Oversee financial management, budgeting, and strategy development for not-for-profit, advocacy organization with over 100 employees in 30+ locations throughout the United States. Manage assets in excess of $80 million and operating budget of $20 million.

Provided senior leadership with strategic guidance on growth into new regions of the country and on the pivoting of the organization from primarily a direct service provider to a national policy and advocacy organization in the pretrial reform area. Supported the National Director of Policy in defining The Bail Project’s platform, developing a theory of change for the organization that ties together its direct service and policy work, and planning strategic communications within the criminal justice practitioner and policymaker communities. Developed specific positions relating to the use of pretrial risk assessment instruments, electronic monitoring, and other topics.

Elevated to the additional role of Chief Operating Officer of JMI in 2013, assuming responsibility for the financial management, human resources, and operations of this $2 million not-for-profit organization after the unexpected departure of the previous Chief Financial Officer. Managed financial and programmatic compliance for multiple public and private contracts and grants for work in over a dozen states at any given time. Defined and implemented clear policies and procedures. Engaged the Board of Directors, alongside the President, in strategic planning and in meeting their fiduciary duties.● Streamlined operations and reduced overhead costs by 25 percent, allowing for increases in employee compensation while maintaining competitive costs for professional services.● Restructured company accounting, benefit, and other human resource policies and practices to ensure compliance with industry, state, and federal laws and regulations.

Envisioned and led complex technical assistance and program evaluation projects for over 20 state and local justice systems/ stakeholders. Diagnosed, analyzed, and synthesized existing, emerging, and anticipated needs. Analyzed and mapped complex business processes. Facilitated strategic planning, clarified theories of change, and cultivated consensus. Conceptualized and operationalized solutions in areas, such as specialty courts, pretrial policies, and workload management. ● Charted a growth plan for the International Legal Foundation Myanmar public defender office, forecasting opportunities and challenges and providing recommendations for managing change and growth. Developed a customized organizational development framework and rubric as a diagnostic and planning tool for international development nonprofits in post-conflict nations.● Facilitated strategic planning among an unprecedented collaborative of system and community leaders in Charleston County, SC to reduce reliance on jail and to mitigate racial inequities in the criminal justice system. Work included comprehensive needs assessment and process analysis; data system integration; building and sustaining consensus; and developing performance metrics.● Constructed an innovative and unique evaluation framework to assess the performance of interventions by prosecutors, law enforcement, and victim services to reduce victim and witness intimidation. The framework later became the basis for a series of pilots.● Developed concrete performance measures and practice standards for indigent defense for clients in Massachusetts, New York, and Washington, where any detailed understanding of quality representation had been elusive among practitioners and academics alike.● Grew relationship with the John D. and Catherine T. MacArthur Foundation from limited grant support of $150,000 per year to a combined $6.8 million investment over six years.

Developed and managed national training and technical assistance (TTA) program, blending efforts by private, reform-oriented foundations and by the US Office of Juvenile Justice and Delinquency Prevention (OJJDP), to respond to the system improvement needs of the Coalition’s member juvenile justice state advisory groups and other state-level juvenile justice stakeholders.

Shepherded the rapid, strategic growth of the nationally-recognized public defender office, in close partnership with the founder and executive director, from a not-for-profit organization of 50 staff and $4 million in gross revenues to one with nearly 200 staff and nearly $20 million in gross revenue over eight years. Directed program and staff performance evaluation initiatives, promoting a culture of data-driven decision-making and accountability. Designed and implemented an information architecture that reflected and enhanced the holistic defense model of interdisciplinary advocacy by criminal, family, and civil lawyers, investigators, social workers, and other advocates on behalf of the poor.● Codified the “holistic defense” theory of change providing the basis for ground-breaking evaluation of the public defender’s unique model and for its widespread adoption.● Conceptualized the expansion of organization into bold new areas of practice, including the launch of its representation of parents and guardians accused of neglect or abuse of their dependents, the Family Defense Practice, and of its technical assistance arm, the Center for Holistic Defense.

Deployed professional learning programs for K-12 school leaders nationwide, liaising regularly with local and state educational agencies. Designed courses and materials for instructional leaders, revamping a novel product line supporting data-driven, iterative teaching practice improvement. Managed statewide projects in Florida, Pennsylvania, and Washington.