Andrew, a candidate for Loudon City's city manager post, told the interview panel he has roughly 20 years of experience preparing multi-year plans and prioritizes workforce development and tighter project timelines.

"If you're zoned for industrial, it's industrial," Andrew said, arguing that contracts and zoning often limit local flexibility. He recounted a prior municipal administration where a new mayor and board "tripled the impact fees" as a short-term tool to manage growth.

The candidate described producing five-, 10- and 15-year plans in previous roles, including a 10-year approach in Tahoe and a six-year plan in another jurisdiction. He acknowledged those plans must be updated frequently because technology, community needs and supply lead times change.

On staffing, Andrew advocated promoting from within and using tuition reimbursement as a recruitment and retention tool. "We want to invest in you," he said, describing a policy in which employees are trained for higher-skilled positions and moved into operator roles when vacancies occur.

Addressing operations, Andrew said automated meter-reading technology will reduce traditional meter-reader roles and that cross-training should prepare staff for those changes. He offered a practical example of an extended capital project that began in February 2021 and was still active when he left the organization in February 2024, citing lead times and contractors' scheduling as causes for delay.

To limit cost overruns, he said, the city should require contractors and engineers to explain cost increases directly to the governing body rather than repeatedly asking the city for additional funds. He emphasized clear timelines, upfront cost factoring, and holding contractors accountable.

When asked how he would approach his first 90 days, Andrew said he would hold biweekly meetings with department heads, solicit staff input and pursue collaborative decisions rather than imposing a top-down plan. He emphasized punctuality and accountability as expectations for staff performance.

Panel members said they hope to move swiftly on hiring: the group indicated a goal to have an offer accepted and a transition completed so a new city manager could be in place by the first of the year. The panel closed by thanking Andrew; the session concluded with a note that Officer Nicks would escort him for a tour.

The interview covered operational priorities, expectations for contractor oversight, workforce development strategies and a tentative hiring timeline. The panel did not take a formal vote during the session.