The Introduction
On February 12, 2026, Dillon Morgan Consulting and the Town of Flower Mound proudly celebrated the graduation of the Joint Regional Business Transformation Leadership (Green Belt) Cohort at Flower Mound Town Hall. This milestone was more than a graduation ceremony – it marked a powerful step forward in building a shared culture of innovation and continuous improvement across North Texas.
This regional cohort brought together leaders from the Town of Flower Mound, the City of Lewisville, and the City of Burleson. By learning side‑by‑side, participants were able to exchange ideas, confront common challenges, and strengthen collaboration across municipal boundaries – proving that transformation is even more powerful when cities learn together rather than in isolation.
The Journey: From Training to Real-World Results
Over a 90‑day journey, participants completed a structured Business Transformation Leadership curriculum rooted in Lean Six Sigma principles. They didn’t just attend training – they applied tools in real time to real problems.
The cohort began with instructor‑led sessions focused on process mapping, root cause analysis, stakeholder engagement, and data‑driven decision‑making. From there, each participant launched an improvement project in their home organization, supported by regular coaching and cross‑city cohort touchpoints.
Throughout the program, leaders engaged the staff closest to the work, collaborated across departments, benchmarked with peer cities, and built solutions grounded in evidence – not intuition. As one graduate put it, “No data in the first place = no way to prove you improved the process.” By graduation, the cohort had moved well beyond theory, delivering practical improvements that will continue to benefit employees and residents long after the class ended.
Projects Driving Impact
The projects emerging from this cohort reflect the breadth of local government services and the depth of each leader’s commitment to meaningful, measurable change. Together, they demonstrate how disciplined continuous improvement can transform everyday experiences for employees and residents.
1. Modernizing Travel Reimbursement – Town of Flower Mound
Led by Jeremy Brudwick, Budget Analyst, this project tackled a travel reimbursement process that staff described as confusing and time‑consuming. By listening to employees, mapping friction points, and piloting a redesigned workflow, the team eliminated redundant steps, clarified approval paths, and introduced automation and electronic routing—resulting in faster, more transparent reimbursements and reduced administrative burden.
2. Standardizing Internal Grants Management – City of Lewisville
Ashley Carlisle, Budget Manager, led efforts to address inconsistent timelines and uneven compliance in internal grants management. The team gathered baseline data that had not previously existed, benchmarked peer cities, and redesigned the intake and review workflow. These changes reduced policy violations, improved review consistency, increased visibility into grant activity, and strengthened long‑term operational sustainability.
3. Optimizing Quartermaster Operations – City of Lewisville
Guided by Nathan Fortune, Administrative Analyst, this project focused on modernizing Quartermaster operations. By consolidating fragmented workflows, tightening inventory controls, and reducing manual touchpoints, the team improved financial transparency, stabilized ordering patterns, and delivered timelier, more reliable support to internal customers.
4. Reducing Public Works Work Order Backlogs – City of Lewisville
Malcom Texeira, Streets & Drainage Interim Superintendent, led a project to confront aging backlogs and extreme cycle times in Public Works, including repair categories stretching into hundreds of days. Through root cause analysis, workload evaluation, removal of duplicate work orders, crew reorganization, and new operating procedures, the team slowed backlog growth, reduced administrative waste, improved scheduling visibility, and put controls in place to sustain improvements.
5. Streamlining New Material Processing at the Library – Town of Flower Mound
Jennie Spiess, Assistant Director of Library Services, led an effort to reduce the time required to move new materials from purchase to shelf. By standardizing steps, clarifying roles, and addressing key bottlenecks, the team shortened processing timelines so residents can access new resources sooner and enjoy a more consistent library experience.
6. Improving Boards & Commissions Application, Selection, and Onboarding – Town of Flower Mound
Under the leadership of Blake Manuel, Management Analyst, this project reimagined the Boards & Commissions applicant journey. The team clarified application requirements, reduced duplicative steps, and strengthened cross‑department coordination, creating a clearer, more efficient experience for residents and improving internal accountability throughout selection and onboarding.
7. Increasing Efficiency in Commercial Site Plan Review – City of Burleson
Emilio Sanchez, Development Services Deputy Director, focused on improving the commercial site plan review process, where complex coordination and repeated resubmittals were causing delays. By restructuring submittal sequencing, integrating planning staff more intentionally into review workflows, and reducing unnecessary amendment cycles, the project improved turnaround times and created a more predictable, developer‑friendly permitting experience.
Collectively, these projects illustrate how Green Belt leaders are using data, collaboration, and structured problem‑solving to deliver better experiences for employees, more reliable services for residents, and stronger stewardship of public resources.
Leadership Commitment
The success of the Flower Mound regional cohort was made possible by the commitment of city leaders who chose to invest in their people and processes. Executives from Flower Mound, Lewisville, and Burleson encouraged teams to bring forward real challenges, supported them in gathering data and testing ideas, and created space for experimentation and learning.
By backing this program, leaders signaled that transformation is not a side project but a core responsibility of modern public service. They affirmed that front‑line staff and mid‑level leaders have a crucial role to play in redesigning how government works—one process at a time.
DMC’s Role
Dillon Morgan Consulting was honored to partner with the Town of Flower Mound, the City of Lewisville, and the City of Burleson in this regional cohort. Our role was to provide the structure, tools, and coaching—from Lean Six Sigma methods to project tracking and stakeholder engagement frameworks—so that leaders could move from insight to execution with confidence. The real credit belongs to the participants and their organizations. They are the ones who gathered the data, facilitated tough conversations, built new workflows, and delivered the results celebrated at graduation.
Looking Ahead
The Flower Mound regional cohort proves what’s possible when cities commit to building internal transformation capability and learning together. The graduates now return to their organizations with a shared language for improvement, a tested methodology, and the confidence that comes from leading change on real projects.
As these Green Belts continue to apply what they’ve learned and as more regional cohorts are launched – the impact will multiply across departments and across North Texas. Continuous improvement in local government is no longer an abstract goal; it is a lived practice that is reshaping how services are delivered, one process and one leader at a time.
