Dorothy Gorman

Growing family-run third-party logistics business.

• Transformed nonprofit organization through decisive leadership after nine-month vacancy.
• Doubled student participation in JA annually, exceeding 31,000 in 2024.
• Identified financial overreach related to debt and facility expenses.
• Established earned revenue streams, contributing approximately 10% of total revenue.
• Projected fiscal year-end 2025 revenue between $2.35MM and $2.4MM, up from $2MM.
• Rebuilt team and implemented professional processes across all departments.
• Cultivated strategic relationships with school districts, enhancing community inclusion.
• Increased board engagement, achieving 100% personal giving for first time.

• Restructured sales and support teams, driving growth and enhancing customer experience.
• Achieved program growth exceeding previous year and budget targets.
• Aligned goals and processes across sales, marketing, and teacher training operations.
• Redesigned 'training guarantee' to support retention of up to 500 programs.

• Directed teacher training service line, generating $12MM in new revenue through service transformation.
• Achieved 28% profit margin in year one, surpassing 20% target.
• Secured $2.5MM in contracts across 20 training sites within 12 months.
• Ensured training completion for 10,000 teachers during COVID crisis in 2020-21.
• Attained 83% customer satisfaction ratings of excellent or very good, despite operational changes to training model.
• Maintained $40MM equipment and supplies portfolio with 30% blended margins.

• Established and led strategic marketing, communications, and events functions.
• Promoted to senior leadership team from VP within eight months of joining (Feb.)
• Expanded team from two to 19 members, driving 13% CAGR by volume of programs.
• Managed annual budget of $5 million.
• Achieved double-digit percentage increases in email, website, and social media metrics.
• Executed PLTW’s inaugural brand campaign, generating 4,400 unique prospects and six million video views.
• Relaunched national biennial conference, resulting in 35% attendance growth for subsequent event.

• Addressed global supply chain challenges for clients, focusing on supplier development and production transformation.
• Mentored junior staff to enhance skill sets and professional growth.
• Managed pro bono projects with World Economic Forum, and delivered insights at WEF Annual Meeting in Davos.
• Crafted winning proposal for second project phase with WEF.
• Identified $4-6MM savings opportunity in procurement for satellite parts during supply chain strategy project.
• Reconfigured processes for multi-tier hydraulics system supplier, and reduced lead times by months.