Provide strategic planning, business development, and recruitment support for international and domestic non-profits and for-profits looking to expand their business into government, foundations, and individual giving.

-Built and refined the government revenue strategy for this mission-driven for-profit tech start-up, including braiding city, county, state, and federal level government funds tosupport marginalized people into tech apprenticeships in 10 cites across the United States.-Built and nurtured relationships with government and non-profits to secure $6.5 million in funding that will implement American Rescue Plan (ARP) Funds in Bakersfield, El Paso, Las Cruces, and Buffalo.-Led on relationships with government partners in prospective expansion cites.-Provided leadership across internal departments by linking them together to complete projects, secure revenue, and be in compliance.-Supported the company’s Diversity, Equity, Inclusion, Access & Belonging (DEIAB) initiatives by mentoring and teaching employees about government work and advocating to government to prioritize DEIAB in what they fund and how they fund it, including encouraging worker-employer dialogues on how office culture can be improved to meet the needs of all people.

I provide fundraising, communications, facilitation, operational, management, recruitment, and strategic planning support to local, national, and international non-profit and for-profit clients.

-Red-to-Blue DCCC and EMILY’s List endorsed Congressional candidate in the 2016 cycle in which I reduced the Republican margin in the district from an R+10 to an R+5 in a year that was difficult for Democrats; ran again in 2018 until my district was re-districted by the Pennsylvania Supreme Court in February 2018.-Received endorsements in my Congressional and PA Auditor General races from leading political figures in Pennsylvania.-Built and maintained a robust network of local, state, and national level relationships with influential media, political, elected, government, union, 501c4, and non-profit individuals and organizations, including endorsements from these same groups.-Developed from scratch a branding, marketing, and communications strategy with consistent messaging and voice that included print, television, and digital, including 50,000 grassroots donors; and built and managed a team of ten consultants and eight campaign staff. -Raised more than $1.25 million in 2016, $500,000 in the first eight months of the 2017-2018 campaign and raised nearly $200,000 in the PA Auditor General race from more than 1200 donors.

-Raised $1.5 million in revenue in the first half of FY14 as part of a $4.2 million budget from events, corporations, foundations, individuals/major donors, board, and product partners. With the CEO, raised $3.9 million in the prior year from the same sources.-Increased new individual donors by 400 though various appeals and social media tactics in FY13, which resulted in an increase in FY14 year-end appeal giving by 37%.-Directed Joyful Heart’s largest yielding event since it’s founding that raised $2.1 million.-Led and implemented all strategic planning related to fundraising for the 10-year strategic plan and restructure and building of the development team, resulting in a clear financial path and solid fundraising foundation for the organization.-Worked closely with the board to help them achieve their fundraising goals through events, solicitations, and their own private foundations, and provided them in-depth financial analysis on the state of fundraising to help them make better financial decisions for the organization.

-Led and managed all aspects, of a United States Agency for International Development (USAID)-funded, three-year, $44 million civic and voter education program with 40 matrixed staff in Washington, DC, Sudan and South Sudan. Responsibilities included strategy, donor relations and reporting, program design and development, finances, operations, political analysis, and monitoring and evaluation. -Restructured, coached, and trained a team of people in Washington, Juba, and Khartoum to meet program needs; increased program expenditures while cutting human resource and operational costs; and secured $18 million for the continuation of the existing South Sudan program for two years; led the development of proposals worth hundreds of thousands of dollars. -Created and implemented an outreach plan that raised NDI's profile on South Sudan and Sudan in Washington through regular communication and briefings to key government officials, including senior leadership on Capitol Hill, at the White House, and at the State Department.

Select achievements from two positions, culminating in the Head of Fundraising- Public Sector and Partnerships for the South West of England:-Established, maintained, and strengthened relationships with regional bodies in England, 52 local governments including civil servants and elected members, and corporate partners to influence them to commission the Prince’s Trust services to meet local and regional government targets of unemployment and entrepreneurship, resulting in £1 million raised in 2008-09 in public sector funds for programs in the South West; and created a fundraising strategy for the South West region for 2009-10 and wrote bids and budgets for grants and contracts worth between £9,000 and £12,000,000.

Select achievements from six positions, ending in Senior Program Officer.-Designed, implemented, built, and managed the African Initiative, a $1 million U.S. government-funded young professional ethical leadership program in sub-Saharan Africa with a three-person team in Washington. The African Initiative resulted in the training of nearly 100 young Africans on ethical youth leadership and was the pre-cursor to President Obama’s signature youth leadership program in Africa.-Co-developed Freedom House’s Africa program portfolio, launching human rights programs in new countries, setting up new offices, and raising funds (up to $1.25 million) for projects funded by DFID, USAID, the World Bank, and the U.S. Department of State. -Managed an annual office budget of over $1 million including the general management of the three offices in Uzbekistan, hiring and managing 15 staff members, implementing subgrants and human rights programming, maintaining donor relations, and tracking M&E; and developed strategic plans for office before and during crisis situations, including the 2005 uprising in Uzbekistan, the possible evacuation of non-Uzbek staff due to an al-Qaeda threat, and the Uzbekistan government threat to kick Freedom House out of the country.-Lived in and/or traveled extensively to: Cameroon, Ethiopia, Kazakhstan, Kenya, Mali, Serbia, South Africa, Tanzania, and Uzbekistan.