I work at the intersection of people, process, and systems.
Many problems get harder when expectations are unclear, responsibilities overlap, communication breaks down, or a process doesn’t work as intended. My work often begins there: understanding what is happening, identifying what is getting in the way, bringing the right people into the conversation, and developing practical ways forward.
My experience spans public and nonprofit administration, mediation, facilitation, policy and compliance, program development, training, accessibility, and organizational improvement. Although those areas can look different on the surface, much of the work comes back to the same questions: What are we trying to accomplish? What is actually happening? What needs greater clarity? And what can we change to make the system work better for the people using it?
I lead programs and operations with an emphasis on clarity, accountability, collaboration, and practical implementation.
My experience includes public-sector and nonprofit administration, program development, staff and volunteer supervision, budgeting and grant oversight, partnership development, policy implementation, organizational planning, documentation and reporting.
I am especially interested in the point where a good idea becomes a working system. That means defining who is responsible, what happens next, how information moves, how decisions are documented, how progress is measured, and what needs to change when something is not working as intended.
I also believe good administration depends on understanding the people inside the system. Policies and procedures matter, but so do communication, relationships, workload, accessibility, and the practical realities of carrying out the work.
I like figuring out how work actually happens.
A written policy or procedure may describe how a process is supposed to work, but that is not always what happens in practice. I evaluate workflows, identify gaps between intended and actual outcomes, clarify responsibilities and handoffs, develop procedures and tools, train the people using them, and make adjustments based on what we learn.
My systems work has included case-management processes, court-connected mediation workflows, intake and reporting systems, documentation practices, accessibility procedures, program tracking, and quality controls.
For me, process improvement is not about adding more rules or complexity. It is about creating enough structure and clarity that people can do their work effectively and the people relying on the system know what to expect.
- Where does this process begin?
- Who needs what information, and when?
- Where are people getting confused or stuck?
- Are responsibilities clear?
- Are we collecting information we actually use?
- Is the process accessible to the people expected to participate in it?
- How will we know whether the change worked?
I mediate disputes involving individuals, families, co-parents, courts, and community members.
My role as a mediator is not to decide who is right or tell people what they should do. It is to create a structured process in which people can better understand the issues, communicate what matters to them, consider different perspectives, identify areas of agreement and disagreement, and make informed decisions about how they want to move forward.
