MIACS is an independent auditing and compliance firm. We don't design systems, build them, or sell into them — we evaluate them, and hand the findings to the people accountable for what happens next.
To give municipal and utility leaders an independent, data-grounded view of their infrastructure's true condition and risk profile — so capital, compliance, and operational decisions are made on evidence rather than assumption.
MIACS will become Florida's most trusted independent infrastructure auditing and compliance firm — known for objective, defensible, and actionable assessments that improve decision-making, reduce risk, and strengthen public infrastructure governance.
Most firms that touch municipal infrastructure are paid, in some form, by what happens after the report is delivered — the design contract, the construction bid, the equipment order. MIACS isn't. We perform no design, construction, or product sales, which means there's no engagement on the other side of our findings to protect.
That independence is also why our deliverables hold up under scrutiny. A finding that doesn't lead anywhere except a budget decision has no reason to be anything other than accurate.
MIACS applies Lean Six Sigma's DMAIC framework as a structured analytical architecture for infrastructure audits — a discipline for making every conclusion traceable back to a dataset, a method, and a decision rule.
Not a manufacturing exercise — a discipline. Each phase forces the next one to be earned with data rather than assumed.
Request a ConsultationClient-facing, this discipline is packaged as the MIACS Infrastructure Intelligence Framework™ — Discover, Measure, Analyze, Coordinate, Sustain — five stages that map directly onto DMAIC's Define-Measure-Analyze-Improve-Control sequence, translated into the language of infrastructure decisions rather than process engineering.
The framework's origin is operational, not academic. While leading utility and public works operations at the City of Hallandale Beach, FL, Jeff and his team found a $300 million, 10–15 year Capital Improvement Plan with more than $128 million already identified — but listed, not formally prioritized. Applying a structured method built on risk-probability scoring, failure-history analysis, asset-age evaluation, population-impact analysis, and quantitative prioritization narrowed that list to the $85 million of projects that genuinely needed to happen within the first five years. That practice became the foundation for what is now the MIACS Infrastructure Intelligence Framework™. Read the full origin story →
Jeff founded MIACS after more than 30 years working every phase of municipal utility leadership — operations, maintenance, capital improvement, engineering, and administration — on the operating and emergency-response side of municipal infrastructure, the side that answers for a failure, not just the side that diagrams one. That vantage point is the foundation of the firm: every audit is built around the questions a city manager, commissioner, or board member actually has to answer in public.
His background spans municipal infrastructure leadership, public works operations, utility operations, and emergency management — disciplines that rarely sit in the same person, and that together produce a particular kind of audit: one that treats a pipe failure, a documentation gap, and a governance weakness as connected parts of the same risk picture, because in practice they usually are.
As a Six Sigma Black Belt, Jeff built the firm's methodology around DMAIC's core discipline: define the question precisely, measure before concluding, analyze before recommending, and build controls that outlast any one budget cycle or staff transition.
Across more than 30 years in municipal utility leadership, Jeff has worked every phase of the discipline — operations, maintenance, capital improvement, engineering, and administration — not just one corner of it. In that time, he has directed teams of more than 100 employees and annual operating budgets exceeding $39 million, advanced more than $128 million of a multi-year Capital Improvement Plan from planning into design and construction, and served simultaneously as a city's Emergency Management Coordinator. He carries a FEMA/NIMS emergency-management instructor background and has been invited to present on utility management and infrastructure performance to municipal peers across Florida through the Florida Benchmarking Consortium.
Jeff's prior role as Director of Public Works, City of Hallandale Beach, FL — including a Six Sigma–based initiative that measurably improved water-main-break response time — is documented in independent local reporting. See references →
Letters of recommendation from Jeff's municipal career, written by the people who worked alongside him.
He leads complex, around-the-clock essential services with calm, accountability, and a relentless focus on solutions — "a rare combination of strategist and operator."
More than three decades in utility management, public works, and emergency preparedness have made him "a proven leader, an expert in his field."
He connects operations, compliance, capital funding, and emergency management through "a people-first leadership style that municipal service demands."
He inherited a department facing real challenges and a staff shortage, and as they say, "righted the ship" — steering the start of more than $300 million in water, wastewater, and stormwater projects.
Letters of recommendation provided directly by each individual; full letters available upon request.
MIACS' methodology is informed by direct experience running municipal infrastructure programs and managing the emergencies that follow when they fail — water and wastewater operations, public works management, and the institutional controls that hold a utility's compliance program together (or don't). That experience shapes what we look for: not just whether an asset is old, but whether the organization around it has the data, documentation, and governance to know that — and to act on it before a failure forces the issue.