Chief Financial Officer- Houston-Galveston Area Council

Mackenzie Eason & Associates has been retained by the Houston-Galveston Area Council (H-GAC) to recruit its next Chief Financial Officer.

H-GAC is a mature, multi-program regional enterprise operating at the intersection of regional governance, public service delivery, complex grant administration, financial stewardship, and intergovernmental coordination across one of the country’s fastest-growing and most operationally demanding regions. Over the last five years, H-GAC has grown considerably, doubling in both employees and budget and emerging as one of the largest Councils of Governments in the United States.
The next Chief Financial Officer will join the organization at a significant point in its evolution. H-GAC has expanded in size, scope, funding complexity, staffing, and regional impact. The organization’s financial and administrative systems must now continue maturing to support a larger enterprise, a more complex operating environment, and the long-range needs of an agency that continues to grow and change.
Recent financial and administrative improvements have included the implementation of MIP financial software, new budgeting software through Questica, and the establishment of a formal reserve policy for H-GAC’s general fund. The next CFO will build on this foundation while helping H-GAC think more broadly about the next generation of enterprise systems. The organization will need a more comprehensive ERP environment that supports not only finance, but the broader administrative and operational needs of the agency and its various business units.

CANDIDATE VISION STATEMENT
The ideal candidate will bring the technical depth, executive judgment, communication ability, and strategic mindset required to serve as H-GAC’s senior financial executive. This individual will be a trusted advisor to the Executive Director, leadership team, board members, and external partners, helping translate complex financial, budgetary, grant, compliance, audit, and risk issues into clear recommendations that support sound decision-making.

This role requires a leader who understands that financial stewardship in a large regional agency is not simply about maintaining accurate books, producing an annual budget, and having a clean audit. H-GAC’s next CFO must help the organization understand where it is financially, where it is headed, and what decisions are required to remain strong over the next three to five years. The right candidate will be able to see the organization as an enterprise, connecting financial strategy to staffing, systems, grants, compliance, procurement, program delivery, facilities, technology, and regional service obligations.

The Chief Financial Officer will be expected to protect H-GAC’s financial integrity while also helping the organization move with greater clarity, confidence, and coordination. The role requires someone who can preserve compliance and public trust without creating unnecessary barriers to efficient program delivery. H-GAC needs a CFO who understands when to hold the line and how to explain risk, how to help departments identify a compliant path forward, how to modernize a process that no longer fits the scale of the organization.

The next CFO will also need to be a builder. H-GAC’s continued growth requires stronger systems, clearer workflows, deeper staff capacity, and more integrated administrative infrastructure. This leader must be able to develop a high-performing team, strengthen internal expertise, and create a finance and administration function that is viewed across the organization as credible, responsive, transparent, and mission-supporting.

ABOUT H-GAC
The Houston-Galveston Area Council is one of the largest Councils of Governments in the United States, serving a 13-county region of more than 7 million residents. Established in 1966, H-GAC operates as a voluntary association of local governments and a regional service platform that supports intergovernmental coordination, regional planning, and program execution across issues that affect the region’s economy, infrastructure, workforce, environment, mobility, resilience, and quality of life.

H-GAC is distinguished by a unique mix of tools that enable impact across the full region. The organization serves small towns, rapidly growing suburban communities, rural jurisdictions, and one of the largest metropolitan areas in the country. Its work combines governance support, technical planning, program administration, funding stewardship, and shared services that help local governments and regional partners address issues that are too complex or too large for any one jurisdiction to solve alone.

H-GAC’s reach is reinforced through major regional bodies and affiliate entities, including the Gulf Coast Workforce Board and the Transportation Policy Council, which serves as the regional Metropolitan Planning Organization. The organization also supports entities such as the Local Development Corporation, the Gulf Coast Economic Development District, and the Corporation for Regional Excellence.

H-GAC’s work requires a strong administrative and financial backbone. The organization convenes and supports decision-making bodies, manages major grant-funded and contract-driven programs, provides shared services, and maintains the compliance infrastructure necessary to move significant public resources into projects, programs, and services throughout the region.

