www.newlife.church | www.thenzone.com | www.passion4planting.com |  www.passion4community.com

• As COO of New Life Christian Church, I provide oversight and strategic direction for a +1500 member church with 3  campuses and 3 subsidiary organizations that together represent a combined annual income of over $5.5 million, 100+ employees, and 84,000 square feet of facility space. New Life's subsidiary organizations include The nZone, Passion For Planting, and Passion For Community.
  
  
• The nZone is a 7-day a week, business-for-mission, sports, and fitness complex that generates revenue and relationship opportunities for evangelism. The nZone offers a full Fitness Center, Crossfit box, Sports Leagues, daily Bootcamps, full-service Cafe' in addition to hundreds of programs many of which are geared toward teens and children.  With over 400,000 visits each year, the nZone creates countless opportunities to share the love of God through excellent customer service, high-quality programs, and one-on-one discipleship. In my first year, a +10% positive revenue impact was attained from increased sales and new cost controls that created a turnaround from losses the previous year.
  
  
• Another significant area of oversight was the Passion For Planting ministry that provides church planting services that help church planting networks, churches, and church planters launch healthier churches faster.  As COO I led the creation a new system of services that included planter assessment, training, project management, and professional coaching which increased annual church plants and increased revenue.
   
• As COO I provide strategic oversight of Passion For Community that meets the need in our surrounding communities by providing resources to local shelters in addition to summer camps designed for low-income families in our community.
  

During my tenure, I have implemented a StratOp planning and continuous improvement cycle to create mission alignment, future-forward planning, and balanced budgeting processes between each organization that is propelling the enterprise forward toward the vision.

• As Executive Pastor, I filled the role of a Chief Operations Officer and strategist with responsibility for 40+ staff, finances, facilities, and ministry programming across all multi-site locations and including a K-12 school of 700+ students (ODCS.org).
  
  
• A significant part of this role was strategy development to achieve the vision and goals of the church, which included launching 4 new campus locations, a multi-million dollar capital campaign, and developing a renewed staff culture. 
  
  
• Facility management of 200,000 square feet of ministry space with a combined budget of over $3 million.
  
  
• During my time at Open Door,  I led strategies to produce growth in a declining demographic area that increased weekend attendance from 800 to 1200.
  
  
• I implemented technology solutions that reduced IT costs by 40%, established a data disaster recovery plan, and moved infrastructure to Cloud-based SaaS systems.
  
  
• I introduced strategies for digital paid advertising, social media, and Search Engine Optimization to increase growth. 
  
  

I transitioned from this position because of the opportunity to be near elderly parents and to advance to a role of greater influence that leveraged my business background, and ministry experience and allowed me direct involvement in a church planting organization. 

• In this role, I transitioned back into full-time vocational ministry after serving as the Chairman of the Management Team and then as the Executive Pastor.
  
  
• I reported directly to the Lead Pastor and was responsible for all ministry programs, staff, and finances, including a preschool outreach ministry.
  
  
• During my tenure church experienced substantial growth that included an increase in average weekly attendance.
  
  
• Highlight accomplishments were implementing a multi-site strategy including the launch of the first campus location, establishing financial systems and processes that resulted in balanced budgets over consecutive years, negotiating $1.4 million land purchase and leading the supporting capital stewardship campaign, implementing and managing information systems for constituent relationship management (CRM) and communication systems including Internet-based technologies.
  
  
• I also oversaw the establishment of a small group program that led to a reduction in member attrition and brought greater focus to relational discipleship.
  
  

I transitioned from this position because of the opportunity for advancement to a role with greater influence in a larger church in my hometown.