After taking over leadership of Franklin County Residential Services in 2015, Dr. Maynard re-branded the organization to "I Am Boundless, Inc," and led a dramatic growth and expansion campaign - growing the organization from $22M, to over $175M in 7yrs. Under Dr. Maynard's direction, the organization expanded from serving about 800 adults with developmental disabilities in one county and a mostly single-line of services (community residential services), to serving over 14,000 children and adults with disabilities and complex needs through an integrated array of services, including behavioral health, physical health, employment services, day programs, and specialized ABA services for children with Autism and other Spectrum Disorders.

FMR was created to provide 'back office' consulting, support and development focusing on social services companies that want to maximize their service mission by contracting for services like IT, HR, billing/finance, property management/maint. and even board governance. Boundless, Inc. is a social service organization serving over 4,000 children and adults with intellectual and developmental disabilities, and individuals with behavioral health challenges through a unique array of integrated services that cross primary health, behavioral health, residential and treatment services and programs. Boundless has over 1,500 staff and has expanded from $27M to over $62M during the past 3 years.

The largest private human services organization in the N.W. suburbs of Chicago. Services include MI/behavioral health outpatient and residential programs, homeless services, day, vocational and residential programs for individuals with IDD and MI, sexual assault services, and alcohol and substance abuse treatment.Drive continuing improvement in service delivery to over 10,000 children, adolescents and adults with disabilities, mental illness, complex medical needs and dual eligible individuals. Rapidly revitalized underperforming organization while moving from deficit to profitability status. Eliminated $600,000 deficit while driving profits of more than $1M. Created a highly effective social-entrepreneurial model preciptated by a top-to-bottom reorganization incorporating horizontal and decentralized management dynamics. Effectively generated annual organizational growth rate of 20%, with no less than 5% profitability. Drove Behavoral Health Services Division growth of over 150%. Earned accreditation commendations for quality services from CARF and National Council.

An organization providing residential, foster family services, therapeutic respite and other community-based support services for over 500 children and adults with cognitive, developmental and behavioral challenges. Directed all operations while taking the lead in the creation of new programs, services and funding that expanded the organization from 100 staff to over 275 staff. Grew the organization from $3.7M to more than $13M through the development of internal business practices focused on improving efficiency and effectiveness. Drove creation of new, innovative programs and services, fundraising and grants, and agency acquisitions. Implemented board governance policies and procedures to create term limits and transition board culture. Wrote and successfully implemented over $7M of HUD and other government grants for capital development projects. Created 5 nonprofit sub-corporations to implement specialized housing corporation that became the 3'rd largest such entity in Ohio. Created new programs in areas of adult and children's foster services as well as behavioral health and therapeutic respite services for children with co-occuring challenges (MI/DD). Led successful process to obtain first CARF accreditation (a 3-year certification on first try).

A consultancy providing training and suport for charities in fundraising, marketing, public relations and board governance. Worked in close collaboration with United Cerebral Palsy of America, The National Alzheimer's Accociation and The National Multiple Sclerosis Society to design and execute network-wide chapter/affiliate mergers, start-ups and closures that enhanced peformance, profitability and effectiveness. Vetted affiliate performance in western U.S. region to improve financial performance by an average of 12% ($40M) per year. Improved chapter/affiliate capacity through mergers, new chapter growth, consolidations and board development across the U.S. (represented over 70 chapters and annual revenues of over $70M). Oversaw annual regional chapter growth of over 15%.