite part of working in the public sector that some people might not expect?

A: That’s a great question. I am a big believer in stealing – and I love people that steal from me. We have hard jobs, we all have difficult jobs, we all have emerging jobs, and what might have worked for us in 2020 may not work for us in 2023. I do think that we work well collectively as managers; as public officials. I do have good relationships and spend time talking to my colleagues in the profession.  We have a good relationship in sharing good ideas, templates, plans, sharing references on consultants and studies, and the like. I think that if we live within our own little bubbles and don’t look to the outside as to how our neighbors and our colleagues are doing this, I think we do ourselves a disservice.

Looking for best practices and not just looking elsewhere but providing that advice and counsel to the newer managers is equally as important. I know when I first started in this profession, a neighboring Town Administrator was one of the first people to outreach to me and he said “You’re not going to know what the right questions are to ask. Just know we’ve all been there and if you ever need that support there are a bunch of us in the neighborhood that will help you.” I’ve never forgotten that and I try to be that for people who have just started in this profession.  I welcome new public servants to the club.  They are going to feel overwhelmed at times. Most just need to know that there are resources out there to support them.  There is a fraternity and sorority of people in this profession that I’m proud to work with and work along with. 

The other thing I would mention is even from a broader sense, there are resources regionally statewide, and even nationally that are at your fingertips if you really are looking for even more opportunities for learning, training, for sharing ideas. When I started in West Boylston, the second community I worked in, I found the Mass Municipal Managers Association, the International City-County Managers Association, and the Small Town Administrators of Massachusetts.  This is a great resource for managers of all levels of experience. These are groups of people who hold the same job as me that would get together every once in a while. Sometimes it’s a few times a year, sometimes it’s once a month just to kind of go through training programs, opportunities, thinking about dialogues on how to solve creative problems with creative solutions. There are resources out there if you’re looking. The American Society of Public Administrators is a great one. Regional planning groups are a wealth of resources on a lot of transportation and sustainable issues. There are groups out there if you are looking for answers; there are groups out there that are willing to facilitate those discussions.

Rapid Fire Questions for Fun

Q: Do you have any pets?

A: I’m married and I have five children and I have two pets. I have a cocker spaniel mix named Cooper, and I have a purebred standard poodle named Rosie.  I guess they also count as my children.

Q: It sounds like you love being a town manager, but if you had to do another job for a day within your town government, what do you think you would choose?

A: I might be the only person that will come up with this as an answer, but I think working in the library for a day would be kind of cool. It would be a way of servicing the community hands-on and working a different part of the brain. As a municipal manager, we often get to deal with the analytical, the financial, and to some degree, the political aspects of political life.  Also, how to deal with people and get everybody rowing in the same direction. But do we always get to exercise our creative muscles? I never thought of myself, and still don’t think of myself, as a very creative person, but if I could ever try to find a way to exercise that muscle, I think it would be fun. So whether it’s in public access television or at the library or even working at the senior center or recreation center. Just working in programs like that would be neat and it would be something that I’d love to try for a day.

If you’d like to learn more about Leon and his job as a Town Manager, you can connect with him on LinkedIn or reach him by email at gaumond.l@westonma.gov.

More on careers in the public sector:
Patrick Dello Russo: CFO for the City of Taunton, MA
Kate Fitzpatrick: Town Manager for the Town of Needham, MA

The post Spotlighting Careers in the Public Sector: Leon A. Gaumond Jr. appeared first on Odyssey Advisors, Inc.

Public sector careers tend to take a backseat to their Private Sector counterparts, but not in this series. We’re aiming the spotlight on our public sector partners and the incredible impact they have on our communities and society. From emergency service and healthcare to education and finance, the span of careers in the public sector is diverse.

This week we’re excited to turn the spotlight on Kate Fitzpatrick, Town Manager for the Town of Needham, MA.

A Little Bit About Kate

Kate has worked for the Town of Needham for 33 years, the last 18 of those years as the Town Manager. She got her Bachelor’s of History at the College of the Holy Cross in 1984 and went on to receive her MBA in Non-Profit/Public/Organizational Management at Boston University in 1993. She also runs her own blog called Very Kate Fitzpatrick, where she talks about being a Town Manager and her relentless practice in local government.

