21st Century Water

Hosted by Mahesh Lunani

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Oct 2026

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About the show

The 21st Century Water is a free knowledge sharing podcast series featuring insightful discussions and solutions on the most pressing issues facing America’s 50,000+ utilities. The monthly podcast will feature water leaders who are working to meet both existing and emerging challenges and dive deep into novel solutions and new models that are producing tangible results. The goal of this podcast is to increase the likelihood that success stories can be replicated by leaders, operators and executives across the country. The podcast is also designed to motivate and create a vibrant 21st century water systems and the innovative workforce required to lead and operate them.

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October 30, 202630 min

Building the Financial Capacity to Run a 21st Century Water Utility

We’re joined by David Norris, Deputy General Manager of Colorado’s Eagle River Water & Sanitation District, for a conversation about turning operational savings into stronger utility services. His approach starts with examining everyday processes, bringing employees into the changes, and putting the savings where they are needed most. David came to the district in 2020 after working in statewide public health finance. His background also includes manufacturing, where lean practices and process improvement shaped his approach to management. At Eagle River, those experiences help connect financial decisions with the district’s responsibility to protect public health. The district serves Vail, Avon, and surrounding communities. About 10,000 customers support a system covering roughly 50 square miles, with more than 200 miles of infrastructure. Mountain terrain adds pumping costs and makes construction and supplies more expensive. Annual operating and capital budgets are approximately $75 million each. The district’s capital plan exceeds $2 billion over 10 years. David says process improvements, automation, and AI have generated approximately $1.5 million in savings. Moving vendor payments toward ACH produced more than $300,000 in ongoing savings. Reviewing outside contracts and bringing selected work inside the organization generated more than half a million dollars in additional savings. Other improvements address collections, invoice processing, purchasing cards, and financial reserves. Those savings support what David calls “reduce to add.” During one budget cycle, approximately $1 million in savings allowed the district to add six full time positions without increasing its budget. More than $150,000 in ongoing savings remained. The positions supported needs across operations, employee housing, and IT. Resources went where they could best support the organization’s priorities. Financial resilience also required changes to customer billing. The district identified a structure that effectively gave larger homes cheaper water. It redesigned the system and communicated the changes through community outreach. A capital replacement charge now provides a clearer funding source for infrastructure. David says rates have roughly doubled during his tenure, with another doubling anticipated over the next decade. Building reserves and paying cash for more projects can help limit borrowing costs. Major investments include upgrades to three wastewater plants, a planned reservoir, storage tanks, and underground pipes. AI offers opportunities to identify leaks and reduce administrative work. David sees it as a tool that helps employees apply their judgment and skills more effectively. Human oversight remains essential. Lasting improvement depends on how leaders introduce change. David starts by explaining why a change is needed, involving affected employees, and addressing concerns about their roles. Internal change agents help carry that work throughout the organization. His advice to other utility leaders is straightforward: start small, walk through a process, and understand how the business actually works. Small wins can build into meaningful results. More: Eagle River Water & Sanitation District: https://www.erwsd.org/ (00:00) Intro (01:14) From Public Health Finance to Water Utility Leadership (03:45) Serving a Mountain Community (05:16) Aging Infrastructure and Financial Pressures (06:56) A $2 Billion Capital Plan (08:16) Creating a Culture of Savings (11:11) Payments, Collections, Contracts, and Reserves (14:31) “Reduce to Add”: Funding Six New Positions (16:34) Technology Spending and Capital Priorities (18:12) Measuring Cybersecurity Investment (19:25) Redesigning Rates for Financial Resilience (22:08) Plants, Reservoirs, Tanks, and Pipes (26:05) Making Organizational Change Stick Aquasight Website: https://aquasight.io/

November 19, 202535 min

Leading a 1.2 Million-Person Water System: Vision, Culture, and Strategic Planning with Jeffrey Szabo

