president and ceo greater worcester community foundation ... · convening the next generation of...

President and CEO

Greater Worcester Community Foundation

Worcester, Massachusetts

THE SEARCH

The Greater Worcester Community Foundation (“GWCF” or “The Foundation”) seeks a

President and CEO to set an inspiring and sustainable course for the Foundation’s future as it

grows in stature, reach, and impact in one of New England’s most vibrant and evolving cities.

Since 1975, the GWCF has successfully inspired charitable giving by connecting donors with

causes they care about, building community resources, strengthening nonprofits in the region,

and, providing vision and leadership to tackle current and emerging community issues. The

successful candidate will have the chance to play a central role in the transformation of a city and

region that is experiencing significant revitalization with enhanced opportunities for forward-

looking thought leadership, new partnerships, donor cultivation, and strategic grantmaking. This

President and CEO will be an immediately recognized leader in a city that is renowned widely

not only for its historic contributions and tradition of philanthropy, but also for its current and

future appeal and growth opportunities.

Originally created to serve all cities and towns in Worcester County; much like the region itself,

the Foundation is rooted in people and relationships. Over time, the Foundation has built

significant leadership capital: long-standing relationships, deep knowledge of the region’s

strengths and challenges, and through its donors’ generosity, a substantial endowment and

grantmaking engine. Today, with assets in excess of $150 million in more than 550 separate

funds, and annual grants of over $5 million, the GWCF is one of the 30 largest foundations in

Massachusetts and one of the 100 largest community foundations in the country. The

Foundation’s influence and independence positions itself to be an agent of change during a time

of economic, social, and cultural revitalization in the city of Worcester and beyond.

As the community and region look to the future, the Foundation is poised to continue to sharpen

its long-term strategic direction and role, cultivate and steward current and new donors, enhance

strategic partnerships, implement strategic grantmaking, and lead community conversations and


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engagements, while communicating and measuring impact in exciting new ways. Reporting to a

21-member Board and with the support of an experienced staff and contracted professionals, the

new President and CEO will lead these activities while preserving the Foundation’s reputation of

excellence in the community and ensuring a strong internal culture and organization is

maintained. This is an extraordinary opportunity to provide vision and leadership to a highly

regarded institution with a proud legacy of community leadership and considerable potential for

continued and greater impact.

The Foundation has retained Isaacson, Miller, a national search firm, to assist in the recruitment

of its next President and CEO. Please direct all nominations, inquiries and application materials

in confidence to the search firm as indicated at the end of this document.

For further information about GWCF, please visit https://www.greaterworcester.org/

BACKGROUND

The first community foundation was established in 1914 in Cleveland, Ohio. Since then, and

especially over the last thirty years, hundreds of these tax-exempt, publically supported

philanthropies have formed across the United States and around the world. Community

foundations hold permanent endowments and other funds that are established by donors to

benefit the people of a specific region. These institutions carry out their missions through

grantmaking and special initiatives, and by providing a collaborative vehicle for charitable

giving. Charitable funds are pooled for investment and provide a continuing resource for the

community. Typically, donors to a community foundation have a wide range of philanthropic

options that include: contributions for general purposes through unrestricted and discretionary

funds; designated funds for particular areas of interest for specific organizations or purposes;

scholarship funds for student aid; and active participation in their grantmaking through donor

advised funds.

Original legislation directed community foundations to distribute income from trusts according

to terms established by donors. However, Federal tax reform laws in the 1960s created a new

model for community foundations mandating that they raise a portion of their total income and

oversee investment performance for all their component funds. This meant that community

foundations required true governing boards with prudent oversight of the foundation’s assets

along with the responsibility to ensure that its portfolio of grantmaking reflects the donor’s

wishes and continues to be responsive to the needs of the community.

