Harold C. Samms III — Senior Transit Executive

Career Timeline

29 Years of
Building Excellence

Overlapping tenures reflect concurrent military service and private sector career.

Deputy Executive Director — LAMP Performance

Los Angeles World Airports (LAWA)

🏛️ 2016 – Present

Executive leading the establishment of LAWA's first rail transit agency and overseeing operational readiness, performance management, and stakeholder integration for the $5.5B APM (SkyLink) and $2B ConRAC at LAX. Manages a division of 20+ direct staff and 100+ contractor/vendor personnel with $150M+ annual capital budget and $6M operating budget authority across a 25-year P3 program.

Founded LAWA's first rail transit agency to own, govern, and operate SkyLink — a 2.25-mile, 6-station, 44-vehicle APM projected to serve 30 million annual passengers at 10,000 passengers/hour at peak capacity.
Serves as executive liaison between LAWA's LAMP program and the Board of Airport Commissioners, Los Angeles City Council, and federal oversight agencies — navigating complex political environments and ensuring transparent program accountability.
Exercises full fiduciary accountability for a $150M+ annual capital budget and $6M operating budget across a 25-year, $7.5B P3 program — managing federal funding compliance, multi-year resource allocation, and financial performance reporting.
Overseeing activation of the LAX SkyLink APM ahead of the 2028 Summer Olympics, ensuring the system is fully operational, reliable, and scaled to serve tens of millions of additional passengers.
Created and launched LAWA's first annual APM Safety Summit — convening LAPD, LA Metro, Airport Police Division, LAFD, and all relevant LAWA departments to align safety protocols before SkyLink goes live.
Launched and built LAWA's LAMP Performance Division from inception — defining organizational structure, staffing, strategic mission, and performance management frameworks.
Oversees full operational readiness for the LAX APM including commissioning, scenario testing, stakeholder walkthroughs, tabletop exercises, and activation readiness.
Implemented robust KPI monitoring systems and performance dashboards across all LAMP partners, driving a culture of operational transparency and continuous improvement.

Key Highlights

$7.5B Capital Program Delivery

Founded LAWA's first Rail Transit Authority

Founded LAWA's first intergovernmental transit governance framework

Preparation of LAWA's transit system for 2028 Olympics

Creation and launch of APM Safety Summit

$5.5B APM Program25-Year P32028 OlympicsFounded Transit Agency$150M+ Capital Budget

Director — Service Delivery

Jacksonville Transportation Authority (JTA)

2014 – 2023

Led all operations, maintenance, safety, technology, and innovation for the JTA Skyway Monorail — a legacy elevated APM system serving downtown Jacksonville. Managed a 40-person team and $10M annual operating budget with full system lifecycle responsibility.

Rebuilt JTA's standing with FDOT and FTA — reducing outstanding regulatory audit findings by 96% and restored the agency's reputation as a trustworthy steward of public transit infrastructure.
Pioneered use of 3D printing to reverse engineer and fabricate discontinued replacement parts for legacy APM vehicles, extending operational life and eliminating costly equipment dependencies.
Directed JTA's AV "Test and Learn" program for approximately two years — one of the first transit agency-operated autonomous vehicle deployments in the U.S., advancing the national conversation on AV integration in public transit.
Partnered with Mayo Clinic to deploy autonomous vehicles for COVID-19 test kit delivery — earning national media coverage and industry recognition as a breakthrough real-world application of AV technology.
Eliminated paper-based maintenance tracking by migrating technicians to fully electronic work records and digital failure logs — accelerating real-time communication of system failures and improving system-wide situational awareness.
Reduced operating costs by more than $1M; saved approximately $1M over four years on motor repairs and $460K over four years by bringing APU and inverter repairs fully in-house.
Drove on-time preventive maintenance from 60% in 2013 to 100% in 2019 — a complete operational turnaround that eliminated backlogs and improved system reliability.
Reduced corrective maintenance from over 70% to under 30% in two years through disciplined reliability-centered maintenance practices.

AV InnovationRegulatory TurnaroundP3 Capital Programs100% PM On-Time Rate

Superintendent — Maintenance Operations Center

Washington Metropolitan Area Transportation (WMATA)

2009 – 2014

Oversaw all day-to-day maintenance activities across 117 miles of WMATA heavy rail, directly managing 5 Assistant Superintendents and a staff of 100+ across MOC supervisors, track, ATC, power, and elevator/escalator technicians.

