-Use financial analysis skills to prepare the organization for future business decisions.-Analyze financial statements, identify trends, and make informed recommendations.-Has a solid understanding of accounting principles, financial management, and risk assessment.-Aligns financial strategies with the organization's mission.-Believes in the organization's impact and advocates for its goals.-Conveys complex financial information to diverse audiences, including board members, staff and external stakeholders.-Ability to find innovative solutions to financial challenges.-Identifies and mitigates financial risk by complying with IRS regulations and grant requirements.-Manages human resources to ensure policy compliance and a positive work environment.-Assists in identifying and obtaining grant and donor opportunities while ensuring compliance with funding terms.-Manages IT and property to ensure efficient and effective operations.

Responsible for all aspects of the organization's financial operations including finance, accounting, budgeting, budget analysis and reporting, investments, vendor management, property management, information systems and continuous quality improvement.

Accountable for all fiscal and administrative operations of this $4.5m human service non-profit organization including finance, accounting, budgeting, budget analysis and reporting, investments, vendor management, property management, information systems and continuous quality improvement.•Managed approximately 15-20 grants; oversight and administration of all related accounting functions, grant invoicing, grant reports and was the liaison between the company and its funders (grantors).•Improved grant accounting by implementing an account structure that captured revenues and expenses by grant. These changes made financial reports more accurate, reduced time to invoice from 30+ days/month to 10 days/month; reduced the administrative time associated with grant billing and improved cash flow.•Negotiated a reduction in annual audit fees by 50%, at a time when the complexity of non-profit audits was increasing due to SOX and the new IRS form 990.•Implemented new servers and network with 100% increase of employee access to Internet and email both onsite and offsite. New case management information system negotiated, purchased and implemented agency-wide.

Managed approximately 40 grants that provided funding for the company and its programs in 48 counties and eight sites throughout Tennessee. Oversaw and administered all relative accounting functions, grant invoicing/reports; liaison between company and funders (grantors).•Increased efficiency in grant operations by documenting the process, and training staff on the company’s grant procedures; resulting in decreased time to invoice, reduced accounts receivable (A/R) days to within 30 days; analyzed and weeded out non-lucrative contracts. •Decreased the time to invoice by half; went from approximately four weeks to approximately two weeks per month.

•Functioned as Interim CFO for East Academy, Inc., a private school operating as both a private, independent k-8 school and a mission-based nonprofit. Developed and guided a turn-around plan that collected 50% of past due A/Rs; reduced expenses linked to late payables by 100%; and increased financial operational efficiencies that resulted in a 50% decrease in Bookkeeper FTEs.•Served as Process Improvement Consultant for the YWCA of Middle Tennessee. As a result of improving financial processes and using new technologies, efficiencies were implemented and FTE’s decreased from 3.0 to 2.0.•Acted as Business Development Consultant for EASI, a Tennessee-based company providing transportation and workforce services across the nation. Relationship built, contract negotiated and executed within 30 days.•Employed as Accounting and Finance contractor for the YWCA of Middle Tennessee. Provided A/R, A/P, payroll, grant billing and agency budgeting services.

Accountable for the start-up and daily operations of PSI’s $18m State of Tennessee Welfare to Work project.•Completed operational start-up in two months: 16 career development centers in 28 counties opened, 90 team members hired and developed, MIS developed and implemented.•Exceeded gross profit margin goals for CY2007; achieved six months ahead of schedule.•Created and guided long-range plans and results of all service delivery subcontractors (transportation providers, career development services, quality assurance/program review).

Managed all fiscal operations of this $8m behavioral health, non-profit organization; including finance, budgeting, budget analysis and reporting, investments, vendor, managed care and insurance contracting, property management, information systems and quality improvement.•Increased net assets by 20% from FY2002 – FY2006: endowment fund, cash reserves, merger and acquisition. Revenue increased 33% in same time period.•Performed successful due diligence analysis work in the areas of finance, real estate and technology for merger/acquisition of $1m nonprofit.•Implemented Total Quality Improvement (TQI) initiatives using Baldrige Award Criteria to define key result areas and create a financial scorecard to drive data-based decisions.•Managed IT implementation with 100% increase of employee access to Internet and email; internal network for IT and telephonic communications built and implemented.

Responsible for approximately $76m in “Welfare-to-Work”, Families First contracts.•60 Families First contracts negotiated, executed and managed each year•Increased quality measures 30% by revising contract monitoring•Supervised 8 technical assistance/contract monitoring staff•Wrote the Families First Financial Guidebook for Contractors.•Provided quarterly Families First Contractor Training

Responsible for Camelot Care Center’s mental healthcare operations serving 4 counties and two lines of business (In-home treatment and therapeutic foster care). Managed 1 office with 10 staff.•Profit margin increased to 42% as a result of marketing and referral process plan implementation•Used continuous Total Quality Improvement (TQI) to address all opportunities to improve operational efficiencies•Increased client access to services as a result of resolving contract issues with other private and governmental agencies and insurance companies•Clinically supervised therapists in securing their license to practice•Achieved JCAHO accreditation and TN Department of Mental Health/Mental Retardation licensing requirements each year