Leadership

Parking Enforcement Customer Service. Does the word “enforcement” go hand in hand with customer service? Yes, it certainly does, and it can be demonstrated daily in both big and small ways. I want to speak more about this and how a servant leader can positively impact an enforcement team to serve their community and show this toward each other in internal customer service, leading to employee retention and a positive and happy workplace. What is customer service? The Oxford dictionary defines it as “the assistance and advice provided by a company to those people who buy or use its products or services.” But it means so much more than this because it can create a feeling and attitude of support and motivate an individual to help others, bringing satisfaction and gratitude to both the giver and the receiver. Customer Service involves using various tools, including listening, empathy, understanding, and problem-solving, while feeling empowered to help. In my seven years as a parking enforcement supervisor with the City of Boulder, we always work hard to demonstrate the city values of Respect, Collaboration, Innovation, Integrity, and Customer Service. This shows up daily with anyone we cross paths with. However, the value of customer service involves more than just doing a job. It often goes beyond what’s expected. Whether changing someone’s tire, jumping someone’s dead battery, providing directions, or being there for someone in a time of need, we can always find ways to show excellent customer service. This cannot be just a simple expectation but must come from somewhere more than a policy. It’s seeing a community or customer as family. It comes from a heartfelt desire to help as if this person is a family member in a time of need. I look forward to hearing your thoughts about this. Leo Pelle, PTMP, is a Parking Enforcement Supervisor for the City of Boulder, Colorado. Leo can be reached at pellel@bouldercolorado.gov.

As John Peverada officially retires after more than 30 years of dedicated service to the City of Portland and the parking industry, it’s an honor to reflect on the incredible legacy he leaves behind. For the past six years, I’ve had the privilege of working alongside John as Client Success Principal at Passport. During that time, I’ve come to know him as not only a thoughtful and visionary leader but also as a person of unwavering integrity. His approach to solving complex challenges with humility and fairness has shaped Portland’s parking operations into a model for cities across the country. Initially joining the City during a downturn in the real estate market, John anticipated a brief tenure. But he quickly became captivated by the field’s challenges, from technology and garage maintenance to budgeting, staffing, and customer service. As Parking Director, he led with autonomy and intention. A former NEPC Board Member, John consistently emphasized professional development, networking, and staying ahead of trends. In his words, it’s “more about substance than style.” Among many accomplishments, John led Portland’s transition from over 100,000 hand-written citations per year to a modern, cloud-based ticketing system with digital permitting and LPR. He also embraced mobile payments early on, accounting for nearly 80% of meter revenue. John approaches partnerships with thoughtfulness and strategy. Our work together has always been collaborative and focused on serving Portland’s community. And he never forgets the human side. “Get out on the street,” he says, “listen to customers and employees, and most of all, be fair.” His advice to newcomers? Stay informed, join industry groups, explore new tech, and always listen. Now entering retirement, John looks forward to family, travel, and the outdoors. His legacy of innovation, integrity, and leadership will continue to guide the industry for years to come. Congratulations, John, and thank you. Tydus Kira Mana is the Client Success Principal for Passport. Tydus can be reached at tydus.mana@passportinc.com.

There has been some chatter amongst our San Francisco group recently related to what motivates and inspires us individually to show up, day in and day out, and do what we do. For some, an easy answer, for others a little self-reflection and introspection is needed to coax out a more developed response. One of the main responses, is to set an example – for one’s children or family, for the employees we lead. There is a sense that what we do is meaningful in that we can provide not only sustenance but also life guidance for those we love and support, to nurture the human kindness in others. That we can demonstrate peer to peer connection. For some, the acceptance of a certain role holds great responsibility, and we feel a duty to uphold the position in which we provide leadership. We want to see others succeed and we will do all in our power to support others in accomplishing shared goals, both large and small. Personal ambition and drive to find meaning in work and life is also a great motivator. Some folks are driven to complete any task at hand with energy and passion. Whatever the answer is, there is a basis to nurture and lead others as best as we can. Our goals often align and a group can thrive when we consider both personal and shared success as meaningful. Adam Feller, PTMP, is an Operations Manager for LAZ Parking. Adam can be reached at Afeller@lazparking.com.

In today’s world, effective leadership is important for balancing operational needs with employee satisfaction. But how can we achieve this in a world where employee needs are constantly evolving and we face ongoing challenges in recruiting and retaining top talent? Without addressing this question, our organizations risk becoming the next casualty of turnover. The answer is simple! Balance the needs of your operations! Leadership is not a one-size-fits-all strategy but a tool we must use to find a way to balance the needs of all our stakeholders.  Here are a few suggestions on how to do this in our operations:  First and foremost, practice empathy and open communication! As Leaders, we should actively listen to employees and understand their concerns while clearly communicating operational needs. We can do this by having regular check-ins and team meetings to maintain a two-way dialogue!  Second, flexibility works! As the industry evolves, we must adapt our polices and procedures. Offering flexible hours or shift-swapping are a few options that will help us meet operational needs while also giving our team a higher work- life balance. The majority of our operations run 24/7, and having adequate coverage is necessary!  I also recommend that you align your organization's goals with your employees' needs. Our teams need to understand how they contribute to the bigger picture! It's simple! Provide professional development opportunities, such as training or leadership programs, to help them grow while preparing our operations for future challenges.  Finally, lead by example! Leaders should model positive behavior daily! Make choices that support a healthy balance between dedication to the company and employee well-being! Show your team it’s ok to balance hard work and self-care in the workplace.  Dr. George J. Mclean, MPA, DBA, PTMP, is the Senior Business Analyst for Miami Parking Authority. Geoge can be reached at gmclean@miamiparking.com.

