I try to build systems that are useful to the people who actually have to use them, with enough structure to support teams and no more process than they need.

In Liberia, across our regional hubs and now in Honduras, I've focused on giving teams clear structure that still fits the local context they work in.

Before an organization scales, it helps to be clear about who decides what. Clear decision rights keep trust and momentum intact while an organization is growing or going through a transition.

In practice, that includes

Getting this right early lets an organization grow without losing cohesion.

Financial and accountability systems should help teams deliver. I focus on guardrails that protect transparency and funder trust while letting teams move quickly within clear limits.

At Construction for Change this included multi-year financial planning, practical compliance thresholds, shared visibility across leadership and a fee-for-service model that grew to cover more than 125% of operating expenses.

That stability gives teams room to plan ahead instead of reacting to the next funding gap.

Organizations last when local and regional leaders have the tools, trust and authority to succeed. I put real time into onboarding, leadership development and systems designed around real constraints like regulation, funding swings, staffing capacity and community context.

When we built five regional hubs at Construction for Change, regional directors became accountable for strategy, performance and growth in their regions, with clear escalation paths back to the central team.

Pairing local authority with shared systems made us both more equitable and more effective.

I design systems to last beyond individual leaders and funding cycles, keeping them simple, clear and easy to refine as an organization changes.

When systems fail it's usually because they don't reflect how people actually work, so I build them alongside the teams who will use them.

When they work well, teams can spend their time on relationships, advocacy and delivery.

Morazán, Yoro, Honduras | 2025 to Present | Construction for Change and HEDAC

I returned to Construction for Change as Project Director and owner's representative for HEDAC's Center for Vocational Careers of Morazán, a new vocational and workforce development campus and Construction for Change's first program in Honduras.

I set up the governance, procurement, reporting and delivery systems for the program, recruited and mentor the organization's first Honduran Project Manager, and keep HEDAC, Construction for Change, designers, consultants and government stakeholders aligned on scope, budget and schedule as the project moves through design toward construction.

Construction for Change Organizational Alignment Project

2015–2018

As Director of Operations I led a multi-year redesign of how Construction for Change was organized, moving it from a volunteer-driven, donor-dependent model to regionally led operations with diversified revenue.

I worked alongside executive leadership, board members and regional teams on the design and rollout as we grew into an organization delivering projects in 24 countries.

We redesigned governance and delivery so regional leaders became accountable for strategy, performance and growth in their own regions, with clear decision rights and escalation paths that built trust and sped up coordination.

I created a fee-for-service, cost-recovery model that worked alongside institutional philanthropy, which reduced our reliance on any single funding source and made our finances more predictable.

We set up five regional hubs across Africa, Asia, the Caribbean and the United States, connected through a matrixed leadership structure built for alignment without centralization.

When COVID-19 arrived, rural health facilities in northern Togo had no way to safely isolate patients, control infection or handle a surge, which put patients and frontline health workers at immediate risk.

Working with Integrate Health and Togo's Ministry of Health, I led Construction for Change's rapid delivery of a rural treatment center prototype, coordinating design, clinical and implementation teams on a compressed timeline. We designed it to run reliably with limited resources and to be replicated across regions.

Working alongside the Ministry of Health, we delivered the first unit in Kara, which serves the main population center in northern Togo. It became the country's first purpose-built rural infectious disease treatment center and a reference model for national response planning.

I led Construction for Change's role on the project, coordinating government stakeholders, implementing partners and technical teams to keep things moving and make sure the design turned into a working facility on the ground.

Tortola, British Virgin Islands | 2022
Budget $15M USD | Timeline 17 Months
Partners | Construction for Change; BVI Recovery & Development Agency; HDR Inc; Expedia Group; BVI Ministry of Education

After catastrophic hurricane damage, Elmore Stoutt High School, the only public secondary school on Tortola, was deemed inoperable. As a civic and educational anchor, its redevelopment became the government's highest infrastructure priority.

Rebuilding it meant restoring an institution central to youth development, workforce pathways and long-term stability on the island.

Construction for Change worked with the BVI Recovery & Development Agency and Ministry of Education to move the project from post-disaster uncertainty to implementation readiness. Government leaders kept decision-making authority while philanthropic and technical partners added capacity and delivery support.

The $15M redevelopment program was completed on an accelerated 17-month timeline. Our team's contributions included

The goal was a campus the territory could sustain for decades.

As Director of Operations I supported Construction for Change's role on the project, helping align government agencies, technical advisors and philanthropic partners around a shared decision-making and delivery framework in a high-visibility, politically sensitive setting.

Dominica, Puerto Rico, St. John, and St. Thomas
2018–2022 | 15 Distributed Installations

Partners | Construction for Change; Sextant Foundation; Expedia Group; Clinton Global Initiative; Project HOPE; Digicel Foundation; Rocky Mountain Institute; FEMA

The initiative moved from post-disaster recovery into long-term climate resilience, funded through philanthropy, corporate support and in-kind technical expertise, and brought together funders, local and national governments, schools, medical facilities and community leaders.

Deploying energy infrastructure across several island jurisdictions, each with its own regulations, logistics and recovery needs, required keeping funders confident while balancing immediate recovery with long-term resilience.

After Hurricanes Irma and Maria, long grid failures disrupted healthcare, education and emergency response across the region, and reliable power became essential to recovery.

The initiative installed distributed solar systems at schools, medical facilities and community centers that serve as anchors during emergencies, so those institutions could keep operating through future outages.

We treated the sites as one resilience network, with each installation supporting both daily operations and emergency response.

I supported program coordination and implementation oversight across 15 sites in four jurisdictions, aligning funders, technical advisors and local partners so systems met FEMA and Rocky Mountain Institute resilience standards while staying feasible in post-disaster conditions.

That included

Throughout, we kept the focus on the schools, clinics and community centers that would rely on these systems.

Founder & Executive Lead
Routt County Economic Development Council + 30+ local partners
2022–2025

I founded Steamboat Social Club as a 4,600-square-foot coworking and community hub in a building we brought back to life through adaptive reuse, with the goal of strengthening local connection and collaboration across sectors in Steamboat Springs.

I brought what I'd learned about distributed, values-based organizations at Construction for Change into a local social enterprise where nonprofit leaders, small businesses, creatives and public-sector partners could work side by side.

I designed the operating model, pricing, financial structure, governance and partnerships, balancing earned revenue with community purpose and reinvesting in accessibility and programming.

Through programming, mentorship and community events, the club grew revenue about 150% year over year and reached more than 80 recurring members and 30+ local partners.

I documented the governance, financial systems and operating processes so the business could run without its founder, and transitioned it to new local ownership in 2025.

Founded the organization and served as its executive and operational lead, responsible for

*Flying Kites Academy Educational Campus Development - Njabini, Kenya