III. Finance
A banker’s discipline, applied to a mission.
Nine years in health care finance and mergers and acquisitions at Deutsche Bank, and a master’s degree in finance from New York University, shaped how I lead. I read an organization’s balance sheet before its brochure, because the people it serves depend on what that balance sheet can sustain.
$765M
raised or deployed in institutional finance
$48.6M
raised philanthropically for four charitable institutions
$550M
realized on a $350 million distressed loan portfolio
MS
Finance, New York University
Pricing distress
- Situation
- The FDIC and the Resolution Trust Corporation were disposing of distressed loans secured by care facilities.
- Decision
- Member of the team that acquired a $350 million portfolio; built the discounted cash flow model used to price it.
- Result
- The portfolio was disposed at $550 million.
Capital from both markets
- Situation
- Mission-driven organizations rarely have leaders fluent in both institutional finance and philanthropy.
- Decision
- Raised and deployed capital in both: as a banker and operator, and as a nonprofit chief executive and founder.
- Result
- $765 million raised or deployed in institutional finance, and $48.6 million raised philanthropically for four charitable institutions.
Reading the sector’s books
- Situation
- Few people read nonprofit providers’ public filings together, across organizations and years, as a single financial account.
- Decision
- Principal author of a longitudinal benchmark of New York’s intellectual and developmental disability providers, built from Forms 990 reconciled against audited statements.
- Result
- Work in progress; see Recent Work.