Q: What initially drew you to get involved with SIP?
A: For 21 years I was at Credit Suisse, up at 5:30 a.m., home around 7:30 p.m., rinse and repeat. I supported great causes mostly by writing checks and buying tables. Important? Yes. Personal? Not really.
In 2008 I stepped away just before the financial crisis, and for the first time in a long time, I had room to breathe and reflect. I trained as an ESL teacher in Bridgeport and soon was teaching English in the basement of an Episcopal church in Norwalk.
The people in that classroom left a lasting mark. An attorney who had fled persecution, a veterinarian rebuilding their life from scratch, children moving easily between languages and cultures — still finding their footing. Humbling, eye-opening, deeply human — the kind of experience that shifts something in you for good.
As I reshaped my professional life for more flexibility, I asked how I truly wanted to spend my time. I read about SIP, went to an event and it clicked. Meeting the team, especially Marjorie, sealed it. SIP brought it all together — business experience, a deep belief in equity and human connection that makes the work meaningful and joyful.
Q: Can you describe the project you’ve been working on at Riverfront and your role in it?
A: I got involved after a conversation about the shortage of early childhood seats in southeastern Connecticut. That led to deeper engagement and action.
During due diligence, it became clear that enrollment was strong but the organization needed clearer direction. Leadership transitions, board turnover and facility questions made it the right moment for a strategic plan. We identified three priorities: strengthen board governance, address facilities and position Riverfront as a top employer and center in early childhood education.
I chose to lead the facilities work. Having navigated complex infrastructure decisions myself, I understood the importance of thoughtful, long-term planning. Riverfront faces aging infrastructure and big strategic questions — renovate, expand or relocate? These decisions will shape its future for decades.
My reason for getting involved is also personal. My grandson, Theodore, thrives in a high-quality, diverse early childhood setting. Seeing that firsthand made the impact tangible. When I think of the 500-seat shortage in southeastern Connecticut, I think about families without access. Facilities aren’t just buildings — they’re about access and opportunity.
Q: What has been the most meaningful or rewarding part of this work?
A: Earning trust.
Walking into a nonprofit from finance, there’s often a quiet question: “Who is this person and what are they really here for?” I had to come in green, listen more than I spoke and show I was there to collaborate not dictate. I asked questions, took notes and treated every conversation as a chance to learn.
Over time, those small acts add up. When a leader calls and says, “What do you think?” you know you’re no longer the outsider. You’re a teammate, someone they trust to wrestle with the challenge alongside them. Showing up as an equal, learning together, figuring it out together — that’s what makes a relationship meaningful.
Q: What has been the biggest challenge?
A: The nonprofit sector operates differently from for-profit. In business, with 70% of information and conviction, you can move. In nonprofits, even with a strong plan, you’re often waiting on funding, public dollars or incomplete infrastructure.
Boards are made up of good, committed people who are stretched thin. Strategic planning takes time and focus — two things frontline leaders rarely have because they’re delivering services daily.
Stepping into formal nonprofit strategic planning was humbling. I’ve spent decades analyzing companies and management teams, but this was a new language. That’s been part of the growth.
Q: What has surprised you most?
A: The economics of early childhood education. Shortages aren’t uniform across age groups. Infant and toddler care is the real constraint. Ratios are higher, margins tighter. Public schools can absorb pre-K more easily. Balancing mission, sustainability, workforce and capital is extraordinarily complex.
I’ve also been struck by how thinly stretched nonprofit leaders are. They do incredible, often invisible work every day.
Q: How has this experience shaped you?
A: It’s reinforced humility. You don’t know what you don’t know. Even with decades of experience, you must listen first and learn the landscape.
It’s reshaped how I think about balance. This work feeds something in me. Yes, there’s the satisfaction of giving back, but also personal growth — staying mentally engaged, building relationships, learning new systems. Contributing to something bigger than yourself is good for your own longevity too.
Q: Of our values — equity, humility, collaboration, optimism, impact — which resonates most with you?
A: It starts with equity. I grew up in a household where it didn’t matter where someone came from, only who they were as a person. That foundation shapes how I see the world.
Humility and collaboration are intertwined. You can’t do this work thinking you’re the expert in everything. You’re there to partner. The real draw is working alongside people around a shared mission and building meaningful relationships in the process.
Q: What would you say to someone considering getting involved with SIP?
A: You’ll get more out of it than you expect. You’re giving back, which feels good, but you’re also feeding yourself intellectually and emotionally. You stay a lifelong learner and surround yourself with people who care deeply about something bigger than themselves.
We talk about brain health and staying engaged as we age. SIP gives you that — meaningful work, strong relationship and impact — without the 12-hour workdays. It benefits the community and keeps you growing. That’s a compelling return on investment I’d say.