Childhelp Executive and Leadership Team

Stephen Tucker, the Chief Financial Officer at Childhelp, manages the fiscal health of the organization to ensure sustainable funding for abuse prevention programs. By overseeing budget allocations and financial reporting, the Chief Financial Officer maintains transparency for donors and stakeholders. This role involves analyzing revenue streams from charitable contributions to optimize resource distribution across national service centers. Stephen Tucker directs long-term financial planning, ensuring the nonprofit remains capable of scaling operations to meet the needs of vulnerable children. Through rigorous audit processes and expense management, the Chief Financial Officer secures the capital necessary for expanding therapeutic facilities. Financial stability remains the primary objective, allowing the organization to focus resources on direct care. By aligning fiscal policy with the core mission of child protection, the Chief Financial Officer provides the foundation for all programmatic success within the broader charitable landscape.

Carolyn Novicoff, the Chief Operating Officer at Childhelp, directs the daily execution of programs designed to support victims of neglect and abuse. Overseeing the infrastructure of residential villages and community outreach initiatives, the Chief Operating Officer ensures operational excellence across all regional service sites. This leadership role involves streamlining internal processes to improve the delivery of therapeutic services. Carolyn Novicoff coordinates with department heads to synchronize service delivery with the overarching organizational mission. By monitoring performance metrics and facility standards, the Chief Operating Officer maintains high-quality care environments for children in need. This position requires constant evaluation of operational workflows to maximize efficiency and impact. Through strategic oversight of daily activities, the Chief Operating Officer guarantees that every program functions effectively. Novicoff drives the implementation of new service models, ensuring the organization remains responsive to the evolving needs of children throughout the country.

Eve Foussard, the President at Childhelp, architects the overarching strategic vision for the organization to combat child abuse and neglect. Leading the executive team, the President defines the long-term goals and market positioning of the nonprofit. This role involves engaging with board members and external partners to expand the reach of advocacy programs. Eve Foussard directs the implementation of national initiatives that raise awareness and secure support for victims. By setting the tone for organizational culture, the President ensures that every department remains committed to the mission of healing. This leadership position requires balancing high-level advocacy with the practical realities of nonprofit management. Through consistent engagement with stakeholders, the President drives the growth of the organization. Foussard oversees the integration of new service models, ensuring the nonprofit remains a leader in child welfare. Ultimately, the President secures the future of the organization by championing the cause of vulnerable children.

Keith Vigraham, the Chief Human Resources Officer at Childhelp, manages the talent acquisition and workforce development strategies essential for maintaining a high-quality care staff. Overseeing recruitment for specialized therapeutic roles, the Chief Human Resources Officer ensures the organization attracts professionals dedicated to child advocacy. This role involves designing training programs that equip employees with the skills necessary to handle sensitive cases of abuse and neglect. Keith Vigraham directs internal culture initiatives to promote staff retention and professional growth within the nonprofit sector. By implementing performance management systems, the Chief Human Resources Officer aligns individual contributions with the broader goals of the organization. This leadership position requires balancing administrative compliance with the emotional demands of the workforce. Through strategic human capital management, the Chief Human Resources Officer supports the stability of the entire team. Vigraham fosters an environment where staff members remain focused on the critical mission of protecting children.

Daphne Young, the Chief Communications Officer (Cco) at Childhelp, manages the public image and messaging strategies to increase awareness regarding child abuse prevention. Overseeing media relations and digital outreach, the Chief Communications Officer (Cco) ensures the organization effectively communicates its mission to a national audience. This role involves crafting campaigns that highlight the impact of therapeutic services on children who were victims of neglect. Daphne Young directs the development of educational materials and public awareness initiatives that drive donor engagement. By coordinating with marketing teams, the Chief Communications Officer (Cco) maintains a consistent brand voice across all platforms. This leadership position requires translating complex social issues into compelling narratives that inspire action. Through strategic communication, the Chief Communications Officer (Cco) expands the influence of the organization. Young monitors public sentiment and media trends, ensuring the nonprofit remains a trusted voice in the child welfare sector.