Healthcare Communications & Marketing Association (HCMA)
Ross was hired by the Talley Management Group in 2008, to be the Account Manager for the newly created Healthcare Communications & Marketing Association (HCMA). The HCMA gave him the title of Associate Executive Director as the former Executive Director was out on extended leave due to health issues.
The HCMA was the result of a year-long effort to merge the HMC Council in Bethlehem with the MHMA in Chicago and the MMA in South San Francisco. Ross led the ballot drive in the fall of 2007 to secure the required votes based on each organizations by-laws. The new organization then hired the management firm to run the new organization.
Ross was responsible to work with the board in establishing a new strategy, budget, branding, and managed the migration of each organizations membership data to a new non-profit management solution. He had two direct reports and worked with the events group within Talley for additional support.
In the first six months of operation, the organization held the largest industry advertising awards (over 900 entries), held a three day Annual Conference, conducted two training programs, produced a print membership directory, and distributed three 16 page newsletters.
Ross was also responsible for media relations and corporate partnerships. After moving the data once, the organization selected a different association management solution, and Ross managed the migration and the integration of a Learning Management System.
The HCMA was the result of a year-long effort to merge the HMC Council in Bethlehem with the MHMA in Chicago and the MMA in South San Francisco. Ross led the ballot drive in the fall of 2007 to secure the required votes based on each organizations by-laws. The new organization then hired the management firm to run the new organization.
Ross was responsible to work with the board in establishing a new strategy, budget, branding, and managed the migration of each organizations membership data to a new non-profit management solution. He had two direct reports and worked with the events group within Talley for additional support.
In the first six months of operation, the organization held the largest industry advertising awards (over 900 entries), held a three day Annual Conference, conducted two training programs, produced a print membership directory, and distributed three 16 page newsletters.
Ross was also responsible for media relations and corporate partnerships. After moving the data once, the organization selected a different association management solution, and Ross managed the migration and the integration of a Learning Management System.
The Nazareth Center for the Arts
In December of 2009, Ross was approached by a group of community volunteers who had renovated the former Borough Office building to serve as an ADA compliant community center for the arts. They had a reception planned and a holiday music show, but nothing was planned after December and they didn't know how to run a non-profit.
Ross took on management of the organization and got approval from the Borough Council to operate under the Borough's Economic Development committee until the group could secure their 501(c)(3) status.
He then worked with the board to draft a mission and from that he developed a strategy for the fledgling start-up. With the strategy in draft form he created a budget with known expenses and projected revenue based on the plan. The need to get up and running to demonstrate to the Council it was a viable endeavor led to having performances and activities at the Center concurrent with finalizing the strategy and drafting by-laws and policies.
Ultimately, it worked out well. in the first year of operation the organization was solvent and offered over 100 events. These included musical performance, open mic nights for both music and poetry, poetry readings, gallery receptions, day time hours to view the month's exhibit, and art classes in conjunction with the local YMCA.
The year one strategy was focused on getting word out and having on-going activity at the Center. To help promote shows the Center sent emails to a growing list and had posters with the upcoming month's events placed throughout town. Another part of the plan was to offer shows at either $10 or free with a donation. The Center and performer split the gate in order to incentivize the performers to promote their own show.
Ten years later, the Center continues to operate purely on a volunteer basis.
Ross took on management of the organization and got approval from the Borough Council to operate under the Borough's Economic Development committee until the group could secure their 501(c)(3) status.
He then worked with the board to draft a mission and from that he developed a strategy for the fledgling start-up. With the strategy in draft form he created a budget with known expenses and projected revenue based on the plan. The need to get up and running to demonstrate to the Council it was a viable endeavor led to having performances and activities at the Center concurrent with finalizing the strategy and drafting by-laws and policies.
Ultimately, it worked out well. in the first year of operation the organization was solvent and offered over 100 events. These included musical performance, open mic nights for both music and poetry, poetry readings, gallery receptions, day time hours to view the month's exhibit, and art classes in conjunction with the local YMCA.
The year one strategy was focused on getting word out and having on-going activity at the Center. To help promote shows the Center sent emails to a growing list and had posters with the upcoming month's events placed throughout town. Another part of the plan was to offer shows at either $10 or free with a donation. The Center and performer split the gate in order to incentivize the performers to promote their own show.
Ten years later, the Center continues to operate purely on a volunteer basis.
Corey Lewis Racing
In the spring of 2009, Ross connected with up and coming driver Corey Lewis as he was transitioning from go-karts to cars. Initially, Ross offered to help with marketing, a website, and producing a brochure that could be sent to potential sponsors outlining who Corey was, his accomplishments to date, and how they could benefit from being a sponsor.
The relationship grew and Ross became his Manager developing strategies for securing sponsorships, targeting companies that fit the profile he had identified and contacting them by phone and in person when possible.
Ross talked to teams and negotiated with them. This resulted in Corey competing in Sonoma, CA with Team GDT, a race he won. It was in the Star Mazda series (now named Indy Pro 2000), which is the second of three steps before entering Indycar. The following February he secured a spot in the series test session at Sebring, FL.
While the two no long have a business relationship they are close friends and Corey has moved into sports cars, driving in IMSA sanctioned races for Lamborhini. He is a a two time North American Super Trofeo series champion and he won the World Super Trofeo series. In the IMSA Weathertech Championship Series he has won both the 12 Hours of Sebring and most recently the 24 Hours of Daytona.
The relationship grew and Ross became his Manager developing strategies for securing sponsorships, targeting companies that fit the profile he had identified and contacting them by phone and in person when possible.
Ross talked to teams and negotiated with them. This resulted in Corey competing in Sonoma, CA with Team GDT, a race he won. It was in the Star Mazda series (now named Indy Pro 2000), which is the second of three steps before entering Indycar. The following February he secured a spot in the series test session at Sebring, FL.
While the two no long have a business relationship they are close friends and Corey has moved into sports cars, driving in IMSA sanctioned races for Lamborhini. He is a a two time North American Super Trofeo series champion and he won the World Super Trofeo series. In the IMSA Weathertech Championship Series he has won both the 12 Hours of Sebring and most recently the 24 Hours of Daytona.
Nazareth Area School District
In May of 1998 Ross was hired into a newly created position, Director of Administrative Services. This position was responsible for Athletics (grades 7-12), Transportation (grades K-12), and Facility Scheduling (all non-school related groups and organizations wanting to use school facilities) with an annual budget of $2.3 million.
Ross was responsible to manage all coaches, the bus company that was contracted, and all the groups that wanted to use school facilities. He wrote a coach's handbook, implemented transportation software to improve efficiency and increase state reimbursement, and he wrote a new School Board policy related to facility rentals.
Ross was responsible to manage all coaches, the bus company that was contracted, and all the groups that wanted to use school facilities. He wrote a coach's handbook, implemented transportation software to improve efficiency and increase state reimbursement, and he wrote a new School Board policy related to facility rentals.
