With LLS’s restructuring largely completed, I was tapped to lead athletic initiatives and map a path forward to more than double our current annual fundraising goal. I serve as an internal consultant and brain trust to leaders of our 27 regions on both proven and innovative revenue generation models with the potential to attract widespread interest and expand LLS’s brand recognition. Part of that is exploring virtual events and experiences that leverage new technologies and are responsive to changes in the wider culture. On a day-to-day basis I manage and coach 30 professionals focused on event fundraising, logistics and operations. I am also enthusiastically engaged in organization-wide efforts to ensure LLS is a welcoming place to work or volunteer by providing leadership to the diversity, equity and inclusion (DEI) Employee Resource Groups.

When COVID-19 spurred LLS to restructure, I was promoted to this new role where I functionally served as Chief of Staff for the western region Vice President. I also directly supervised three Executive Directors with oversight of 65 staff and $22 million in revenue. Highlights from this relatively brief assignment include:• Facilitating development and implementation of regional fundraising plans that include high-value tactics like athletic events and direct donor engagement. • Leading cross-functional teams to develop tools and resources needed by field staff in the new operating model. • Leveraging personal motivation, influence and my track record in this area to shape development of Board recruitment strategies focused on increasing representation of diverse business and community leaders.

This was a fascinating role that followed from my success in turning around the OSWIM chapter. It gave me the opportunity to continue building my strategic and change management skills. I was deployed to provide interim leadership to several LLS chapters across the U.S. during periods of executive recruitment and transition. In some cases, what I found were demoralized teams struggling with change fatigue. My tough challenge here was to quickly assess the situation and get people and systems back on track, somehow boosting morale and driving accountability at the same time.While in this role, I was selected by senior leadership to codesign a regional operating model for LLS as it consolidated from 56 chapters to 27 regions, including job descriptions and standard KPIs for mission-critical objectives pertaining to revenue development and volunteer engagement.

As Executive Director of one of LLS’s largest chapters, I had the chance to steer the chapter in a better direction. This involved right-sizing the staff and motivating a professional team of 14 as well as a volunteer Board of Trustees. On the fundraising side, I conducted a cost/benefit analysis of our major revenue streams and eliminated less profitable events, which helped us reverse a multiyear trend of declining annual revenue. I’m most proud of significant progress in three areas:Revenue:• 62% gross revenue growth in three years with a 10% uptick in net income.• $200k secured from local foundations, including several first-ever multiyear commitments.• 100% spike in new $10,000+ multiyear gifts through a relationship-based fundraising model that was subsequently replicated by other chapters.Management:• New, Boise-based Board of Trustees catalyzed by engaging influential volunteers and supporting their efforts to recruit peers with a mission connection.• Consistent team recognition at national LLS meetings—three of my direct reports received the “Rookie of the Year” award, outpacing all other chapters.Program impact:• Volunteer engagement in “Light the Night” events more than doubled.• Record-setting number of patients served through cultivation of strong relationships with hospitals and health care providers.Finally, I made it my personal mission to transition the Portland Board of Trustees from a team of eight (six men and two women) to a more representative team of 16 diverse business and community leaders with women composing the majority.

A highlight of this role was taking on new staff and volunteer management responsibilities. The geography I managed grew from Oregon and Idaho to include Washington and Alaska. In total, I recruited, managed and coached a staff of 10 campaign managers for “Team In Training,” one of LLS’ marquee, peer-to-peer fundraising programs focused on endurance sports. In terms of outcomes, I developed and implemented a strategic fundraising plan that resulted in 13% revenue growth. And cultivating strong volunteer relationships influenced a 20% increase in average funds raised per participant.

At dmg I oversaw both large and niche professional marketing industry convenings in several major U.S. cities. I got the chance to partner with industry leaders to shape engaging content that aligned with audience interests and expectations. High-profile executives I collaborated with include the CMO of eBay, the Chief Content Officer for Starbucks and the President of Whole Foods Foundation. Results:• Met or exceeded all performance targets including committee membership, sponsorship revenue and event attendance.• Exceeded target sponsorship revenue for each event by at least 10 percent.

This is the opportunity that brought me from St. Paul to Portland. As Ecolab’s primary point of contact for Sysco Portland, I grew category sales 22 percent in part by creating new training programs and collaboration opportunities that bolstered the relationship between the Ecolab and Sysco sales teams. I was promoted to this position after managing the successful launch of Ecolab’s first line of eco-friendly detergents in U.S. and Canada; in the second year, sales doubled across all markets. My presentations to key prospects like Hyatt Global, Marriott and Aramark played a critical role in landing those accounts.

I am most proud of an e-Learning and video training program that was launched to the 4000+ sales associates at Ecolab. I also learned skills in working on cross-functional project teams bridging communication gaps and efficiency between multiple. departments including R&D, IT, Finance, and Tech Service.

Ranked within the top “rookie” 10 TM’s in the nation for new business gained

Identified unique ways for Ecolab to be prominent on campuses to create more opportunities to interact with students as I managed the UG and MBA recruitment programs.