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Work Background
Scranton Area Community FoundationDirector of Strategy, Learning and Innovation
Jul. 2025~Strategic Partnership Development & Ecosystem Engagement: Developing and strengthening SACF’s relationships with new and current partners, managed foundations, regional and state funder collaboratives, SAF-led councils and advisor groups, policy partners, legislators, and other aligned institutions. ~Mission-Aligned Investment & Capital Strategy: Supporting the development of impact investing pilots, evaluating blended capital strategies, and new ways to align our philanthropic and investment tools for long-term community benefit. Innovation Pipeline Development and Initiative Expansion ~Evaluating and helping to prototype scalable initiatives and cross-departmental pilots that address complex regional challenges in creative and strategic ways. Identifying leading practices that help to successfully improve upon and expand the impact and scope of already-current initiatives. Field Learning & Strategic Positioning Helping to elevate SACF’s voice in the field through knowledge sharing and sector learning—so that we not only do strong work, but continue to help lead conversations around it. Co- planning the staff retreat and other staff education opportunities for maximum cross-departmental impact. ~Cross-Organizational Connectivity & Alignment Serving as a bridge between philanthropy, programming, operations, and all other departments—ensuring our tools, stories, and strategies are integrated in ways that advance our shared mission.
Scranton Area Community FoundationDirector of Community Impact and Strategy
Mar. 2018 - Jul. 2025Scranton, PALeads and supports the continued development of established and new collaborative relationships within the community, regional and statewide nonprofit agencies, and municipal and parish governments in moving forward the Foundation’s identified initiatives. Represents the Foundation in community meetings and community collaborations relating to specific projects and related initiatives of interest of the Foundation, which include but are not limited to affordable housing, quality childcare, accessible transportation, region-wide giving day, capacity building for nonprofit organizations, community safety, animal welfare, and diversity, equity, and inclusion. Leads and manages NEPA Gives, Northeastern Pennsylvania's largest giving day, which has raised over $4.1 million in 4 years for nearly 250 nonprofits throughout 8 counties.
Waverly Community HouseProgram and Event Manager
Mar. 2017 - Jan. 2020Waverly, PA- Coordinate services for events, such as accommodation and transportation for participants, facilities, catering, signage, displays, special needs requirements, printing and event security. -Plan and schedule programming and event coverage, based on broadcast length, time availability, and other factors, such as community needs, ratings data, and viewer demographics. -Coordinate activities between departments, such as news and programming. -Direct and coordinate activities of personnel engaged in broadcast news, sports, or programming. -Recruit, interview, and hire or sign up volunteers and staff.
VAC - Voluntary Action CenterCommunity Impact Director
Jul. 2015 - Jan. 2017Scranton, PA~Responsible for coordinating and managing the relationship with corporations, foundations and individuals from who funds are sought for various programs and projects. ~Responsible for conducting the full range of activities required to prepare, submit, and manage grant proposals to foundation and corporate sources. ~Perform prospect research on foundations and corporations to evaluate prospects for corporate and foundation grants. ~Work with fiscal to gather information necessary to report to corporate/foundation funders on current grant programs. ~Comply with all grant reporting as required by foundation/corporate donors ~Assist with other fundraising projects as requested
VAC - Voluntary Action CenterBig Brothers Big Sisters Program Director
Feb. 2013 - Jun. 2015Scranton, Pennsylvania Area- Develop and drive the business plan of the organization within the context of the nationwide strategic direction; drives a collaborative process with the Board and staff. Uses performance metrics and quality indicators to guide operational decision-making. - Cultivates a strong Advisory Council willing to lead and contribute to the fund development success of the organization. - Attracts, retains, develops and leverages staff talent. Creates an environment where staff is engaged and performing at high levels. Institutes and utilize an effective performance management system for all employees that include annual objective setting and evaluation. - Develops plans that maximize the financial strength of the agency without adversely affecting other criteria of success (e.g., customer satisfaction, quality of service). Communicates the key performance levers and manages to these measures. - Pro-actively ensures that the organization develops strong long term relationships with large scale individual, foundation and corporate donors/funders. Personally, builds and maintains key relationships to ensure fund development strategy is achieved. - Ensures that comprehensive marketing strategies are developed to attract, engage and mobilize significant numbers of volunteer mentors. Ensures programmatic excellence and maximum program impact is achieved by establishing operational benchmarks, setting timelines and making child safety a priority.
FreelanceMarketing and Business Management
Feb. 2010 - Jan. 2013• Partnerships with Home Owner Resource Center, Merchants Village, Long Life Spring & St Mary’s Center. • Maintain and update filing, inventory, mailing, and database systems using Microsoft Office 2007. • Analyze internal processes and recommend/ implement procedural and/or policy changes to improve operations. • Compile statistical, financial, accounting or auditing reports pertaining to such matters as cash receipts, expenditures, accounts payable and receivable, and profits and losses. • Plan and prepare advertising and promotional material to increase sales of products or services, working with customers, company officials, sales departments and advertising agencies. • Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions • Measure the effectiveness of marketing, advertising, and communications programs and strategies. • Forecast and track marketing and sales trends, analyzing collected data. • Prepare or edit organizational publications for internal and external audiences.
Jack Frost National Golf ClubGeneral Manager
Jan. 2007 - Jan. 2009• Maintain relationships with current members to facilitate referrals and ensure member retention • Serve as a communications coordinator for the Club’s member-only area of the website and Club newsletter, and contribute to all on-going sales and marketing efforts for the Club • Promote the Club throughout the community and develop a strong prospect base for future membership matriculation. • Provide all necessary administrative support to maintain the Club’s standard in ensuring a smooth integration of new members • Provide timely and accurate responses to all members’ inquiries about membership activation, member issues and other membership related information. • Attend important member events to foster relationships with the membership that are important to generate member referrals and other club business opportunities.
Sears Holdings Corporation/K-MartAssistant Store Manager
Mar. 2006 - Jan. 2007LEFT JOB TO RELOCATE FOR HUSBANDS JOB PROMOTION• Projected $20 million in sales for fiscal year 2006 in Big Box retailer. o Projected 2% gain for fiscal year 2006 • Effectively communicate with all levels of internal and external associates. • Recruit, Hire and Train all levels of staff. • Works with direct reports and other coaches in order to ensure the implementation of corporate merchandising, operations, and human resources programs and directives. • Controls expenses and works to reduce expenses when possible. • Follows up on all asset protection procedures to reduce invisible waste
Finish LineStore Manager
Apr. 2003 - Mar. 2006Promoted to: Voorhees, NJ • Managed 6,400 square feel store; projected $2.3 million in sales volume for fiscal year 2005 • Supervised 4 member management team and 16 part time associates • Maintained top Accessories Store in South Jersey/Philly District—company standard 8.2—accessories in store 10.5% Wilkes-Barre, PA • Promoted to Store Manger in September 2003 • Managed 4,500 square feet store; executed $1.2 million (a 8% increase over 2003) in sales volume for fiscal year 2004 • Recruited, hired and trained new management and sales associates • Met and tracked corporate headquarters sales and service goals o Increased Multiple sales to 53.5% ; company standard 48% o Increased Accessory sales to 9.0; company standard 8.5% o Decreased shrink from .89 to .43 in six months
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