Much more than distributors of charitable funds, today community foundations are meant to be

genuine catalysts for community building and change. They do so through a range of

collaboration and special projects in their grantmaking activities by assisting and educating

donors to meet their philanthropic and civic objectives. Community foundations are nonpartisan,

nonsectarian, and provide the flexibility to respond to a region’s changing needs by serving a

leadership role in the community.

https://www.greaterworcester.org/


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GREATER WORCESTER COMMUNITY FOUNDATION

GWCF was founded in 1975 and the effort to build the initial endowment was officially

launched that same year by the Foundation’s first elected President, Robert Cushman, and the

volunteer part-time Executive Director, John W. Lund. In establishing the Foundation, the

founders sought to develop an organization that engaged Worcester County in its own

betterment. The initial experiment was built on self-reliance with a goal of embracing and

engaging the diverse sectors of the community with a unified vision of a better Worcester. The

Foundation made its first grants in 1977 and since then the Foundation has received over $142

million in gifts and made grants in excess of $117 million. GWCF serves the largest county in

the state of Massachusetts (Worcester County), which includes 50 cities and towns across 1,579

square miles and with approximately 826,000 year-round residents. Today, the Foundation has

over $150 million under management, with over 550 funds, and annually it distributes over $5

million through grants and scholarships for programs in education, the arts, health and human

services, and environmental protection. With its track record of leadership, strong relationships

across sectors, and deep knowledge of the region’s needs and nonprofits, the GWCF has the

ability to significantly influence the priorities of the city and region and help direct community

resources towards the most pressing issues and needs of the time.

LEADERSHIP INITIATIVES

Over the years, the Foundation has been an influential leader, grantmaker, and convener both in

the city of Worcester itself and across the region and has had a positive impact in key aspects of

community life. More recently, the Foundation has identified critical leadership areas to

steward, and has built the resources to address those issues along with helping the region prepare

for the future – bringing together people, ideas, partners, and funding. The organization’s current

leadership initiatives include:

Early Childhood Initiative

This initiative represents the Board of Directors’ highest strategic imperative. The Foundation’s

Early Childhood Initiative was launched in 2015 and seeks to ensure that all children in the

Greater Worcester community gain a sound start during the formative years of their lives, pre-

natal through school grade 3. In 2016, the Foundation board formed the Early Childhood

Committee, which has since led public education sessions with child development experts,

including local educators; and advocated for expanded funding of early childhood education. Of

the 159 discretionary grants awarded in 2018, 22 were dedicated solely to programs that focused

on early childhood development. Total funding to early childhood grants was $715,000 in 2017

and grants were directed at evidence-based programs that: support families as primary nurturers

and teachers, improve the quality and availability of early childhood education and care, and

reduce summer learning loss. In 2018, while continuing advocacy, education, and grantmaking,

the Foundation, working with the Education Development Center (EDC), designed a model to

coordinate services to children and families, and created a community-wide data dashboard to be

used to track child wellness. In 2019, the Foundation is extending this pilot model to two city

schools and their surrounding neighborhoods.


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Creative Worcester

Creative Worcester is an initiative the Foundation launched in 2018 to advance the area’s arts

and cultural resources as catalysts of vitality, civic engagement and creativity. As one of only

five community foundations selected by the Barr Foundation, one of the most prestigious and

influential private philanthropic organizations in New England, to take part in its Creative

Commonwealth Initiative, the Foundation received a two-year, $500,000 grant along with expert

guidance as they seek to strengthen and expand the arts and creative sectors within the region.

With Creative Worcester, the Foundation encourages new practices and programming within arts

organizations that engage and reflect Worcester’s diverse populations with a goal of further

developing Worcester as a city in which artists and innovators thrive and invigorate all sectors of

the community. As part of this initiative, the Foundation has partnered with the City of

Worcester to develop a Worcester Cultural Plan. This plan will provide the City with a clear

direction regarding its arts and cultural resources and will contribute to the realization of the

city’s Master Plan and Strategic Plan. Creative Worcester is expected to continue for the next

five years.

Nonprofit Support Center

GWCF operates the Nonprofit Support Center (NSC) to support an innovative and sophisticated

nonprofit sector in Worcester County. With a growing number of nonprofits in the area, the NSC

cultivates leadership in the field through professional development trainings and workshops for

board and staff members. NSC programs and services enable organizations to think

strategically, govern effectively, and work cooperatively with community partners. The

workshops tackle a range of topics including: Diversity, Equity & Inclusion, Strategic Alliances,

Grant Writing, Development Programs, Sustainability Planning, and Community Relations.

These programs foster a co-learning environment where ideas are shared, resources are

optimized, and collaboration between peer nonprofit leaders is nurtured. Other services provided

by the NSC include an online resource list for nonprofit management and best practices,

assistance in finding consultants, and information about other related regional organizations. The

NSC is highly regarded by local nonprofit leaders and it serves as a signature successful

initiative of the GWCF.

