DND Leadership, LLC is a boutique fractional CFO firm serving mission-driven nonprofits, startups, and growth-stage companies. We provide high-impact financial leadership, helping organizations strengthen their financial operations, scale sustainably, and make data-informed decisions. Our clients span industries and geographies, including the U.S., Europe, and Latin America. Key Responsibilities: • Provide strategic CFO-level support across multiple clients in the nonprofit, tech, and social enterprise sectors • Build and manage annual budgets, rolling forecasts, and long-term financial models • Deliver cash flow management, capital planning, and scenario analysis • Lead external audits, compliance reporting, and 990 preparation • Present financial reports to boards, investors, and leadership teams • Implement financial systems (e.g., QuickBooks, Xero, Fathom) and internal controls • Oversee HR/payroll processes and support PEO relationships when needed • Develop fundraising materials, pitch decks, and investor due diligence packages • Support financial turnarounds, restructurings, and sustainability initiatives Clients Served: ✅ U.S. nonprofits ($1M–$10M revenue) ✅ International growth-stage tech startups ✅ Mission-aligned businesses seeking financial clarity and operational efficiency

Guided by the inspired commitment of Sanford McDonnell, the former CEO of McDonnell Douglas, they became the Character Education Partnership (now Character.org). Ever since, the mission of Character.org has been to provide the voice, visibility, and resources for educators to build nurturing and supportive school cultures that focus on a set of core values and character strengths vital to school success. Character.org is widely known for its 11 Principles Framework for Schools: A Guide to Cultivating a Character-Inspired Culture, a comprehensive framework developed by school leaders and character education researchers. During the past 20 years, more than 800 schools – after an independent and rigorous evaluation process – have been recognized by Character.org as National Schools of Character. More recently, school districts have also been certified for their success in fostering character development. Provide executive-level leadership in developing a strategic plan that drastically altered the direction of the organization to a more inclusive and broader scope of products, services, and constituent engagement. Accomplishments include: ■ Contributed to the achievement of the company’s growth and financial targets by formulating sales strategies which increased sales and revenue by 10% since January 2019. ■ Developed and received approval, of a new strategic plan, 2019 annual budget and operational plan designed to achieve the mission and vision of association within 4 months. ■ Successfully completed a new strategic plan, operational plan and 2019 budget with a new financial reporting structure, by December 1st, for the Board of Director's approval. ■ Developed and implemented new membership structure adding 725 new members increasing association income by $165k.

Idealliance is a global graphic communications industry non-profit association with eleven (11) strategically located offices around the world. Idealliance serves brands, OEMs, service providers in print and packaging, content and media creators, creative agencies and design teams, material suppliers, and technology developers. Provided strategic direction to the newly merged organization in close partnership with board officers and directors. Primary responsibilities included meeting/exceeding revenue growth goals month over month and year over year in core business along with continuing to build and manage a world-class sales team, optimizined sales process, and perpetually optimizing pricing and value propositions. Established two key revenue generating products and maintained active involvement with key contacts to create high value sponsorship packages. Developed and implemented effective sales strategies and tactics for execution; directed and managed sales team members to achieve sales targets; negotiated and closed deals with customers. Monitored and analyzed performance metrics and suggested improvements; prepared monthly, quarterly and annual sales forecasts and reported results; identified new potential customers and new market opportunities; provided timely and effective solutions aligned with customers’ needs. Accomplishments include: ■ Managed Legal and Financial teams in the process of merging organizations, thus acquiring promotion to senior vice president of sales following a merger between Epicomm and Idealliance. ■ Achieved a 64% increase of sponsorship sales from $184K in 2014 to $505K in two years by collaborating with sponsors, building relationships, delivering on promises and showing outstanding return on investment (ROI) for partners.

Epicomm―the Association for Leaders in Print, Mail, Fulfillment, and Marketing Services―was a not-for-profit business management association representing companies in the $80+ billion graphic communications industry in North America. It provided industry advocacy, management training, and a comprehensive slate of business-building solutions for companies in an evolving market environment. Developed Epicomm’s strategic goals and objectives, and relied on extensive experience and judgment to plan and accomplish goals. Identified and evaluated new growth initiatives, and supported business units in the strategic alliances and transactions areas. Responsible for the daily operations and management of 22 staff comprised of sales, accounting, product development, human resources, and strategic planning. Worked closely with the president, CEO, and board of directors in setting and surpassing strategic direction and financial goals of the association. Successfully led program management frameworks, financial analysis, and/or business architecture, global M&A Integration, business strategy development, strategic partnerships, and change management by influence. Drove strategic M&A Integration project to closure, with exposure to cross border transaction and a broad range of deal structures. Oversaw a team, in charge of re-writing bi-laws, allocating budget, formulating strategic plan, and merging staffs in two offices which led to a successful transition. Accomplishments include: ■ Recognized the trend of consolidation among members and industry associations, played a key role in the merger of the company with AMSP which formed Epicomm ■ Outsourced all accounting functions which decreased staff and expenses by $196K and enhanced financial reporting and results ■ Managed staff and logistics in closing New Jersey headquarters, setting up home offices for New Jersey staff, employee relations and minimizing monthly expenses cash out-flow by $25K