In this episode of 21st Century Water , we sit down with Jeffrey Szabo, CEO of the Suffolk County Water Authority, to explore how strong leadership and strategic planning are transforming one of the largest water utilities in New York. Szabo shares his path from public administration into the water sector, emphasizing that a technical background isn’t a prerequisite for impactful leadership. His administrative expertise and focus on culture, innovation, and accountability have positioned the organization as an industry leader. We begin with Szabo’s early days in government and how he unexpectedly transitioned into water utility management. Initially unsure about his fit for the role, he realized his skills in project management, strategic visioning, and organizational leadership were exactly what the Authority needed. Over the past 16 years, he’s led with a clear strategic direction, focusing first on departmental metrics, then developing the Authority’s first and second strategic plans. These plans focus on core operational pillars—like treatment, laboratory science, customer service, and technology—while more recently emphasizing culture, professional growth, and employee retention. Szabo stresses the importance of empowering staff, shifting the culture from passive compliance to active participation. Early challenges included getting employees comfortable with open dialogue, process review, and decision-making autonomy. Over time, the organization evolved into one where continuous improvement and innovation are expected and supported. We then move into the scale of the infrastructure managed by the Authority. It serves 1.2 million residents across an 86-mile stretch, supported by 6,000 miles of water main, over 250 well fields, and 60 storage tanks. The utility draws entirely from a sole source aquifer and operates 600 wells, all maintained with a keen eye on sustainability and proactive investment. Szabo outlines a $110 million capital budget and a $175 million O&M budget, highlighting costs around labor, electricity, and ongoing treatment upgrades. On innovation, Szabo talks about meter-reading pilots, paperless work orders, and customer service enhancements. He also shares their proactive approach to PFAS contamination. Instead of waiting for regulations, they invested early in treatment systems, funded transparently through a dedicated surcharge. The result: full compliance with future federal regulations—six years ahead of schedule. Lastly, Szabo reflects on his role as president of AMWA and the value of knowledge-sharing among the nation's top utility leaders. He closes by defining his legacy: an organization known for innovation, transparency, and empowered people—not just infrastructure. Suffolk County Water Authority: https://www.scwa.com Association of Metropolitan Water Agencies (AMWA): https://www.amwa.net 00:00 - Introduction to 21st Century Water 00:33 - Jeffrey Szabo’s Background and Government Experience 03:15 - Transition to Suffolk County Water Authority 07:30 - Building and Implementing a Strategic Plan 10:40 - Culture Shift and Staff Empowerment 15:15 - Overview of Water Infrastructure and Scale 18:20 - Budget, O&M, and Capital Investments 21:00 - Innovation and Future Planning 24:00 - Addressing PFAS Proactively 27:25 - Leadership in AMWA 31:28 - Reflections on Legacy and Organizational Change 34:53 - Closing Remarks Aquasight Website: https://aquasight.io/

November 5, 202541 min

Leading Two Utilities, One Vision: How Pieter Van Ry Rebuilt Trust, Talent, and Technology