Leadership Worcester

The Foundation and the Worcester Regional Chamber of Commerce have been working together

since 2014 to offer a civic leadership initiative designed to serve the rapidly evolving region.

Leadership Worcester engages promising new professionals in Greater Worcester’s civic life and

offers training and skills development to participants, connecting them with key power brokers

and influential partners within the Worcester community. Selected through a competitive

application process, a group of talented and motivated individuals new to civic leadership are

chosen from four major sectors: nonprofits, government, business and education. The program

currently has 75 alumni and will be graduating 28 participants in May 2019. Many alumni go on

to join nonprofit boards in the community and many have created and lead initiatives in


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Worcester. Leadership Worcester provides the opportunity to capitalize on emerging talent and is

convening the next generation of leaders.

Youth for Community Improvement

2019 will mark the 20th

year that the GWCF has supported Youth for Community Improvement

(YCI), which provides annual funding to nonprofits tackling important social issues impacting

the region. YCI, Worcester County’s only non-school youth philanthropy program, is an

advisory committee of the GWCF and is entirely composed of area teenagers, empowering them

to make important funding decisions in the community. For two decades, YCI has awarded over

$300k to over 75 nonprofits across the county and has engaged over 200 young people to focus

on complex issues such as: diversity and cultural awareness, substance abuse, domestic abuse,

and depression and suicide prevention.

GOVERNANCE, ORGANIZATION, AND FINANCE

The GWCF is a 501(c)(3) public charitable corporation and is governed by a 21-member Board

of Directors that oversee the work of the Foundation by setting policy and working closely with

the President and CEO to set strategic direction. The Board is comprised of community leaders

from diverse sectors of Greater Worcester who are elected annually and serve up to two

consecutive four-year terms. The Board convenes six - eight times a year and has a committee

structure which includes the governance, investment, grantmaking, and nominating committees.

The Foundation also benefits from a network of more than 300 corporators. These volunteers

anchor the work of the Foundation in the community, provide important expertise, bring valuable

networks and are ambassadors for the good reputation of the Foundation. A dedicated staff of 10

full-time employees work in three primary areas within the Foundation: program initiatives,

donor services, and finance and operations, with some of the financial and marketing functions

are outsourced to local consultants.

GWCF has an annual operating budget of approximately $1.8 million and an operating reserve of

$800k. The primary source of annual operating revenue derives from fees on invested assets.

Current total assets at GWCF exceed $150 million. Charitable grants totaled more than $6.5

million in 2018, and new and existing donors contribute on average $5 million a year. The

Foundation’s investment program is overseen by multiple managers and is supported by

independent investment consultants. Total returns of the investment portfolio have met and often

exceeds industry benchmarks.

FUNDS AT GREATER WORCESTER COMMUNITY FOUNDATION

Today, GWCF manages more than 500 funds created by individuals, families, and institutional

entities. These funds make grants to support specific organizations, or areas of interest, including

education, the arts, social services, health care, and environmental protection. The Foundation’s

funds include:


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Discretionary Funds – This is GWCF’s unrestricted fund which has been the source of initial

funding for several of the Foundation’s strategic initiatives. (Assets $67.8 M, $2.3 M annually in

grants, $400k in contributions)

Field of Interest Funds – For donors interested in a specific interest area, such as arts and culture,

education, environment, health and human services, youth development, disaster relief, or

scholarships.

Designated Funds – These are for donors interested in supporting a specific non-profit. (Assets:

$26.4 M, $900k annually in grants, $450k in contributions)

Donor Advised Funds – For donors who wish to remain active and retain decision-making

authority to recommend grants. (Assets: $23.2 M; $2.4 M annually in grants; $900k in

contributions, 133 funds)

Scholarship Funds– Scholarships help the community’s high school graduates further their

education. Donors decide the purpose of their scholarship fund and the criteria for selecting

students. Scholarships range from $300 to $5,000. Students apply online and awards are made

through a competitive process. Since 1978, over 7,700 awards have been made with $11.2M

dollars distributed. (Assets: $14.8 M; $650k annually in awards; $550k in contributions, over

136 funds)

Agency Funds – These are nonprofit funds held and invested by the Foundation. (Non-endowed

Assets $22.1 M, 89 funds)

Acorn Society – Honors donors who have established planned gifts or provided for the

Foundation in their wills. Currently, over 85 living donors have indicated that their estate plans

include a bequest to the Foundation to support their community and institutions in perpetuity.

