TonThat Consulting is a nonprofit sustainability practice of a seasoned interim executive transition consultant/former chief executive who has spent more than three decades helping nonprofits survive and thrive through organizational challenges and executive change. Our approach is guided by our commitment to building equitable leadership, growing respectful organizational cultures, and strengthening the nonprofit’s agility and ability to meet its mission.Clients include: Nuestra CDC, Co-Interim ED, Interim Executive DirectorCity Mission Boston, Interim Executive DirectorMARCH, Inc, Interim Chief Operating OfficerKennedy Donovan Center, Inc., Interim Chief Executive OfficerSoutheastern Connecticut Council of Governments, Project Manager for IES, LLCCoalition for Occupied Homes in Foreclosure, Interim Executive DirectorMetroWest Nonprofit Network, Strategy ConsultantNew Sector Alliance, Interim Executive DirectorStep to Success Brookline, Interim Executive DirectorMetro West Collaborative Development and Can-Do, Strategy ConsultantBrain Tumor Society, Interim Executive DirectorAlzheimer's Association Connecticut Chapter, Interim Executive DirectorNational Network of Forest Practitioners, Interim Executive Director

Brought on as part of an interim team to bridge the transition from a long-term executive director, stabilizing and operationalizing a new administrative model in which the back office and many community development functions are outsourced to a sister organization. Brought focus to systems integration between the two organizations, rebuilding a new real estate development team support system, reimagining resident services support, and expanding services to a portfolio of >900 individuals and families. Restored confidence in Nuestra’s reputation, working directly with community members and organizations, city government, local elected officials, and private and quasi-public funders. Began an aggressive fundraising effort with a goal three times the size of previous development efforts (bringing to this effort the experiences of capital campaigns, events, individual and major giving) and maximizing the allotment of Community Investment Tax Credits (CITC). Ensure the organization can continue to meet its mission by addressing the weakness of Nuestra CDC's business model.

Developed and implemented short- and long-term strategies to leverage assets from each of the merger partners. Drove revenue by building relationships with current and prospective donors and by promoting the Society to become “top of mind” as the primary driver of brain cancer related policy. Ensured programs were effectively delivered while balancing resources to drive maximum benefit into the cause. Liaised with Board, aligned partner organizations, community, staff, and volunteers to optimize collaboration and new ideas. • Orchestrated successful merger of 3 brain tumor organizations over the course of 2 years, creating the largest national brain tumor organization with a budget of >$10M• Engaged in permanent capacity post-merger to foster innovation, manage growth, and ensure positioning as the ‘go to’ organization in the brain tumor community at the national level• Established a game-changing, multi-partner, multi-institution GBM (most deadly brain cancer) research program with a goal to double life expectancy for GBM patients within 5 years (launched in 2013)• Launched public/private collaborative with FDA, a coalition of nonprofit organizations, and leaders in the medical/academic community and industry to define new endpoints for phase III clinical trials, accelerating the investment in drug development

Retained to identify and rectify funding compliance irregularities and to restructure $4M debt from a community center, allowing for long term operational viability.• Brought property management services in-house to increase the residential portfolio from 9 to 21; began development on a transit-oriented mixed use project yielding 43 units of affordable housing plus 8K sq ft of commercial space• Restructured 4 program divisions and administrative structure toward greater effectiveness and efficiency• Joined a coalition and partnered with U.S. Department of Justice to enforce Help America Vote Actcompliance by the City of Boston• Addressed organization's misuse of ~$500K of programmatic grant monies from 2 national foundations by refinancing capital assets and by renegotiating the effective grant period so that all the funded programs could be implemented

Spearheaded all property management, accounting and budgeting, contract auditing and risk management, and insurance purchase for all 7 program subsidiaries. Reported to 7 distinct boards and church committees. Supervised and directed staff in site management, financial services, facilities, and personal care and homemaking.• Refinanced HUD 202s (120 units); maintained compliance for LIHTC project (35 units)• Developed a 5-year capital plan for the properties owned by the First Baptist Church• Built an unique continuum of supportive housing by connecting 3 different elder housing projects. Maximized a newly-created 501c3 Home Health Aide organization to provide services and staffing. Costs were mitigated through contracts with the State Department of Elders Affairs

Promoted to take over operational leadership within the agency during a period of expansion of privatized human services in the Commonwealth. Oversaw the Property and Housing Department, the Information Technology (IT) Department, and the Business Resource Manager.• Directed start-up of the first residential program in the country designed to service Asians who are homeless and have chronic major mental illness• Following rapid post-privatization growth, oversaw the development and maintenance of 55 residential and commercial sites, including >250 supported apartment units across Metro Boston