A CAREER BUILDING HOMES, SYSTEMS, AND POSSIBILITY
Impact
From direct service and family advocacy to regional systems leadership and nonprofit executive management
1998 - 2004
Direct Service and Advocacy
2004 - 2010
Programs and Resource Development
2010 - 2012
Regional Systems Leadership
2012 - Present
Nonprofit Executive Leadership
The resume provides the chronology. This page shows the scale, complexity, and human purpose of the work.
COMMUNITY LIVING AND DEINSTITUTIONALIZATION
Building the regional infrastructure for people to move from institutions into community life.
HARBOR REGIONAL CENTER + SCIHLP 2008 - 2012
Led housing, day program, clinical, behavioral health, quality assurance, training, and transition work across a collaborative of 11 Southern California Regional Centers. The work supported California’s movement away from large developmental centers—including the closure of Lanterman in Pomona—by developing specialized community resources and clearer inter-agency systems.
| 11 Regional Centers
| 20+ Development Contracts
| 3 Regional Committees Chaired
| 17+ Million Start Up Budget
HOUSING GROWTH AND MODEL DEVELOPMENT
Expanding not just the number of homes, but the range of ways people can live.
Advanced a portfolio spanning independent living, supportive housing, 24-hour residential care, and College to Career housing. Growth included acquisitions, rehabilitation, accessibility improvements, public financing, and partnerships with Regional Centers and cities across Southern California.
HOPE 2012 to Present| 99 Properties
| 80+ Additional People Housed
| 400 Residents
| 20 Properties Acquired and Renovated in 3 Years
ORGANIZATIONAL CAPACITY AND STEWARDSHIP
Building the internal organization required to sustain external impact.
strategy + governance + finance + people + operationsCreated and strengthened functions for asset management, housing development, program services, finance, compliance, fundraising, human resources, quality assurance, and property operations. Introduced investment and board development practices, strengthened audits and compliance, and built a platform capable of managing long term growth.
| $1.7 — 6 M Annual Revenue
| 0 Findings First Federal Single Audit
| 20M+ Fixed Asset Growth
CAPITAL, FUNDRAISING AND PARTNERSHIPS
Assembling public, philanthropic, and community resources around a shared goal.
federal + state + cities + foundations + donorsLeveraged HUD and city housing funds, Regional Center resources, foundation grants, private donations, and mission-aligned financing. Co-founded the Long Beach Affordable Housing Developers Roundtable and the statewide Lanterman Housing Alliance, and served three years as LHA Chair.
| $5.5M+ Federal Funding
| $150K — $240K Event Fundraising
| $2.5M Aging in Place Financing
| $800K+ Raised In a Single Year
Turning housing into a foundation for choice, stability, health, and belonging.
RESIDENT CENTERED INNOVATION
programs designed aroun people -- not properties Launched and expanded aging in place renovations a housing-services pilot, emergency COVID housing, sustainability upgrades, and resident communication tools. Across the portfolio, the goal remains consistent: preserve independence, support changing needs, and help people remain in the community they choose.
| Aging in Place
| Supportive Housing
| College to Career
| Housing Retention Services
the consistent thread