Career Story Interview

Q: Let’s kick this off with an easy question – can you tell me about what you do and how you got started?

A: Sure. I am the Town Manager in Needham, Massachusetts, which is a community of about 32,000 residents just southeast of the city of Boston. I’ve been the Town Manager here essentially since 2001,  so I’ve been doing this particular job for a long time. 

Before that, I was an assistant Town Manager and I was in HR. I’ve been in Needham for 33 years, which is an unusual career path for Town Managers, but it just sort of worked out that way. 

I came to this position from HR. There are a couple of different ways people become Town Managers or City Managers. They can go the traditional route – go to college, get an MPA, and then get a job in a Town Manager’s office, or what I was more used to is you get get a job as a department manager, like HR or finance, and that’s where a lot of City Managers or Town Managers come from. From there they get promoted up.

Q: Can you tell me more about the Town of Needham and your department?

A: We are a full-service community, meaning that we offer all the services that your readers may expect from their various governmental entities. In many parts of the country, the county will provide services or there’ll be unincorporated areas that provide services.  Here in Massachusetts, municipalities provide virtually all the services. 

So we’re full service, which means we have fire, police, public works, streets, highways, plowing, and also the town provides education K to 12. We have a very excellent education system here in Town. We’re known for it. We’re also economically developed. Route I-95 goes through Needham. It’s the first ring out from the City of Boston so there’s been a lot of development in the last 30 years or so. And lately, there’s been more development because Boston just got so expensive. 

Needham is the world headquarters for Trip Advisor. We have two local television stations here that are state of the art, and we have a Coca-Cola bottling plant that until very recently bottled Coca-Cola here in town. 

As for our particular office, I work for a board called the Select Board. We have Town Meeting in Massachusetts. So the Select Board is the Executive Branch and Town Meeting, which meets a couple of times a year (it’s 250 people), is the legislative branch. 

I am responsible for supervising all the departments except for the schools, and I am responsible for ensuring that all of our services are performed well, supporting all the goals and priorities of our board, and implementing all of the decisions of our town meeting.

Q: What’s been your favorite part of working in the public sector and the biggest challenge?

A: The absolute best part is what you see in this form of government. You see the fruits of your work. 

I talk to people all the time who have benefited from something we’ve done. We have completed an awful lot of construction in Needham over the last 20 years, particularly the last 10 years.  We just opened two brand new police and fire stations. We have a brand new pool and an amazing brand new elementary school. So just driving by and seeing projects go from funding to getting built is very rewarding.   

It is also rewarding to talk to someone whose interaction with the police department went well, and somebody who just very recently had his life saved by the fire department. You just really feel that. It’s very close to the people. 

So they often say your greatest strength is also in excess, your greatest weakness, right? It’s the exact same thing when you drive around and you see things that aren’t done. But I would say that for the challenges, you’re very close to the people, and they’re very close to you.

Q: What would you tell someone who wants to pursue a career in the public sector?

A: When I was applying for the job, my husband said, “You will do great, but you won’t grow a thicker skin.” 

So if you have the propensity to take things personally, this job can be hard. I would tell people not to take things personally, but I don’t know that anything substitutes for experience in that regard. 

I would also tell people not to try to do everything at once. My mother used to say, “Save something for your thirties.” You can’t do everything at once. But on the other hand, don’t be afraid to take that step. My manager left in 2001, and if he hadn’t said, “You’ve got this, you are absolutely qualified,” I’m not sure I would’ve applied. So I would tell people to take the step to apply for the promotion, even if you don’t get it, you learn something from the experience.

And try to put yourself out there. I also tell people to make themselves invaluable. Take every opportunity, and apply for weird assignments that other people don’t want, just so you can get a real breadth of work. I have people here in Needham who might be doing one job, but they are also covering a meeting for me because they want to learn about it and can put it on their resume. I really do suggest that people volunteer for assignments and then find something that they do really well and keep at it until they are invaluable at that thing.

Q: What has been your greatest achievement so far?

A: You’re gonna laugh at this. It’s not my biggest achievement, but one of the things I’m the proudest of is that we’re funding our OPEB.  So I know you’re gonna think I’m just saying that just to you [Odyssey], but it’s true. In 2008, we made the transition so that we were funding from what used to be called the Annual Required Contribution. 

