My role began with CFCC in 2016 and has had many advancements. I first began as a facilitator of our transformational courses designed to help develop leaders by increasing emotional intelligence and creating environments for team members to flourish. In 2018, I advanced to lead the State of Michigan and implement strategic, long-range goals. Within one year of leadership, we became the largest chapter and had the highest growth rate of all areas. I secured and retained the status of Top Producer in terms of program bookings. In 2019, I set a booking record for client engagements, a performance that exceeded the next-highest producer by 46%. The record still stands today. Additionally, our alumni membership grew 50% in the first year, and training delivery doubled in volume that year.In 2021, I was appointed Chief Executive Officer, tasked with leading national initiatives and leveraging partner alliances to promote our human-centered approach to talent management. In this capacity, I currently channel the efforts of 25 team members and 60 facilitators, supplying them with the vision, mission, and roadmaps to transform organizations and the influential people who run them. My first challenge was to weave the principles we teach deeper into the fabric of our own organization. These principles are integral to our increasing employee retention and achieving 100% employee satisfaction ratings. From my experiences and education in psychology, I have created a playbook that other organizations can follow to shift to a Caring Workplace with higher engagement, satisfaction, and performance levels. Under my leadership, the scope of programming has expanded from one to three foundational classes, with the inclusion of continuous learning tracks. I am a content developer and master facilitator for our courses, which grow leaders in two ways: by increasing emotional intelligence and obtaining the knowledge to create environments for well-being and flourishing.

Working in tandem with the C-Suite, I helped transform YMCA’s Bay region in terms of board governance, financial performance, operations, programming, fund development, stewardship, quality control and advocacy. Some key accomplishments include generating a 37% program revenue increase and a 50% increase in partnerships during my 3-year tenure.Additionally, I led fundraising efforts to support programming and client services. I defined and expedited human resource policies, training and recruitment programs to ensure positive experiences and company growth. I also developed and implemented quality controls and standards to ensure organizational expectations and regulatory requirements were met. In terms of advocacy, I cultivated relationships with state organizations, DHHS and community leaders to advance YWCA’s priorities of women’s empowerment and eliminating racism.

The NFC provided programs and services for northern Midland County to promote the social, emotional, intellectual and physical wellbeing for members of the community. Both NFC and CFC are the two operating units of Greater Midland. The scope of my role as Executive Director included oversight of the two nonprofit centers with 50 team members. First year in the role, I devised new funding strategies and integrated new cost controls which eliminated $100K in debt. Over my 3-year tenure, we grew strategic partnerships by 25%, revenue by 20% each year and program enrollment rates by 25%.

This leadership role involved extensive strategic planning and facilitation, translating missions and goals into operating plans with clearly designated benchmarks and annual objectives. I launched several initiatives related to organizational development and capacity building, as well as participation with State and local organization collaborative groups.Another key area of responsibility was ensuring that buildings, equipment and grounds are sufficient to meet current and future business needs for twelve locations across six counties, optimizing a $10M budget.