Chief of Staff | Strategy Management | Strategic Planning
The best Chiefs of Staff don't simply manage projects. They help executives make better decisions, remove obstacles and keep organizations moving in the right direction. That's been the focus of my career.
Over the past 15+ years, I've partnered with senior leaders to solve complex organizational challenges through strategic planning, business case development, financial analysis, workforce planning and cross functional leadership. Whether developing the business case for a multimillion-dollar capital investment, advising leadership on a $35 million operating budget, or leading initiatives that generated nearly $2 million in recurring annual savings, I've enjoyed helping organizations turn strategy into measurable results.
Throughout my career, I've been trusted to bring together stakeholders across Operations, HR, Finance, IT, Procurement, Facilities, and Labor Relations to solve problems that no single department could solve alone. My role has often been translating complex information into practical recommendations that executives can confidently act on.
Areas of expertise include:
• Chief of Staff
• Strategy Management
• Strategic Planning
• Business Case Development
• Executive Decision Support
• Organizational Design
• Workforce Planning
• Budget Planning and Financial Analysis
• Cross Functional Leadership
• Process Improvement
I'm currently pursuing Chief of Staff and Strategy Management opportunities where I can serve as a trusted strategic partner, help leaders navigate complex organizational challenges, and improve how organizations plan, execute, and achieve their goals.
Notre Dame Club of Northwest Indiana
Indiana
· Designed and executed multi-channel social campaigns (Facebook, LinkedIn), increasing event attendance and growing alumni engagement by 40%.
Internal Revenue Service (IRS), Privacy, Governmental Liaison and Disclosure (PGLD)
Indiana
• Managed a $15M administrative budget, providing expenditure tracking, forecasting, and financial oversight for a 600-person Privacy Directorate.
• Partnered with HR leaders and hiring managers to redesign position descriptions and hiring strategies, reducing time-to-fill by approximately 10% while improving candidate quality.
• Redesigned staffing, onboarding, and telework processes for a 600-person organization, reducing onboarding time by up to five days while improving the new hire experience.
• Led implementation of a new remote onboarding process that reduced onboarding time by an additional three days and improved long-term employee retention.
• Streamlined administrative governance processes, reducing approval timelines and improving operational efficiency.
Anthem Curch
Hammond, Indiana
Co-led strategic planning for community outreach programs, aligning church resources with social-service partners and supporting annual initiatives in housing and food security.
Census Bureau, National Processing Center (NPC)
Indiana
• Developed the business case supporting a multi-million-dollar capital investment, demonstrating a projected 18-24 month payback period and annual savings of $1.5M-$2M.
• Proposed an organizational restructuring that reduced management layers by four positions while improving organizational alignment. Nearly all recommendations were adopted by senior leadership.
• Built a business case evaluating relocation of the processing center, identifying several million dollars in potential long-term savings and uncovering a lease discrepancy that reduced annual facility costs by approximately $100K.
• Advised executive leadership on development and management of a $35M operating budget, providing financial analysis that strengthened strategic planning and resource allocation.
• Directed development of a multi-year strategic operating plan for four processing divisions, reducing production cycle times by 5-20%.
• Generated nearly $2M in recurring annual savings by leading process improvements and workflow redesign initiatives.
• Chaired cross-functional initiatives spanning Operations, HR, IT, Procurement, Facilities, Budget, and Labor Relations to improve organizational effectiveness and operational continuity.
• Designed workforce planning models that strengthened applicant quality and reduced hiring cycle times by up to seven days.
• Created executive dashboards and analytical models that informed workforce planning, operational priorities, and executive decision-making.
During my time serving as the Chief of Staff and Senior Strategic Advisor to the Director of Operations at the Census Bureau’s National Processing Center, the document services department needed to replace outdated mail package assembly equipment but did not have the budget to make such a purchase. I was tasked with creating a business case/cost-benefit analysis to convince stakeholders to make the investment. I assembled a cross-functional team consisting of operations, budget, procurement, IT, facilities, labor and a customer. I took input from all team members and used that input to generate the cost-benefit analysis. The analysis demonstrated that the equipment purchase would pay for itself within 18-24 months and would generate cost savings of $1.5-2.0 million dollars thereafter. Based on that analysis, a customer agreed to purchase the equipment for us. After demonstrating that the equipment was producing the desired benefits, a second customer purchased another machine for us, and now both customers are realizing savings.