But we’re funding it, we’re on a plan, and we have an end date. I think it’s amazing we’re at 50% funded for our OPEB and we’re a real leader in the Commonwealth for that. We’re known for being very financially conservative so we’ve been able to do some amazing building projects in Town. I think I’m most proud about creating the team of people that we have working here, and of being able to manage when really great people leave. 

I don’t know if you’re a Patriots fan, but they have something called the Belichick Tree, and they always talk about all the players who ever played for Bill Belichick and where they are now. Well, we have our own version that we call our Needham Tree, and we have a lot of people who’ve moved on to incredible jobs in other places. We’re really proud of how they’ve made a career in government starting here and then getting more responsible jobs in other communities. 

In one of our departments, we’re piloting an official succession planning program so that people can come in and let us know they want to move up or move to a different department. So sometimes it’s people identifying that they’re in Water and Sewer now, but they might actually like to be in Parks and Forestry and this program will help figure out how we can get them there. 

Q: How has your career evolved over the years and do you have any tips for aspiring Town Managers?

A: How has it evolved?  I think it comes down to like in any career, the longer you’re in the field, the more broadly you can see and the less reactionary you can get. It’s kind of a joke, but we tell everyone that everything takes 18 months. So if you come up with an idea today, I’m going to tell you it will take you 18 months. For some people, this freaks them out. But then when we go back after the work is done, we say, “see how long it takes? 18 months, right?” There are setbacks and obstacles on a daily basis, but having that long view and knowing where you’re trying to go keeps you on track. 

I think that I would tell aspiring Town Managers that there’s more than one way to get things done and not to fight everything. Sometimes you have a skirmish and you just have to get through it or give that piece up and keep moving.

“…I would tell aspiring Town Managers that there’s more than one way to get things done and not to fight everything.”

Kate Fitzpatrick, Town Manager

Q: What do you think will be a future challenge for the public sector?

A: It’s very hard to recruit. I think this is going to be the challenge of our age. Not just getting people who want to be police officers in a time when it’s a very difficult environment to be a police officer or trying to get people who want to be paramedics. It’s also generational. I feel like some of the younger people who work here are the most passionate and committed about public service, but they push back on working 50 hours a week, which they should. But you know, that’s a big change, right?  When I came in, it was just expected you would work two, or three nights a week and you’d be at your desk at eight am. 

People who are coming into the workforce now simply won’t do that and they want to bring their dog or their child to work. So we have to find a way for local government to adapt, which is almost impossible because all of the volunteers run the government at night. I think it’s just going to be sorting out that there may need to be more people or we may need to offer fewer services. I’m not sure how but it’s different from the way that my mom did it versus the way my kids are coming in.

Q: Can you tell me about your personal blog, the Very Kate Fitzpatrick, where you talk about being a Town Manager and how it got started?

A: I was doing research, maybe from 2018 into 2019 about my generation of managers. There were a whole bunch of managers that I was in a cohort with that were probably five, six, or seven years older, sometimes 10 years older, and they’ve all retired. So I was wondering how things were going to change, how I was going to make new friends, and whether they would do things differently. So I did a lot of research with that cohort about how the job is evolving, what they would’ve done differently, and what they would have told their younger selves. Exactly what Odyssey is doing now, pretty much.

So the blog started basically by answering questions like yours and trying to connect with people. I know a lot of people across the country and it’s a way when I put it out, I get a lot of comments from people I know. It’s just fun.

We actually did a crowdsourced poem last year called, I Long for A City, and it was the biggest blog post I’ve had. It was about 50 people in my wider community that wrote about what they long for in their city. And it was just a really fun thing to bring people together.

Rapid Fire Questions for Fun

Q: Is there a trend you wish would make a comeback?

A: Yes – written letters and getting them in the mail. I would love that. And handwritten recipes because a recipe that your grandmother gave you in her handwriting is so much more valuable than a PDF.

Q: On your blog, you wrote an anti-bucket list with your daughter about all the things you don’t want to do – can you tell us something that’s on your bucket list?

