Lead transition to new Finance and Administration staffing plan by designing financial and human resources processes, serve as thought partner to management team, develop and manage annual budget, manage all human resources activities, creating procedures across all administrative areas, support new union negotiations.

Lead transition to new Finance and Administration staffing plan by designing financial and human resources processes, developing new financial reporting to create transparency of budget to expense knowledge across budget managers and documenting and creating procedures across all administrative areas.

As a member of the senior leadership team, I was the leader for internal operations and culture for the national office. ► Member of senior leadership team responsible for national office operations, including Finance, HR, Development and Administration functions initiating internal communications, producing annual $5.5M budget, implementing team building activities and ensuring $2.5M annual fundraising goal. ► Liaison with Board of Directors; managed six Board level committees including Personnel Committee to determine and update internal policies and Nominating Committee to recruit and staff leadership positions for board and committees.► Led the merger of the national headquarters with the DC policy office, including secure office space, negotiate lease agreement, issue RFP and establish new IT systems, set up administrative systems, hire and onboard 50% of the staff in the first six months.► Oversaw the migration of electronic files to cloud-based system (SharePoint), directing a cross-departmental team to implement the migration; developed cybersecurity training program.

I served as the key interface for the Museum’s national development team, including its five regionally-based fundraising offices, with the Museum’s DC-based marketing, communications, national operations, public programs, and special events teams. ► Led new national processes to streamline operational efficiency between the Museum’s five regional fundraising offices and the national headquarters resulting in products and programs that meet Development fundraising goals while aligning with institutional messaging. ► Managed culture change by creating new communication mechanisms and forums for testing ideas, developing implementation plans and foster teamwork between the regional and national development offices. ► Designed and implemented multi-day donor trips to the Museum, working with programming colleagues to create inspirational education sessions and partnering with major gift officers to recruit participants and set fundraising goals. ► Participated as key team member in developing fundraising strategy. ► Served as docent to individuals, school groups and law enforcement officers.

I focused internally on achieving cross-functional excellence by bringing different perspectives to the table and allowing each to be heard and understood so that organizational goals can be achieved effectively. ► Designed new organization-wide decision process to determine new program creation, establishing criteria based on impact, effect on the community and financial implications. ► Spearheaded cross-disciplinary team to define overarching development strategy and create policies to support it; developed new internal processes to support the strategy and align gifts with the budget.► Selected and implemented new grants management software system to automate grant tracking, payment and reporting activities. ► Managed operating budget process, motivated a team of 40 budget managers and pioneered a new structure for aligned directed gifts with expense budgets.► Directed the formation and creation of the Operations, Planning and Analysis team within the Finance department.

I created a new structure for Board-level programmatic oversight committee and sub-committees to better achieve CJP's strategic goals. I developed a new approach to partnering and funding CJP's core grantees.► Designed and led evaluation process for key grantee organizations to determine clear grantee expectations and set three-year goals for partnering on community strategic priorities.► Streamlined grant making processes for $32 million budget across six programmatic areas, simplifying all grantee communication functions and increased accuracy and timeliness in each piece of the process. ► Conducted analyses and created tools for determining appropriate internal programmatic overhead charges to manage the annual programming and budgeting cycle, resulting in a more accurate program funding model and better alignment with the revenue timeline. ► Managed task force that evaluated 25-year historical funding model and created new method for allocating unrestricted funding to key grantee organizations, making funding relevant and connected to CJP goals. ► Ran key volunteer leadership committees responsible for strategy oversight and budget approval.

I worked closely with Board-level committee members to determine yearly programmatic strategy and appropriate budgets. ► Managed multi-year, community-wide planning process of 250 volunteers, 17 employees and 9 committees resulting in successful role out the six core program areas from the 15 year strategic plan.► Led lay committee to examine and define CJP’s role in the community resulting in a reorganization of the programmatic leadership structure, aligning the new plan with implementation of measurement system to increase overall accountability. ► Directed allocations and budgeting process for $6 million dollar division with ten staff.

I partnered with the new Director of the Mandel Center to name, create and grow this research center to have national reach in the field of learning and education. ► Reporting to the Center Director, developed the administrative and operational functions of a new research center and was actively involved in the implementation of its vision. ► Supported the hiring and growth of staff researchers, faculty and consultants from two to twenty and served as liaison with the university’s Human Resources.► Collaborated with architectural firm to design new office and multi-purpose space that fosters collaborative programmatic work through the installation of furnishings and technology.

► Researched and wrote grants to fund innovative start up focused on young philanthropists interested in social change.

► Managed office operations, staffing, and technology for New York office of Jewish education division.► Monitored $1.2 million annual budget and managed expenditures resulting in $300,000 savings.► Coordinated seminars, annual conferences, and meetings of up to 100 national educational leaders