Served as interim-CEO during transition in leadership. Helped to stabilize the organization with emphasis on employee centered initiatives that helped in staff retention and overall operational efficiency. Started process for strategic redevelopment plan for SRHA's public housing portfolio, and helped to set process for a more transparent and productive relationship with Executive Management and Board of Commissioners. Finally, worked with Board of Commissioners in the hire of the current CEO and continued to consult with the agency until September, 2024.

Provided progressive leadership for housing authority with staff of 250 employees and an annual budget of $120 million that supports a resident population of approximately 35,000 in 2,809 Public Housing units, 5,206 Housing Choice Vouchers, 638 RAD units, 144 LIHTC units, and 980 Market rate units.In collaboration with Board of Commissioners, determined strategic direction for agency. Oversaw efforts with City of Norfolk’s key redevelopment initiatives, and HOME/ CDBG housing initiatives. General responsibility for subsidiary entity, Hampton Roads Ventures, that specialized in New Market Tax Credits to support local, regional , and rural economic development initiatives. Also provided executive management of the implementation of the Choice Neighborhood Initiative (CNI) for the Tidewater Gardens, a 618-unit public housing community. Provided effective leadership throughout the COVID-19 pandemic with little interruption to resident resource and service delivery, as well as successfully maintain key organizational functions at high level. Key Achievements: *Engaged Commissioners, executive staff, employees, and residents in development of 5- year strategic plan, FY2023 FY2027, that plan was adopted in February 2023. *Led efforts with professional consultants for review of all NRHA operational functions that resulted in significant organization and mission focus changes to organization with increased accountability and efficiency performance *Led efforts to implement financial and budgetary changes that minimized use of reserves in operations toward operating on a sustainable budget.*Led efforts in consultation with Board of Commissioners, to establish a set of Guiding Principles for Equity, Diversity, and Inclusion; these principles have led to current efforts to update the personnel policy and performance evaluation standards to reflect the foundation of the Guiding Principles

Provided visionary leadership for HUD High Performer redevelopment and housing authority with staff of 60 employees and an annual budget of $50 million that supports a resident population of approximately 10,000 in 4,118 housing units (3,400 HCV, 261 PH, 167 RAD/ LIHTC, 290 market rate). In collaboration with Board of Commissioners, determined strategic direction for agency. As redevelopment agency for the City of Hampton, leads revitalization efforts and implementation of City’s master plans and administered the City of Hampton’s CDBG and HOME programs. Chair of HRHA affiliate entity HHADC, Inc. (dba Peninsula Development Solutions), a regional CDC for development of workforce housing; Chair of A Step-Up Foundation, a charitable foundation in partnership with Hampton City Schools, and City of Hampton Social Services, established to address the educational deficiencies and risk factors experienced by children in HRHA assisted housing programs through innovative and collaborative initiatives

An agency with 7,624 housing units composed of 3,103 public housing and 4,521 HCV units; Performed complex and difficult professional administrative work analyzing, evaluating, planning, organizing, directing, and coordinating organizational activities assigned by the Executive Director . Spearheaded organizational assessment by outside independent consultant that led to overhaul of numerous departments and realignment of key personnel, while providing functional management and establishing performance metrics. Led transition of agency to asset-based management Led planning efforts and developed financial plan for strategic relocation, demolition, and disposition schedule for all properties. Initial project led to relocation, demolition (640 PH units) and construction of the agencies award winning Collingwood Green Phase I and II communities, a $64 million project financed using 4%, 9% LIHTC, housing bonds, grants, equity, and debt.