As Chief Operating Officer, I lead the internal execution of the NAMI’s strategic priorities while ensuring overall operational excellence.

• Working with the Board and affiliate network, created a new strategic plan to scale the organization’s impact, grow revenue, and better align the national organization with its network of affiliate chapters• Developed new organization-wide performance evaluation system for tracking progress against goals; monitoring organizational, departmental, and individual performance; reporting progress to CEO and Board; and course-correcting as needed• Created new systems and processes that reduced inefficiencies and drove down costs• Built a senior leadership team to drive stronger performance and accountability, which led to better performance, a stronger culture, more diversity on staff, and low staff turnover • Improved relations between SBA and its affiliate chapters• Implemented a new revenue development strategy, along with internal systems and processes for stewarding donors, that has resulted in year-over-year record-breaking growth • Built out the organization’s ability to effectively drive federal policy change, which resulted in the largest mobilization of volunteers to lobby Congress on federal priorities in the SBA’s history

• Developed new multi-year strategic plan to drive greater alignment, integration, and deliver greater impact and revenue results by transforming March of Dimes from a foundation funding traditional scientific research to a social change nonprofit galvanizing action to solve maternal and infant health challenges• Created new accountability mechanisms and structures to produce stronger execution and performance, reduce silos, and ensure alignment at all levels of the organizations• Developed new enterprise-wide operating model to provide a transformation blueprint for the organization, including identifying the structure, systems, processes, talent, technology, and culture needed to ensure mission delivery• Redesigned annual goal setting approach to ensure alignment between strategic plan and performance goals of all 700+ employees• Created vision and led process to build an agenda for a long-term Campaign for Moms and Babies, a national effort to mobilize cross-sector partners to address the major contributors to the nation's prematurity and maternal mortality/morbidity crisis

• Transformed Institute’s business model to shift from 100% grant-funded to 100% fee-for-service• Developed and executed enterprise-wide strategy to move from selling customized projects to packaging and scaling “in a box” training and coaching programs, including adapting in-person trainings for virtual delivery• Managed performance of team of 20+ individuals, including internal staff and corps of contracted coaches; led to longest period of improving performance and employee/contractor retention in the Institute’s history• Ensured results and quality delivery of programs and services; resulted in strongest results and highest partner satisfaction ratings in the Institute’s history• Strengthened and grew business partnerships with Institute partners, including AARP, Goodwill Industries International, the American Library Association, academic institutions, and numerous major national and regional foundations• Oversaw implementation and continuous improvement of network growth plan• Stewarded the Institute’s financial resources; evolved and strengthened internal controls and performance systems; improved efficiency and oversaw 5 years of positive operating margins and clean external audits• Expanded the Institute’s footprint into Australia and Canada• Regularly facilitated leadership summits, trainings for nonprofit leaders, and represented the Institute externally

• Developed and executed United Way’s overall strategy for strengthening relationships with 1,200 United Ways in the U.S.• Supported segmented relationship building strategy for Major Market United Ways, Mid-Markets, and Small City United Ways• Improved communications and engagement channels for local United Way CEOs• Provided technical assistance, training, and support to local United Ways on transforming business practices and mobilizing communities to drive results in education, income, and health • Cultivated fundraising prospects, write grants, and develop budgets for United Way’s community change work

• Developed United Ways three-year strategy to scale up the number of United Ways executing against the new United Way business model• Provided transitional operational leadership to United Way Worldwide’s community impact and learning division during executive leadership transition• Supported merger of two United Way Worldwide departments, creating new protocols and procedures for operational management• Organized operational processes and work flows to support $7.3 million budget

• Serve as UWW’s lead for building community engagement capacity in local United Ways• Assist with developing United Way Worldwide’s system wide transformation strategies• Serve as a strategist and resource for key United Way of America efforts such as local United Way mergers and consolidations planning, United Way’s System Revenue Task Force, the United Way Strategies and Metrics Project, and Leadership 18• Led the United Way Global Community Impact Collaborative, a learning strategy to create globally applicable community change models and tools for the emerging United Way global organization

• Provided strategic guidance on communications efforts• Assisted with developing research on public school civic education and other areas as requested• Created strategies for product promotion and knowledge dissemination

• Developed and implemented organizational communications strategy • Developed and executed marketing strategies for organizational products• Conducted public issues research• Researched, wrote, edited, and designed printed and electronic materials• Managed project budgets• Assisted with grant writing• Organized public events• Managed grassroots network of supporters• Created content for and maintained organizational Web site

• Coordinated grassroots efforts in six counties in the West Virginia Second Congressional District during the nation’s costliest U.S. House race of 2002• Planned and executed campaign rallies, picnics, and other events• Developed and fostered interest group coalitions• Created grassroots network of volunteers• Engineered precinct-level campaign operation• Assisted with major White House and Cabinet-level visits• Developed campaign materials• Assisted with constituent case work for the W.Va. 2nd Congressional District