Leading Nonprofits is Tough
I know first hand, having spent the last twelve years of my career as Chief Operating Officer for three different nonprofits. In each position, I was the primary change agent in support of each organization's commitment to internal improvement and ultimately to greater impact. At various times, my duties included primary senior responsibilities for Finance, HR, IT, Admin and Legal; oversight of Development, Communications and Evaluation; and acting Executive Director. These nonprofits ranged in size from 20 to over100 staff and from $4 million to $70 million in annual revenue. More on these wonderful organizations can be found here, here and here.
Along the way, I've led the design and implementation of financial, case management, evaluation and performance management systems and processes, trained and coached leaders and managers, crafted strategies, plans and budgets, promoted culture change, written policies and so on. Throughout my career, I've worked closely with Boards of Directors as a member, a senior staff liaison, and an advisor.
Prior to entering the nonprofit world, I practiced corporate law with an international law firm and served as general counsel for a couple small technology companies.
These experiences inform my consulting approach. I assess organizational challenges through multiple lenses--interpersonal, financial, programmatic and cultural, short term priorities, long term aspirations. I build a shared perception of the challenges so that everyone understands what needs to happen and what is expected from them in achieving success. I provide advice and guidance through the ups and downs of implementation. And as we together address the immediate issues, I also work with you and your team to build the skills and confidence that will enable you to respond effectively to future challenges.