... when your ED departs and the board needs steady hands — or a leadership transition leaves nobody owning operations.

When your organization needs stability, clarity, or momentum, G Works steps in to
keep the work moving.

FRACTIONAL COO/CAO/DIRECTOR OF OPERATIONS

Operational oversight, staff support, and systems leadership that keep the work on track.

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FRACTIONAL DIRECTOR OF FINANCE

Financial oversight, budgeting, forecasting, and reporting systems that help leaders and Boards understand the work.

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INTERIM LEADERSHIP DURING TRANSITIONS

Stabilizing operations, rebuilding infrastructure, and supporting new managers so the work continues without disruption.

ORGANIZATIONAL STABILIZATION
& CHANGE SUPPORT

Rapid assessments, short‑term fixes, and long‑term planning that help organizations work better.

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OVERSIGHT OF MAJOR PROJECTS DURING LEADERSHIP GAPS

Facility transitions, technology rollouts, restructuring, and governance modernization —
the work that can’t wait.

ANOKA PRIDE DAY, 2025-PRESENT

Built bookkeeping, financial reporting, and cash flow systems from scratch: Recruited by founding board members to scale-up finance operations to serve planned growth. Established best-practice bookkeeping, reporting, documentation, and planning systems in 90-days to support the third annual Anoka Pride Day with a larger footprint and doubled attendance.

SPECIAL OLYMPICS MINNESOTA ("SOMN"), 1996-2025

• Chief Operating Officer (2023–2025)
  

• VP of Operations (2015–2023)
  

• Director of Operations (2007–2015)
  

• HR & Office Manager (2001–2007)
  

• Administrative Assistant (1996–2001)
  

Advanced through five progressive roles over 29 years to COO of this $12M statewide nonprofit serving 25,000+ participants annually. Final role held executive accountability for sports, health, and schools programming, volunteer management, branded merchandise, business intelligence, facilities, and IT — 30+ staff and oversight of a $4M+ operational budget.

Led post-pandemic mission recovery: Built and executed a three-year strategic plan (2022–2024) in partnership with the Board, bringing mission experiences 28% above pre-pandemic levels and establishing the framework for the next phase of growth.

Strengthened Board-staff partnership: Redesigned financial statements, narrative reporting, Board dashboards, and agenda planning — Board members reported that service at SOMN was notably easier and more productive than at peer organizations built succession-planning and composition-matrix tools for Board recruitment.

Built a centralized volunteer management function: Hired and coached a director who built a three-person team — record-setting shift-fulfillment rates and 5,000+ volunteers engaged annually across a statewide footprint.

Built an Operations Team: Centralized facilities, equipment and supply management, and logistics with a three-person team that scaled-up support for the organization’s work that reduced costs, created efficiencies, and made it easier for the organization to host more than 200 events annually.

Led three major facility relocations (2005, 2016, 2025): Partnered with real-estate, design, and project-management firms and aligned staff and Board stakeholders through site selection, leasing, and buildouts negotiated the Forum 900 relocation — consolidating office and warehouse, reducing annual operating costs, with a six-year breakeven vs. prior leases.

SAMPLE NIGHT LIVE!, 2008-2014
Managing Director

Built administrative infrastructure from scratch: Recruited by the founding executive of this performing-arts nonprofit led accounting, data, strategic planning, branding, and compliance — positioning the organization to secure grants and sustain programming through leadership transitions.