The median value of the 550 funds is approximately $44,541 and the mean is $257,883. 35 are

above $1 M, and the largest fund is $8.4 M.

GRANTMAKING

Today, GWCF grant programs (“Community Grant Program”) are organized into six major areas

including: Community Support, Creative Worcester, Early Childhood, Health, Special Interest,

and Town-Specific. These program areas of the Foundation operate as fairly autonomous and

independent “centers of excellence” managed by senior program officers who are experts in their

fields. These grantmaking areas are overseen by program committees comprised of board

members and other community leaders.

Annually, the Foundation makes between 1,300 and 1,500 grants, ranging in size from $100 to

$70,000, disbursed regularly throughout the year. The Community Grant Program is the

Foundation’s largest and farthest-reaching program and in 2018, GWCF awarded 139 grants for


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a total of $1,747,900 to nonprofits in this category that contribute to building healthy

communities throughout the region.

WORCESTER, MASSACHUSETTS

The city of Worcester, with a population of about 185,000, is the second largest city in New

England. Worcester is known as the “Heart of the Commonwealth” because of its location in

central Massachusetts, about 45 miles from Boston, Providence, RI, and Hartford,

CT. Worcester was established in 1722 and rose to economic prominence through

manufacturing in the 19th

century with successful mills and factories connected by railroads and

canals. Like many post-industrial cities, Worcester is now entering a new chapter in its history,

energized by new diverse populations, investments in downtown Worcester, and new business

growth within the city that has attracted billions in recent construction projects.

Worcester is proud of its historic charm and small-town community feel but boasts the

conveniences and amenities of a booming metropolitan area. Union Station connects Worcester

to the greater region through Amtrak, bus routes, and the MBTA commuter rail service and

Worcester Regional Airport has direct flights to New York City, Philadelphia and Detroit. The

city is home to nine colleges and universities and with programs like “Leadership Worcester”, it

is focused on retaining its graduates with plans to revitalize its communities and leadership base.

Worcester is home to thriving biotech and medical industries with institutes such as AbbVie and

the University of Massachusetts Medical School. Worcester attracts a diverse and growing

immigrant population who largely hail from Ghana, the Dominican Republic, Vietnam, Albania,

and Brazil. Among the students in Worcester, over 90 languages are spoken and around one third

of students in Worcester Public Schools are English Language Learners. Education is a critical

priority for the City, be it through the early childhood education initiative, the Recreation

Worcester after-school and summer programs, or the construction of two new public high

schools. The college students, young families, and a burgeoning immigrant population all add to

the enterprising spirit of Worcester and are contributors to the City’s renaissance.

Collaboration is in Worcester’s genes. The city has always welcomed hardworking and caring

leaders to join in as influencers to identify opportunities and to create and implement solutions to

its issues. The Worcester community has a long and proud history of philanthropy with

numerous longstanding family and private foundations that have invested hundreds of millions of

dollars back into the community. The strong sense of community fosters an ease of collaboration

across all sectors of government, business, and nonprofit organizations.

The city’s rapid growth has been led by the addition of downtown campuses for local colleges

and universities; the continued growth of the biotech, pharmaceutical and medical fields; the

large infusion of outside capital into revitalization projects; and a burgeoning cultural and

restaurant scene, all bolstered by a relatively low cost of living for the region. The new

CitySquare project, the largest public/private development project in Massachusetts history

outside of Boston, is a $565 million mixed-use development project that is transforming the

downtown Worcester landscape by connecting people to businesses and businesses to downtown.

Although an urban area, Worcester is also one the largest agricultural centers in the state with


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over 100,000 acres of farmland located in the county. Cultural and entertainment opportunities

and venues in the city include: the Worcester Art Museum, one of the most highly regarded art

museums in the nation; the Worcester Historical Museum; the EcoTarium, a science and nature

museum; The Hanover Theatre, which hosts Broadway shows and top performing artists; and

New England’s premier arena and convention complex, the DCU Center. This past year it was

announced that the Pawtucket Red Sox, the Boston Red Sox Triple-A affiliate, will relocate to

Worcester in 2021 as part of a new nearly $240 million redevelopment project in the city’s Canal

District.

