Experience across institutions

Professional background

My career has moved across sectors, but the work has consistently sat where evidence, operations, regulation, funding, and human capacity meet.

Experience

2026–present

Founder and Managing Director · IVA

Built an advisory practice around decision readiness, strategic planning, performance management, AI-use readiness, and governance architecture.

2025–present

Board Treasurer · 350 Chicago

Board finance, budgeting, reporting, capacity, commitments, and governance support.

2024–2025

National nonprofit leadership · American Lung Association

Led public-health and environmental program work spanning grants, budgets, implementation, reporting, procurement, compliance, policy, and cross-functional delivery.

2022–2024

Environmental public health · Sangamon County

Regulatory inspections, complaints, enforcement, court support, formal reporting, and environmental health operations.

2021–2022

Public health programs · Illinois

Work supporting statewide suicide-prevention collaboration, public-health planning, and program implementation.

2021

Laboratory operations · SHIELD Illinois

Supervised laboratory staff and coordinated high-volume COVID-19 testing operations.

2018–2021

Healthcare operations · ScribeAmerica

Chief medical scribe work in emergency-department settings, connecting documentation, clinical workflow, and operational reality.

2012–2016

Automotive finance and operations

Advanced into finance leadership early in my career and learned how incentives, approval systems, and numbers shape behavior.

What connects the work

This is not a collection of unrelated sectors. Each role put me close to a different version of the same problem: responsibility separated from authority, reporting separated from operations, and financial or compliance pressure allowed to define the whole environment.

That cross-sector perspective now informs my work through IVA and my doctoral research. I am most useful where a decision is technically possible but institutionally stuck—because the evidence, authority, capacity, funding or accountability structure does not line up.