President & CEO - Oklahoma Manufacturing Alliance (Tulsa, OK)

• Strategy Execution & Measurable Impact - 30%
• Governance, Risk & Compliance - 25%
• Partnerships, Fund Development & Revenue Diversification - 25%
• People, Culture & Operational Excellence - 20%

• Translate the Board-approved strategic plan into a fully resourced annual operating plan; align initiatives with budget, capacity, and measurable outcomes.
• Establish a clear performance management rhythm: quarterly priorities, KPls, and a simple dashboard. Review progress with staff monthly and with the Board on a defined cadence.
• Expand impact in workforce readiness, supply-chain resilience, and technology adoption; pilot, measure, and scale what works.
• Manage a rolling 12-18-month pipeline of initiatives and partnerships, with defined milestones, owners, and decision points.
• Use data for decision-making: track outcomes, learn quickly, and reallocate resources to the highest-value work.
• Ensure the integrity of impact reporting (metric definitions, documentation discipline, and data quality) for internal decision-making and external reporting requirements.

• Operate within Board-approved policies; maintain clear decision rights, documented approvals, and appropriate delegation across finance, contracts, HR, and program delivery.
• Maintain an audit-ready compliance environment for all state and federal awards (allowability, match, program income, reporting timeliness, records retention, and closeout discipline).
• Ensure that subrecipient and partner compliance expectations are clearly defined in agreements and monitored through a risk-based approach; document monitoring, findings, and corrective actions.
• Maintain and actively manage an enterprise risk posture: keep an up-to-date risk register, assign mitigation owners, and report top risks and trends to the Board.
• Ensure that internal controls, financial review rhythms, and separation of duties operate as designed; promptly escalate exceptions and implement corrective actions.
• Maintain readiness for audits and reviews by state and federal partners; ensure timely responses to inquiries, documentation requests, and findings remediation.

• Grow strategic partnerships across business, government, and education to expand services, impact, and funding opportunities.
• Maintain an active stakeholder map; conduct regular partner touchpoints with clear value exchange, shared objectives, and documented follow-up.
• Diversify revenue through a multi-year roadmap that includes appropriate fee-for-service growth, competitive awards, and strategic partnerships; set targets and monitor leading indicators.
• Strengthen reserves and cash planning in line with Board policy; ensure that major proposals and initiatives include adequate capacity-building and compliance support where allowable.
• Represent the organization with credibility and consistency; safeguard its reputation and relationships while advancing the manufacturing competitiveness agenda.

• Build a high-trust, high-accountability culture; model clear expectations, decision rights, and shared goals.
• Establish leadership norms, coaching cadence, and succession plans for critical roles; develop bench strength and ensure continuity coverage.
• Hire, on board, and retain diverse talent; mentor emerging leaders and recognize performance aligned with mission and values.
• Modernize workflows with practical tools (collaboration, CRM/data systems, and Al where useful) to improve speed, consistency, and learning-while maintaining appropriate privacy, security, and vendor-risk awareness.
• Document and enforce core operating processes (SOP discipline) from intake through project delivery and closeout; ensure staff are trained and that processes are followed.

• Serve as the organization's public voice-clear, credible, and mission-anchored-across media, events, and stakeholder engagements.
• Lead an annual advocacy plan with priority themes, target audiences, calendar moments, and a rapid-response protocol; align messages with measurable impact and strategic priorities.
• Maintain an "impact story bank" (case studies, data points, and proof statements), refreshed quarterly to support board engagement, funders, and policymakers.
• Lead a modern communications plan (owned and earned media, thought leadership) and ensure message discipline across channels and among spokespeople.
• Maintain an annual crisis communications plan; monitor and manage brand and reputational risk.

• Board reporting and strategic dashboard delivered on time, with accurate, decision-useful impact and financial information.
• Required state/federal reports and deliverables submitted on time; documented compliance environment maintained (allowability, match, program income, and records}.
• Documented risk-based monitoring of key partners/subrecipients, including corrective actions and closeout discipline as needed.
• Progress on the revenue diversification roadmap, including fee-for-service growth and award pipeline health.
• Progress against annual operating plan priorities, with documented lessons and reallocation decisions where appropriate.
• Staff retention/engagement indicators and documented succession coverage for critical roles.
• Annual advocacy plan executed with documented engagements and refreshed messaging assets tied to competitiveness outcomes.

This is a management position