A: I want to be invited to the White House, but it has to be me being invited, not just a tour. And now that I’ve said that – watch, Parker will tell me that the White House just called and they said they wanted municipal people to come in and talk about OPEB and he knows that it’s on my bucket list.

Q: If you could do another job for a day within Needham, what would it be?

A: I think I’d like to try plowing.

If you want to learn more about Kate and her job as a Town Manager, you can connect with her on LinkedIn or you can reach her by email at KFitzpatrick@needhamma.gov.

More on careers in the public sector:
Patrick Dello Russo, CFO, City of Taunton, MA
Leon A. Gaumond: Town Manager for Weston, MA

The post Spotlighting Careers in the Public Sector: Kate Fitzpatrick appeared first on Odyssey Advisors, Inc.

Public sector careers tend to take a backseat to their Private Sector counterparts, but not in this series. We’re aiming the spotlight on our public sector partners and the incredible impact they have on our communities and society. From emergency service and healthcare to education and finance, the span of careers in the public sector is diverse.

This month we’re excited to turn the spotlight on Patrick Dello Russo, CFO for the City of Taunton.

A Little Bit About Patrick

Meet Patrick Dello Russo. Appointed as the City of Taunton, Massachusetts’ first CFO in 2021, Patrick has a lengthy track record in municipal finance serving four different types of local governments. He has a vast range of experience in multiple capacities over the span of his career in the public sector.

Patrick is a married father with four daughters. He fell in love with municipal finance and government after watching his father serve as CFO of the Town of Plymouth for 13 years. He has a proven track record of success in each community he’s served, most recently in his current position, where he and his finance team successfully achieved increasing the city’s bond ratings in September of 2022.

Career Story Interview

Q: How did you get started in the municipal finance industry?

A: So I am the Chief Financial Officer for the City of Taunton, the first CFO in the city’s history. The city passed an ordinance in 2021 establishing the position and its responsibilities. I was hired in November of 2021 to fulfill the role and to formulate the finance department. I have worked in 5 municipalities. I grew up in this industry. My father is the CFO at the City of Melrose and was the CFO for the Town of Plymouth. I grew up watching this stuff on local access television and seeing how things get done since I was a little kid. It’s really rewarding to be able to do the same thing as my old man.

For college, I went to Suffolk University and graduated with a degree in finance. From there I started as what I would call an entry-level accountant at Powers & Sullivan doing various municipal audits. From there, I took my talents to the Town of Wellesley, followed by the Town of Hamilton as Assistant Treasurer. Then I became the Acting Treasurer/Collector for the City of Haverhill. From there I became the Director of Finance for the Town of Marshfield at the age of 29. I did that for 5 years before I made my way to the highest point (from Director to CFO of the City of Taunton) at age 35.

I’ve been doing this for 15 years, and 9 of those 15 years have been in a leadership capacity. Working for Mayor O’Connell has, by far, been the best experience. She’s put together a great team and under her stewardship, the city has never been in a better position. I’m glad to be part of her team.

Q: Tell us more about your department and how it works

A: Sure, so I oversee all municipal finance activities for the city and work directly in the Mayor’s office. I have 5 direct reports which include the Office of the Budget, Office of Auditing, and Office of the Treasurer-Collector. I also oversee purchasing and procurement as well as the Assessor’s Office. I formulated a finance team consisting of my direct reports but also the IT divisions, our DPW, as well as the Office of Economic Development. We work in tandem to ensure the best idea wins the day. One of my responsibilities is to create the type of environment which allows for the free flow of ideas amongst our team.

Any financial-related activity has to come across my desk, so about 75% of all activity in the city, I have my eyes on. There’s really not a standard day because most of my day consists of meetings with various stakeholders, whether it be our departments, people looking to do business with the city, or construction and construction and capital related.

Shortly after I arrived, we implemented the city’s first-ever capital improvement plan (more commonly referred to as a capital budget). We’ve been able to infuse over $23 million into infrastructure, with roads, sidewalks, pipe drains, vehicle replacements, and upgrades in Memorial Park, there is a very lengthy listing on our website which I encourage folks to check out. So that’s been a very large component of my day to do – project tracking, receiving project updates, orchestrating team meetings, and all of those things.