Developed and implemented WMATA's first structured training and certification framework for 100+ maintenance staff in a fully unionized environment — reducing critical procedural errors by more than 60% and earning the 2013 Maintenance Operations Superintendent of the Year Award.
Assigned as Project Lead for the design requirements and commissioning of WMATA's new rail control center — a mission-critical infrastructure investment requiring tight coordination across engineering, operations, and IT.
Promoted from Assistant Superintendent to Superintendent within two years, recognized for operational leadership, process innovation, and staff development.
Reduced lockout/tagout errors for scheduled track maintenance by more than 60% through procedural redesign and frontline accountability programs.

🏆 Superintendent of the Year 2013100+ Staff117-Mile Heavy Rail Network

Senior Vehicle Engineer | Project Engineer | Project Liaison

Bombardier Transportation

1997 – 2009

Established a deep technical foundation in automated people mover systems through progressively responsible roles supporting DFW Skylink, Las Vegas Monorail, JFK AirTrain, and JTA Skyway — shaping later executive leadership in operations, modernization, and system governance.

Led design, testing, commissioning, and technician training for 50+ staff on DFW Skylink APM; served as Project Engineer on Las Vegas Monorail CBTC system and Project Liaison for JFK AirTrain ATC installation — managing integration, contractor coordination, and budget closeout across all three major programs.
Received the 2007 Bombardier Engineering Award for resolving critical design issues with the INNOVIA APM 300 vehicles; received the 2002 Engineering Award for completing DFW rail yard ATC installation ahead of schedule and within budget.
Developed deep expertise in APM system architecture, vehicle design, train control, software troubleshooting, and lifecycle maintenance.

2007 & 2002 Engineering AwardsDFW SkylinkLas Vegas MonorailJFK AirTrain

Electronics Team Chief

United States Army & National Guard

1991 – 2007

Forged the leadership foundation underlying every subsequent professional role by learning to lead people, manage complex electronics systems, and drive mission readiness through active and reserve military service.

Managed and trained 70 soldiers on electronic systems maintenance in demanding field conditions — leading mobile maintenance teams and developing new maintenance concepts and networking processes.
Received the 1995 Army Noncommissioned Officer Honor Graduate Award for excellence across all phases of academic and military training.

NCO Honor Graduate 1995Military DisciplineLeadership Foundation

Work Experience

Deep Expertise
Across Every Tier

Los Angeles World Airports (LAWA)

Deputy Executive Director — LAMP Performance

2016 – Present

Los Angeles, CA

🏛️ Founded LAWA's First Rail Transit Agency

Spearheading establishment of LA World Airports' first-ever rail transit agency to own, govern, and operate SkyLink — a 2.25-mile, 6-station, 44-vehicle APM projected to serve 30 million annual passengers at 10,000 passengers/hour at peak capacity.

💰 $150M+ Enterprise Financial Oversight

Exercises full fiduciary accountability for a $150M+ annual capital budget and $6M operating budget across a 25-year, $7.5B P3 program — managing federal funding compliance, multi-year resource allocation, and financial performance reporting to elected and appointed oversight bodies.

🏛️ Intergovernmental & Board Accountability

Serves as executive liaison between LAWA's LAMP program and the Board of Airport Commissioners, Los Angeles City Council, and federal oversight agencies — navigating complex political environments and ensuring transparent program accountability.

🏅 2028 LA Olympics Transit Readiness

Overseeing activation of the LAX SkyLink APM ahead of the 2028 Summer Olympics, ensuring the system is fully operational, reliable, and scaled to serve tens of millions of additional passengers as Los Angeles hosts the world's largest sporting event.

🚨 Launched APM Safety Summit

Created and launched LAWA's first annual APM Safety Summit — convening LAPD, LA Metro, Airport Police Division, LAFD, and all relevant LAWA departments to align safety protocols, define cross-functional roles, and build collaborative relationships before SkyLink goes live.

📊 LAMP Performance Division — Built from Inception

Launched and built LAWA's LAMP Performance Division from the ground up — defining organizational structure, staffing, strategic mission, and performance management frameworks for a first-of-its-kind program oversight function.

