- Promoted to administer and calibrate the agency’s Foundation which yielded a 49% increase in grant revenue and 16% increase in event fundraising dollars over previous year.- Established agency’s first dedicated grant team and led the development and subsequent award of a $1M federal funding request for dementia care, transforming consultative service to an outcome-driven, tiered service delivery program that addresses person-centered and system-level change, with necessary evaluation tools to ensure success.- Championed agency’s rebrand from Lower Cape Fear Hospice to Lower Cape Fear LifeCare to eliminate the agency’s significant brand fragmentation, while reflecting service line expansion beyond hospice in order to reduce barriers and misconceptions to access services.- Developed agency’s first digital marketing strategy, yielding over $1.9M in revenue in the first year, that focused on creating key funnels to generate demand and provide education- almost a $1:$20 ROI.- Directed marketing and communications team and oversaw content development strategy, to include video production, print collateral, advertising assets, and public relation efforts; managed traditional advertising strategy that utilized website traffic analytics to further target our primary demographic, which allowed custom content creation across digital and traditional advertising/marketing channels, to include: print, radio, tv, streaming/OTT, direct mail, and outdoor. Leveraged over $100K in gratis/added-value bonus spots through volume spending.- Elevated to oversee and restructure business development and agency sales force to provide enhanced sales training, collateral, messaging support and performance metrics that led to 9% increase in referrals.- Realigned marketing and community engagement departments to focus on business growth and quantify intangible outreach efforts by implementing performance metrics which yielded a 38% increase in community referrals.

• Enhanced organizational reputation as a community convener by effectively managing and growing annual budget by 30% and tripling staff size.• Facilitated the development of organization’s first strategic plan to advance progress toward the community impact business model and to establish measurable results and future sustainability.• Developed the CHEW Program (Children Health Eating on Weekends) as a pilot with 10 students, growing to 487 students in 3 years and established a community “bold goal” to decrease childhood food insecurity by 25% in 5 years.• Created a highly successful volunteer and nonprofit resource center that saves area non-profits more than $3 million annually in “sweat equity”.• Established and secured funding for the area’s first disaster relief fund to assist local victims of natural disasters with short-term relief and long-term recovery.• Launched NC 2-1-1 locally, a 24/7 information and referral line used by more than 2,500 people annually who have housing, food, child care and other human service needs.• Decreased childhood homelessness by 30% in 3 years and cut veteran homelessness in half by creating a rapid rehousing program and revitalizing the local homeless coalition into a public-private partnership with more than 50 organizations.• Developed and improved community initiatives in early childhood literacy, disaster volunteer response, women’s health, and financial literacy.

The Dream Factory Inc. is a national charity that grants dreams to children diagnosed with critical and chronic illnesses. The North Carolina Chapter has operated since 1987.• Rejuvenated the existing chapter by balancing the budget, and restructuring failed board of directors and bylaws to ensure compliance with national standard operating procedures.• Effectively promoted and publicized the Dream Factory of NC and marketed the organization to successfully launch broad fundraising efforts, primarily through enhanced media relations to gain exposure.

• Implemented and oversaw 18-month strategic plan to transition United Way of Pitt County to the Community Impact business model.• Served as staff project manager for the Pitt County Impact Alliance, a countywide coalition of the area’s top businesses and organizations convened to identify and address root causes of issues within in the community. • Facilitated and trained focus area Impact Teams on strategic framework and narrowing down process to identify root causes and population indicators.• Represented United Way in all public relation transactions, including print, radio, and television; developed messaging for staff and volunteers during transition in business model.

• Implemented and oversaw 18-month strategic plan to transition United Way of Pitt County to the Community Impact business model.• Served as staff project manager for the Pitt County Impact Alliance, a countywide coalition of the area’s top businesses and organizations convened to identify and address root causes of issues within in the community. • Facilitated and trained focus area Impact Teams on strategic framework and narrowing down process to identify root causes and population indicators.• Represented United Way in all public relation transactions, including print, radio, and television; developed messaging for staff and volunteers during transition in business model.