Capital finance | Regulation | Negotiation
Resolving a financial risk in a complex development
A public-private housing transaction faced uncertainty around property ownership, public use, and intended tax treatment. I drew on my Jefferson County auditing and exemption background and engaged my former county leadership relationship to help resolve the issue.
I coordinated county, City, housing authority, and developer counsel as the ownership and tax questions were clarified for the transaction.
Result: Required tax opinions were obtained and The Legacy at Graymont School reached financial closing in 2026.
Leadership perspective
I identify areas where a financial or legal risk sits between organizations, then connect the subject-matter experts and decision-makers needed to resolve it. I distinguish my role in coordinating a result from the formal legal determination made by counsel and authorities.
Manufacturing | Operational controls | Productivity
Connecting manufacturing cost to production output
At CEMEX, I reviewed overtime and production data across six plants, using SAP, Kronos, Power BI, and Excel to identify anomalies in labor utilization, including unusual overtime patterns.
I worked with Human Resources and plant leadership to evaluate findings and support corrective action rather than viewing labor cost figures separately from operating activity.
Result: Historical resumes report approximately $150,000 in annual savings and a 15% reduction in unnecessary overtime costs.
Leadership perspective
Reliable operational decisions begin with comparable data. The same discipline applies to manufacturing capacity, throughput, materials, project forecasts, and cost-to-complete reporting.
Operating model | Governance | Enterprise strategy
Building a new executive function
As Alabama's first Choice Neighborhoods Implementation Director, I established governance, milestone ownership, partner reporting, financial review practices, and escalation procedures for a new implementation function.
The operating structure aligned housing, people, and neighborhood investments through written agreements and recurring decisions across public and private organizations.
Result: A common accountability framework supporting a $315M+ portfolio and more than 50 partners.
Capital stewardship | Portfolio decisions
Protecting the entire financing plan
I reconciled original capital commitments with actual Phase 1 financing to understand how advancing funds into one transaction affected later development phases.
My analysis identified $2 million drawn forward from future allocations and helped bring the need for reconciliation and backfill into executive discussion.
Result: Leadership and development teams gained clearer visibility into remaining capital commitments and future-phase exposure.
Revenue recovery | Investigative judgment
Finding overlooked financial value
At Jefferson County, I identified unregistered businesses and underreported business assets through audit interviews, property records, business registrations, and compliance reviews.
The work required interpreting assessment law, resolving documentation gaps, and converting findings into defensible tax assessments and corrected filings.
Result: Historical resumes report approximately $15M in additional tax revenue and $2M in previously unassessed commercial property, distinct financial measures.
Performance intelligence | National benchmarking
Using national comparisons to improve execution
I evaluate performance beyond internal targets by comparing results against national peer programs, identifying stronger practices, and examining differences between reported activity and actual outcomes.
My analysis has highlighted leading cohort performance in job placements and training completions while surfacing data inconsistencies requiring operational follow-up.
Result: First-place peer cohort results in key workforce measures and more rigorous executive performance review.
Leadership | Change management | Culture
Aligning organizations without shared reporting lines
Development and implementation partners bring different operating cultures, priorities, and accountability systems. I introduced clearer preparation, decision-making practices, and cross-organizational alignment sessions with an external leadership facilitator.
I build executive relationships while maintaining written responsibilities and action tracking, so collaboration produces decisions rather than meetings without owners.
Result: Stronger joint planning and a common operating rhythm across the housing authority, City, and developer teams.
Business continuity | Resource allocation | Research
Protecting a strategic partnership through a funding disruption
When NIH funding for a university research partnership ended, I identified approximately $200,000 in eligible program funding and led the decision to continue evaluation work aligned with implementation priorities.
I also strengthened expectations for quarterly reporting, financial support, data reconciliation, and actionable findings across health and neighborhood outcomes.
Result: Evaluation continuity and clearer performance accountability during a major external funding change.
Additional program and partnership accomplishments
Validated commitments. Reviewed inherited partner contributions, negotiated executable terms, and established agreements and monitoring practices supporting approximately $15.8M in committed services.
Expanded access to funding. Led the agency's role in an approved supportive-services spending plan associated with approximately $6.7M in program resources and a disciplined spend-down process.
Created community partnerships. Connected education and workforce partners to service gaps, brought public safety leadership into coordinated neighborhood responses, and supported local hiring pathways associated with capital construction.
Strengthened evidence and engagement. Worked with UAB on longitudinal evaluation and resident research participation while strengthening resident communications, advisory engagement, and data-accountability standards.