As you consider sustainability programs and the frontline, I suggest focusing on systems instead of goals.

While Maintaining Strategic Discipline

The evolution of Certified Administrator of Public Parking (CAPP) into Parking, Transportation & Mobility Professional™ (PTMP™) isn’t a gimmick—it’s growth. It isn’t just a rebrand—it’s a recognition that our industry continues to transform. CAPP was needed and right for its time. Times are different now, and it’s time for a credential that captures our diverse, dynamic work across the parking, transportation, and mobility sectors.

This self-paced eLearning course intends to educate anyone who interacts with customers in the parking, transportation, and mobility industry. This course was designed to offer basic conflict resolution knowledge to front line personnel, managers who interact with or manage those that interact with peers, co-workers, and customers.

As leadership dynamics shift within workplaces, many experienced managers wonder if it’s too late to change their leadership style. The answer is simple: it’s never too late. Leadership is a skill, not a fixed trait, and it can evolve throughout your career. Why Change? The traditional, top-down leadership style is no longer as effective in a world that values collaboration, transparency, and empathy. Today’s leaders are expected to inspire, empower, and adapt. If you’ve been leading a certain way for years, it may feel daunting to shift styles. But making small changes can enhance your leadership and improve team engagement. The First Step: Self-Reflection Before making changes, take time for self-reflection. Ask yourself: How do I handle feedback? How do I engage with my team—do I empower or direct? How do I manage conflict? Identifying areas for improvement will help you focus on where change is needed. Reflection is key to unlocking your potential for growth. Overcoming the Fear of Change Many leaders fear that changing their style will disrupt their team's dynamics. But the truth is, small adjustments can have a huge impact. Start by delegating more, actively listening, and building trust. Your team will appreciate your willingness to evolve. Practical Steps for Overcoming your Fear Seek Feedback: Regularly ask for input from your team to guide your growth. Invest in Learning: Read leadership books or attend workshops to gain new insights. Lead by Example: Show your team that change is possible by modeling the behavior you want to see. Be Patient: Change takes time, so be kind to yourself as you evolve. In conclusion, it’s never too late to improve your leadership style. Leadership is a journey, and every step you take to grow will help you become a more effective, authentic leader. Authentic is the goal! Tavris Parker, CAPP, is a Parking Operations Manager for the City of Virginia Beach. Tavris can be reached at TParker@vbgov.com.

stock.adobe.com / Quality One There is no doubt about it, the parking management industry is rapidly evolving,and I’m really excited to be part of the business at the moment. We see more and more new technological developments that are designed to improve efficiency, improve the user’s experience, enhance revenue, minimize expenses, and, importantly, provide actionable insights into parking policy and decision-making. If you know me, you’ll likely already know this, but there’s one aspect at the heart of this transformation that I feel very passionate about. It’s a hugely valuable asset that’s often overlooked: data ownership. Look, I cannot say this enough—the principle of ensuring that you retain full ownership of your data is foundational to future-proofing business strategies and maintaining control over operations. I read a white paper a while ago by the World Economic Forum that clearly articulated the immense value of data and how it has singularly become the most valuable resource in the world due to its immense economic and strategic value. I will say it again; I am a huge advocate for businesses never having to compromise on data ownership. Why Data Ownership Matters Data is the lifeblood of most modern operations. For the parking industry, this may mean understanding who is using your facilities, when they are coming, how long they are staying, who is or isn’t paying for their parking, and so on. Ownership of this data allows businesses to make informed choices, create customized experiences, and plan for the future with a real-time understanding of patterns and behaviors. Losing control over such valuable information is basically losing control over a fundamental part of your business. Imagine a situation where, after investing time and resources into building a data-rich parking system, your technology provider decides to hold your data hostage, making you renew contracts just to keep access. This approach not only locks you into a provider’s ecosystem but also limits your ability to leverage insights freely. The Dangers of Data Dependence Many companies in this industry leverage a “lock-in” type model that’s based on data dependence. This model can lead to issues with both flexibility and independence. With data locked away, any strategy shift or transition to a new system can be challenging. If I’ve heard it once, I’ve heard it a million times in a variety of ways—in essence, changing providers can feel impossible when data ownership becomes involved. Make sure that you are checking the fine print and not locking your data into one of these types of models. Inspiring Confidence Through Data Freedom When you own your data, you also own the ability to change, grow, and build upon it in ways that best serve your objectives. This kind of autonomy is critical to long-term success. Data freedom means just that. Your business is future-ready and unencumbered by data restrictions. This allows you unrestricted access to data, you can confidently strategize and adapt, unburdened by concerns of losing critical information to outdated contracts or parking systems. The Future of Parking Management Begins Here The future of parking management is bright, especially for those who place value on data ownership. It’s an era where technology and insights power business success without compromise, and where owners and operators can expect true autonomy over the information they rely on daily. Because in the end, it’s not just about parking cars; it’s about empowering businesses to steer their own course, build on their data, and shape their future with confidence. So, the next time you go to “sign on that dotted line” maybe you should double check the data ownership provisions. Because ultimately, owning your data or owning your future success. ◆

