Took the helm as New York City went into COVID Pandemic lockdown in March 2020.Leslie Gordon is the President and Chief Executive Officer of Food Bank For New York City , where she has led transformative change since March 2020. Taking the helm during the height of the COVID-19 pandemic, Leslie guided one of the nation’s largest food banks through an unprecedented crisis, doubling its annual food distribution from 70 million pounds to nearly 150 million pounds in less than 18 months. Under her visionary leadership, Leslie launched Food Bank’s first major gifts program, established a new transportation department, and introduced it’s inaugural in-house truck fleet. Her strategic approach also led to the formalization of the board recruitment and renewal processes, a comprehensive brand refresh including a new mission statement, and key infrastructure enhancements such as the installation of a mechanical lift at the Community Kitchen in Harlem and the expansion of the cooler at the Food Distribution Center in the Bronx.Leslie’s leadership has been crucial in enhancing Food Bank For NYC’s operational efficiency and expanding its reach. Her efforts have significantly bolstered Food Bank’s ability to deliver critical resources to those in need and strengthened its capacity to respond effectively to increasing demand. Through her hands-on approach, Food Bank For NYC has successfully navigated challenges and leveraged opportunities to advance its mission of empowering every New Yorker to achieve food security for good. With over two decades of experience in the hunger relief sector, Leslie previously served as President & CEO of Feeding Westchester. There, she rebranded the organization from “Food Bank for Westchester” to “Feeding Westchester,” increased the distribution of fresh produce to over 40 percent, and boosted overall food distribution by 20 percent. She also formed strategic alliances with health institutions to address diet-related diseases.

Recruited to step into the role of CEO, Food Bank for New York City, one of the nations' largest anti-hunger organizations.Chief strategist and vision leader for the largest anti-hunger organization, at heart of a network of 300 partners, in Westchester County, New York.Led the organization (board, and staff) through strategic planning to define its investments, and impact for the next five years. Finalized a bold plan for food increases, as well as non-food self-sufficiency related programming.Launched and transitioned the organization to a new brand, "Feeding Westchester", fully integrated across the entire marketing portfolio - web, social media, direct mail, et al. Repositioned the organization: led the organization in redefining its Mission and Vision statements. Led Feeding Westchester through an organization-wide compensation, and benefits review resulting in the design of its first all employee incentive bonus plan, streamlined staff levels, competency definitions by title, and robust benefits plan with varied options.Optimized organization operations across all departments (programs, fund development, volunteers, operations) through standard operating procedures, efficient work processes, new partnerships, and cost reductions, creating significant savings that led to increased client impact. Led the organization into the black in less than 6 months. Closed first full year at nearly $800,000 net cash ahead of budget, fueling increased reserves. Doubled cash reserves during tenure.Created structured planning, and relationship management practices that positioned the organization to meet its ultimate 5 year strategic plan revenue and food goals two years ahead of schedule.Developed and implemented initiatives to build an organizational culture that promotes defined values, engagement, and cross-functional communication. Employee survey showed significant improvement.

Active member of the organization's senior executive leadership team engaged in organization-wide work including budgets, strategic planning, compensation plans, performance management, succession planning, employee engagement, and culture development. Built, developed and retained a collaborative, engaged, thoughtful, high performing team of more than 40 staff (7 business units including Agency Relations, Gov't Relations, Community Engagement, Vol. Services, Direct Service Education programs) in a fast-paced, high growth environment. Directed a $13 million groundbreaking citywide collective impact project with key private organizations and city, state and private funders to increase equity and efficiency of emergency food delivery.Led the development of a Theory of Change, with a team of 20 internal and external stakeholders, for programming and related strategic planning for new strategic plan set to begin in 2017. Provided direction and leadership for a multi-functional business unit to execute complex program delivery including, "Healthy Neighborhoods" - City Harvest's bold citywide plan to improve food access and nutritional behaviors for nearly 500,000 low-income residents.Determined best approach to measuring social return on investment for all programming as part of a team of board members and senior staff. Lead partner with Corporate and Foundation Relations staff to help maintain and cultivate six and seven figure program related donors. Established and effectively communicated and monitored specific and measurable targets and key performance indicators (KPIs) for all teams.Served as the stead for the Chief Operating Officer during extended periods of absence including a sabbatical leave.

