Chief Financial Officer

Strategic Financial Leadership

• Align financial strategy with the Y's multiyear vision; lead annual budgeting, long range forecasting, and capital planning across a $44M operating budget and $57M in cash and investments.
• Provide leadership to the Association's three-year Cash Flow Health plan (2026 to 2028), including policy, capital, operating, and revenue actions required to move from "cash rich, cash flow poor" to a sustainable Cash Flow Healthy position.
• Provide financial due diligence and strategic analysis for affiliations, mergers, partnerships, asset sales and leases, and other repositioning opportunities across the Y's real estate footprint.
• Oversee all accounting, finance, and compliance functions, ensuring adherence to GAAP, nonprofit standards, restricted grant accounting (e.g., OCCRA, 21st Century, Schiff, COVID Child Care Relief), and all required regulatory filings including Form 990 and YUSA submissions.

Investment and Cash Flow Strategy

• Direct the Association's investment strategy and portfolio oversight (with the support of appropriate consultants/experts) across a multi manager endowment with board approved equity, fixed income, real asset, and cash allocation targets, ensuring assets are managed to maximize long term returns within board approved parameters.
• Lead sophisticated cash flow planning and management, maintaining liquidity, optimizing operating reserves, and ensuring capital is deployed in alignment with mission priorities. Partner with the Board to establish and monitor a formal cash reserve target (currently 2 months of operations), capital spending cap (currently 5%), and endowment spending policy (5% of the trailing twenty quarter average).
• Manage banking and lending relationships strategically, evaluating debt instruments, bond compliance (existing debt service obligations of $750K annually), and financing options including lines of credit and longer-term debt, which support organizational growth and smooth the timing of capital investment.

Capital Campaign and Philanthropic Partnership

• Serve as the financial architect of the Association's active capital campaign (targeting $60M+ for facilities, programs, and endowment), providing pro forma modeling, gift acceptance and naming opportunity costing, and pledge cash flow forecasting.
• Partner with the Chief Development Officer to translate the Y's philanthropy goal, growing Contributions and Grants from 6% to a long-term target of 10% of revenue, into multiyear financial plans and Board facing dashboards.

AI and Finance Technology Transformation

• Modernize the finance function through smart use of technology and AI — applying tools like AI-assisted forecasting, automated close, and clearer financial reporting for branch leaders and the Board, always with sound data governance, model risk controls, and human judgment in the loop. 
• Champion disciplined experimentation: pilot high-value use cases, measure the return, and scale what works across branches.

Risk, Compliance and Audit Oversight

• Provide strategic oversight of the enterprise risk management framework through the VP of Finance and Risk, ensuring financial, operational, and reputational risks are identified and mitigated.
• Serve as the executive accountable for audit readiness and outcomes; maintain productive relationships with external auditors and ensure robust internal controls are in place, including controls over restricted fund release, branch level cash handling, and capital project accounting.

Board Engagement and Stakeholder Leadership

• Serve as primary staff liaison to the Finance, Audit, Investment, and Capital Campaign Committees and Cabinet; deliver clear, compelling financial reports grounded in YUSA financial benchmarks (operating margin, months of liquidity, debt ratio, charitable revenue mix) that inform board level strategy and build stakeholder confidence.
• Lead the Board directed review of fiscal policy, including reserve targets, endowment spending, capital spending, and the intentional subsidy framework, recommending refinements that match strategy and stewardship.

People Leadership and Culture

• Lead and develop the Finance and Risk Management teams, including the VP of Finance and Risk and seven additional full-time staff, with a coaching mindset and commitment to the Y's ARB culture.
• Serve as a thought partner and financial resource to operational leaders across all branches and departments. Partner with branch executives to build branch level cash flow accountability, true cost pricing models, and sustainable program economics consistent with the Y's intentional subsidy framework.