21st Century Water

• 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.comAssociation of Metropolitan Water Agencies (AMWA): https://www.amwa.net00:00 - Introduction to 21st Century Water00:33 - Jeffrey Szabo’s Background and Government Experience03:15 - Transition to Suffolk County Water Authority07:30 - Building and Implementing a Strategic Plan10:40 - Culture Shift and Staff Empowerment15:15 - Overview of Water Infrastructure and Scale18:20 - Budget, O&M, and Capital Investments21:00 - Innovation and Future Planning24:00 - Addressing PFAS Proactively27:25 - Leadership in AMWA31:28 - Reflections on Legacy and Organizational Change34:53 - Closing Remarks Aquasight Website: https://aquasight.io/

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• 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/utilitiesSouth Platte Renew: https://southplatterenewco.gov/ Aquasight Website: https://aquasight.io/

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• 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.orgCity of Wilmington – https://www.wilmingtonnc.govChemours PFAS Information – https://www.chemours.com Aquasight Website: https://aquasight.io/

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• "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/

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• 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/

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