Key Highlights

$7.5B Capital Program Delivery

Founded LAWA's first Rail Transit Authority

Founded LAWA's first intergovernmental transit governance framework

Preparation of LAWA's transit system for 2028 Olympics

Creation and launch of APM Safety Summit

Key Strengths: $5.5B APM Program · 25-Year P3 · Founded Transit Agency · 2028 Olympics · $150M+ Capital Budget · Intergovernmental Relations

In the Field

Team Recognition — LAMP team receives program award at LAX Terminal

APM Safety Summit — Coordinating with LAPD and Airport Police Division on-site at the APM facility

Site Leadership Tour — Harold leading stakeholder walkthrough at the LAX APM construction site

LAX Program Address — Harold addressing program stakeholders and partners at LAX

Jacksonville Transportation Authority (JTA)

Director — Service Delivery

2014 – 2023

Jacksonville, FL

📈 Agency Credibility Turnaround

Rebuilt JTA's standing with FDOT and FTA — reducing outstanding regulatory audit findings by 96% and restored the agency's reputation as a trustworthy steward of public transit infrastructure, unlocking federal funding access.

🖨️ 3D Printing Innovation

Pioneered use of 3D printing to reverse engineer and fabricate discontinued replacement parts for legacy APM vehicles, extending operational life and eliminating costly equipment dependencies.

🚌 Autonomous Vehicle Leadership

Directed JTA's AV "Test and Learn" program for approximately two years — one of the first transit agency-operated autonomous vehicle deployments in the U.S., advancing the national conversation on AV integration in public transit.

🏥 Mayo Clinic AV Partnership

Partnered with Mayo Clinic to deploy autonomous vehicles for COVID-19 test kit delivery — earning national media coverage and industry recognition as a breakthrough real-world application of AV technology in healthcare logistics.

✅ 100% Preventative Maintenance Rate

Drove on-time preventive maintenance from 60% in 2013 to 100% in 2019 — a complete operational turnaround that eliminated backlogs, improved system reliability, and reduced corrective maintenance from over 70% to under 30% in two years.

💰 $2M+ in Cost Savings

Reduced operating costs by more than $1M through vendor restructuring; saved approximately $1M over four years on motor repairs and $460K over four years by bringing APU and inverter repairs fully in-house — all with zero service interruptions.

💻 Digital Maintenance Transformation

Eliminated paper-based maintenance tracking by migrating technicians to fully electronic work records and digital failure logs — accelerating real-time communication of system failures and improving system-wide situational awareness.

Key Strengths: AV Innovation · Regulatory Turnaround (8 audit findings → 1) · 100% PM On-Time Rate · Cost Reduction · P3 Capital Programs
✦ FTA & FDOT regulatory credibility restored: 8 audit findings → 1

Washington Metropolitan Area Transportation (WMATA)

Superintendent — Maintenance Operations Center

2009 – 2014

Washington, DC

🏆 Superintendent of the Year (2013)

Developed and implemented WMATA's first structured training and certification framework for 100+ maintenance staff in a fully unionized environment — reducing critical procedural errors by more than 60% and earning the 2013 Maintenance Operations Superintendent of the Year Award.

🏗️ Rail Control Center Design Lead

Assigned as Project Lead for the design requirements and commissioning of WMATA's new rail control center — a mission-critical infrastructure investment requiring tight coordination across engineering, operations, and IT teams.

📈 Rapid Promotion

Promoted from Assistant Superintendent to Superintendent within two years, recognized for operational leadership, process innovation, and staff development across one of the nation's most complex rail maintenance environments.

✅ 60% LOTO Error Reduction

Reduced lockout/tagout errors for scheduled track maintenance by more than 60% through procedural redesign and frontline accountability programs — demonstrating commitment to safety culture and regulatory compliance.

👥 100+ Direct Reports

Directly managed 5 Assistant Superintendents and a staff of 100+ across MOC supervisors, track, ATC, power, and elevator/escalator technicians across 117 miles of heavy rail.

🎖️ Employee Recognition Program

Implemented an employee recognition program to reinforce safety culture through attention to detail in work order management for corrective and preventive maintenance across the full WMATA network.

Key Strengths: Large Transit Authority · Safety Culture · Workforce Development · Executive Leadership · 117-Mile Heavy Rail Network

Bombardier Transportation

Senior Vehicle Engineer | Project Engineer | Project Liaison

1997 – 2009

Multi-Site, USA

Led design, testing, commissioning, and technician training for 50+ staff on DFW Skylink APM — managing integration, contractor coordination, and budget closeout for one of the nation's flagship airport APM systems.

