Founded by the family of General George Patton, Soldiers' Angels is one of the largest military and veteran focused nonprofit organizations in the country providing aid and comfort to the men and women of the military, their families, and a growing veteran population. Soldiers' Angels volunteers in the US and in 31 foreign countries, annually log over 155,000 volunteer hours and serve over 405,000 clients on a $30 Million annual budget. With an efficiency rating of 97%, Soldiers' Angels is one of the most efficient and effective organizations of its kind. Soldiers' Angels has earned the coveted 4-star rating with Charity Navigator and has earned the highest Platinum rating from GuideStar. Soldiers' Angels has also earned GreatNonprofit's Top Rated Charity Award and is currently the #2 reviewed charity in the nation. In just seven years the organization has gone from being $500,000 in debt with an annual budget of under $1M to debt free with an annual operating budget of over $30M.

As a member of the Executive Leadership Team, charged with overall responsibility for all fundraising nationwide. Led a team of 17 fundraising professionals in all aspects of fundraising at both the national and field office level. Responsible for creating and managing all fundraising plans for each field office and the national headquarters. Represented the organization publicly for development presentations, media events, and partner events. Responsible for setting goals, forecasting monthly revenue projections and ensuring the fundraising department met their goals and objectives. • Responsible for a 2013 fundraising goal of $45.4 million. In just seven months in the role, the fundraising department had raised $37 million, exceeding projections to date by over $9 million . In seven months achieved 134% of the individual giving fundraising goal.• Orchestrated the restructuring of the fundraising department to realign all field office development personnel under this position. Prior to this reorganization, field office fundraisers were averaging about $250,000 in individual cash fundraising goals while national employees were averaging over $2 million cash fundraising goals. Realignment allowed field office fundraisers to focus on fundraising exclusively and to take on larger fundraising prospects. • Led the development of a new fundraising policies and procedures manual to help field offices with their fundraising efforts to include processing auto donations, stocks, estates, and managing cause -related marketing.

Due to a restructuring of the organization from a chapter affiliate model to a national model, an additional senior leadership position was created with this newly created title. Supervised four direct reports and had oversight of a total staff of 102 and over 4,500 volunteers nationwide. Provided leadership and direct oversight of program delivery, case management, field operations, and online communications. Represented the organization publicly for development presentations, media activities, conferences, and partner relations. Reviewed analyses of activities, costs, operations and forecast data to determine department progress toward staff goals and objectives. • Orchestrated the restructuring of the organization from a chartered chapter model to one centralized organization. • Led the development of a new policies and procedures manual that altered focus from a compliance document to a “how to” manual.• Devised concept, business plan, and budget to launch Homes on the Homefront, a national program working with major national lenders to include JPMorgan Chase, Wells Fargo and Bank of America; secured over $31.5 million in funding for this program alone in 2012-2013. • Managed a programs and field operations budget totaling over $60 million for 2013.• Instrumental in developing several major partnerships with other nonprofit organizations; one such partnership led to a multi-million dollar, multi-year grant to support OH’s emergency services.

As a member of the Executive Leadership Team, charged with overall responsibility and strategic direction, operations, and ensuring engagement in mission delivery and income development activities. Supervised two Vice Presidents and additional staff of 11 and had oversight for over 105 chapter and national staff. Served as the Chief Development Officer. Led all fundraising activities and provided oversight of the entire development team, to include the Vice President of Development. Provided leadership and direct oversight of program delivery, case management, chapter development, and online communications. • Developed standard operating procedures to ensure effective client services and case management.• Prepared and implemented policies and procedures manual which helped provide much needed structure to Operation Homefront chapters nationwide. • Designed concept, business plan, and budget to launch a multi-million dollar transitional housing program for wounded warriors• Managed a $50 million annual budget. • Orchestrated multiple special events each year to include the creation the Military Child of the Year award and Awards Gala (Ms. Obama keynote speaker 2011)

Served as the Interim President & CEO while the board interviewed and hired a permanent staff member for the position. Decided voluntary I was not personally interested in the role on a permanent basis and preferred to be in the field working with clients and handling oeprations. Effectively led the organization during the transition period, met organizational revenuew projections, organized and planned board meetings in coordination with the Chairman of the Board and continued business as usual with no disruption to operations.

Served as the Chief Executive Officer for a one year period. Made the personal decision that I preferred programs and operations and asked the board to find and hire another candidate to fill the role on a permanent basis. Lived out of state from the headquarters and was traveling regularly between IL and CA to serve in the role and work with headquarters staff. Successfully led, grew and managed a national nonprofit organization during this period.

Started my own nonprofit organization, Armed Forces Foundation. In 2003, merged with Operation Homefront to grow Operation Homefront as a one location operation to a national operation by combining AFF and its AFF's existing chapter model with OH. Served as the first Director of Operations and then became EVP. Volunteered to serve in the position and then brought on as a paid staff member. Responsible for developing and mentoring those interested in forming OH chapters and developing the existing start-up group chapter structure. Developed and managed the board of directors and various board committees.

Served on active duty in the United States Air Force. Worked in Air Transportation for the first three years of service. After suffering a back injury during the Gulf War, applied for retraining into the Personnel field. Due to complications related to the back injury, was medically discharged during my second term of service. Received numerous awards during the five years of service including Employee of the Quarter and Employee of the Year.