Jason Gage, City Manager, City of Brentwood

In an interview with Invest:, Jason Gage, city manager of the City of Brentwood, discussed community identity, economic stability, infrastructure projects, and long-term planning. “Brentwood’s model may not work everywhere, but it works here, and we want future decisions to build on those strengths,” Gage said.

What drew you to Brentwood, and what have been your early impressions of the city?
I’ve been in city management my whole life. I was drawn to it right out of college because I wanted to make a difference in people’s lives, and I was taught that local government is the best place to do that. So, I earned my master’s degree,committed to city management, and never looked back.

I look for a community that truly feels like a community, and Brentwood has that. My most recent position was with the City of Springfield, Missouri, about three times Brentwood’s size. Before that, I served in Salina, Kansas, and Stillwater, Oklahoma, both about the same size as Brentwood. I feel most comfortable in that 50,000 to 70,000 population range.

Brentwood is beautiful, with a great reputation and a strong commitment to professional services. The staff’s skill set is high, and it’s a great place to live, especially for families. When the position opened, it didn’t take long to decide to apply. I’m fortunate to have been chosen, and I’m excited to serve as city manager.

How would you describe the role of corporate and community partnerships in shaping Brentwood’s identity and growth?
I’m impressed with the corporate presence here. It’s similar to Franklin, but Brentwood has its own niche. The transformation of the Maryland Farms into a corporate campus is remarkable.

We have big-name companies that make an impact across the country, and their presence makes a tremendous difference. I also see strong collaboration among the private sector, nonprofits, and government entities.

We’re committed to that collaboration and are always looking to improve it. I look forward to connecting with more corporate leaders and nonprofit partners, because together they help make Brentwood one of the best communities in the country to live and raise a family.

What guiding priorities help Brentwood maintain its distinct character and quality of life within the region?
Brentwood has a unique niche in the metropolitan area. Unlike many communities competing for a variety of businesses or certain types of growth, our primary role is to be the best place for families to live. The other key element is the corporate presence I mentioned earlier.

We’re not a large retail community, though we have some on the north and south ends of town. Our focus is on excellent parks, strong public safety, and top-tier schools. Together, they create a place where people want to raise their families.

That focus is narrower than many other communities, which often try to be everything at once. We don’t view ourselves as competing with other cities. Our goal is to keep doing what we do well and to keep getting better. My role is to make sure we maintain and improve that environment, so people want to stay here for a long time.

What key projects are underway to support Brentwood’s quality of life?
Like any fast-growing area, traffic is a challenge, so we’re addressing both major projects and daily maintenance. Small details like efficient traffic signals and clear road striping make a big difference.

We’re working with the City of Franklin on extending McEwen Road eastward, which could eventually connect to Interstate 24. Another major project is Ragsdale Road, an $18 million to $19 million reconstruction to improve connectivity.

We’re also planning improvements to Old Smyrna Road, an important historic route with rock walls, narrow lanes, and a tree canopy. Preserving its character while making it safe for modern traffic is a priority, and we’re aiming to keep the project near $10 million.

Maintenance is equally important. When I arrived, it took a while to find the first pothole, and that’s how we want to keep it. We invest heavily in keeping our roads in top condition.

How has the national economy affected Brentwood and the way you operate as city manager?
There’s uncertainty in the national economy, but it remains strong. We’re not overly concerned, though we monitor trends closely. Demand for what we offer is high.

Our corporate campus is strong, with buildings full of quality companies. Retail activity is healthy, though it has leveled off since the post-COVID surge. Sales tax is a key revenue source, helping keep property tax collections flat for more than 30 years, both in rate and actual dollars collected.

To maintain that while preserving quality of life, corporate and retail sectors must remain vibrant. Brentwood’s model may not work everywhere, but it works here, and we want future decisions to build on those strengths.

Why might Brentwood’s approach not work for other cities?

Brentwood’s residents generally have higher incomes, which is a major factor. Many communities with a residential base as large as ours, 90% to 95%, couldn’t sustain operations because residential properties are taxed at lower assessment rates than commercial or industrial ones.

Our model works because we maintain a smaller but vibrant commercial sector while focusing on quality of place. Geography also matters. Being next to Nashville and near Franklin helps us attract residents and companies seeking a high-quality environment without being in the urban core. Farther from the metro, our success might look very different.

What’s next for Brentwood’s long-term planning?
One of our upcoming priorities is updating our 2030 plan. As the name suggests, 2030 is approaching, so it’s time to start looking further ahead. We originally budgeted to start the process in 2027, but after recent discussions with our governing body, we expect to move that timeline up and begin in 2026.

By the end of this year, we’ll start planning for the update, and early in 2026, we hope to be fully engaged in the process, finishing by year’s end. The goal is to look 10 to 15 years into the future, identifying the strengths we want to preserve, the changes we need to make, and how to adapt to a world that is constantly evolving.

I anticipate most changes will be incremental, but the process will be a valuable opportunity to gather public input from residents, businesses, and nonprofits. The resulting vision will guide Brentwood into its next chapter, ensuring we continue to do what we do well, and do it even better.