Pros
I was drawn back to Springboard after five years at Bank of America, where I served as a Senior Vice President of consumer lending in Riverside County. Springboard's mission, centered on financial literacy, consumer credit management, housing assistance, and education for underserved communities and military families, resonated with me. Prior to my time at Bank of America, I was the program director for the Keep Your Home California program at Springboard—a $2.5 billion initiative providing housing assistance post the 2008 crisis. This experience allowed us to foster a company culture prioritizing client satisfaction and excellent customer service. Returning to Springboard is a decision I don't regret; it's a great organization to be a part of.
Cons
Springboard is grappling with an accounts receivable challenge, prompting the need to downsize the workforce. This downsizing has a ripple effect on key performance metrics specified in grants and state contracts. The organization heavily relies on revenue from government grants and state contracts, where the accounts receivables cycle lasts between 120 to 180 days. Insufficient cash flow hinders initiatives like outsourcing call center activities or investing in automation to enhance productivity. The dilemma negatively affects overall operations, and the executive leadership is hesitant to cut senior leadership positions or non-revenue-producing staff.