Over the course of this conversation, we dive into the journey and leadership philosophy of Pieter Van Ry, who leads both South Platte Renew and the City of Englewood’s water utility. Pieter shares how he transitioned from a consultant in stormwater management to a dual-role leader overseeing drinking water and wastewater services for over 300,000 people. His story is one of transformation—both personal and organizational. We explore how he manages the two distinct utilities, which are legally and operationally separate. South Platte Renew serves a regional area through a joint venture between Englewood and Littleton, while the Englewood utility is more localized. Pieter splits his time equally between the two, relying on strong deputy leadership to maintain continuity and operational excellence. One of the main challenges both entities faced was decades of underinvestment. Pieter focused early on building long-term financial models and sustainable funding mechanisms. He emphasizes transparency with policymakers, using clear data to show the long-term consequences of decisions. His team successfully leveraged federal funding like WIFIA and the Drinking Water Revolving Fund to modernize infrastructure while raising rates carefully and with community backing—even during COVID. On the drinking water side, the transformation has been more severe. The utility was decades behind in staffing, technology, and systems. Simple operations like backwashes were still being done with stopwatches. Today, that same utility is removing all 3,000 of its lead service lines and has increased staff by 40%. Leadership is a central theme. Pieter believes in fostering an environment where people love coming to work. That mindset ties directly into performance, innovation, and long-term success. He embraces delegation, transparency, and accountability as leadership cornerstones and promotes a culture that allows for calculated risks and learning through failure. A key outcome of this leadership approach is the development of PARC (Pilot and Research Center), an open innovation platform designed to plug researchers, universities, and technology companies directly into the treatment process. The idea is to invest early in flexible infrastructure—across liquid, solids, and gas systems—so external innovators can rapidly pilot their solutions. PARC enables Pieter’s team to stay ahead of looming regulations and drive customer value through smarter, cheaper, and more sustainable treatment technologies. As we wrap up, Pieter reflects on his legacy. He wants his departure to be a “blip”—a sign that he’s built resilient systems, not just personal authority. And on public trust, he’s clear: acknowledge mistakes, transparently share progress, and always circle back to communicate results. Trust, like infrastructure, is built over time—and it’s earned through action. City of Englewood Utilities: https://www.englewoodco.gov/government/city-departments/utilities South Platte Renew: https://southplatterenewco.gov/ Aquasight Website: https://aquasight.io/

October 8, 202539 min

Turning Contamination into Innovation: The Cape Fear Story

In this episode of 21st Century Water , we speak with Ken Waldroup, Executive Director at Cape Fear Public Utility Authority (CFPUA), about his career journey, the challenges of coastal utility management, and the proactive steps taken by his team to lead in water quality and infrastructure modernization. Ken brings a unique perspective as a nuclear engineer turned water utility leader, and we explore how that technical foundation combined with public administration and business training has shaped his approach to utility leadership. We begin with Ken’s transition from nuclear engineering to water, driven by a passion for clean water and real-world experience at a treatment facility. As his career evolved, he leaned into leadership roles, eventually stepping away from pure engineering into administration and strategy. His move from Raleigh Water to CFPUA was driven by the complexity and forward-thinking approach of the Wilmington-based utility, which was already grappling with emerging contaminants like PFAS years before they hit the national stage. We dig into CFPUA’s business structure and governance model, which includes a board with a heavy business background. That model has driven a utility culture centered around proactive service delivery and investment, rather than regulatory compliance alone. Ken discusses how this influenced his decision to pursue an MBA to better align with board expectations and sharpen his ability to speak the language of business. The heart of our conversation revolves around CFPUA’s rapid and independent response to PFAS contamination. In 2017, CFPUA learned their primary water source, the Cape Fear River, had been compromised by GenX and other pollutants from an upstream chemical facility. Instead of waiting for federal intervention, the utility invested in a $43 million granular activated carbon facility, delivering results ahead of future EPA regulations. This solution, now a national benchmark, showcases how customer trust and local leadership can drive transformation. We also discuss the scale of infrastructure investment needed—over a billion dollars in capital over the next decade for a 200,000-person utility—and how Ken’s team prioritizes those projects using risk-based matrices, strategic partnerships, and alternative revenue streams. From utility acquisitions to economic development projects, the approach remains grounded in business fundamentals. Climate resilience is another major theme. Located on a coastal peninsula, CFPUA is already seeing the impacts of sea-level rise, groundwater depletion, and storm intensity. Ken shares strategies such as elevating lift station electronics and planning new plants above the 500-year floodplain. These external pressures also demand increased insurance coverage and a shift toward self-insurance, which impacts available capital for infrastructure. Innovation, for Ken, is as much about people as it is about technology. CFPUA has invested in workforce development, incentivizing both technical certification and higher education. Tools like machine learning and AI are being explored to support smarter capital planning. But the emphasis remains on equipping staff to leverage those tools. Finally, we explore Ken’s servant leadership style—delegating authority, celebrating team wins, and continuously investing in people. As he enters the final stretch of his career, his focus is on embedding sustainable management systems that will continue to deliver value long after he’s gone. More: Cape Fear Public Utility Authority – https://www.cfpua.org City of Wilmington – https://www.wilmingtonnc.gov Chemours PFAS Information – https://www.chemours.com Aquasight Website: https://aquasight.io/