LEADERSHIP TRANSITION

The Foundation’s current leader, Ann Lisi, is stepping down on June 30, 2019, after 30 years of

service, 27 as President and CEO. Lisi originally joined the organization in 1989 as program

officer and was appointed executive director in 1992. Under her leadership, the Foundation has

grown from $24 million to over $150 million with more than 550 named funds that awards $6-8

million annually to nonprofits. Signature programming under her leadership include nonprofit

management; diversity and leadership development; arts and creativity; environmental

stewardship; children, youth, and families; and civic engagement.

THE ROLE OF PRESIDENT AND CEO

The new President and CEO will take charge of a respected and cherished community foundation

with the opportunity to set an ambitious yet sustainable course for the future, and one that

positions the GWCF as a catalytic leader and influencer. The Foundation with its new leader,

aspires to bring together a diverse set of stakeholders and constituents across Greater Worcester

around key community needs, while maintaining its strong commitment to donor stewardship

and asset growth.

The President and CEO is the principal spokesperson for the Foundation and will be expected to

be outwardly facing; representing the organization effectively in a variety of settings, including

locally, regionally, and nationally. The Foundation’s president serves as ex officio member of the

Board of Directors. Reporting directly to the President and CEO are the Vice President for

Programs; Vice President of Donor Services; and the organization’s Operations Manager.

Certain financial, marketing, and human resource responsibilities are currently outsourced to

independent consultants.

The objectives for the President and CEO are as follows:

Develop, articulate, and champion the vision and aspirations of the Foundation and advance a

strategic agenda focused on community needs.

With a new President and CEO at the helm, there is significant opportunity for GWCF to not

only leverage its many assets and resources but to develop a bold, big picture, and future-looking

strategic direction to maximize the Foundation’s impact in a period of regional renaissance. By

bringing clarity, vision, and a forward-thinking mentality, the President and CEO will become an


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important influencer: a recognized and respected leader who will play a critical role during this

time of economic and social change, revitalization, growth, and gentrification along with

significant changing demographics and momentous generational transformation. This next leader

must identify a few well-defined areas where the Foundation’s resources and grantmaking can

seed change to ensure more transformative impact. Regardless of its direction, the Foundation

will play a critical role in responding to and nurturing the needs of the area’s most vulnerable

and underserved populations. The Foundation, through its leadership, will seek to adopt goals,

take action and create programming through the prism of diversity, equality and inclusion. It will

address youth development and work force issues ; it will foster entrepreneurship ; and, finally,

the Foundation will engage more in policy conversations and initiatives.

Support a more outwardly facing role for the Foundation while reaching out more broadly to

diverse communities and stakeholders across the region and serve as conveners around

community conversations.

The President and CEO will occupy the externally facing role for the Foundation and will serve

as a strong community presence. Building on the welcoming and cooperative nature of the

Worcester community, this leader will proactively engage the full spectrum of stakeholders

including other funders, community and civic leaders, nonprofit organizations, academic

partners, businesses, and government entities to bring about measurable change for the greater

good of the community. With guidance from the Board, the President and CEO will use the

Foundation’s convening power and clear point of view to highlight and bring together various

communities and sectors around emerging and critical community conversations. Through

established relationships, and the development of new contacts, the Foundation will deepen its

connections, broaden its associations, and maximize impact. Moving forward, there will be

significant opportunities to continue to serve in a grassroots role, and connect with communities

that may be less familiar or engaged with the Foundation, including those of color, Worcester’s

immigrant communities, communities living in poverty, and the young leadership of Worcester.

By being visible, external and grassroots , the Foundation can ensure that no one or group is left

out or left behind.

Lead and strengthen asset development by thoughtfully cultivating and growing current and

new donors and partners, and proactively engaging others in this work.

Under the leadership and guidance of the next President and CEO, GWCF must invest more

intentionally and pro-actively in donor cultivation and stewardship to increase its asset base. The

President and CEO will serve as the model ambassador for donor prospecting and stewardship,

and will lead the entire Foundation in support of this vision to ensure that the Foundation has the

financial resources to be a catalytic engine for change within the community. This leader must

have experience cultivating donors and marketing to supporters, and will work to grow the

Foundation’s charitable assets and endowments by enhancing existing funds, generating new

funds, and seeking out more legacy gifts. This work will take place over time, thoughtfully and

strategically, so that growth reflects the culture and ethos of the Foundation.


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This new cultivation of donors will come about at an opportune time, given the ongoing

revitalization of the city of Worcester. Additionally, with an aging baby boomer population, over

the next few years, this new leader will have the chance to further the Foundation’s work of

teaching each new generation to perpetuate the work of improving the world around them by

engaging donors and turning its vision of making a difference into a reality. Moving forward,

there may be opportunities to diversify the fund base to reflect the evolving demographics, as

well as promote giving circles and funder collaboration.