NAPL was a not-for-profit business management association representing companies in the $80+ billion commercial printing and graphic communications industry in North America. NAPL’s comprehensive slate of business-building solutions provided company leaders with the management tools they need to make informed business decisions in an ever-changing market environment. Oversight of all accounting staff functions, budgeting and financial reporting, and organizations sales, membership, and sponsorship program and provided leadership for areas of strategic financial planning and analysis for optimum organizational performance. Worked closely with Board of Directors to ensure that the achievement of goals and objectives are in alignment with the organization's strategic plan. Responsibility for evaluating and managing organizations budget. Gained selection from the President and CEO to lead membership division as well as train and mentor controller in the Accounting Department. Responsible for the annual budget preparation, financial forecasts, preparation of financial statements and overseeing and managing actual results to budgets. Developed and maintained the financial controls, including the corporate financial policies, procedures and standards to ensure consistent application of accounting and financial services. Accomplishments include: • Outsourced all accounting functions which decreased staff and expenses by $196K and enhanced financial reporting and results. • Established performance metrics and provided advice, assistance and financial analysis to the executive management team relating to program planning and performance metrics. • Identified, cultivated and maintained a relationship with key vendor partners and sponsors while directing cross-functional teams. • Appointed and selected by the President and CEO to lead membership division as well as train and mentor controller in the Accounting Department.

Founded in 1981, CFMA is the only organization dedicated to bringing together construction financial professionals and those partners serving their unique needs. CFMA serves more than 9,000 members via 98 chapters located throughout the US and Canada. Responsibility for all day-to-day management associated with membership sales, retention efforts, as well as supervision of Member Service staff. Accountable for member recruitment, satisfaction, and retention. Built strategies and conducted relationship-building to obtain new memberships and retain current membership. Effectively managed all trade shows and industry events. Developed marketing plans and created promotions to increase individual membership and collaborated with other CFMA departments to develop marketing campaigns for new products and services. Oversaw and conducted in area of focus including surveys, focus groups, data collection, data input and maintenance, and analysis. Designed and executed outreach programs, conferences, marketing, and regional chapter meetings which increased annual membership and participation. Worked closely with the director of chapter services to help chapters recruit members, event management, and strategic planning. Improved chapter performance and success through the facilitation of strategic planning sessions for 28 of 89 chapters around the United States Accomplishments include: ■ Developed member services, strategic chapter planning and training for financial and accounting managers of construction companies resulting in grass-roots member recruitment effort that boosted new member recruitment by 2% or $52K and retention by 6%or $144K ■ Made significant contribution in surpassing annual membership budget by $60K during a recessed construction economy ■ Efficiently boosted member retention by 6% on an investment of $30K by designing a new member on-boarding process which increased retention dues by $144K

A privately held consulting firm specializing in association management services including accounting, marketing, sponsorship sales, branding and membership. Accomplishments include: ■ Conceptualized, created and facilitated fundraising campaigns for clients including golf outings, wine tasting events, dinner dances, program journal development, and sponsorship sales ■ Improved and streamlined non-profit operations through a combination of technology, staff, and work flow ■ Prepared and analyzed financial reporting thus reducing costs of up to 10% for annual independent audit

NAPL is a not-for-profit business management association representing companies in the $80+ billion commercial printing and graphic communications industry in North America. NAPL’s comprehensive slate of business-building solutions provides company leaders with the management tools they need to make informed business decisions in an ever-changing market environment. Initially hired as an Assistant Controller, through demonstrated abilities was promoted to Chief Financial Officer. Responsible for all financial activities of association including budget development, financial reporting to staff and Board of Directors as well as banking relationships and investment portfolio. Managed accounting team to ensure proper and accurate reporting and audit preparations. Promoted to Senior Staff Director/Chief Financial Officer where responsibilities included membership sales, sponsorship sales and overall staff management. Accomplishments include: ■ Increased employee productivity by 8% ■ Increased staff-to-member contact by 50% in 2005, resulting in increased member database integrity, increased retention and member to member referrals ■ Developed and monitored membership retention, recruitment campaigns, lead generation campaigns, and database management functions ■ Increased member retention from 76% in 2004 to 86% in 2005 ■ Exceeded budget for membership dues income by 8% in 2005 ■ Reduced operating expenses by 15% for all reporting units ■ Managed the preparation of budgets and financial forecasts, resulting in reduced operating expenses of 9% from 2001 to 2004