The Coalition to Transform Advanced Care is a convener and catalyst for the national movement focused on the transformation of advanced illness care. C-TAC members include over 150 organizations including consumer groups, health care professional and providers, private sector stakeholders, faith-based organization, health plans and others. Work has included defining strategic direction and optimizing organizational and operation structure

The Alban Institute provides services to America’s congregations through its publishing, education, consulting, research, membership, online activities, and other ventures. Worked with Board of Directors and staff to set new course for the Institute after the retirement of former CEO of 18 years. Work required quick assessment of current lines of business and development of new business plans in light of changed landscape in all lines of business. Publishing, consulting and education, and thought leadership activities were all repositioned to ensure that the Alban legacy and mission continued in a manner that will allow for expansion on all prior accomplishments.

Spearheaded the massive and necessary budget downsizing and organizational restructuring during recent financial crisis. This necessitated reducing the $28 million operating budget by half and staff of 170 by two-thirds in a way that still permitted the Cathedral to perform core and essential functions. The swift actions taken led to three consecutive years of balanced budgets in a way that stemmed the drain on undesignated resources.Undertook a systematic review and refinement of core ministries followed by a comprehensive strategic planning effort that resulted in a newly stated mission, and vision, as well as a set of strategic goals and objectives. See Strategic Plan: http://www.nationalcathedral.org/pdfs/StrategicPlan2012.pdfDeveloped an action plan that prioritizes mission and operational goals in a manner consistent with available resources, a tangible result of which has been a $1.5 million (eleven percent) improvement in the level of reliable annual revenue for the Cathedral.During the last eighteen months, in addition to continuing these efforts, provided the leadership that held the Cathedral together through the resignation of the dean, the aftermath of an unprecedented earthquake and a crane collapse. A notable achievement in this period was the formation of a collaborative task force to plan for the stabilization of the Cathedral building, as well as to determine the Cathedral’s maintenance and preservation needs both for the short and long terms.Worked closely with Cathedral governance to reconfigure the structure and function of the board in ways that maximized its effectiveness to deal with the variety of challenges facing the Cathedral.

Lead efforts of CPB and the public broadcasting industry to address the challenges and opportunities of today’s media environment. This involved understanding, devising and implementing strategies to deal with the trends affecting the industry including rapid changes in technology, the ways in which audiences’ access and utilize media, dramatically changing demographics, and shifts in traditional financial models.Provided national leadership to the public broadcasting system around initiatives to improve the system’s financial footing; to support the provision of services by the stations at the local level; and to strengthen national programming, with the goal of realizing the tremendous potential of public service media to educate and to contribute positively to civic life.Developed and disseminated to Congress and other public broadcasting stakeholders an effective and compelling case for public broadcasting as an essential national institution which resulted in the continuous growth of annual federal appropriations.

Initially responsible for handling all domestic and international trademark matters relatedto the BELL trademark which, in a unique arrangement resulting from the divestiture, was co-owned by nine companies.Created and headed the Intellectual Property group expanding responsibilities to all intellectual property matters (including trademarks, trade secrets, copyrights and patents) for Bell Atlantic Corporation and its subsidiaries.Developed policies and procedures regarding the identification, protection, and development of corporate innovations, technology and information for educational and competitive advantage.

General litigation practice covering a variety of areas in state and federal courts.