Inspire and support the staff and the board through organizational change efforts, all while

nurturing a positive and strong organizational culture.

The President and CEO will inherit a solid institution with a sound infrastructure. This leader

will leverage the expertise and strengths of the staff and empower and support them to do their

best work both independently and collaboratively. Over time, there is potential to improve and

develop more streamlined processes and systems, develop internal growth opportunities and

career pathways for junior staff, engage in more cross functional activities, and strategize how

best to manage and support all staff across the organization.

The President and CEO will also foster a culture of excellence along with thoughtful yet bold

risk-taking, responsible stewardship, and continuous learning, and will support the Board in

embracing this courageous new direction. This leader will also build on the institutional culture

that currently exists: attending to the family-like culture of the organization and at the same time

ensuring that the Foundation reaches for a new level of success and encourages and supports new

ways of thinking and working.

QUALIFICATIONS AND EXPERIENCE

The GWCF seeks a passionate and personable leader and spokesperson who embraces the values

of the Foundation. The new President and CEO must be a strategic thinker, creative risk-taker,

persuasive communicator, seasoned and decisive manager, capable fundraiser, and excellent

relationship builder. Candidates may come from a philanthropic, nonprofit, public sector, higher

education, or business background; preferably with experience spanning sectors. Experience and

active networks in the Greater Worcester area are not required. An understanding of how

nonprofits operate is important, and experience working with and/or answering to an engaged

governing board is preferred.

An ideal candidate will bring the following professional experiences and personal characteristics:

Resonance with the GWCF’s mission, values, and legacy; respect for Worcester’s own

sensibilities and sense of identity; as well as the leadership ability to maximize traditional

community strengths while being at the forefront of future trends in Worcester.

Eagerness to live within and engage all aspects of the Greater Worcester community

including attending events, serving on committees, and participating in community

activities.


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Significant experience raising funds from a variety of sources, particularly individuals.

Without question, enthusiasm for an intensive involvement in donor cultivation and

stewardship.

A track record of providing strategic leadership; an innovator who can develop and drive

a strategic plan for the future, challenge conventional thinking and lead its

implementation.

Effective management of a complex organization. The more varied and broader the

leadership experience, the better, including oversight of financial and human resources

and execution of programmatic functions.

Very strong supervision and team-building skills, including the ability to recruit, inspire,

and retain a strong staff, set clear priorities, and delegate effectively. Ideally, has led

organizational culture change efforts.

Outstanding presentation and communication skills and the experience and inclination to

be an effective, outgoing spokesperson, and networker for the Foundation and for the

Greater Worcester area.

Knowledge of strategic grantmaking and a deep respect for grantees.

Experience building and participating in successful, sustained partnerships, including

cross-sector collaborations and public-private partnerships. Additionally, enthusiasm for

building bridges between and among a range of stakeholders.

Experience working in multi-cultural settings and communities, as well as a demonstrated

commitment and track record to incorporating the value of diversity, equity, and

inclusiveness into community, leadership, and organizational life.

Interest in public policy, legislative and political processes, and the ways outside forces

impact government, and the role of media and social communications in driving change.

Experience with or an excellent understanding of finances, investments, and their legal

administration. Aptitude for technology and understanding of its applications to

foundation operations and philanthropic services is ideal.

An outgoing and optimistic personality. Strong listening, collaboration, and interpersonal

skills to work effectively with the full range of constituents from all walks of life.

Relational, approachable, and accessible.

Brings a roll-up-your-sleeves, optimistic, can-do attitude, coupled with curiosity,

pragmatism and nimbleness. Must also be approachable, accessible, tenacious, humble,

and bring good humor to the role with the highest level of personal and professional

integrity is also required.


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INQUIRIES, NOMINATIONS, AND APPLICATIONS

Inquiries, nominations/referrals, and applications (including resumes and 1-3 page letters of

interest responding to the challenges outlined above) should be sent electronically to:

Rebecca Swartz, Partner

Micah Pierce, Senior Associate

Ryan Leichenauer, Senior Associate

Isaacson, Miller

263 Summer Street, 7th Floor

Boston, MA 02210

www.imsearch.com/6913

Electronic submission of material is strongly preferred.

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