Developed tailored strategies for national and international non-profits and NGOs.• Conducted annual budget formulations, financial forecasting, and protocols for cost, financial and managerial accounting.• Guided strategic planning, community needs assessments, through PEST analyses.• Established organizational KPIs for qualitative and quantitative performance metrics.

National Perspectives Graduate and Postdoc Exploration of Multiple Career Pathways

Joined YFC ($12M budget; 180 staff) addressing internal infrastructure development.• Established hybrid continuity of business operations in response to COVID; migratingin-person trauma informed care services to a telehealth modality across 3 rural counties.• Introduced document library and e-learning capabilities supportingongoing continuing education courses.• Effected systemwide compliance audits, including renewal of a three-year CARFaccreditation.• Implemented scalable electronic fleet life-cycle management and electronic ticketing forfacilities/maintenance; improving transparency, accountability and response times by 23%.

Interim role responding to a new industry startup during the initial stages of business formation.• Guided the formulation of proforma business modeling; defining revenue/expenseprojections, and aligning operational planning.• Developed administrative structures, established Human Resources policies, IT vendormanagement, and project management support for engineers, management and sales.• Created service offerings (product acquisition, production configurations, assetmanagement, and administration); addressing the needs of clients in diverseenvironmental conditions.

Organization’s first COO ($25M budget; 375 staff) modernized administrative back-bone supporting rapidly expanding service offerings in 12 locations across Los Angeles County.• Produced positive cash flows across 7 service lines with complex and integrated revenue streams (Federal, state, county, fee-for service, and Regional Centers) within 2 years.• Managed operational and fiscal oversight for behavioral health services through center-based and home-based modalities, multi-site early intervention programs, WASC accredited primary and secondary schools, and affordable housing and workforce development.• Authored board-level presentations (budget, performance metrics, policy and fiscal analysis, Human Resources, programs, and governance).• DE&I; revised personnel policies, implemented training addressing cultural sensitivity, interview bias and conflict resolution; as well as conducting a salary equity analysis.

($39M budget; staffing of 435) first COO; responsible for program services portfolio,Human Resources, licensing, compliance, facilities/property management,Medicare / Medicare, and Home Community-Based Services (HCBS).• Established the organizations first Fund-development Department, including Razor’s Edge databasing, the creation of a direct mail program, Major gifts, grants / foundation support; as well as the staffing and annual plan.• Identified and led the implementation of Enterprise Management System (EMR); integrating clinical and field-based social workers/therapists across three counties, with improved data collection and reporting, the reduction in medication errors by 88%, and improved client behavioral care plan tracking.• Partnered with CFO in the development and build-out of affordable multi-family projects; including real-estate acquisition, municipal planning, financing contractor interface.• Designed comprehensive strategic planning process; deliverables included five-year plan (milestones, timelines, measurable results and assigned accountability).• Initiated competency-based modeling, identifying KSAs, talent acquisition tools, educational/training resources, and succession planning.• Introduced automatic retirement plan enrollment (increased sustained participation by 100% for new employees), and revised performance management system.

Faced with financial deficits and diminished service delivery; initiated financial and services analysis, real-estate, strategic resources allocation, and improved profit/loss at programs level.• Conducted facilities and real-estate study (deferred maintenance and utilization concerns); presented $11M investment board approved strategy; repositioning points of community contacts, reinvestment in key programs, and establishing a $5M foundation.• Identified structural and operational barriers to regional disaster response; engaged community funding partners, generating multi-million-dollar reinvestment in material, logistics and staffing.• Evaluated program impact revenue/expenses; creating $900K in savings through strategic program redesign, and greater efficiencies in fee-for service offerings.