Pasadena’s “City Manager-Council” form of government is a delicate dance of power. While the Mayor is the public face, the City Manager is the CEO, holding the keys to the $1 billion budget and the city’s 2,000+ employees.
This relationship has often been fraught. While mayors like Chris Holden and Victor Gordo have sought to steer the city toward grand visions, the success or failure of those visions often rested on the temperament and accessibility of the person in the City Manager’s office.
The Lineage of Leadership: A Decade of Directors
Over the past decade (and spanning back to the transition into the modern era), Pasadena has seen a mix of steady hands, controversial exits, and academic administrators.
| Manager |
Tenure |
Key Accomplishment |
Why They Left |
| Cynthia Kurtz |
1998–2008 |
Oversaw the “Pasadena Renaissance” and Old Pasadena growth. |
Retired (later returned as Interim). |
| Michael Beck |
2008–2016 |
Managed the Great Recession recovery. |
Resigned amid a $6.4M embezzlement scandal in Public Works. |
| Steve Mermell |
2016–2021 |
Guided the city through the COVID-19 pandemic and fiscal stabilization. |
Retired. |
| Cynthia Kurtz (Interim) |
2021–2022 |
Provided stability during the search for a permanent replacement. |
End of interim contract. |
| Miguel Marquez |
2022–Present |
Navigated the Eaton Fire recovery and housing reforms. |
Announced retirement/resignation (effective 2026). |
The Chris Holden Era: A Different Dynamic
To understand the current friction, one must look back at Chris Holden’s tenure as Mayor (1997–1999) and his long stint on the Council. Holden operated in a “stronger” mayoral style despite the city’s charter. His relationship with managers like Cynthia Kurtz was one of collaboration but clear political direction. Holden was a “neighborhoods first” advocate who expected the City Manager to be a bridge to the community—a standard that many residents feel has since eroded.
The Miguel Marquez Era: The “Closed Door” Critique
When Miguel Marquez was hired in 2022, expectations were high. Coming from a judicial and high-level administrative background in Santa Clara County, he was seen as the “professional’s professional.”
However, as his tenure nears its end in 2026, a critical narrative has taken hold among Pasadena residents: The Lack of Response.
1. The Eaton Fire and the “Information Vacuum”
While Marquez’s final reports frame the Eaton Fire response as a success, many West Altadena and Pasadena residents felt abandoned during the crisis. Complaints about the “Information Vacuum” and a 125% surge in unanswered calls to the City Service Center highlighted a breakdown in the manager’s primary duty: communication.
2. Fiscal Clouds vs. Public Outreach
Under Marquez, the city has faced declining property tax growth and flat sales tax revenue. Instead of aggressive public engagement to discuss these “fiscal clouds,” critics argue that Marquez has retreated into the bureaucracy.
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The Criticism: Residents feel that meetings are increasingly “performative,” with the City Manager’s office providing “out-of-town solutions” rather than listening to local stakeholders.
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The Mayor’s Shield: Mayor Victor Gordo has remained a staunch supporter of Marquez, often acting as a buffer between the manager and a frustrated public. This “united front” has led some to feel that the City Manager is more accountable to the Mayor than to the residents.
3. The “Humility” Paradox
Marquez entered office promising to “listen with humility.” Yet, his departure announcement—cited as a move to focus on family—comes at a time when the Attorney General is probing the Eaton Fire response. For many, his tenure represents a shift toward a more corporate, insulated City Hall that prioritizes “business environment” over “community accessibility.”
Conclusion: What Comes Next?
As Pasadena looks for its next manager, the ghost of the “Holden Era” looms large. Residents are no longer looking for just a budget expert; they are looking for a communicator who understands that in a city like Pasadena, silence is seen as a policy.
The next manager will inherit a city that is fiscally stable but civically restless. If they follow the Marquez model of administrative insulation, the divide between 100 North Garfield and the neighborhoods will only widen.
