The Experience Behind PMC

I've never led in an environment where the stakes were only fiscal. They were always both financial and human, woven together in ways that made clarity non-negotiable.

Decisions directly affected whether people received healthcare, whether communities received critical funding, whether organizations remained viable, and whether public trust was preserved.

I started in Guam, in the offices of the Governor and Lieutenant Governor, then moved into legislative affairs learning firsthand how policy gets made and how to align public agencies, community groups, and private partners around it.

In South Carolina, I managed federally funded housing and community development programs for a local government, then moved into healthcare administration. Over an 11-year tenure at Federally Qualified Health Center, I advanced through the executive team, holding the position of Chief of Organizational Development starting in 2017 and ultimately stepping in as Acting President & CEO during a leadership transition leading organizational strategy, regulatory compliance, technology implementation, and M&A, and securing $12M in funding to expand services to underserved populations.

Running a mission-driven organization means navigating board oversight, managing executive transitions, organization growth, upholding federal regulations, and staying stable when the margin for error is thin. I’ve had the great privilege to say that I’ve lived them all.

Along the way, I built deep fluency in the compliance landscape few outsiders ever see – HRSA grant management, Ryan White programs, HUD's CDBG/HOME framework, CNCS/AmeriCorps program requirements, Federal Labor Standards, environmental review. The regulatory terrain that defines whether a mission-driven organization survives or stalls.