Q: What would you tell others who want to start a career in public finance?

A: You have to understand the objectives and goals of your appointing authority. If you’re in a leadership role, the number one goal is to advance the Mayor’s initiatives and be able to provide guidance to the Mayor and/or Board of Selectmen. Because they have a lot of ideas and need to know how to plan for them. If you can plan for it, you can pay for it.

That’s something that I think goes by the wayside. Often, many folks think, “that number’s too big. We could never do that.” But they need to instead think, “why is this number so big?” Looking at projects for instance, can things be done in a phased approach?

Another component is getting a performance-based budget which removes ebbs and flows. In municipal finance, it’s all about consistency. For example, taxes are going to go up by 2.5% each year. Local receipts are always going to go up by 2 or 3%. Those things are always going to happen. So you have to make an expenditure plan based on facts so we can advance the Mayor’s goals.

And the second thing you need is to make sure all of your contractual obligations are satisfied first. The best way to do that is by sticking with a needs-based budget. You need to take care of the contractual component of your budget first and then take care of what the Mayor wants to see done.

Often, many folks think, “That number’s too big. We could never do that.” But they need to instead think, “Why is this number so big?”

Patrick Dello Russo, CFO CIty of Taunton

Q: Are there any industry-specific communities or events you would recommend to someone in the field?

A: Oh, absolutely. I was actually the Vice Chairman of the Small Government Forum for the GFOA. I think that everyone in a sort of department director position, whether that be a treasurer, an auditor, or any procurement office should get involved. Networking is so crucial and I think it’s undervalued.

Here’s why I think networking is undervalued – you need to be able to approach things as “the best idea wins the day” instead of the typical guns-blazing approach (I’m a big victim of doing this earlier in my career). When I first started out, I would come in with all these ideas and want mine to be the best, but that’s not the way to go about doing it. The best way to do it is, to go with the best idea wins. And how do you find those? Finding people outside of your bubble to bounce ideas with.

So I recommend joining the GFOA. The New England States GFOA if you’re in New England. The GFOA is really where it’s at. It opens your eyes up to doing things differently. If you want to be successful, you have to think outside the box.

This is also a great way to keep adding value to your boss. Many are hesitant about working in the public sector field because they think they are going to max out how far they can go. But that’s not the case. If you keep adding value and bringing new ideas to the table and putting the community in a better position – you won’t max out. That’s the goal because it’s all about the community. If you can improve things – like getting a bond rating increase, increasing your free cash number, etc. then you can have a real lasting impact.

Q: What advice would you give to someone who wants to become a municipal finance director or CFO?

A: My situation is kind of unique because I already knew what it took to get to this position by growing up around it. So I had to basically build up a resume that says, ‘this guy checks the boxes.’ So my advice would be that you need to go down one of two paths – become an auditor/town accountant or treasurer-collector, depending upon the city. You have to position yourself to be in one of those two roles.

And you should do that for at least three years in order to take the jump. And why do you have to do that? Because you have to be able to understand at least one side of the budget.

Budgets aren’t just expenses, budgets are also revenues. I went down the treasurer’s side. If you understand how you make the money and what you can anticipate with the money – that’s 50% of the budget process. It’s understanding your revenues.

Similarly, if you go down the city auditor or town accountant path, you understand the expense side of things. You understand how much you’re spending and what’s going out.

So in order to be given the opportunity to move up it’s all about your comprehension of what keeps the whole city or town’s operations moving. Therefore, it’s crucial to have one of those two paths nailed down which takes time. I think three years is the minimum to be successful, but if you want to have it mastered, you need to have about seven years.

And I may be biased, but coming from the treasurer-collector side of things, you have a better advantage because you understand health insurance, debt service, and pension plans. These three expenditures are what we call fixed costs. So having an understanding of fixed cost and revenue gives you a leg up, I think, as opposed to an auditor or an accountant who looks at things in the past versus the future.

So that’s my piece of advice for folks that are coming into the field. Pick a lane and stick with it. Then just go for it.

Q: What are some future trends or challenges you anticipate in municipal finance?

A: The slowdown of the housing market. Right now many communities are thriving because they’ve had consistent growth. This growth has been spurred over the past 14 years as we’ve seen growth in the economy. That’s good for municipalities.

