Lurie Transition
Inside the change
In May 2024, Daniel Lurie asked me to lead his mayoral transition. After his historic victory, the first unseating of an incumbent San Francisco mayor since 1991, we got to work. What we discovered was striking: San Francisco had no formal transition infrastructure. No procedures, no funding mechanism, no designated point person, and no standardized briefing materials.
The scope was massive: raising and managing a $3 million transition budget (and raising $3.5 million in pro bono support), hiring the first 30 leaders for the new administration, planning the inauguration (including security and insurance), and doing it all in 62 days while building the infrastructure from scratch.
What We Built
Our most significant accomplishment was restructuring city government to include four policy and operational directors overseeing distinct portfolios: public safety, housing and economic development, families, public health and well-being, and infrastructure, climate, and mobility. This wasn't just changing seats to say we did; it was about delivering on a promise to create accountability and break down silos that had prevented effective governance.
The transition team included remarkable leaders:
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Sam Altman - OpenAI CEO
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Joanne Hayes-White - Former Fire Chief
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Michael Tubbs - Former Stockton Mayor
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Ned Segal - Former Chief Financial Officer of Twitter
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José Quiñonez - Mission Asset Fund's
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Paul Yep - SF Chief of Police
Mayor Lurie has now taken office with a clear mandate for change, focusing on public safety, homelessness, and economic revitalization. The structures we put in place during the transition are enabling his administration to move quickly on these priorities.
For me, this experience crystallized something I've long believed: transformation happens at the intersection of vision and execution. You need both the imagination to see what's possible and the operational excellence to make it real.
Leading San Francisco's mayoral transition was one of the most intense professional experiences of my life. It was also one of the most rewarding. In 62 days, we didn't just transfer power; we transformed how power could be exercised more effectively in the service of our city.
As I reflect on this experience, I'm reminded that the best changes often come from outsiders and newcomers who aren't bound by "how things have always been done." Daniel Lurie's outside perspective, combined with our team's expertise in change management, created a unique opportunity to reimagine city government for the better.