August 26, 202542 min

"Water Found Me" - with AWWA President Heather Collins

In this episode of 21st Century Water , we sit down with Heather Collins, president of the American Water Works Association (AWWA) and operations leader at the Metropolitan Water District of Southern California. We trace Heather’s path from engineering intern to managing water treatment for 19 million people, hearing how she was drawn into the water industry by chance and has stayed ever since. Her career journey is rooted in a commitment to innovation, collaboration, and public service, and it shapes her priorities as AWWA president today. We discuss the scale and complexity of running one of the nation’s largest wholesale water operations, including the balancing act of hydrology, source water quality, demand planning, and emergency preparedness. Heather explains how her team maintains agility with five-layer-deep contingency plans and how their Climate Action Master Plan (CAMP) for Water aligns infrastructure, planning, and sustainability. Shifting to her role at AWWA, Heather outlines three key priorities: rebuilding public trust in water, cross-sector collaboration, and mentoring the next generation. She sees public trust as rooted in proactive communication, storytelling, and connecting with people on a human level. On collaboration, she’s committed to engaging water-intensive industries like tech, agriculture, and healthcare in dialogue, making AWWA the go-to resource for best practices and research. Her goal is for these industries to reference AWWA as the authoritative source on water. Mentorship is also central to her leadership. Heather aims to demystify water careers for students and workers across generations, often drawing direct links between their interests and potential water sector roles. She emphasizes the power of being present and giving younger professionals the “cliff notes” to accelerate their learning and career development. Heather also reflects on managing crises, highlighting her work on emerging groundwater contaminants like MTBE and perchlorate while a public health regulator. That experience reinforced her belief in the value of engineered, science-based solutions. We close with a look at technology’s role in water, where Heather embraces AI and advanced tools but insists we maintain a manual understanding to ensure resilience. Her legacy? To be remembered as a leader who led with kindness, purpose, and built lasting bridges—between people, sectors, and generations. Aquasight Website: https://aquasight.io/

August 6, 202538 min

How Cooperatives Offer a Future Business Model for Utilities- Del-Co Water's Success Story

In this episode of 21st Century Water , we sit down with Glenn Marzluf, CEO and General Manager of Del-Co Water, to explore the growth, innovation, and strategic leadership shaping one of Ohio's fastest-growing water utilities. With roots in civil engineering and a unique journey through municipal roles in Florida and Ohio, Glenn shares how intentional career steps and a deep sense of purpose led him to his current role. We trace Del-Co's origins from a rural cooperative founded in the 1970s to an expansive utility covering 830 square miles across eight counties. Glenn explains how Del-Co’s growth has been fueled by regional consolidation and a commitment to member-focused service, supported by a nimble governance model. This structure allows for flexible, proactive planning—like pre-engineering transmission lines for anticipated industrial users—and innovation in rate design. Glenn highlights their recent shift to an inclining block rate to encourage water conservation, a rare move in the Midwest, aimed at reducing peak-day demand and extending infrastructure lifespan. On infrastructure, Glenn outlines the utility’s deliberate investments: four treatment plants, several new elevated tanks, and significant capacity at their flagship Olentangy plant. Water quality is a priority, with upgrades like ultraviolet disinfection and an upcoming granular activated carbon retrofit to combat PFAS, disinfection byproducts, and taste/odor issues. Distribution strategies focus on resiliency and redundancy, ensuring the system remains robust and future-proof. Del-Co’s remarkable source water resiliency stems from 2.6 billion gallons of upground reservoir storage, allowing operational flexibility and water quality control unmatched by many peers. Their partnership with the City of Columbus on the Doutt Reservoir further strengthens supply. Technology adoption is another pillar. From IBM Maximo for asset management to Esri GIS and Oracle’s cloud-based customer system, Del-Co emphasizes scalable, cloud-based platforms. Glenn even discusses canine-led leak detection, a novel tool for maintaining low water loss in a modern, distributed network. Community engagement is intentional and deep-rooted. Del-Co has grown from an inward-facing utility to a community pillar, earning corporate citizenship honors and serving as a statewide training hub with its Wolf Water Center. Annual member meetings have evolved into educational open houses, reflecting a broader commitment to transparency and trust. As we look ahead, Glenn defines his legacy around securing sustainable source water, leveraging data and conservation to manage peak demand, and developing the next generation of leaders. Del-Co Water, under his guidance, is a case study in how cooperatives can drive 21st and 22nd century water excellence in both growth and governance. Del-Co Water Website: https://delcowater.org/ Aquasight Website: https://aquasight.io/

