Diane Burke Email and Phone Number

Under the general direction of the EEA Board of Directors, lead, manage and operate all aspects of a non-profit arts council including a multigenerational art and music school along with several art galleries on the East End of Long Island. Through strong fiscal and process management, lead the organization to a full financial recovery whilst conquering the challenges of revitalizing Downtown Riverhead.• Brought a failing organization stability: Managed the operation from near bankruptcy by improving financial and operational stability through the elimination of waste, professionalization of the gallery operation, improving the membership offerings, upgrading school course offerings and availability, implementing good financial controls and hiring a strong team to support the next phase of growth for the organization. Brought the phone and computer systems up to date creating reliable office systems and a flexible work environment. • Improved public relations and marketing: Appointed by the Riverhead Town Board to seats on several committees focused on improving the community: Downtown Revitalization, Business Advisory Committee, and the Transit Oriented Development Committee. Increased brand awareness through the implementation of comprehensive marketing, social media marketing and public relations plans including redesigning the website. • Secured Grant Funding: Secured additional grants from new sources of funding leading to improved cash flow for the organization and operational stability.• Fundraising: Developed a comprehensive analysis of fundraising over five years through the implementation of a new constituent management system to manage both membership and donors.

Under the general direction of the HFHS Board of Directors, lead, manage and operate all aspects of a $4 million non-profit affordable home building and housing organization and our $2 million retail store, ReStore.• Brought a failing organization stability: Managed the operation from a major cash flow and operational crisis by improving financial and operational stability through the elimination of waste, improving operational process, implementing good financial controls and guiding the staff through to the next phase of growth for the organization. Brought the phone and computer systems up to date creating reliable office systems.• Increased the local brand awareness through the implementation of comprehensive marketing, social media marketing and public relations plan including a redesigned website. Increased exposure and awareness lead to improved government and donor relations.• Improved the performance of the mortgage portfolio by formulating a homeowner mentoring and financial fitness program. Moved from privately held mortgages through a partnership with M&T Bank and SONYMA reducing organizational risk and improving cash flow.•Delivered high quality sustainable, energy efficient homes with improved design and features. Introduced solar and geothermal energy to improve long term affordability and sustainability. Improved construction efficiency and process supported by PROCORE project management software. •Secured additional grant funding through HOME, CDBG, NYSAHC and FHLB leading to improved cash flow for the organization and increased affordability for homeowners.•Developed a comprehensive analysis of fundraising over five years. Identified at risk donors and areas of potential growth. Identified a new client management system which includes analytics for increased donor reach.•Increased revenue through financial control initiatives, marketing improvements and a store expansion. Doubled revenues in less than three years.

For the third largest consumer products company in the world, my recommendations were accurate and in accordance with the investment guidelines set by the Board of Directors.• Emerging Markets and International Business Expansion: Identified international investment opportunities with the validation investment governance guidelines set by the Board of Directors.• $75 million privatization, capital investment initiative and business plan for a tobacco factory in Eastern Europe.• $50 million purchase of and business improvement plan for a chocolate factory in Brazil.• $35 million co-generation facility for our Beer factory in the Dominican Republic; eliminating business interruption due to lack of reliable public utilities• International Project Management: Initiated several process improvements to eliminate departmental headcount as our expansion worldwide increased.• Designed, created and implemented an international web-based budget system.• Initiated an international project management system to track projects at any point through the preparation and approval process.• Automated the exchange rate monitoring system for use in all markets worldwide.• Budgets: Quarterly, prepared and analyzed the $500 million capital expenditure budget and the $1.0 billion capital investment budget for presentation to the Board of Directors of Philip Morris Companies.• Identify Opportunities: Monitored foreign exchange exposure and through review of hedging alternatives for foreign currency and commodity options. Identified economic, financial and political opportunities for new and emerging markets.