Hello, IPMI Community! Parking & Mobility magazine seeks parking, transportation, and mobility professionals interested in authoring our standing monthly columns. You do not need to be a writer; you just need to be a thought leader! I am happy to work closely with those who want to share their expertise but may not be confident writers.  Columns that are still available for 2025 magazine editions include: Business of Parking - Marketing/BD Marketing and business development experts from inside and outside the parking and mobility community provide expertise on topics impacting the financial outcomes of organizations and providing best practices to implement for success. Business of Parking - Finance Financial leaders from the parking and mobility community provide expertise on matters affecting our financial bottom line. From spending to funding, get the most current information on the dollars of our industry from those who know it best. Looking for CFOs, accounting leaders, and strategy officers to contribute! Business of Parking - Legal The legal landscape for parking and mobility operations is changing at an unprecedented rate. Our industry's top legal minds will give insights into the most current legal and regulatory factors impacting our industry. Looking for both in-house and outside legal professionals to lend their expertise! The Green Impact Share stories of the impacts of sustainable parking and mobility. What are the continued impacts of the "greening" of our industry? How are parking and mobility professionals responding to the need for sustainable solutions? HR Perspective Human resources professionals take the lead in sharing vital information on organizational success. Experts in managing our most important resource - our people - speaking on relevant HR or human capital topics. Looking for industry HR leaders to share their expertise! Leadership Moment Share the voices of your organization's C-Suite or senior leadership! Industry trailblazers share insights on leadership and organizational success. When possible, the topic should be matched to the monthly issue theme. We are looking for C-Suite, Executive, and Senior Leadership to contribute. Parking Spotlight Opportunity for planning, design, and construction firms to highlight a completed parking project. Ready to contribute? Email editor@parking-mobility.org, or click here to submit your pitch. Please share your knowledge and help advance our industry! Melissa Rysak is the Vice President, Communications for IPMI. Melissa can be reached at rysak@parking-mobility.org.

New York, NY – Bendheim, a global leader in specialty and sustainable architectural glass solutions, welcomes Peter Stattler as Director of Sales for Bendheim Wall Systems, Inc. A familiar face at architectural offices across North America, Stattler brings 25 years of experience and leadership in the glass industry. One of his priorities will be to expand Bendheim’s presence in the parking industry.  “Peter’s extensive industry background, coupled with his passion for sustainable design and innovation, makes him the ideal leader to drive our growth throughout the parking industry,’’ said Donald Jayson, President of Bendheim. “Peter’s knowledge and experience will be invaluable to developers and owners looking to enhance their parking projects.” Bendheim’s ventilated glass systems have been used to enhance the facades and improve the operations of award-winning parking facilities across the United States, including the recently completed parking garage at Kansas City International Airport, the mixed-use development at 727 West Madison in Chicago, and Frost Tower Parking Structure in San Antonio. Ventilated glass offers many benefits that typical façade materials can’t match, including lower construction costs, reduced operational costs because there’s less need for ventilation equipment, and fostering safety and security by increasing visibility within and outside parking facilities. “I’m excited to work with parking designers and owners to help create more attractive and functional parking facilities,” said Stattler. “Bendheim’s ventilated glass technology is the perfect façade material for parking garages. Not only is extraordinarily attractive, but it can save owners money in both construction and ongoing operational costs.” Prior to joining Bendheim, Stattler served as Vice Present of Sales & Marketing for a New York-based manufacturer of insulating glass focused on daylighting optimization. He also served as Manager of Sales & Market Development for a German-based globally recognized glass company. About Bendheim: Bendheim is one of the world’s foremost resources for specialty architectural glass. Founded in New York City in 1927, the family-owned company offers a virtually unlimited range of customizable glass solutions for interior and exterior building applications. Through its commitment to Building a Clear Future, Bendheim is actively engaged in promoting sustainable practices in architecture and design.  Bendheim develops, fabricates, and distributes its products worldwide. The company maintains production facilities in New Jersey and a design lab in New York City. For additional information, please visit Bendheim.com. PRESS CONTACT: Bill Smith Smith Phillips Strategic Communications (603) 491-4280 bsmith@smith-phillips.com