July 1, 202531 min

Farming, Methane, and Partnerships: The New Age of Wastewater with Matt Stouder

In this episode of 21st Century Water , we sit down with Matt Stouder, Executive Officer of the Metropolitan Wastewater Management Commission (MWMC) in Oregon, to explore how his leadership is driving operational resilience, environmental stewardship, and innovative thinking in wastewater management. We begin by learning how Matt’s rural upbringing and early exposure to water chemistry inspired a lifelong commitment to environmental protection and public service. His path from stormwater engineering to leading a regional utility reflects a deep-rooted belief in stewardship, collaboration, and giving back to the community. We then dive into the scale and structure of MWMC, which serves about 275,000 residents across Eugene and Springfield. Despite owning over $500 million in assets and operating a major treatment plant with a peak capacity of 277 MGD, the commission itself has no employees and operates through intergovernmental agreements—Springfield handles the administration and capital projects, and Eugene manages the operations. Matt emphasizes how strategic coordination is key to balancing daily operations with long-term capital investments, especially as the infrastructure ages. We discuss MWMC’s shift from expansion to asset renewal, including a strong focus on asset management and funding strategies. Incremental rate increases and a rate stabilization fund have helped buffer financial volatility, allowing the utility to maintain steady investment without burdening ratepayers. Matt also shares MWMC’s approach to innovation through projects like the biocycle farm, where biosolids are applied to hybrid poplar trees for local reuse, and a renewable natural gas facility that generates new revenue streams while reducing emissions. Communication and education emerge as central themes. From community partnerships and public outreach at local fairs to an award-winning Clean Water University program for fifth graders, MWMC prioritizes transparency and awareness. Matt's engineering background doesn't limit his commitment to public engagement; instead, it reinforces it. As we shift to environmental goals, Matt outlines how MWMC embraces a circular economy mindset. Instead of costly infrastructure like chillers, the utility addresses thermal pollution by planting trees along the McKenzie River, effectively reducing river temperatures while supporting watershed health. He also highlights how climate change is affecting local precipitation patterns, forcing the utility to adjust infrastructure capacity and operational readiness. Looking ahead, Matt is focused on a $300 million infrastructure renewal plan, transforming biosolids into a higher-value Class A product, and potentially expanding MWMC’s services to nearby communities through regionalization. He views himself as a custodian of the system, aiming to leave the utility stronger than he found it and prepared for the next generation. More: Metropolitan Wastewater Management Commission (MWMC): https://www.mwmcpartners.org Oregon Association of Clean Water Agencies (ORACWA): https://oracwa.org Northwest Natural Gas (NW Natural): https://www.nwnatural.com Willamette Riverkeeper: https://www.willametteriverkeeper.org National Association of Clean Water Agencies (NACWA): https://www.nacwa.org Pacific Northwest Clean Water Association (PNCWA): https://www.pncwa.org Aquasight Website: https://aquasight.io/

