Oversee all procurement and supply chains for the Wastewater Treatment Division of the Metropolitan Sewer District of Greater Cincinnati. Responsible for $53 million budget including development, tracking, and modeling. Coach staff of 13.

Special projects for the Health Commissioner. COVID-19 reporting, team management, communications work.

Recruited to this new Departmental Director level position to create a program for aging and accessibility in city government. Leveraged community relationships and strategic partnerships to craft a program designed to improve the lives of older adults and persons with disabilities. • Crafted three-year strategic plan; all goals are on-track for timely completion.• Engaged the City in the AARP Livable Community program, saw Council adopt a resolution, Mayor wrote letter requesting admission to program, held launch event, raised $40,000 to conduct community survey. • Developed the concept of the 50+ Cincy Celebration, an event to celebrate older adults. Created an working group, managed all logistics, recruited 5 sponsors raising $25,000, developed and implemented marketing plan, persuaded Councilmembers to name their 50+ Person of the Year, recruited over 20 vendors, resulting in over 300 participants. • Added an accessibility category to the Fix It Cincy ap, resulting in hundreds of customer service requests, all of which were promptly resolved. • Created a $600,000 multi-department evidence-based fall prevention program consisting of the Fire and Health Departments, Recreation Commission, Office of Performance and Data Analytics, People Working Cooperatively, and the Council on Aging. Currently seeking funding.• Serve as the Americans with Disabilities Act compliance officer for the City. Crafted ADA grievance process for residents and provided a location for residents to request a reasonable accommodation. Resulted in grievances being investigated and resolved.• Required that each City Department establish an ADA coordinator, created training materials and provided training sessions for all Departments/Offices. Set deadlines for Departments to conduct facilities and program self-assessments and develop change plans based on those assessments. Resulted in many departments developing Action and Facilities plans to increase program and facility accessibility.

Provide strategic and financial planning and other capacity building assistance to associations, foundations, and other not-for-profit organizations.• Advise clients in a range of business areas including strategic planning, financial planning, organizational start-up, expansion, reorganization, and service diversification. • Advise clients on strategic approaches regarding legislative process, regulatory actions, strategic communications. • Assist clients with the planning and review of business operations.

Recruited to restore profitability, build strategic plan, raise visibility of Association, stabilize staff, improve policy process, and resolve nonperformance issues for component unit. Managed all financial oversight of $2.1M organization including cash flow, budget development, budget implementation, and formulating financial projections.• Increased reserves from $900,000 to $1.35M from FY09 - FY12. Reduced expenditures from $2.2M to $1.8M in first year. • Built consensus for and implemented dues increase of 75% over five years, restoring profitability. • Crafted two strategic plans, developed board consensus for adoption of plans, built plans' goals into daily operations, and ultimately achieved the plans' goals prior to deadlines. • Created strategic communications plan, cumulating in the placement of an op-ed in the Wall Street Journal and tripled number of reporters attending conferences. • Updated all publications from print to digital, allowing for easier publication and less costly distribution and revamped weekly newsletter increasing the "open rate" from 23% to 32% while saving eight work hours per day. • Coached four C-level staff, promoted two staff, recruited C-level communications director, created mentoring program for all staff, built professional development program, turnover during tenure lowest in NAST history.• Formulated governance changes, added Secretary-Treasurer to the leadership track, providing all leaders with comprehensive understanding of financial model. • Modified policy development process for swifter resolution of issues while maintaining consensus culture of the Association.• Transformed National Association of Unclaimed Property Administrators from a component unable to provide services to its members and in debt to one that was fully functional organization and able to adopt its first-ever strategic plan.• Developed programming for international exchange program including bringing in new partners to increase capacity.

Recruited to restart organization after abrupt shutdown four years earlier by parent, to serve as chief fundraiser, and to place programs in local high schools. Awarded HSF employee of the quarter for high performance.• Rebuilt board of directors and recruited members including the Chancellor of Texas A&M and an internationally known neurosurgeon from Johns Hopkins University. • Crafted strategic plan consisting of vision and mission statements, developed board consensus for approval of plan, achieved the plan's goals prior to deadlines.• Formulated development plan, solicited over $3M worth of proposals to government agencies, corporations, and foundations, resulting in collaborations with two federal departments and one federal agency for scholarship and internship programs and a program for nurse recruitment with a major health insurer.• Guided one C-level staff, directed one administrative staff. • Held bi-lingual workshops once every three months in local high schools designed to encourage Latino students to attend college, workshops attended by an average of 300 students, parents, and other family members.

Recruited to increase federal appropriations for the field of health services research and to encourage federal government to develop policies that would enhance the field. • Created all governance documents crafted initial strategic plan, built board consensus for plan approval, implemented strategic plan, achieving all its goals prior to their target date. • Increased funding for those agencies that support health services research from $280M to $410M during tenure. Awarded $250,000 grant to develop workshops for researchers on implementing HIPAA privacy act.• Grew partnership of organizations supporting the Agency for Healthcare Research and Quality from 80 members to 130 and built new coalition supporting the National Center for Health Statistics with 35 initial members. Coalitions played vital role in increasing funding for the field.

First non-attorney recruited to increase government relations capacity.• Negotiated jurisdictional issues between the federal government and states, resulted in winning point allowing states to investigate consumer complaints against strong federal opposition. • Resulting in the federal government fully valuing insurance commissioners' ability to investigate complaints, which became a keystone of the regulatory structure of the Affordable Care Act.