I work at the intersection of Government Relations and Behavioral Health for for a large, non-profit health system.

Missio Dei is a community largely made up of homeless and otherwise marginalized people. As pastor I provide strategic, administrative, educational and spiritual leadership as we offer fellowship, meals, laundry and support for the community. I oversee the work of staff and volunteer leaders, manage the budget and develop collaboration with other organizations serving marginalized people. Missio Dei’s work is supported by a $50,000 grant from the Presbyterian Church (USA), which I secured in 2018.

Over the last fifteen years I have worked in a wide variety of EMS systems. As a paramedic, I lead a small team providing emergency care. In addition to providing excellent pre-hospital care and customer service, I have also learned about medical logistics through inter-facility and dialysis transportation. Since EMS is the connection between different healthcare settings, I observe the gaps and communication breakdowns that weaken the healthcare system. These observations inspired me to seek systemic solutions through my MHA. As a frontline provider, I understand the challenges clinicians face in their daily work, enabling me to partner with clinicians in system-level change. I have also provided leadership as an instructor, and I helped Brighton Ambulance develop their Line of Duty Death policy.

Over the last fifteen years I have worked in a wide variety of EMS systems. As a paramedic, I lead a small team providing emergency care. In addition to providing excellent pre-hospital care and customer service, I have also learned about medical logistics through inter-facility and dialysis transportation. Since EMS is the connection between different healthcare settings, I observe the gaps and communication breakdowns that weaken the healthcare system. These observations inspired me to seek systemic solutions through my MHA. As a frontline provider, I understand the challenges clinicians face in their daily work, enabling me to partner with clinicians in system-level change. I have also provided leadership as an instructor, and I helped Brighton Ambulance develop their Line of Duty Death policy.

When I arrived at Laurelton, the church was struggling after a decade of significant decline, culminating in the need to shift from full to part-time pastoral leadership. Through coaching, adult education and multi-channel communication I empowered Laurelton’s volunteer leaders to embrace their authority and a renewed sense of possibility. Together we engaged the community through a vibrant Saturday morning breakfast and revitalized a midweek Bible study to become a hub for neighbors beyond the church.I supervised staff and volunteer leaders and deepened collaboration with neighboring churches. I also led the creation and implementation of the church’s budget. As we planned my succession, I pioneered a staff sharing arrangement in which I led a second church so the two churches could jointly hire their next pastor. This arrangement improved financial sustainability and the ability to attract a wider candidate pool. I also led the regional clergy care committee providing professional development opportunities and support for clergy.

Led a small medical team to provide excellent prehospital care and customer service in a high-poverty, urban setting. Provided non-emergency medical transportation for hospital discharge and interfacility patients. Ensured correct stocking and supply for ambulance. Communicated effectively with a wide variety of healthcare providers including doctors, hospital and medical office staff, nurses and family members.