Provide strategic planning, operations and financial management, and accounting consulting services to a select group of small business clients. Specific services include: -Design Charts of Accounts; -Set up general and subsidiary ledgers; -Establish initial account balances; -Implement accounting and internal control procedures; -Design and prepare monthly financial statements; -Preliminary preparation of client submitted sole proprietor and Subchapter S Corporate federal and state tax returns; -Define meaningful business work volume measurements; -Develop annual work volume, operating, capital and cash budgets; -Analyze monthly actual-to-budget staff productivity and financial variances; -Recommend remedial action when indicated; -Business mission review and clarification; -Market definition and analysis; -Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis; -Develop consensus on strategic goals, operational objectives and implementation plans; -Mentor executives for managerial effectiveness; -Assist management with third party financial and regulatory agency negotiations; -General risk management.

Consultant to qualified entrepreneurs in financial management, strategic planning, performance improvement, and CEO mentoring. Clients included a digital marketing firm, small scale manufacturers, a start up aeronautics supplier and a fund-raising consultant to religious organizations.

Responsible for daily management of independent and assisted living facilities of this for-profit retirement community owned and operated by Century Park Associates.. Retired to Bend, Oregon.

Responsible for daily operation of not-for-profit continuing care retirement community owned by the Catholic Archdiocese of Atlanta managed under contract by Wesley Woods Senior Living of Emory University. Assumed leadership of failing start-up six month after opening and achieving full occupancy and strong financial performance within two years.

Reporting to President of the Episcopal Homes Foundation based in Lafayette, responsible for the daily operation of their flagship continuing care retirement center. Achievements include dramatic increase in occupancy levels and financial performance, administrative oversight of millions invested in capital improvements including creation of an assisted living facility, three consecutive perfect nursing home annual surveys and recognition by Governor Gray Davis as one of the state's premier long term care facilities, administrative support of land acquisition and planning for a low income senior housing project in Santa Rosa, enhanced community outreach activities.

Assumed executive leadership of an aging retirement community with only working capital, no financial reserves, and more than 20 years of deferred maintenance. Reported directly to resident-elected Board of Directors who gave a mandate to improve all of the weaknesses cited above. During my tenure, TP conducted its first formal strategic planning process which resulted in a conceptual overhaul of its marketing plans based on custom remodeling of its residential units, improving occupancy to more than 95% and generating substantial revenue through increased entry fees. The increased revenue stream allowed the community to issue tax exempt bonds used update all interior common areas, install a fire sprinkler system throughout the building and purchase an adjacent nursing home. TP had $2.5 million in financial reserves, a new assisted living unit on site and an effectively functioning fund raising foundation when I accepted the position of Executive Director of Spring Lake Village in Santa Rosa, California.

Complete financial management responsibility for community healthcare system including executive responsibility for its Home Health Agency and Durable Medical Equipment subsidiaries. Reported directly to the President.

CEO of a district hospital reporting directly to its elected Board of Directors. Assumed executive leadership mid-way through and successfully completed the hospital's multi-million dollar expansion and remodel. Worked closely with Medical Staff leadership to improve quality of care and renegotiate hospital-based physician contracts. Partnered with the Confederated Tribes of Siletz to establish the first tribal healthcare clinic in the town of Siletz.

Reported to the Executive Committee of the 35 physician multi-specialty clinic with four satellite clinics on the Kitsap Peninsula, Washington. Facilitated the clinic's first strategic plan, managed construction of the fourth satellite clinic, negotiated capitation contracts with prominent insurers in the Puget Sound region.

While a master's degree student, served as the teaching assistant for the hospital financial management class for two years, and served an administrative internship and residency at Virginia Mason Medical Center, Seattle.

Complete financial management responsibility for this community hospital. During my tenure, participated as a senior executive in developing the financial aspects of the hospital's first strategic plan, was part of the district's successful passage of general obligation bond issue to finance expansion and remodeling, enhanced the hospital's budgeting and financial management systems. Managed the hospital's accounting, data processing, personnel, purchasing, admitting and patient accounting departments. Responsible for annual financial audits by Arthur Young, and Company, earning their unqualified opinions on the hospital's financial statements all six years I served as CFO.