Research and translation program emphasizing thrombosis/hemostasis and transfusion medicine led by 12 investigators. Affiliated with the University of Washington. COO is responsible for refining scientific strategy, expanding Institute research and coordination with Development and Communications programs.

PNDRI's mission is discovery, translational and clinical research that leads to the prevention and cure of diabetes and its complications. The Institute collaborates with universities, biopharma corporations, research institutes and others. Founded in 1956 as the northwest's first private non-profit research Institute, the organization has 105 employees, net assets of $15.2M and 2007 revenue of $6.9M.; Serves as executive responsible for strategic and business planning, operations, including philanthropic fundraising, regulatory compliance, finance, human resources, facilities, employee health and safety, information technology and community and government relations.With Board of Trustees and scientific leadership of the Institute, created a scientific vision to unify the work of the Trustees and scientists in accomplishing the organization's mission. With the scientific vision, developed a financial model enabling the organization to evaluate strategic alternatives related to growth and accomplishment of its mission.With key Board of Trustees Committees, scientific leaders and management staff, developed and implemented a business plan to accelerate growth of the scientific program, improve the return on real estate and financial assets, increase operating efficiencies and strengthen the Board of Trustees.Refocused philanthropic fundraising efforts around highest priority strategic needs. Moved emphasis to building a major donors program while maintaining efforts in annual giving, outreach and events. Developed philanthropic initiatives to support scientific program growth.

Lesser developed country-focused, non-profit discovery research company focusing on infectious diseases and vaccine, drug and diagnostics discovery. Funded principally by NIH and private foundation research grants.; As Chief Operating Officer, executive responsibilities included corporate strategy, governance affairs, fundraising, government relations and operations.Key architect in growth of the Institute from 80 to 250 staff members with an increase in revenue from $5M to $25M per year since 2000. 100+ collaborators worldwide, including pharma and biotech.Partnered with 40-member Board and led recruitment of Trustees, consisting of leaders from business, government, university, research, not-for-profits and philanthropies. Chief management liaison to philanthropic foundations and donors, raising $11M in 2007 to accomplish significant expansion in global health research and development.Conceived the new SBRI Building, culminating in a pioneering partnership with Vulcan Inc. Led a successful $8M capital campaign for the landmark 112,000 square foot research facility in the South Lake Union District of Seattle.

Multi-specialty, multi-site, non-profit ambulatory health care system dedicated to providing respectful, high-quality, patient-focused healthcare to our diverse community. Revenue of $120M per year, over 500 employees, including more than 100 health care providers.; Executive responsible for Finance, Patient Accounts, Human Resources, Facilities and Information Technology programs. Significant governance-related responsibilities. Managed a $60M per year military health services delivery program with 18,000 enrollees and its associated contract. Lead Government Affairs and legislation-related activities. Through transition to one of the first health risk-adjusted capitation premium HMO models awarded by the federal government, increased Department of Defense contract revenue from $45M to $62M per year. Implementation allowed significant improvement in quality of care and overall satisfaction of health-compromised military beneficiaries.Planned and completed a long term lease of the Seattle ex-U.S. Public Health Service Hospital, which now yields over $1M per year for King County uncompensated medical care. The transaction involved multiple external partners, complex business and legal terms and approvals by municipal, county, state and federal agencies.Planned, implemented and managed an automated medical and business records system.

Managed two academic health center departments working to improve maternal and child health especially in South Central Los Angeles. Operating budgets of $20M per year and over 450 employees.With the goal of reducing perinatal mortality and morbidity for more than 20,000 annual births in South Central Los Angeles, lead planning for and operations of a regional perinatal health care provider network. Obtained multiple public and private grants which supported the network's operation. Developed and managed medical record-based prenatal health screening program plus associated specialty referral system for voluntary use by care providers. With faculty, hospital and medical school administration engagement, reorganized management operations of the UCLA Department of Pediatrics, including automating professional fee billing in the faculty group practice.

With clients' families and a multi-specialty care team, established and promulgated behavioral prescriptions for each of 30 multi-disabled, part-time residential students.Established, obtained funding and facilities and operated one of the first infant stimulation programs for low Apgar infants in the State of California.