It’s also good because when interest rates were lower, people were doing a lot more remodeling. And when you remodel homes, what happens is you get permits, right? So municipalities were direct benefactors because of the increase in permit fees, which ultimately falls to free cash at the end of the year. When you do your certification process with the Department of Revenue, what that free cash does is allow you to invest in projects. It allows you to invest in roads, new buildings, new additions, the library, improve the conditions of interior spaces, etc.

So what’s going to happen when that stops?

And the other component is that folks have to understand that all the ARPA money that was flooded into the city’s coffers and town’s coffers isn’t going to last forever. What scares me is that some communities probably have done that because they’re so accustomed to having a cash register, for lack of a better term, from the federal government.

So communities may have these ideas that they’re going to be able to keep operating like this or have portrayed that to their community members, voters, or their leadership. This isn’t anything new though. This is always going to happen. It’s a major problem.

I think that something that is going to be a big challenge is when the Feds stop printing money and when the interest rates are so high, what happens to the home improvements and improvements to downtown district areas when that all goes away?

Another challenge we will be facing in the Commonwealth is net school spending requirements dictated to us by DESE. These amounts of funding to our school systems really place a budgetary drain on municipal budgets that frankly are unsustainable. For instance, we are required to provide 10% increases year over year for the schools, which means reductions to city-side expenditures to meet the mandate. For our city, that means $10.3 million this coming fiscal year, and this is on top of the $9.8 million increase for the current fiscal year we are in.

Rapid Fire Questions for Fun

Q: We know Massachusetts loves its Dunkin’ Donuts. Do you have a go-to order?

A: Hazelnut black, one Splenda, iced.

Q: Do you have a favorite small business in Taunton?

A: Probably one of our local restaurants. I like the Liberty & Union across the street. That’s always a go-to place to get a great meal. And actually one of our City Councilors, Chris Coute, actually owns the restaurant too.

Q: If you could do another job for a day within Taunton, what would it be?

A: Honestly, this is it for me. I love what I do!

If you want to learn more about Patrick or his job, you can contact us here with your contact information, and we’ll get the message to him on your behalf.

More on careers in the public sector:
Kate Fitzpatrick: Town Manager, Town of Needham, MA
Leon A. Gaumond Jr: Town Manager, Weston, MA

The post Spotlighting Careers in the Public Sector: Patrick Dello Russo appeared first on Odyssey Advisors, Inc.

How Does Someone Interested in a Career as an Actuary Get Started?

To start an Actuarial career, you need to pass exams. Having a math or business background is certainly helpful, but not necessary. If someone can pass Actuarial exams, they can get into the field. Our team includes those who studied Actuarial Math in college but also includes a former teacher and a data analyst. Be an Actuary is the best place to go if you’re interested in digging deeper into how to get started pursuing an Actuarial career.

Describe Your Job and Day-To-Day Responsibilities

The Actuarial field is all about managing risks. As Pension and Benefit actuaries, we help businesses and towns understand and manage the risk associated with pensions and other post-employment benefits that they have promised to their employees.

A typical day might include working on a report to help a Town understand how much the retirement benefits they’ve promised employees are expected to cost in the future and how they can prepare for those costs today. We might have an impromptu meeting to discuss a problem someone is running into with one of their projects, a phone conversation with a business owner who wants to save for retirement and help them start setting up a pension plan or 401(k), or we might have a meeting to explain the results of our analysis to a school district so that the business manager can plan for the future.

We have plenty of time for internal and independent work punctuated by collaboration as a team and interaction with our clients.

How Did Your Education Prepare You for Your Role at Odyssey Advisors?

I had three focuses in college: a major in Actuarial Mathematics and double minors in Finance and Business Administration. That background has been extremely helpful in my career. Actuarial Mathematics helped me understand the skills and methods used by Actuaries. Finance and Business Administration helped me understand how business and the markets work so that I could better apply the Actuarial knowledge to business situations.

The business administration focus has also been extremely helpful in communicating with managers and business owners. I don’t have to be just a number-crunching math person but can help people understand the high-level mathematical concepts in a way that is educational and actionable for them.

What Skills Are Essential to Be Successful as an Actuary?

