After more than 15 years driving change across Washington, DC, one thing remains at the core of everything Delano Hunter does: a spirit of service.

As Director of the District of Columbia Department of General Services (DGS), he oversees a large portfolio of more than 3.7 million square meters of public infrastructure in the country’s capital.

For Hunter, however, the role is more than a professional responsibility. As a native of DC who grew up benefiting from the same institutions he now helps maintain and modernize, his approach to public service comes with a deep personal commitment to the city and its residents.

“I am a public servant at heart. That’s the connective tissue of many of my experiences,” he says. “No matter what we do and who we work for, nearly everything can be a platform to serve and help others.”

In conversation with The CEO Magazine, Hunter reflects on the lessons that have defined his leadership journey, the influence of his early career at Nike and why trust, accessibility and long-term stewardship remain at the heart of creating spaces that serve generations.

You’ve served more than a decade in leadership roles across different agencies. How has each step along that journey shaped the way you lead today?

When I led a smaller agency like Serve DC with less than 12 full-time employees, you had to get your hands dirty and learn procurement and HR and manage your budget to the penny. That experience helped me to learn how government works. I also formed relationships across government with mentors and colleagues who have helped me at each step of my career.

Before entering public service, you worked for Nike. What lessons from the private sector influence your approach to innovation and workforce development?

Nike has ‘maxims’, which I have adopted. They have informed my approach to my work in government. Guiding principles like ‘be a sponge’, ‘evolve immediately’, ‘master the fundamentals’ and ‘stay on offense, always’ are core to who I am.

Nike’s focus on the consumer is something I also think about a lot. Of course, there are differences; in the work of government, the consumer is the constituent. Unlike with Nike, our consumer doesn’t always have a choice of what school to attend or what recreation facility to utilize. But I try to approach my work as if they do and we do our very best to meet their expectations for high-quality facilities.

DGS touches nearly every part of the community’s daily life. How important is community input and trust to the work DGS does? 

Quite frankly, it is an expectation from residents and they are vocal when they feel that they are not being heard. It’s a bit of art and science. Of course, there are trade-offs and usually a nexus to resources and budget. This is especially the case in capital construction.

I have learned it takes real time and effort to build trust with constituents. At the end of the day, the best way to build trust is to remain accessible and follow through on what you say you will do.

With the agency’s massive and complex portfolio – ranging from construction to energy management – what are the biggest challenges in balancing modernization, sustainability and equity across such a broad operation?

Funding. As I like to joke with my colleagues, we do ‘maintenance’ not ‘magic’.

We have been able to improve facility reliability in recent years, thanks to Mayor Bowser’s investments in small capital projects – heating, ventilation and air conditioning systems, roofs, boilers – expanding our preventive maintenance program and dedicated funding to close work orders. That’s the formula.

While DC still has a healthy and resilient economy, there are budget challenges that will lead to reductions in our budget. We must be even more creative, entrepreneurial and even better stewards of the taxpayer resources entrusted to us.

Throughout your career, you’ve earned national recognition for your work in strengthening public infrastructure growth. What lessons from your past successes are shaping your priorities at DGS?

Many of these accolades are from the work of our Capital Construction Services Division. I am fortunate to work alongside some of the most talented and dedicated public servants and partners in the country. It’s my job to empower them, fight the battles that I am best positioned to take on from my perch and, ultimately, get out of their way.

I’m proud that we are a leader in the United States on delivering green facilities with award-winning designs. These accomplishments are also a reflection of the many dedicated design and construction partners that we work with.

As a Washington, DC native, how does your connection to the city affect the way you make decisions?

This work is very personal for me. I am a product of Washington, DC’s institutions. I attended public schools, utilized the libraries and recreation centers. My first job was through the Summer Youth Employment Program.

I strive to do my very best to ensure that every youth matriculating through these same institutions has it even better than I did. I know how important facilities are to the work of government. The more reliable they are, the more consistent service delivery can become.

What legacy do you hope to leave through your impact on the district?

In simple terms, I want to be known as someone who cares about people and is relentless in improving services for them. It is important that this work is not just quantifiable through awards, KPIs and stats, but that it is also tangibly felt in the lives of residents. I get so much joy and fulfillment driving past a new school or playground that we have delivered and knowing that it will serve generations of residents.