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While overarching missions to sustain project operations spawned few growing pains, time – a commodity more punctuated as leader of the pack – was the predominant issue Wahus faced. Dividing work among a staff of about 20, down from about 90 at Thurmond, was an obstacle for the seasoned leader. Additional responsibilities in his new capacity added oversight of daily operations, management of an annual budget of about $3 million, and the execution of contracts and personnel actions to his list of managerial duties, he said. But reductions in manpower and scope of projects were gains in greater efficiency for certain processes. Tioga-Hammond and Cowanseque currently implement practices that often lead to faster response times for operations and maintenance services, greater use of park space and more attractive amenities for visitors, he said.