Served as Project Engineer on Las Vegas Monorail CBTC system — led communication-based train control testing and identified design modifications to meet contract specifications.

Served as Project Liaison for JFK AirTran ATC installation — overseeing integration of the full 8-mile light rail system on time and within budget.

Received the 2007 Bombardier Engineering Award for resolving critical design issues with the INNOVIA APM 300 vehicles.

Received the 2002 Engineering Award for completing DFW rail yard ATC installation ahead of schedule and within budget.

Developed deep expertise in APM system architecture, vehicle design, train control, software troubleshooting, and lifecycle maintenance across multiple major programs.

Key Strengths: APM Systems Engineering · DFW Skylink · Las Vegas Monorail · JFK AirTrain · 2007 & 2002 Engineering Awards

United States Army & National Guard

Electronics Team Chief

1991 – 2007

Multiple Locations

Managed and trained 70 soldiers on electronic systems maintenance in demanding field conditions — leading mobile maintenance teams and developing new maintenance concepts and networking processes.

Led mobile maintenance teams and developed new maintenance operations concepts — building creative problem-solving skills in resource-constrained environments that directly informed later transit leadership.

Managed, requisitioned, and distributed repair parts — establishing supply chain discipline and asset management practices applied throughout a subsequent 29-year transit career.

Received the 1995 Army Noncommissioned Officer Honor Graduate Award for excellence across all phases of academic and military training.

Concurrent military service alongside private sector career provided the discipline, resilience, and people-leadership foundation underlying every executive role that followed.

Key Strengths: Military Discipline · Leadership Foundation · Electronics Systems · Resource Management · NCO Honor Graduate 1995

Project Portfolio

Landmark Projects,
Delivered.

Latest Projects — 2026

2026

Automated People Mover (APM) — LAX SkyLink

Executive Lead — Operational Readiness & Delivery

Provided executive leadership and operational oversight for the delivery and readiness of the Automated People Mover system at Los Angeles International Airport — coordinating operations, safety certification, systems integration, emergency preparedness, and stakeholder alignment to transition the rail system from construction into safe and reliable passenger service within one of the busiest airport environments in the world.

APM System Safety Certification Systems Integration LAX 2028 Olympics

Latest Projects — 2024

2024

Consolidated Rent-A-Car (ConRAC) Facility — LAX

Executive Lead — Operational Integration & Readiness

Led operational integration and readiness efforts for the Consolidated Rent-A-Car facility as part of the broader Landside Access Modernization Program — overseeing passenger flow coordination, operational communications, emergency response integration, customer experience planning, and stakeholder coordination to support the successful activation and long-term operational performance of the facility.

LAMP Program Operational Readiness Stakeholder Integration LAX

Prior Projects — 2022 to 1999

2022

U2C Phase II — Skyway Infrastructure Conversion

Project Lead / Subject Matter Expert

Led the 30% design phase of the Ultimate Urban Circulator — a landmark P3 to convert the Skyway into a modern autonomous circulator, representing the future of urban mobility innovation.

P3 Initiative Capital Program Autonomous Vehicles Transit Innovation

2021

LaVilla Station — Platform Edge Early Warning System

Subject Matter Expert

SME on design, installation, and commissioning of new station platform and Early Warning System (EWS) at JTA's regional transportation headquarters.

Station Infrastructure Safety Systems Capital Delivery

2021

Automated Train Control System Upgrade

Subject Matter Expert

Led upgrade of legacy serial modems to fiber optic devices for Automated Train Supervision — modernizing the communications backbone for next-generation operations.

Systems Integration Technology Modernization ATC Upgrade

2019

U2C Test & Learn Track

Designer & Project Manager

Designed and managed Florida\'s first autonomous vehicle test track — the foundation for JTA\'s landmark U2C capital initiative and a blueprint for next-generation transit systems.

Autonomous Vehicles Capital Initiative Innovation

2012

WMATA Control Center Migration

Project Director

Directed design, installation, and testing of new control center and ATC system upgrade. Seamless DC-to-Landover cutover with zero service disruption.

Control Center ATC Upgrade Risk Management

2003

DFW Skylink APM — Bombardier Innovia

Senior Vehicle Engineer

Managed design, testing, and training. Identified major braking system design defect; recommended engineering corrections. Directly applicable to modern APM operations.

APM Engineering Bombardier/Alstom DFW

2003

Las Vegas Monorail CBTC

Systems Lead

Led testing for new communication-based train control system. Identified design modifications to meet contract specifications.