A mathematical mindset is a key skill. While the computer does the lion’s share of high-level calculations these days, an actuary must be able to understand high-level mathematical concepts and explain them clearly to an audience that may not be as savvy with math.

On that note, communication skills are also necessary to be successful. An actuary who can communicate in a way that helps clients, managers, sales teams, etc. understand a difficult concept, sets themselves up to advance within their career.

What Is the Best Part About Being an Actuary?

The best part about my career is helping people solve their complex financial problems. Seeing people understand their financial situation better is rewarding for me. Facing challenging new problems to solve is also something I enjoy. It’s not always the same thing repeatedly and there are unique situations and problems that come up often and keep things interesting.

What Is the Most Challenging Part of Being an Actuary?

Passing exams is very challenging. Many people start the process and never finish because the exams knock them out.

Any Advice for Someone Who Wants to Go Into the Actuarial Field?

Do well in your math classes and keep taking more of them. Do some job shadowing or internships to get a familiarity with the field before you get into it. Start working to pass an exam or two by the time you finish school and are looking for a job. Don’t get too narrowly focused. Actuaries are known for their math skills, but understanding diverse fields like finance, business, and economics is extremely helpful.

Kurtis Thompson is a consulting actuary at Odyssey Advisors in Colchester, Connecticut. Odyssey provides professional services such as other post-employment benefits (OPEB) plan valuations, retirement plan design and administration, and consulting for municipalities, small business owners, financial advisors, and municipal auditors. Kurtis has a Bachelor of Science in Mathematics from Bryant University and is a member of the American Academy of Actuaries and an Associate in the Society of Actuaries. He’s worked here at Odyssey Advisors since 2013.

The post What It’s Like Being an Actuary appeared first on Odyssey Advisors, Inc.

Lindsay Mendehall Fraine, Data Analytics Manager

Lindsay Mendenhall Fraine joins the team in the newly created position as our Data Analytics Manager. With over 10 years of experience, she is responsible for managing our data quality, security, and maintenance in order to ensure they retain a high level of financial accounting standards and provide the highest quality of services for our clients. “I am excited to be a part of the Odyssey team and help create more streamlined and easier to use data for our actuaries.” says Lindsay, who joined the team in October of 2020. Before joining Odyssey, she worked as a Data Management Senior Consultant for Travelers’ Hartford office.

After hours, Lindsay is a cooking enthusiast who’s always on the hunt for the next best dish to test out on her family and a travel aficionado. When it comes to R&R, you can find her floating in a sensory deprivation tank.

Lindsay Mendenhall Fraine on LinkedIn

Stephanie Irvin, Website Content Manager

Odyssey Advisors is also expanding its Marketing team to include the newly appointed Website Content Manager, Stephanie Irvin. She is responsible for driving all marketing content initiatives, both internal and external, across various digital platforms. Stephanie who’s “excited to join Odyssey all the way from the Lonestar state and help [Odyssey Advisors] reach new heights through content creation and communication,” has spent the last 3 years as the events and marketing coordinator for Angelo State University and Llano Estacado Winery, Texas’ largest distributing winery.

Besides being passionate about content creation, Stephanie is a self-proclaimed coffee connoisseur, always on the lookout for the best iced coffee and a comfy reading nook. If you’ve ever been, you might have also seen her working or performing at Disney World’s Animal Kingdom before.

Stephanie Irvin on LinkedIn

About Odyssey

Odyssey Advisors began in 1998 as Primoris Benefit Advisors. Since then, they’ve developed solutions to complex financial issues faced by municipalities and small to mid-sized employers including their OPEB and retirement needs. Odyssey serves clients globally, with services ranging from California to Maine and Europe to Australia.

With over 25 years of industry experience, President and CEO Parker Elmore is dedicated to quality service, expertise, and efficiency. Odyssey prides itself on great work, exceptional service, and its ability to simplify the process. People choose Odyssey for their extensive knowledge in all aspects of financial consulting. Odyssey develops and implements solutions to the complex financial issues faced by small and mid-sized employers. Learn more at www.odysseyadvisors.com.

The post Odyssey Advisors Welcomes Two New Faces to the Team appeared first on Odyssey Advisors, Inc.