Roberto Mejill Tellado is a seasoned finance consultant and entrepreneur based in Weeki Wachee, Florida. Originally from Guánica, Puerto Rico, Roberto’s journey spans over three decades across public administration, municipal finance, and real estate investment. He earned a Bachelor’s degree in Public Administration and Economics (cum laude, 1988) and an MBA in Finance (1992) from Interamerican University of Puerto Rico, San Germán Campus. Early in his career, he served as the Director of Finance for the Municipality of Guayanilla and later played a key role in the Puerto Rico Senate for Municipal Affairs from 1993 to 2000. Since 2001, Roberto has led RWM Consultants Inc., offering municipalities across regions expert guidance in finance, tax management, budgeting, and policy planning. In 2015, he founded RWM Real Property Inc. to expand into real estate investments and property development.
In this Q&A, Roberto shares insights from his career, his personal philosophy, and how finance, when handled with intention and wisdom, can be a powerful tool for community betterment.
What inspired you to pursue a career in municipal finance and public service?
Growing up in Guánica, I saw firsthand how government decisions shaped the lives of the people around me. I wasn’t from a political family, but I was naturally curious about how things worked—how roads got fixed, how schools stayed open, how budgets got decided. My curiosity turned into purpose when I realized that public finance wasn’t just about money—it was about people. If managed well, it could help a town thrive. If mismanaged, it could hold a community back for decades. That realization stayed with me. I chose public finance because I wanted to be part of the solution. I still do.
What’s the biggest misconception people have about municipal finance?
That it’s only about numbers. People often think finance is cold, technical, and disconnected from everyday life. But in my experience, municipal finance is incredibly human. Every dollar allocated or saved affects real people—children in schools, elderly residents needing services, small businesses trying to grow. When I work with municipalities, I always ask them to think about the residents behind the reports. That perspective makes the work meaningful and more effective.
How did your time in the Puerto Rico Senate for Municipal Affairs shape your perspective?
It expanded my understanding of how the state and municipal levels interact—and sometimes clash. It also gave me a seat at the table where policies are written and negotiated. I saw how important communication and collaboration are between different levels of government. Too often, local leaders are left to deal with mandates without resources. I advocated for streamlining those relationships. It’s one thing to write policy from an office; it’s another to implement it in a community with limited staff and an aging infrastructure. That experience humbled me and made me a better consultant later on.
You’ve worked in both public and private sectors. What have you learned from navigating both worlds?
The goals are different, but the core challenges are similar—how to use limited resources to produce the best outcomes. In the public sector, the outcomes are often services or infrastructure. In the private sector, it’s profitability or asset growth. But in both, you have to manage risk, make tough choices, and plan for the future. I learned that patience and clarity matter. You can’t just throw money at a problem and hope it disappears. Whether it’s a municipality or a private real estate project, the process is what drives results.
What motivated you to expand into real estate with RWM Real Property Inc.?
I saw a natural connection between public finance and real estate. Municipalities depend heavily on property taxes, infrastructure planning, and zoning. If you understand the flow of public finance, you understand what makes a community valuable in the long term. I wanted to apply that knowledge in the private space while maintaining my public-sector roots. With RWM Real Property Inc., I’m able to take a hands-on role in developing spaces that reflect community needs—residential, commercial, or mixed-use. Good real estate development isn’t just about return on investment. It’s about understanding the people who will live and work there.
What’s your approach when working with a city or municipality that’s struggling financially?
The first step is always listening. Every municipality has a unique story, and numbers alone don’t tell it. Once I understand the situation, I conduct a full financial review—revenue streams, expenditures, staffing, contracts, and debt. From there, I develop a strategy that focuses on stabilization first. That might mean reworking budgets, renegotiating contracts, or increasing efficiency. Once stability is achieved, we look at growth—where can we innovate, what services can be improved, and how can we optimize revenue without burdening residents? It’s a step-by-step process grounded in transparency and trust.
How do you define “smart budgeting” for cities?
Smart budgeting is about aligning spending with priorities and outcomes, not just plugging holes. A budget should reflect a municipality’s vision, not just its constraints. I always encourage cities to ask: What do we want to achieve this year? Is our budget helping us get there? Smart budgeting also means planning for the long term. It’s not enough to survive this fiscal year—you have to prepare for the next three to five. That requires data, discipline, and a willingness to make tough but necessary decisions.
What’s one piece of advice you always give to new mayors or city managers?
Surround yourself with people who challenge you and tell you the truth. In politics and public administration, there’s a temptation to listen only to people who agree with you. That’s dangerous. If you want your city to succeed, you need a team that isn’t afraid to point out blind spots, identify risks, and suggest better ways to do things. Humility is your greatest asset as a leader.
What failure or setback taught you the most?
Early in my consulting career, I took on a project for a city that was in crisis. I came in with a plan that looked great on paper—efficient, well-structured, data-driven. But I didn’t spend enough time building relationships or earning the trust of the local staff and community. As a result, even the best parts of the plan faced resistance. It was a wake-up call. From that point forward, I committed to building trust first. Numbers matter, but people make those numbers move.
What keeps you motivated after all these years?
I still believe in the power of public service. Even though I now work as a consultant and entrepreneur, my heart remains in community work. Every time I help a city balance its budget, build a park, expand affordable housing, or attract new businesses, I see the impact in people’s lives. That’s what keeps me going. It’s never just been about money. It’s always been about making things better.
How do you stay grounded and focused?
I read a lot, especially about economics, history, and leadership. I also spend time in my community and in my church. Baseball remains one of my lifelong passions—I still follow it closely. It reminds me of discipline, patience, and teamwork. And I always remind myself that success is not measured in headlines or accolades, but in the quiet improvements that ripple through people’s lives.
What advice would you give to young professionals interested in public finance?
Be patient. Learn the details. Understand that real change often happens slowly but steadily. Don’t chase attention—chase results. And above all, never lose sight of the people your work is meant to serve. Finance is powerful, but only when used with purpose. If you bring humility, curiosity, and a sense of responsibility to the table, you’ll go far.
Final Thoughts
As someone who began his journey in a small coastal town and grew into a leader in municipal finance and real estate, I’ve seen how much is possible when you match discipline with vision. Communities are complex, but their potential is limitless when guided by integrity, strategy, and heart. If there’s one thing I’ve learned, it’s that real change doesn’t always happen in the spotlight—it happens behind the scenes, in city halls, council meetings, and conversations with people who care. That’s where I’ve spent my career. And that’s where I’m proud to continue serving.