Supported and assisted customers in finding items including clothing, shoes, jewelry, etc. to feel and look their best. Active, engaging and high-performance team player.

Worked part time until March 2019 when the store closed temporarily due to the pandemic. In June 2019 this location was closed permanently by the Company.

Leadership, management and direct supervision of four Joint Commission accredited residential treatment programs for adolescents ages 12-18. Development and implementation of annual operation and capital budgets, annual business plan, and risk management. Oversee the delivery of services and multiple service contracts. Provide support & supervision to four Program Directors, and to the Directors of Nursing, Compliance, Admissions and shared supervision of the Controller. Sequel closed two of the four programs, and I made the decision to leave the company.

Responsible for developing, supervising, and managing the agency's mental health and substance use disorder services for children, youth & their families between the ages of 0 - 24 including both community and school based services; Healthy Start, a home visiting program for young families.~ Member of the Executive Leadership Team~Integration of Mental Health and Substance Use services and treatment~ COA Accreditation~ Inform Strategic Planning Process

With a passion for photography, this position provided me the opportunity to expand my knowledge of photography equipment and techniques and to share that with others...our customers! Sadly, this store closed in July 2016.

Provided project management and support as the organization: ~ Conducted an Assessment of Human Resource Functionality. Provide results to Leadership team, identifying strengths and areas ripe for growth. ~ Completed the annual Joint Commission Focused Standards Review, insured that the organization knew its areas of compliance, and provided direction for both desired and needed improvements to be prepared for the Full Survey process. ~ Conducted a review of Leadership and Management Meetings which provided Leadership with information that increased the value of these meetings to meeting participants and the organization. ~ Active participant in committees working to improve Productivity Standards, Benchmarking and Dashboards

Seattle Children's Home (see below) merged into Navos in 2012, as part of a strategic partnership between the two organizations. As CEO of Seattle Children's Home, I moved to Navos in the role of Chief of Child, Youth and Family Services. Provided leadership, direction and support to all child, youth and family programs and services for community mental health and substance abuse agency serving over 1,000 clients across four locations, with 160+ employees and multiple contracts and funding streams. Provided support to Navos Consortium serving over 3,500 additional services to children, youth and families. Optimized child and family programs, such as outpatient counseling and infant mental health services, for improved client outcomes. Shortened lengths of stay in residential treatment programs, improved behavioral management strategies and facilitated utilization of Sigmund electronic health record (EHR). Provided vision and facilitated strategic planning as a member of the organization's leadership team. Developed and managed division budget. Mentored and supervised the directors of Child & Family Outpatient Programs, Systems of Care and Residential, Intensive In-Home and Transitional Programs.• Responsible for the CYF Division budget of $9.1M, which is 16.5% of the organization budget of $55M• Key member of executive team tasked with building a redesigned campus, the Center for Children’s Behavioral Healthcare, from the ground up; designed buildings, created programs and established culture, working closely with architects, builders and project manager• Worked closely with legislators regarding policy development and impact, including providing legislative testimony and participating in legislative work groups

Led strategy and operations for a nonprofit, JCAHO-accredited, mental health organization. Oversaw the provision of outpatient and residential treatment services, for youth from 2 to 21 years of age and families, while managing a budget of $5 million annually. Fostered positive relationships with up to 20 board members while planning clinically robust programs and ensuring the organization’s fiscal sustainability. Interacted with funders, donors and community partners to promote the organization’s long-term viability. Provided guidance and direction to the executive team, including the heads of administrative services, development and residential treatment, and up to 100 employees. Implemented dashboard reports.• Conducted an initial analysis of the clinical milieu and developed a plan to correct inadequacies and align programs with the agency’s mission; developed long-term program vision and marketing plans• Reorganized the development and marketing division, created fundraising events and increased revenues; increased fundraising efforts by $250,000 annually with no rise in costs• Improved clinical programming by adding evidence-based practices, including trauma-focused cognitive behavioral therapy; bettered agency’s financial position every year• Completed two building remodel projects for residential programs, closed an unviable program and opened a pilot program• Led employees and the board of directors through a merger and acquisition process with Navos

Taught "Human Resource Management for the Human Services" to second year MSW students.

Drove strategic planning, operations, board, quality improvement and accreditation initiatives for a COA accredited nonprofit organization providing residential, special education and shelter care services to youth and their families. Managed an $8.5 million budget, two program sites, 180 employees and an endowment. Mentored an executive leadership team of nine, including the chief finance officer, the residential program director and the director of HR.• Recognized with the Eugene Stafford Award for Exemplary Leadership• Expanded residential treatment program by adding three housing units, increasing capacity by 33%; up to 85% of youth returned home or transferred to less restrictive environments• Facilitated math and reading level lifts of at least one grade level for 75% of special education students during one academic yearPromoted from Chief Program Officer (1999), Director of Quality Improvement and Staff Development (1996-1999), Residential Program Coordinator (1991-1996) and Social Worker Therapist (1990-1991).

Instructor for Developmental Psychology from 2002 - 2005