Executive leadership of a Community Corrections Non-Profit Organization. Hired by the board of directors to revitalize the mission, operational credibility, and fiscal sustainability. Stewardship of $9M budget while leading 8 executives with 105 total team members* Restored confidence of external stakeholders including state and county leadership by improving operations, collaboration, and increased transparency.* Recruited board members with specific skill sets and initiated a board development plan to improve oversight and transparency of the organization.* Transforming organizational culture by leveraging a compelling vision, mission, and operationalizing core values to improve leadership, quality care and client outcomes.* Secured financing and oversaw the completion of a stalled $3.4M renovation project from previous administration.* Led Comcor Inc to transform its branding to a more relevant and vibrant brand. * Embrave recognized as a Best Workplace for 2022 by the Colorado Springs Gazette.

Appointed by the CDHS Executive Director overseeing four state divisions including Adult and Aging Services, Disability Determination Services, Regional Center Operations and Veteran Community Living Centers. Stewardship of $200+M budget while leading 12 executives with 1600 total team members * Deployed streamlined hiring model that rapidly closed gaps in agency employee vacancies.* Increased accountability, responsiveness through leadership transformation, stakeholder engagement, employee relations by focus on organizational culture.* Improved healthcare outcomes in Colorado’s Regional Centers through division reorganization, implementing person-centered care, MANDT System of de-escalation and therapeutic support model.* Planned and executed redevelopment and move of a regional center program operation to new service locations.* Enhanced Veterans Community Living Centers through effective census development, quality assurance systems, and employee engagement; improved fiscal performance to meet sustainable operations. * In partnership with Colorado Coalition for the Homeless and City of Aurora, oversaw development of a permanent supportive housing program for veterans: Renaissance Veterans Apartments at Fitzsimons.* Networked with Colorado counties Area Agencies on Aging to improve services, performance metrics.

* Invited by the State of Colorado to represent service providers on regional center task force* Regional Center Admission Policy Subcommittee Chair: Selected as chair to review state policy.* Recommended changes to address short term capacity and access issues to the regional centers* Problem Sexual Behavior Subcommittee Chair: Appointed subcommittee chair to review capacity and service needs of a highly specialized population.* Submitted recommendations to improve community capacity for regional center population.

Consultation and support regarding Health Care Policy and Finance projects including the Regional Center Task force, Intellectual and Developmental Disabilities system and long term care. Charged with development and refinement of recommendations representing HCPF in system innovation and improvement specific to Colorado Regional Centers. Collaborate with internal/external stakeholders and consultants to produce deliverables.

Led regional team members and Area Directors to develop strategic, quality enhancement and business plans consistent with Bethesda’s mission. Oversight of all community-based and Intermediate Care Facility services in Colorado and Kansas. Advocacy at the state legislative level as well as building strategic alliances with other agencies and businesses. Development and expansion of Bethesda’s services in the region.Managed $15.3M budget while leading all aspects of Colorado and Kansas operations, including state licensing, regulatory compliance, quality assurance, fiscal management, personnel management, public relations, and business development. Oversight of seven market areas including 10 direct reports with 350+ total team members.* Reversed census decline and produced growth in both states by focusing on customer service, responsiveness, and marketing* Improved fiscal performance by $2.5 million in first 15 months and transformed business model to move from a loss of $3.75 M to a positive bottom line over four years* Expanded seven market locations in Colorado and Kansas* Assembled a highly effective team capable of delivering quality, customer service, and results* Recruited and empowered area directors and regional team members to be recognized for their experience and leadership* Developed positive relationships with Colorado Departments of Public Health/Environment, Healthcare Policy/Finance, and Kansas Department of Aging and Disabilities through successful survey outcomes* Developed collaborative relationships with referring agents across both states resulting in development of specialized services/capabilities and expanded service locations

Alliance is a nonprofit, statewide association of Community Centered Boards (CCBs) and Program Approved Service Agencies (PASAs) that is dedicated to strengthening services and supports for individuals with intellectual and developmental disabilities (IDD). * Elected Vice President of statewide provider association* Assessed and planned for capacity development through wait list committee* Capacity Development Committee, Membership, Think Tank, and Government Relations Committees

Led all aspects of Southern Colorado operations, including state licensing, regulatory compliance, quality assurance, fiscal management, personnel management, public relations, and business development. Chartered with cultivating new business relationships across the state.Spearheaded $5.6M budget while leading all aspects of Southern Colorado operations, including regulatory compliance, quality assurance, fiscal and personnel management, public relations, and business development. Initiated expanding services to surrounding areas and cultivating new business relationships across the state. Supervised six direct reports with 90 total team members.* Re-energized confidence and credibility in services delivered; improved quality ratings from 13% to 75%* Decreased weaknesses, minimized complaints, and boosted client satisfaction * Nurtured a collaborative relationship with community service groups and engaged with state regulatory bodies to reestablish the agencies leadership role in the community* Reduced employee turnover from 98% to 35% over three years by introducing retention programs* Improved customer relations through regular meetings with family members and clientele* Marketed services to key referring agents ensuring responsive customer service and census growth

Leadership of a 16 bed residential program for adolescents with annual revenue of $1.6 M. Led start up a of program for a new population. Managed program operations including supervision of professional and case management staff, licensing compliance, budget management and public relations. Networked and marketed the program through professional presentations regionally and nationally.* Promoted to develop a 16 bed residential program for severely behavior disordered, intellectually disabled young men ages 15-21* Delivered professional presentations at regional and national conferences* Marketed program regionally and networked on a national basis to develop/maintain full census in a shrinking market environment

Agency-wide training role for 200+ employees. Synchronized staff orientation with ongoing re-certification, in-service training, and specialized training events. Partnered with senior leadership, HR, and agency supervisors. Developed professional presentations that were presented at local, regional, and national levels.* Developed new strategies to improve the effectiveness of training system and reduce staff turnover* Presented training events on a statewide level for agencies and professional conferences* January 2001 appointed Interim Clinical Supervisor of a 26 bed residential program to execute a program turn around. Regained the confidence of key referral sources and external customers