Led, managed, and set the vision and growth strategy for four business units, (20 staff) Agency Relations, Mobile Markets, Volunteer Services and Disaster Services responsible for the organization's relationship with nearly 600 emergency food programs, allocation of nearly 50 million lbs. of food annually valued at $93 million, development and engagement of nearly 20,000 volunteers annually and response to disasters.Pioneered, in partnership with the City Harvest Board and leadership team, and McKinsey & Co. analyst team, a new strategic approach that positioned the organization to double the amount of food distributed annually from 30 to 60 million lbs. in five years. Results included an average of 100% increase in lbs. delivered per stop from 600 to 1,200 lbs., seamless cessation of service to 90 underperforming clients, distribution of 60 million lbs. annually in four years - one year ahead of schedule. Built new department, Volunteer Services. Assembled staff team, created budget, designed and installed volunteer management software and designed and implemented department strategic plan. Oversaw growth in volunteers from 6,000 to nearly 20,000 annually to support increased community based programming and strategies aimed at building giving from corporations. Developed and oversaw $1 million grants program to help rebuild community food programs that sustained damage from Hurricane Sandy. Projects included work such as roofing, plumbing, electric. All programs are back in service. Administered $3 million in food relief funds and oversaw related logistics. Appointed by the Executive Director as the Disaster Commander for all disaster feeding response.Appointed by the Executive Director as the Chief Compliance Officer to act as the organization's employee whistleblower liaison to the board. Led compliance investigations.

Maintained oversight of existing business units while promoted to lead the development and implementation of a multi-year strategic program plan for Nutrition Education and advance more efficient program delivery while maintaining quality.Education Programming: Developed ambitious strategic plan for programming that: increased people reached with nutrition education by 118% from more than 21,000 to more than 46,000 over five years. Produced financial and scenario models, and logic models to support program growth plans and inform evaluation. Initiated and implemented a quality assurance program for nutrition education to ensure instruction excellence. Executed a cost effectiveness review of program interventions to understand most efficient ways to meet program goals.Food Operations:Directed and facilitated a 16 member project team in the implementation of an Enterprise Resource Planning system to integrate routing, inventory management and food allocations systems. Project resulted in standardized and automated operations processes, provided analytics to improve decisions and planning and created distribution efficiencies.

Reorganized department by implementing geographic territories to provide client agencies with improved customer service and designed functional specialty areas to allow staff to support increased programming. Reduced time wasted by several hours weekly on routine operations activities by introducing a culture of standard procedures that defined desired results, provided direction and maintained quality by reducing variation in approach.Implemented a program of metrics to allow organization to track performance against measurable goals, learn more about client agencies and identify areas for increased attention.Designed and implemented a non-profit management capacity building program for 450 client agencies including an annual learning conference, regular educational seminars on board development, fundraising, budgeting and financial management, and an annual grant-making program.Orchestrated the transition to new technology to support improved cross-functional communication across operations departments, enhanced customer support and tracking of key performance information. Defined custom software requirements.

Hired to stabilize Pennsylvania state operations and development programs and provide leadership to bring the organization to the next level.

Directed the launch of an innovative business designed to promote products manufactured in the Hudson Valley through website, direct mail and retail distribution. Guided businesses in identifying opportunities for growth, through networking and use of community resources. Consulted executives on strategies to expand revenues, improve profitability and increase consumer awareness.

Recruited to serve under General Colin Powell, as part of a coalition dedicated to helping Fortune 500 corporations in achieving their goals through participation in corporate social responsibility programs that benefit youth. Worked with senior executives at major corporations on the East Coast to develop new or enhance existing large-scale corporate wide social responsibility initiatives. Clients included Starwood Hotels & Resorts, Hasbro, Armstrong World Industries, StrideRite, Gtech, Sappi Fine Paper among others. Developed strategies to improve corporations' bottom line, by enhancing their image, recruiting more qualified personnel and retaining talented workers. Designed and guided partners in implementing programs. Created assessment tools to evaluate project outcomes.