CBTC Monorail Systems Testing

1999

JFK AirTran Light Rail System

Lead Engineer

Orchestrated design, integration, installation, and commissioning of the complete 8-mile system — delivered on time and within budget.

Rail Systems On Time & Budget

Leadership Blueprint

30 · 60 · 90 Day
Leadership Blueprint

A deliberate, people-first approach to building trust, creating alignment, and delivering results.

Days 1–30

Phase I — Listen & Learn

Engage with the Board, member cities, employees, and riders to understand perspectives, identify challenges, and begin building the trust and relationships essential for long-term success

Experience the system firsthand — riding buses and trains, visiting operations and maintenance facilities, spending time with frontline staff

Create space for candid conversations with operators, technicians, dispatchers, supervisors, union representatives, city leaders, and community partners

Identify where trust needs strengthening, where DART is succeeding, and where the most significant risks and opportunities exist

Days 31–60

Phase II — Assess & Align

Conduct a candid assessment of DART's current position, opportunities, and challenges, while aligning leadership and stakeholders around a focused set of organizational priorities

Work closely with the Board and leadership team to evaluate operational performance, financial position, organizational culture, and strategic opportunities

Establish a clear set of priorities that can guide decision-making across the organization with discipline and focus

Align leadership around shared priorities and create organizational clarity about where DART is headed and how decisions will be made

Days 61–90

Phase III — Act & Communicate

Begin advancing key priorities, demonstrate early progress, and maintain transparent, consistent communication with the Board, member cities, employees, and riders

Launch priority initiatives identified through the assessment and alignment process across operations, finance, stakeholder relations, and customer experience

Establish a framework for transparent communication and accountability so stakeholders understand what decisions are being made and why

Build confidence and momentum around a shared vision — reinforcing trust through consistent action, open communication, and measurable progress

Phase I · Days 1–30

Listen & Learn

Listening Before Leading

Throughout my career in transit, I have learned that the most effective leaders do not arrive with predetermined answers. They begin by understanding the organization as it truly operates — not simply through reports, dashboards, or briefing books, but through the experiences of the people who deliver service every day.

That is why my first thirty days will be focused on listening, learning, and building relationships. Before priorities are set or decisions are made, it is essential to understand the perspectives of those who know the organization best: Board members, member cities, employees, labor partners, riders, and community stakeholders.

This is not a passive approach. It is a deliberate leadership strategy. The most valuable insights rarely emerge from formal presentations. They come from direct conversations, firsthand observations, and a willingness to listen before acting.

What I Need to Understand

Where trust needs to be strengthened

Understand where relationships have become strained, why those challenges exist, and what opportunities are available to rebuild confidence among employees, member cities, riders, and stakeholders.

Where DART is succeeding

Identify teams, practices, and accomplishments that are delivering value and can serve as a foundation for future progress.

Where the most significant risks and opportunities exist

Identify operational, financial, organizational, and community challenges early so the organization can move forward with focus, transparency, and purpose.

Phase II · Days 31–60

Assess & Align

Turning Insight into Direction

The first thirty days are dedicated to understanding DART's realities, strengths, and challenges. The next thirty days are about translating those insights into a clear, shared direction for the organization.

This phase is about alignment. Successful transit agencies do not move forward because everyone agrees on every issue. They move forward because leaders establish clarity around priorities, communicate expectations, and create a shared understanding of what success looks like.

I will assess what is working well, where improvement is needed, and where resources should be focused to create the greatest impact for riders, employees, and member cities.

What I Hope to Achieve

Clear picture of DART's current position

An honest assessment of organizational strengths, challenges, risks, and opportunities.

Leadership aligned around shared priorities

Build consensus on the initiatives and outcomes that deserve immediate focus and collective energy.

Organizational clarity

Ensure employees, stakeholders, and Board members understand where DART is headed and how decisions will be made.

Phase III · Days 61–90

Act & Communicate

Building Momentum Through Action

Trust is built through listening, but it is sustained through execution. Employees, riders, member cities, and Board members deserve to see that the insights gathered during the first two phases are leading to meaningful progress.

This is where priorities become plans, commitments become actions, and expectations become measurable outcomes. Equally important, I will establish a framework for transparent communication and accountability.

Leadership is not simply about making decisions. It is about creating confidence that the organization is moving in the right direction and that progress is being monitored openly and honestly.

