Sorry everyone my cold took a bit of a turn and I was out cold for a couple days! I’ll be back tomorrow.

I’m a leader, consultant, and someone who has spent a lot of years in the real, messy work of building things, fixing things, and sometimes just holding things together when everything feels like it’s falling apart. On paper, my background is in business, HR, and leadership. I hold degrees in Human Resources, Business Leadership, and an MBA—but the truth is, most of what I bring to the table wasn’t learned in a classroom. It came from navigating some incredibly difficult seasons both personally and professionally, where there wasn’t a roadmap and the stakes were very real. For over a decade, I’ve lived in a constant state of problem-solving and resilience—balancing leadership roles, building businesses, and caring for my daughter through serious medical and mental health challenges. There were seasons of hospitals, unknowns, and decisions no parent is ever really prepared to make. At the same time, I was still showing up professionally, leading teams, managing operations, and being the steady one others relied on. That experience changes you. It strips away the fluff and teaches you how to prioritize, how to make decisions under pressure, and how to lead with both strength and realism. It’s why my approach today is very grounded—focused on what actually works, not what looks good on paper. Professionally, I’ve built Phoenix Consulting to support organizations that are navigating growth, transition, or challenges that feel overwhelming. I specialize in stepping into situations where things are unclear, systems are strained, or leadership needs to reset and move forward with intention. Most recently, in my role with Homer Senior Citizens, I stepped into an organization facing significant operational and financial challenges. This included rebuilding financial structures, identifying gaps in processes, addressing compliance concerns, and working through incomplete or unclear historical records. It hasn’t been easy work—and it’s not quick work. But it’s important work.

From the outside, people often see the mission. The programs. The smiling photos at events. The community impact. What they don’t see is the weight of the responsibility. An Executive Director is the fiduciary safeguard of the organization. The steward of public trust. The person accountable to the Board, to donors, to regulators, to staff — and ultimately to the community being served. Now add this layer: Step into an organization with confirmed fraud. Suspected embezzlement. Years of ignored compliance requirements. State licensing exposure. Federal reporting risks. Financial records that don’t reconcile. Policies that were never enforced. That isn’t a leadership role — that’s organizational triage. The work shifts immediately from vision casting to stabilization: * Rebuilding financial controls *Engaging forensic review *Correcting state and federal compliance gaps *Protecting licenses *Re-establishing internal accountability *Regaining donor confidence It is uncomfortable work. It is often unpopular work. And it is absolutely necessary work. There is a misconception that strong leadership means being constantly “on the floor” or visible in every operational detail. That is not the primary function of an Executive Director. *The Executive Director secures funding. *The Executive Director ensures regulatory compliance. *The Executive Director builds systems. *The Executive Director protects the organization from risk. *The Executive Director supports staff through training, structure, and accountability. *And yes — the Executive Director puts out the surprise fires that no one else even knows are burning. If you are rebuilding a nonprofit right now — quietly correcting years of systemic issues while still showing up for your team — I see you. Leadership at this level is not glamorous. ->It is governance. ->It is stewardship. ->It is resilience. ->And sometimes, it is standing alone to do what is legally and ethically required. But when done correctly, it protects the mission — and that is what matters most.