I am no longer accepting connection requests except from individuals whom I know personally. If we have not met face to face, please don’t send me a request.

In addition to my role as Director of Executive Services, I also led our team that provides bookkeeping and HR/benefits services to our internal programs and to other local nonprofit organizations.To improve operations and better serve internal and external customers, I hired accountants and an HR manager with greater relevant experience and converted from Microsoft Dynamics GP to a combination of Paycom for payroll/HR and Sage Intacct for accounting.

I lead MLF's Executive on Loan Program. This program identified interested executives and the expertise they can bring to bear and, as appropriate, trained them on the key differences between nonprofits and for-profits and between an executive on loan and an executive employee. We then teamed with them to provide a variety of project services to nonprofits. My own role on project teams was to provide oversight of the relationship between the executive on loan and the nonprofit plus such hands-on activities as needed, with responsibility for the results of the work. Should the nonprofit have desired ongoing support beyond the initial project, if the executive on loan did not wish to make a longer-term commitment, I did so. Projects included:* Reviewed a nonprofit's accounting and HR functions. Identified gaps in compliance with FLSA, ACA, and FMLA and internal control weaknesses related to segregation of duties. Improved the efficiency of several processes. Documented procedures to support training, which proved useful when a key position turned over. * For two nonprofits, established policies and procedures to ease compliance with and reporting on recently awarded Federal grants. Documented incomplete and missing policies and procedures required by applicable regulations. * Collaborated with the founders of a new nonprofit to develop and document their business plans for the next several years, including a multiyear budget by program. This business plan is now the basis for grant negotiations with local foundations. * Wrote the bylaws and organizing resolutions for a nonprofit establishing itself as an independent organization as required by the terms of a grant. * For an older nonprofit developed for the first time a fiscal year budget broken out by program, driving a discussion of which activities to focus on and goals for earned income and contributions. Prepared a monthly cash flow projection to model use of a bank credit line.

I served Memphis-area nonprofits. Depending upon their stage of life, these are some the areas in which I assisted:• Preparing the IRS Form 1023, the nonprofit charter of incorporation, and the initial bylaws. • Establishing or reviewing and revising the general ledger chart of accounts to support appropriate periodic financial reports to management and the Board, the annual audited financial reports, financial reports to grantors, and the IRS Form 990. • Developing and implementing strategic plans and business plans, including establishing the metrics and related reporting to monitor progress against the plans. (This may also include taking a management role in executing specific tasks or projects supporting these plans.)• Preparing activity-based budgets, helping the organization to be realistic and to use the budget to reflect its priorities as it allocates scarce resources, as well as understanding how the budget might change under various scenarios. • Analyzing periodic financial statements and explaining them and their implications to the organization’s leaders, key managers and the Board. • Selecting and managing interactions with providers of professional services for investments, audits, insurance, employee benefits, back office services and legal services. • Supporting the grant life cycle. o Writing grant proposals/applications, especially financially modeling the proposed activities and preparing related narratives and exhibits. o Establishing the mechanisms to track the receipt and use of grant funds and outcomes. o Preparing periodic reports to grantors, with emphasis on the financial and outcomes sections. o For Federal grants, ensuring compliance with 2 CFR 200. • Reviewing and optimizing internal operations, including policies and procedures and financial controls. • Training staff. • Selecting and implementing financial or other software.• Ad hoc analyses of data. • Fractional CFO services.

Nutrition Services is an $85 million, standalone business unit with no local government funding. Each day Nutrition Services feeds 60,000 breakfasts, 88,000 lunches and 10,000 afterschool suppers and snacks to students in Shelby County, including those attending traditional district-operated schools and charter schools within Shelby County Schools and the Achievement School District, plus several private/parochial schools. Sustained uninterrupted cafeteria operations in spite of a roof cave-in due to an ice storm, a fire in the warehouse, and subsequent condemnation of 160,000 square feet of warehouse and central kitchen space that required relocating these operations in less than a week.

At the start of the 2014-2015 school year my responsibilities broadened to include HR, Equipment Maintenance, and Education and Training. I led the division in implementing the Community Eligibility Provision (free breakfast and free lunch for every child in every school every day), resulting in increased meal volume and higher revenue in spite of losing 33 schools to the 6 new municipal school districts. I eliminated cash from our cafeterias. This in turn eliminated the cost of armored card pickups and the risk of embezzlement while at the same time speeding up checkout in the serving lines. (Students and adults may still prepay on line.) With the introduction of universally free student meals, in schools where the volume of a la carte sales had been low I dropped a la carte items from their offerings, further speeding up the service lines while simplifying ordering and inventory management. After identifying the opportunity to improve the usage of our distribution fleet, I coordinated development of a request for proposals followed by selection and implementation of route optimization software, vehicle tracking and GPS navigation. Vehicle tracking has resulted in greater driver accountability. New optimized routes resulted in more timely deliveries to cafeterias (better customer service). I initiated a pilot program for cashless vending in selected schools to test whether this additional method of serving students would increase meal participation. (It did not.)I negotiated for a grant to fund the construction of hoop houses at Southwind High School. Students in our Career Technical Education Agriculture Program use them will grow produce which they will sell to Nutrition Services, keeping funds within the district and providing these students with real-world experience in the business of agriculture. The division's executive director described me as Mr. Spock to his Captain Kirk: the go-to guy who put his ideas into action.

