Colerain is the second largest township in Ohio, with 60,000 residents, 240 employees, and an all-funds budget of $65 million.Reporting line includes economic development, finance, planning, zoning, and information technology.Implementing scheduling and timekeeping software across all departments. Collaborating on rewriting the township’s zoning resolution.

Responsible for the prudent management of the financial resources of the township, including accounting and financial reporting, in-house payroll for 240 employees, treasury and debt management, and the management of a $65 million annual budget.Successfully reconfigured the payroll system to allocate $3 million in CARES funding and $7.5 million in ARPA funding to public safety salaries and related benefits.Secured Aa2 credit rating for the township and issued $13 million in general obligation bonds to construct two new fire houses.Secured clean audit opinions from the Auditor of StateUpdating the township’s financial policies to align with nationally recognized best practices.Advise the Administrator and Board of Trustees on economic development projects, including the use of tax increment financing to advance township goals.Serve as the chair of the township’s joint economic development district and as treasurer of it’s community improvement corporation.

SFG is a consulting practice dedicated to strengthening communities by deploying private sector real estate development expertise to reposition underperforming real estate; advise local governments on economic development strategy and policy; and enhance and extend a local government's economic development capacity.

From 2004-2015, led projects for the City that have resulted in, or soon will result in, $636 million in capital investment, the recruitment of 9,700 jobs and the retention of 5,900 jobs.

• Managed the operations of a 100-person department covering a broad range of functions including economic development, housing development, property maintenance, code enforcement, parking and human services. Annual all funds budget of approximately $50 million.• As a result of a departmental merger, led the integration of these functions and cultures into a single, cohesive department. • Directed the negotiation of City support for projects that catalyze investment in the city’s employment centers and neighborhood business districts, primarily through bond financing, capital resources and state and federal resources. Directed the negotiation of City support for market-rate and affordable housing. • Engaged the local business community, community councils, non-profits and other neighborhood stakeholders to ensure that the City is aware of opportunities, risks and concerns, as well as to ensure that stakeholders understand the City’s strategy for development and how individual decisions flow from that strategy. • Served as the primary point of contract for the Mayor and members of City Council on all agreements, programs and activities generated by the department. • Acted as the lead recruiter in bringing new business, jobs and investment to Cincinnati. Experienced in selling Cincinnati overseas and to trade commissioners based in the United States.

• Led a team of three focused on residential, office and hotel development in the Central Business District and adjacent neighborhoods.• Directed and managed the negotiation of agreements that will result in the creation or retention of 1,300 jobs, over 1,300 apartments, 675 new hotel rooms, and 1,725 parking spaces. • Assisted with the drafting of the goals and strategies that are incorporated in the “Compete” section of Plan Cincinnati, the City’s comprehensive plan.

• Project manager or analyst for engagements with municipalities and counties in financial management, including best practices in debt management and budgeting. Led project teams from the drafting of the proposal through final delivery. • Co-authored articles in GFOA’s journal, Government Finance Review, including, "Debt Capacity Analysis for Local Governments," with Leo Yonghong Liang, October 2004 and “What’s Wrong with Budgeting? A Framework for Evaluating and Fixing Public Sector Financial Planning Processes,” with Rowan Miranda and Peter Christensen, September 2003. • As part of a private/non-profit partnership, developed a marketing plan and sold a web-based auction platform to state and local governments to optimize return on cash invested in short-term instruments. • Promoted twice.