I’ve spent more than fifteen years building operational infrastructure for nonprofits working to expand opportunity in underinvested communities. My work has spanned operations, evaluation, technology, financial systems, and organizational design. I’ve worked across education, youth and workforce development, supportive housing, and community-based organizations. I’ve built operational departments, redesigned workflows, improved reporting and automation, and helped organizations create clearer alignment between strategy, staff execution, and decision-making.
My most exciting work has happened during periods of ambiguity and change: leadership transitions, fragmented systems, communication breakdowns, and organizations outgrowing the processes that once worked for them. I’m often brought into situations where the challenge is less about a single department and more about helping teams, systems, and leadership work together more effectively. My approach is grounded in a simple belief: a good dashboard does not mean a good process. Strong organizations are built through clarity, accountability, and systems people can realistically sustain.
That perspective is personal. I grew up as the child of a single mother who struggled with homelessness in one of New Jersey’s poorest school districts. The U.S. Army gave me a pathway that eventually led me to Rutgers University and Fordham University, but many people I grew up with were just as capable without access to the same opportunities. Outside of work, I tend to keep raising my hand despite one of the Army’s first lessons being never volunteer for anything. I’ve stay connected to my community through Cub Scouts, parent organizations and community efforts – I’m particularly excited to be part of the 5 gallon club for New York Blood Bank. I’ve taught Sociology at Fordham University, Monmouth University, and Brookdale Community College because understanding how systems shape behavior has always been central to how I approach the work.
Howey Consulting 