PORT GOVERNANCE
provide the technical and financial analysis behind each project. As com- missioners, we combine that informa- tion with our own professional and life experience to determine which invest- ments best serve the Port’s long-term interests. Q. What lessons have recent sup- ply chain disruptions taught you? One of the biggest lessons is just how fragile global supply chains can be. International trade depends on many interconnected factors, includ- ing foreign governments, commercial shipping companies and geopolitical events. Building resilience requires constant planning and adaptability. Q. What sustainability achieve- ments are you most proud of? Sustainability encompasses many different initiatives, but I’m particu- larly proud of the Port’s environ- mental accomplishments. Cleaning up contaminated lands, improving stormwater management, restoring hundreds of acres of wetlands and achieving measurable reductions in carbon emissions are all significant achievements that will benefit future generations. Q. How will technology shape the future of ports? Artificial intelligence will become an increasingly valuable tool. It has enor- mous potential to improve operational efficiency, identify pathways to cleaner port operations, support better budget- ing and help guide more informed decision-making. Q. What policy issues have the greatest impact on ports? Trade policy, particularly tariffs and international trade relations, remains the biggest issue affecting ports today. Closely behind that is the cost of capital. Higher borrowing costs make it more difficult to finance the
projects because financing was no longer feasible. Those are never easy choices, but commissioners have a responsibility to ensure the Port remains financially sustainable. Q. How do you define a success- ful port commission? Success is measured in many ways. It means maintaining a responsible budget, receiving clean audits, remain- ing actively engaged with the com- munity and, perhaps most importantly, fostering strong working relationships with the Port’s employees, staff and management. Those elements provide the foundation for long-term success. Q. What legacy do you hope to leave? I hope my legacy will be the stronger trade and business relationships that have developed through the many international trade missions and state visits I’ve participated in over the years. Building those connections helps cre- ate opportunities not only for the Port of Everett, but for our region and the communities we serve.
infrastructure investments that ports require to remain competitive. Q. What advice would you give to someone interested in serving as a port commissioner? Start by learning about the industry. I encourage anyone considering public service with a port to connect with the Washington Public Ports Association and take advantage of the educational resources and publications they provide. Understanding how ports operate is an excellent foundation for public service. Q. What accomplishment are you most proud of during your time as a commissioner? I’m especially proud of the public amenities we’ve created and the positive impact the Port has had on Snohomish County. It’s rewarding to see the Port serving not only as an economic engine but also as a place the community can enjoy. Q. What has been the most dif- ficult decision you’ve faced? The most difficult decisions have involved delaying or cancelling capital
The Port of Everett’s Norton Terminal
July 2026 — PACIFIC PORTS — 27
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