May 28, 202540 min

The Mid-Major Powerhouse of Wastewater Innovation - FRWRD's Eric Johnson

In this episode of 21st Century Water , we sit down with Eric Johnson, Executive Director of the Fox River Water Reclamation District (FRWRD), to unpack a unique leadership journey and explore a forward-thinking approach to water management. Eric’s path to running a regional wastewater agency is anything but conventional. Starting in public service at age 19 while in college, he transitioned from political roles to township supervisor, then city manager, and eventually into the water sector. What stands out is how he’s brought a legal and administrative mindset into a highly technical domain, focusing on assembling expert teams rather than becoming the technical expert himself. We dive into the scale and complexity of FRWRD’s operations—three plants serving over 200,000 residents across multiple counties, with a $24 million operating budget and up to $20 million in annual capital projects. Eric walks us through a strategic pivot the agency is undergoing: its first-ever facility master plan. This includes initiatives like implementing a digital twin, improving asset management, and exploring plant consolidation to drive efficiency. We also talk about regionalization. Eric makes a strong case for consolidating smaller wastewater utilities into regional agencies to improve cost-effectiveness, compliance, and service quality. He cites examples from his own district and explains the political and institutional barriers to broader adoption, highlighting the need for leadership willing to set aside control for the greater good of the community. Financially, FRWRD recently completed a rate study, aiming to keep costs fair and predictable while balancing regulatory pressures and infrastructure needs. Eric shares how the utility is pursuing alternative revenue streams, including water reuse and solar energy, to reduce the financial burden on ratepayers. He also emphasizes the importance of public communication, using scale, continuity, visibility, and plain language to help people understand the unseen but essential role wastewater infrastructure plays. Operationally, FRWRD faces challenges with aging infrastructure, rising costs, and a tightening labor market. Eric outlines efforts to modernize the organization—from equipping staff with better technology to launching workforce development partnerships and emphasizing leadership training. His passion for building high-performing, collaborative teams is clear, and he sees talent development as central to his long-term vision. Eric closes with reflections on legacy. For him, success means advancing regionalization, fostering innovation, and creating an environment where employees thrive—even if that means they eventually move on to bigger roles. He hopes FRWRD becomes known as a forward-thinking, mid-sized agency that others look to for leadership, innovation, and talent. More: Fox River Water Reclamation District: https://www.frwrd.com/ Aquasight Website: https://aquasight.io/

May 1, 202528 min

How a Small District in Colorado is Leading The West in Water Innovation

In this episode of 21st Century Water , we sit down with Andrea Cole, General Manager of Dominion Water & Sanitation District in Colorado. With a background in engineering and law, Andrea brings a multidimensional perspective to leading water, wastewater, and stormwater efforts in the fast-growing Sterling Ranch community. We begin by exploring her journey from a small town in Wyoming, where an early appreciation for natural resources sparked her passion for water. Her unique blend of technical knowledge and legal expertise has positioned her to address the regulatory, financial, and political challenges that utilities face today. We dive into Sterling Ranch’s model of sustainability, where renewable water is foundational—not an afterthought. Dominion, under Andrea's leadership, has helped position the community as a leader in water efficiency, achieving usage rates as low as 0.17 acre-feet per home annually. This mindset-first approach has shaped a culture where residents inherently value water as a finite resource. With only 10% of the community built out so far, Sterling Ranch is on track to grow to nearly 60,000 residents, with infrastructure in place to support long-term sustainability. We also look at Douglas County’s broader vision for growth, where Dominion plays a central role in establishing renewable water systems to support future economic development. A key highlight is the $34 million regional wastewater treatment plant set to break ground, which will treat reusable water and enable indirect potable reuse. This project also connects a nearby disadvantaged community to modern infrastructure and safe water, correcting long-standing issues with non-renewable, contaminated sources. Andrea emphasizes the importance of soft skills in leadership—stakeholder engagement, regulatory navigation, and political awareness—as often more critical than the technical engineering work itself. Her legal training enables her to view regulatory frameworks not as barriers but as tools for innovative problem-solving. We also discuss Dominion’s forward-thinking investment strategy, totaling over $70 million across wastewater, pump stations, and water pipeline projects in the coming years. Despite being a small and growing utility with only 11 employees, Dominion is leveraging its flexibility to adopt modern technology like GIS to enhance planning and operations. Workforce development is another key theme, with Andrea focusing on hiring people who thrive in dynamic environments and want to help shape the district’s future. She closes by expressing her vision for a legacy rooted in sustainability—a future where our great-grandchildren can enjoy water and nature just as we have. Links: Dominion Water & Sanitation District: https://www.dominionwsd.org Sterling Ranch Community: https://www.sterlingranchcolorado.com Douglas County Government: https://www.douglas.co.us American Rescue Plan Act: https://home.treasury.gov/policy-issues/coronavirus/assistance-for-state-local-and-tribal-governments/state-and-local-fiscal-recovery-funds Aquasight Website: https://aquasight.io/

