A seasoned professional with non-profit, teaching and consulting experience. Career accomplishments include the following: - Oversaw the business operations of one of the most efficiently run high schools in California over a six month period. Net reserves and contributions to trusts were between $3.3MM and $6.5MM/year ($5.5MM in final year), but fell to $1.2MM two years after I left. It was in the bottom 5% in funding (30% below the average) with an average teacher salary of ~$95K. - Survived attacks from school districts and unions, including a review of 28 months of financial data by an investigative reporter from a regional newspaper that could only find issues with executive director. The major newspapers significantly downplayed the incident. The school district's office of inspector general could not find a crime. - Converted three public schools to charter schools pass opposition from unions, parents and school districts. After each school conversions, all schools experienced salary increases, health reserves, reduced class sizes for over 8,000 students and 700 staff people. Overhead was typically ~50% more efficient, on a per student cost, than neighboring school districts. - Co-created a tax consulting firm based on an identification of an under-served tax credit market which resulted in dozens of copycat organizations including entrants from large international accounting firms. - Guided several charter schools through the worst public education cuts in California, between 2008 and 2012, without any major cuts to client schools (e.g. furlough days, reduction of educational programs, pay reductions, etc.). This was accomplished by significantly reducing school overhead costs and applying cost benefit analysis to decision making. At one school, the school district arbitrary reduced funding by almost $1.2K from another conversion school. The difference would have increased net income to $4MM during the peak of the recession on $22MM in revenue. - Applied analytics to a manufacturer that reduced back-orders by over 90% and warehouse needs by over 80%. Part of the reduction was also attributed to a switch from a push to a pull operating model.