Leader for a three-member team of Intake Coordinators providing intake services for over 400 beds at nine sites.

Responsible for keeping over 380 beds at five halfway houses filled each day by reviewing in-coming applications and assessing them for compliance with agency criteria. Closely monitor daily occupancy rates and project the number of clients needed in order to keep each facility at full capacity. Keep facility staff and agency executive leadership informed of occupancy rates on a daily basis and trends over time.

Returned to Talbert House after Welcome House Operations Director position was eliminated. Worked at the Community Correctional Center as a residential advisor to the clients in the facility, ensuring the safety and well-being of the 110-bed facility. Quickly promoted to the front administrative office as the agency's Intake Coordinator.

First ever Chief Operating Officer for the agency responsible for the management of all day-to-day direct service operations including housing, case management, and employment services, as well as grants and HR administration. Responsible for a 30-bed homeless shelter, three apartment buildings and scattered site facilities that encompass over 70 apartments.-Brought a new focus on data-driven decision-making to the agency -Assisted senior management in identifying key performance indicators (KPI’s) for use in performance monitoring-Created the first KPI “dashboard” for the Board of Directors-Prepared the first five-year financial forecast that identified structural imbalances that challenge the agency’s viability-Directly involved in a 55 apartment renovation using LIHTC financing to preserve and protect historic housing stock

Southwest Ohio social service agency with over 800 employees engaged in mental health and drug addiction treatment, corrections, and housing. First ever Director of Housing Operations responsible for the management of a 60-bed homeless shelter, four residential sites, nearly 200 apartments and 200 housing vouchers operating with a staff of 73 and a budget of over $5.7 Million. -Launched a new start-up consolidated housing department by uniting several sites into one effective team-Exceptionally skilled in grant writing and administration; secured a $540,000 grant to assist homeless Veterans-Doubled the budget of a Veterans housing program by successfully bidding for funding from the VA-Subsequently assigned to troubleshoot and manage security issues at 24/7 facilities

Served as the CEO of a fund-raising agency that raises nearly $2M annually to support a variety of local social service agencies. With a staff of 5 and the aid of countless volunteers, was responsible for the daily operations, finances, strategic planning, and community relations. Responsibilities and accomplishments included:-Increased fundraising results by 4% annually in 2009 and 2010 during the worst of the economic recession -Introduced "2-1-1," a county-wide hotline to obtain information about local social services -Successfully preserved the agency as a local resource in the face of an unpopular regional consolidation attempt-Graduated from the United Way Executive Leadership Development Program in 2008—a two year program consisting of over 160 hours of classroom training supplemented by independent study and special projects

Served as a member of the city's senior management team responsible for retaining and attracting businesses in the community as well as serving as the city's liaison to the local Chamber of Commerce and Downtown Historical District Board.-Recruited and assisted over 75 new businesses, bringing nearly 1,000 jobs to the city-Revitalized and preserve 10 historic downtown retail buildings by leveraging a $50,000 grant into $100,000 in repairs and rehabilitation.