April 2, 202535 min

Las Vegas'' Water Secret: How Southern Nevada Water Authority Manages Extreme Scarcity

In this episode of 21st Century Water , we sit down with John J. Entsminger, General Manager of the Southern Nevada Water Authority (SNWA) and the Las Vegas Valley Water District. John oversees the water supply for 2.5 million residents and 40 million visitors annually in one of the most water-stressed regions of the United States. He shares his journey from environmental law to leading a major water utility and highlights the pivotal moments that shaped his approach to water management, including the 2002 Colorado River drought and the 2007-2009 recession. John explains the vast scale of SNWA’s infrastructure, from its 250 miles of massive pipelines to the 7,000 miles of distribution lines in the Las Vegas Valley Water District. With climate change and cybersecurity as the biggest challenges facing water utilities, he emphasizes how SNWA has aggressively tackled conservation. Through innovative measures like removing non-functional turf, enforcing watering schedules, and deploying water enforcement officers, Southern Nevada has added 800,000 people since 2002 while reducing total water consumption by 35-40%. We discuss the importance of strategic investments, including a $1.5 billion low-lake-level pumping station at Lake Mead, designed purely for redundancy to secure supply. John also shares insights into international and interstate water negotiations, where he has played a key role in agreements involving the seven Colorado River Basin states and Mexico. He highlights the delicate balance of ensuring every party “loses” just enough to reach a compromise that sustains long-term water management. A key advantage for Las Vegas is its ability to recycle nearly 100% of indoor water use. Thanks to its unique geography, all wastewater is treated and returned to Lake Mead, allowing for legal return flow credits. The city’s only significant water losses come from outdoor irrigation, evaporative cooling, and septic systems, which SNWA is actively addressing. John also discusses their use of innovative leak detection technology, AI-powered predictive maintenance, and automated metering to enhance efficiency. One remarkable case study is how SNWA worked with Formula 1 to make the Las Vegas Grand Prix the first net-positive water race in history. By offsetting race-related water use with an atmospheric water generator installed at MGM, the event saved more water than it consumed. John sees AI playing an increasing role in optimizing pipeline maintenance and customer leak detection, making conservation even more effective. Another is the building 54 weirs, which are erosion-controlled structures to slow down the water. And over the last 20 years, the number one source of materials for those weirs is imploded old casinos. As we wrap up, John reflects on his legacy, emphasizing pragmatism and the importance of speaking truth to power. His leadership has positioned Southern Nevada as a global model for water conservation and resilience, proving that even in the face of extreme scarcity, strategic planning and innovation can secure a sustainable water future. More: Las Vegas Valley Water District: https://www.lvvwd.com/ Southern Nevada Water Authority: https://www.snwa.com/ Aquasight Website: https://aquasight.io/