The Greater Valley YMCA is comprised of six Y-branches, with a collective budget of approximately $12,000,000 with 600+ employees, serving about 150,000 people annually. The Y accomplishes it's Mission through three primary focus areas: youth development, healthy living, and social responsibility. Upon hire in mid-2016, my charge was to take all steps necessary to lead the fledgling association to realize our collaborative potential, as six once-independent Ys in The Lehigh Valley had all recently merged together. A concerted effort would need to be made to make them "one functioning YMCA".Ultimately, we experienced significant advancement in culture, business processes, staff/board development, team building, financial benchmarks, strategic planning, fund development, collaboration, and facility improvements. After a few years, the Y had turned around financially, which allowed us to expand our charitable work. We started a summer food program, to provide meals for kids during summer months. We expanded our PreK Counts and Infant Care Counts classrooms, which provide free childcare to families 200-300% below the poverty line. We opened a homeless warming station, for our community's most vulnerable population. When the pandemic hit, the GVY was positioned to quickly adapt and address the increased community needs. The Y ramped up our food program, created a virtual preschool, adopted virtual membership, and initiated first responder childcare. Public perception had turned positive prior to the pandemic, but now the community was *enamored* with the Y. Support, collaborations, etc. just exploded. The Y was the charity of choice. The idea of six Ys merging into *one* was, in retrospect, rudimentary. The association had been transformed and was *thriving*. The GVY had been recast into a *relevant* organization.This was my third time around as a YMCA CEO, charged with leading a Y to the next level. It was a great way to finish my Y-CEO career.

Wholly responsible for the operational and fiscal oversight of a five branch, $7M+ operating budget, with 400+ employees, 50+ branch advisory council/corporate board volunteers, and 9,000+ members. Key Accomplishments:Annual operating budget growth from $2.4M to $7M+Transformation of organizational cultureCreation of a strong leadership staff team Four capital campaigns resulting in $23M capital projects w/minimal long-term debtSmooth merger of financially struggling neighboring Y into the association Collaboration with a rural municipality resulting in a new branch of the association being establishedIncreased impact programming and eliminated mission drift programming via the 2012 strategic plan Growth of membership from 2,000 to 6,000 units. Market penetration at 30% at some branches Increase of balance sheet net assets from $4.7M to $23.1MEstablished several lease relationships with nonprofits creating over $125K in annual net revenue Annual fundraising increased from $60K to $700K/year; inclusive of annual campaign growth $6K to $130K/year Volunteer development Year-end cash position growth from $5K to $500K+Mission impact of the Y significantly increased, causing improvement of community perception and support

Recruited to lead the association’s membership efforts, as the new wing of the downtown Y had just been completed. Responsible for operational and fiscal oversight of $2.4M operating budget, with 200+ employees, 100+ branch/policy volunteers, and 6,000 members. Key Accomplishments:Annual operating budget grew from $1.4M to $2.4M.Created positive staff team culture Net surplus growth from ($80K) to +$120K after third yearLaunched annual support campaign which grew from zero to $86K in three yearsEstablished financial policies and proceduresIncreased membership, doubled in two years from 3,000 to 6,000 Enhanced community relationships with key influential businesses owners and politiciansInitiated several impactful collaborations Mission impact of the Y significantly increased

I was given the daily operations and advancement leadership reins for a $5M independent YMCA in Venice, Florida. Accomplishments: The annual campaign grew from $84,000 to $102,000. Annual yearly surplus grew from $260,000 to $600,000. Membership grew +14% in 2000, +16% in 2001, and +18% in 2002. Membership revenue doubled from $700,000 to 1.4 million. Programs grew 20% due to the establishment of a new preschool, an off-site nature-based summer day camp, and rock climbing program. Six community collaborations were implemented, including one with the hospital, which created subsidized childcare for their employees. A $600,000 facility upgrade was completed in 2002. The branch had a shaky reputation upon hire. By 2002 that had changed significantly. Locals awarded the YMCA four “Best of Venice” categories in 2001 and 2002 (a first ever for the YMCA). It was an average branch when I got there but a strong branch when I left.

Y-Extension (Branch) Executive Director, Family Program Director, Sports Coordinator, Summer Day Camp Director, Afterschool Site Director, Summer Day Camp Counselor, Bus Driver (and trainer for other Y-staff), and all-around jack-of-all-trades. You name it, I probably did it at the Y. All of these were at the Dallas Metropolitan YMCA and the Arlington, Tx YMCAs. I started at Arlington, was hired and promoted twice at the Dallas Y, then re-hired back by the Arlington Y to open/lead the North Extension.