What I Hope to Achieve

Launch priority initiatives

Begin executing on the most critical actions identified through the assessment process.

Demonstrate early progress

Identify opportunities to deliver meaningful improvements while laying the groundwork for longer-term success.

Strengthen accountability and transparency

Establish regular communication with the Board, employees, member cities, riders, and stakeholders regarding priorities, progress, and performance.

The first ninety days are not about solving every challenge facing the organization. They are about establishing trust, creating alignment, and building the foundation for sustainable success. By listening carefully, assessing honestly, and acting decisively, DART can move forward with clarity, purpose, and confidence.

5 Principles I Lead By

Leadership
Principles

My leadership philosophy has been shaped by years of serving transit organizations through periods of growth, challenge, and transformation. These principles guide how I lead, make decisions, and build partnerships.

Put People at the Center

Transit exists to connect people to opportunity, and every decision ultimately impacts the communities we serve. Whether evaluating service, operations, finances, or organizational priorities, leadership must remain grounded in the needs of riders, employees, and stakeholders.

Strong organizations are built when people feel valued, heard, and empowered to contribute to the mission. By keeping people at the center of decision-making, we create better outcomes for the workforce, our communities, and the agency as a whole.

People-FirstCommunity FocusEmployee Empowerment

Build Trust Through Action

Trust is the foundation of every successful organization. It is earned through consistency, transparency, and follow-through — not through words alone.

Leaders build credibility by listening carefully, communicating honestly, honoring commitments, and remaining visible during both successes and challenges. Trust takes time to establish, but it enables organizations to navigate change, solve difficult problems, and move forward together.

TransparencyConsistencyCredibility

Lead with Candor & Accountability

Effective leadership requires honesty about both successes and challenges. Difficult issues do not improve when they are avoided; they improve when they are acknowledged, addressed, and managed responsibly.

I believe in creating an environment where concerns can be raised openly, decisions are made transparently, and leaders at every level are accountable for results. Candor builds confidence, strengthens relationships, and creates a culture of continuous improvement.

CandorAccountabilityContinuous Improvement

Strengthen the Foundation First

Long-term success depends on getting the fundamentals right. Reliable service, safe operations, strong financial stewardship, and a supported workforce are the foundation upon which innovation and growth are built.

Before pursuing new initiatives, leaders must ensure the organization has the systems, processes, and resources necessary to deliver on its core responsibilities. Sustainable progress begins with operational excellence.

Operational ExcellenceFinancial StewardshipSafety First

Stay Connected to the Front Line

The people closest to the work often have the clearest understanding of what is working, what is not, and where opportunities for improvement exist. Leaders should remain visible, accessible, and engaged throughout the organization.

By listening to employees, spending time in the field, and maintaining a direct connection to daily operations, leaders gain the insight necessary to make informed decisions and build stronger organizations. These principles will guide my approach during the first ninety days and beyond.

Frontline VisibilityField EngagementInformed Decision-MakingServant Leadership

Harold C.
Samms III

Built for this
moment.

29 Years of
Building Excellence

Deep Expertise
Across Every Tier

Results speak
for themselves.

Skills for
Executive Leadership

Landmark Projects,
Delivered.

30 · 60 · 90 Day
Leadership Blueprint

Leadership
Principles

Why I'm the Right
Leader for This Role

Credentials That
Back the Leadership

Giving Back,
Earning Trust

Community Outreach

Recommendations

Ready to Lead
What's Next

Harold C.Samms III

Built for thismoment.

29 Years ofBuilding Excellence

Deep ExpertiseAcross Every Tier

Results speakfor themselves.

Skills forExecutive Leadership

Landmark Projects,Delivered.

30 · 60 · 90 DayLeadership Blueprint

LeadershipPrinciples

Why I'm the RightLeader for This Role

Credentials ThatBack the Leadership

Giving Back,Earning Trust

Community Outreach

Recommendations

Ready to LeadWhat's Next

Harold C.
Samms III

Built for this
moment.

29 Years of
Building Excellence

Deep Expertise
Across Every Tier

Results speak
for themselves.

Skills for
Executive Leadership

Landmark Projects,
Delivered.

30 · 60 · 90 Day
Leadership Blueprint

Leadership
Principles

Why I'm the Right
Leader for This Role

Credentials That
Back the Leadership

Giving Back,
Earning Trust

Ready to Lead
What's Next