For more than a century, Piedmont has been caring for patients, and caring about them. We've earned our reputation by treating patients and their loved ones the way we'd want to be treated. By listening and genuinely hearing. By alleviating pain by also alleviating fear. It's what separates us from any other healthcare organization out there.The Piedmont Promise is our commitment, individually and collectively, to the community to provide "the perfect balance between health and care."The Promise defines our belief that every person who walks into a Piedmont Healthcare facility should be cared for in a genuine, respectful and heartfelt way, and treated by some of the world's best doctors using the latest medical technology.

•Responsible for implementing a strategy for enhancing private, philanthropic support to the American Heart Association by identifying, qualifying, cultivating, soliciting and stewarding six-figure gifts from foundations and individuals, working with metro offices, Southeast Affiliate and National staff.• Established donor strategy plans with four metro markets: Atlanta, Georgia, Birmingham, Alabama, Knoxville, Tennessee and Nashville, Tennesseeo Led efforts to provide $500,000 of support to Mission Lifeline: Atlanta in 2011 by raising $250,000 in order to receive an additional $250,000 from the Love Foundation’s challenge grant.o Initiated a strategic fund raising plan with the volunteer Steering Committee in Nashville, TN to support a statewide effort to launch Mission Lifeline: Tennessee in 2012-13. Established a goal to raise $7.6 million over three years.o Guided the founders of the Natalie Henry Fund in Birmingham, AL to continue fundraising and marketing efforts for Infant Anytime CPR Kits for seven Birmingham hospitals NICU’s to train and distribute infant CPR kits to parents of NICU patients.

** Established and cultivated long-lasting, productive relationships with donors, professional advisors and volunteers* Started the Annual Estate and Tax Planning Professional Advisors Seminar in 1998 to educate and build relationships with attorneys, accountants, trust advisors and insurance advisors who can refer clients to the Foundation. Attendance has grown from 50 to 200 regional professionals, with several sizable deferred gifts made to the Foundation.* Created the Foundation's first gala, working closely with volunteer leadership, as part of the capital campaign. Expected attendance of 300 grew to nearly 900 community leaders, donors and friends.* Communicated regularly and proactively with donors as decisions were made to close the old hospital, move to a new location and rename the new hospital - especially critical in a community with only one, 90-year-old hospital.* Introduced the annual Holiday Dinner with the President for higher-level donors, inviting them to the medical center for education, recognition and stewardship. * Involved hundreds of volunteers in the capital campaign and annual campaigns* Managed stewardship of funds, cultivating major donors after they made landmark gifts to ensure their ongoing loyalty and satisfaction.**Grew and managed the development operation* Expanded the staff to five full-time development professionals to grow and sustain the program. * Created a "virtual staff" of communication and graphic design professionals to ensure the most effective communications, minimize payroll expenses and maximize the productivity and talents of salaried staff.* Oversaw the budget process, consistently meeting the budget for operating expenses.

The Foundation supports the Atrium Medical Center, a 250-bed medical center and the region's resource for advanced healthcare, that opened in December 2007, replacing the 90-year-old Middletown Regional Hospital.Reported to the President and CEO of Atrium Medical Center Health System and the Board of Trustees of Atrium Medical Center. Directed a budget of $2 million and a staff of four development professionals.** Increased Foundation assets from $1 million to $15 million over 13 years:* Raised more than $1.6 million in targeted annual fund campaigns to help area residents.* Solicited $1 million in planned gifts from the Heritage Society and the Charitable Gift Annuity program.* Generated more than $5.1 million, the most ever given to the Foundation, through a capital campaign, exceeding the goal by $500,000.** Built a comprehensive development program:* Initiated ongoing strategic planning sessions for the Foundation Board of Trustees to create a unified vision and mission, set goals and direction, and identify areas for revenue growth. Expanded the board's membership to include diverse skill sets and regional representation.* Introduced focused annual fund campaigns to meet specific community needs, with support from campaign leaders in the community, among employees and physicians. * Created and successfully managed the Foundation's first capital campaign to fund the new Heart Center at the new Atrium Medical Center.* Established and managed the Charitable Gift Annuity program and the Heritage Society, recognizing those who include the Foundation in their wills or estate plans.

Nationally recognized leader in pediatric healthcare with a reputation for excellence in patient care, research and medical education.; Development Officer: Responsible for fundraising. Reported to the Vice President of Development.* Established the Abrahamson Pediatric Eye Institute, the first free-standing pediatric eye institute in the US, with initial funding of $3.2 million.* Cultivated an ongoing relationship with a key donor, resulting in more than $1.5 million in lifetime giving.* Directed Professional Seminar Series for estate planning advisors, obtaining corporate underwriting to cover 100% of expenses.* Created and managed a Personal Financial Planning Seminar Series for medical/dental staff, obtaining 50% corporate underwriting.* Launched "Dinners with the President," seven times per year, inviting a total of 700 donors who were targeted by their special interests (such as pediatric oncology and pediatric urology).

Responsible for soliciting companies and volunteers for membership campaigns and directing training sales orientations for volunteers. Increased new members from 2,900 to 4,000 in a four-year period.