Naveen K. Jain: 2023 candidate for Oak Brook Village Board

Bio

Town: Oak Brook

Age on Election Day: 62

Occupation: Management consulting

Employer: Retired Accenture and PwC Managing Director

Previous offices held: Oak Brook Police and Fire Commissioner, Oak Brook Planning Commission, Trinity Lakes HOA board member

Q&A

Q: What is the most serious issue your community will face in the coming years and how should the village board respond to it?

A: Role as village trustee is to safeguard and protect the community and to enhance the value of our investments. Safety is the #1 priority - we need to have a holistic approach to address safety. We should look at all areas like: police patrolling, lighting, technology/LPR etc.

Secondly, resident transparent communication and engagement has been lacking and needs to be proactively addressed.

Thirdly, residential revitalization has been an after thought. We need a vision and associated standards that needs to be reflected in all our decisions, develop a vision for all HOA along with the commercial and retail areas.

Fourth, Smart development that reflects the strategic vision and image of Oak Brook is a must. We need to have a proactive vision rather than respond to requests. We need to adhere to the value for our residents foremost and then ensure our decisions are consistent with the vision for the community.

Q: How would you describe the state of your community's finances?

A: The state of the finances are very good. That said, we are a village and not a bank. Our reserves are at an all-time high. Yes, we need financial discipline, but we need to make smart investments to grow the community and enhance the value of our investments. We need to update our village systems and processes so we can scale our services efficiently as we grow. We need to invest in protecting our community. We have amazing assets but we need to bring them alive to raise our value in people's minds.

Q: What should be the three top priorities for spending in your community during the next four years?

A: Priority #1 - Invest in the security of our community by investing in a holistic approach e.g. increased police patrolling, lighting to eliminate dark corners where people can hide, collaboration with neighboring communities. Priority #2 - Residential revitalization - our communities are different from each other in many ways. We need to proactively support these HOA's to address there challenges by leveraging relationships with county and state, we need to support them to maintain our image standards. Priority #3 - Smart development decisions. We have some residential communities (a few) that border residential areas. We need to ensure that those decisions add value to our communities not reduce their value. Other areas we need to be have a proactive vision and strategy as to what is consistent with our image and standards. We need a vision and then rally our commercial and retail community to create win-win.

Q: Are there areas of spending that need to be curtailed? If so, what are they?

A: We have assets that are loosing money, not adding to overall value e.g. sports core banquet facility. We need to be creative how we move them to be profitable assets and not burn our money. We have made some progress in these areas but a lot more things that can be done.

Q: What do you see as the most important infrastructure project the community must address? Why and how should it be paid for? Conversely, during these uncertain economic times, what project(s) can be put on the back burner?

A: This is one area I need to further understand to formulate a concrete opinion. There are so many priorities that needs to be balanced. We have our aging technology systems, we have our ponds and lakes challenges for many HOA's, we have some traffic issues that we can expect in the future that requires roadway infrastructure projects. I would like to take the time to better understand before I address this in a transparent and comprehensive way.

Q: Describe your experience working in a group setting to determine policy. What is your style in such a setting to reach agreement and manage local government? Explain how you think that will be effective in producing effective actions and decisions with your village board.

A: I have spent my lifetime working with senior leadership of Fortune 500 companies as a managing partner in the strategy practice of Accenture and PwC. I have helped these company leaders develop a joint vision, I have helped these leaders develop short-term and long-term transformation programs to create shareholder value. I have developed the expertise for strategic problem solving using facts and trends, engage the right people to source creative ideas, integrate the facts and insights to formulate strategic options and to facilitate executive smart decisions.

I am skilled in innovative problem solving, collaborative and engaged approach to facilitate decisions and I will bring that to bear for the board. Most of all I have the expertise to understand where value is leaked in village operations and management and I can bring that skills to transform village morale and management.

Q: What makes you the best candidate for the job?

A: I am equally vested in the community and have made my own investments in the community, I understand the village history and the future opportunity areas. I am second term police and fire commissioner and have worked with the police and fire leadership, I have served on the planning commission and understand the village code, standards and processes, and I have been on the board of Trinity HOA for 12 years and understand the HOA challenges and what they want from the village.

Most importantly, I have spent a life time helping business leaders develop a vision and strategy and implement programs and policies to transform their organizations to create big value for their shareholders. I am passionate and skilled to bring the same expertise to the benefit of the Oak Brook community.

Q: What's one good idea you have to better the community that no one is talking about yet?

A: Have a proactive and strategic vision for village of Oak Brook that is then reflected in a set of clear guiding principles, standards and a decision guide that will be on top of mind of all village employees and the residents. This also requires transparent and proactive communication and training for the community so we can maximize the value of all our community assets and resources.