- Develop, secure Board/Town approval for operating and capital budgets

• Strategic planning and management services to non-profits organizations, particularly with respect to managing transitions, turnarounds, and program development.• Assisting seniors with lifestyle assessments including aging in place, downsizing and relocating to independent and/or assisted living, and managing the organization of needed services.

• Developed five-year capital budget and fiscal year operating budget. Presented to/adopted by COA Board, the Board of Selectmen and Wellesley Advisory Committee.• Analyzed organizational structure and functions. Revised/reclassified job descriptions of existing staff, developed job descriptions for new positions, and adjusted budget to cover new staff. Interviewed and hired 3 part-time employees. • Analyzed financial and programming practices with initial scope of changes to include clear cash management practices, streamlined program registration, and expanded use of data across planning and evaluation. • Managed staff, most with less than 2 months tenure, to work collaboratively to provide exceptional services to seniors. Fostered team cohesion while under-staffed and instituting new policies and practices. • Achieved a turnaround in COA atmosphere and increase in senior participation within 5 months by creating a warm and responsive atmosphere for patrons. Instituted Open Door Policy at Director level, culture of daily personal interaction with seniors by all staff, completing facility improvements, and expanding non-fee based programs.• Built relationships with town departments and staff to efficiently conduct routine administration and continue existing co-sponsored programming. Expanded outreach to local volunteer and service organizations.• Prepared EOEA report and final budget for grant spending. Maintained regular contact with EOEA and MCOA. Forged relationships with area COAs for cross-pollination on programming, policies and practices, and outreach activities.• Transitioned onsite programming to remote programming in response to CoVid-19. Oversaw over 1,000 direct wellness phone calls to seniors and triaged/coordinated assistance for groceries, medication, transportation, masks, and mental health services.

• Directed and managed operations including: full profit and loss responsibility, agency and program budgeting, staff recruitment and management, state/federal compliance and reporting, grant administration, and Board relations and reporting. Managed corporate, individual, grant, and event fundraising to underwrite general operating budget.• Recruited, trained, and developed staff and volunteers of approximately 65 to provide services and programming including front desk, technology and financial coaching, tax preparation, and full array of programs and activities.• Strengthened organization’s sustainability by increasing entrepreneurial training lab income 400% through development of marketing network of partners and brokers. Increased client retention rate to over 90%. Training lab revenues constituted over 60% of general revenue.• Instituted 8 years of grant-supported direct service programming for seniors, low-to-moderate income constituents, and other under-served populations. Annual outcomes of 250+ registrants completing 1 or more community classes.• Built and maintained strong relationships with area colleges and universities to support programming through internships, service learning, social justice research, partnerships and projects. Conducted speaking engagements and outreach to corporations, community organizations, and academia.• Forged and maintained on-going collaborations with area social service organizations for coordinated service provision and referrals. Example: registrants in senior, ESL, GED, and literacy classes at partner agencies were eligible for free or low-cost technology and financial literacy classes at CRPIC

Responsible for commercial real estate acquisitions for Fidelity's corporate occupancy, funds, and private investment portfolio