Led Accounting, IT and Planning and Procurement for the division. During the course of this year when Shelby County Schools and Memphis City Schools completed their merger, I instituted processes and procedures that contributed to an operating surplus for the division even after contributing $3.6 million to the general fund for indirect costs.I initiated the division's procurement preference program for locally grown and raised agricultural products. To protect the millions in inventory assets held in refrigerated and frozen storage, I instituted a web-based temperature monitoring system with email and text notifications to Equipment Maintenance.

MCS Nutrition Services was a business unit with approximately $65 million in revenue and 1,400 employees that merged with its Shelby County Schools (SCS) counterpart to create a business unit of about $80 million in revenue and 1,600 employees. In my role as project manager reporting to the division's executive director I accomplished the following:* Coordinated all aspects of the merger of these 2 business units.* Implemented a new food service management system (FSMS) in the "back of the house" for legacy MCS cafeterias and the division central office.* Implemented the same new FSMS in the "front of the house" and "back of the house" for legacy SCS cafeterias. * Led Nutrition Services as it took part in the district-wide implementation of a new ERP system. * Identified and executed other projects to increase organizational efficiency, reduce costs, improve service to students, and expand our customer base beyond our traditional school customers.A quote from the district's Chief of Business Operations: "What you didn't know is that the whole division is a project."I was selected as the division's Director of Finance effective July 1, 2013, when the merger of Shelby County Schools and Memphis City Schools was completed.

For ASD I developed and documented its processes for Federal grants: submitting grant applications and finalizing budgets, expending funds, reporting internally and externally, obtaining reimbursements and allocating these to individual ASD schools and charter schools, and maintaining records to support compliance audits.

Managed a $3.0 million budget and a staff of 12 in accounting, human resources, information technology and facilities maintenance. Administered additional $2.3 million in financial aid and other tuition discounts. • Analyzed financial performance of satellite campuses and identified candidates for downsizing or closure, driving 3 rounds of $500k+ cost reductions. • Created a multi-year model to forecast enrollment and required capacity, supporting development of the long-range plan for facilities and personnel. • Reconfigured Blackbaud Financial Edge accounting and Raiser’s Edge fundraising software, instituting profit and loss reporting by campus and simplifying preparation of financial reports for the audit and the annual IRS information return. • Led a task force comprised of faculty and staff to analyze health insurance program alternatives. Implemented a new plan design, a wellness program and a revised premium structure. In successive years lowered to 5% or less the annual increase in the organization’s per capita health insurance costs while increasing employee satisfaction with the benefits. • Developed new policies for delinquent tuition accounts and coordinated enforcement with campus principals, reducing annual bad debt writeoffs to less than 0.5% of service revenue.• Initiated competitive bidding for major service contracts, realizing 10% to 20% reductions in costs while increasing service and quality. • Coordinated the preparation of draft financial statements that received zero proposed adjustments from the external auditor for 18 successive years. • Oversaw architects and general contractors as owner’s representative over multiple million-dollar-plus facilities projects, bringing all projects in on time and under budget.• Designed an objective need-based tuition discounting program and implemented related tracking and reporting systems, producing net tuition revenue of $1.5 million.

Managed staff of 60 in manufacturing, customer service and technical support.• Reorganized master planning, production control and purchasing to eliminate chronically long lead times that had stifled growth, began to routinely ship customer orders within days instead of weeks, enabling sales to grow by 67% from $21 million to $35 million during my first year there.• Evaluated and selected new subcontractors and required these subcontractors to test as well as assemble, reducing total costs while supporting explosive growth.

• Organized startup production of a radically new type of reciprocal phase shifter for an innovative radar system for a Navy aircraft, quickly ramping to over 500 units per day. • Guided development and improvement of proprietary processes, relying heavily upon Statistical Production Control (SPC) and Taguchi methodologies. Raised yields from under 50% to over 90%.

• For a turnaround, achieved record shipments in back-to-back months while cutting headcount 27%. Increased on-time deliveries from under 50% to more than 80%.• Guided companies in implementing LEAN and TQM concepts. Installed numerous ERP, MRP-II and other systems. • Led seminars for the American Electronics Association’s Manufacturing Management Development series.

• After completing one year of intensive training, managed the operation and maintenance of reactor controls and propulsion systems on the USS Long Beach (CGN-9). Repeatedly chosen as one of an elite group to demonstrate the ship’s proficiency during live exercises for Reactor Safeguard Exams. Qualified to serve as chief engineer.• Served as navigator for the initial deployment of the USS Virginia (CGN-36). One of 2 officers entrusted with responsibility for the ship as Officer of the Deck during nighttime, multi-carrier task force operations.