H-GAC’s Core Values

• Service: H-GAC is committed to providing excellent service to clients, meeting their needs, and exceeding expectations.
• Collaborative: H-GAC values teamwork and believes collaboration leads to better outcomes. The organization encourages collaboration among staff and with clients.
• Accountable: H-GAC takes responsibility for its actions and is accountable for meeting commitments to clients, colleagues, and the community.
• Leadership: H-GAC strives to be a leader in public service, setting standards for excellence and inspiring others to follow its example.
• Innovative: H-GAC embraces innovation and continuously seeks new and creative ways to improve services and processes.
• Integrity: H-GAC acts with honesty, transparency, and ethical behavior in interactions with clients, colleagues, and the community.
• Community: H-GAC recognizes its responsibility to the community and is committed to making a positive impact through its work.

Culture and leadership environment
H-GAC has an established culture where employees have a voice and access to leadership. The agency’s core values were developed through an organization-wide process that engaged the full team, and the organization has historically valued internal connection, accessibility, and cross-departmental collaboration.

The next Chief Financial Officer will need to lead within that culture while helping the organization mature for its next stage of growth. Employees and departments need strong financial leadership, but they also need clarity, transparency, responsiveness, and a practical understanding of how financial policies and processes affect their work. The CFO must be able to communicate with credibility and humility, especially when the answer is difficult or when compliance requirements limit available options.

H-GAC’s continued growth will require ongoing changes in systems, processes, controls, reporting, approval pathways, and administrative workflows. The next CFO must be able to lead that change with judgment and cultural awareness. This means learning before changing, engaging people before implementing solutions, and helping staff understand not only what is changing, but why it matters.

Scale, funding model, and how resources move
H-GAC operates at significant financial and operational scale. Its funding model is primarily restricted, program-driven, and connected to federal, state, and local priorities. A substantial portion of the organization’s budget moves through H-GAC to local governments, service providers, contractors, partner agencies, and regional initiatives.

This financial environment is more complex than a traditional municipal or nonprofit finance operation. H-GAC’s CFO must understand the relationship between grants, contracts, intergovernmental agreements, pass-through funds, indirect costs, restricted and unrestricted revenues, cash flow, audit requirements, allowable costs, monitoring, reporting, and board-level accountability.

The organization’s financial work is inseparable from its public mission. H-GAC must be able to move resources efficiently while maintaining the confidence of funders, boards, member governments, auditors, staff, and the public. The next CFO will be central to that balance.

The FY2025 unified budget totals approximately $594.6 million. The funding model is primarily restricted and program-driven:

• Restricted revenue: approximately $578.7 million
• Unrestricted revenue: approximately $16.0 million

The expenditure profile reflects substantial pass-through activity tied to program delivery and partner/provider systems:

• Pass-through funds: approximately $497.6 million
• Non-pass-through operating costs: approximately $97.0 million

Workforce represents the largest share of the FY2025 program expense profile at 83.09 percent, underscoring the scale and performance importance of the workforce platform within the overall enterprise.

H-GAC also helps prioritize and allocate major funding streams outside the unified budget, ranging from hundreds of millions in transportation investments to disaster recovery resources in the billions. Because these dollars carry the greatest scale and public visibility, they are often the most scrutinized and most actively debated allocations the organization supports.

Staffing footprint and internal structure
H-GAC’s staffing reflects the breadth of its programs and administrative responsibilities. The FY2025 plan reflects 502 total positions (including full, vacant, and proposed) and 436 total FTEs based on time allocation.

The organization is structured to support multiple program disciplines through dedicated departments and divisions, enabled by shared services such as finance, procurement/contracts, human resources, communications, and technology. Execution quality depends on how effectively the organization operates across governance-to-staff handoffs, program-to-shared-services workflows, and cross-department coordination required to deliver projects and programs efficiently while maintaining compliance.

Core program platforms and operations
H-GAC is organized across multiple program and service areas that function as distinct operating platforms, each with its own stakeholders, compliance requirements, funding structure, and performance expectations. Major platforms include transportation and regional planning, workforce system stewardship, aging services, community and environmental planning, disaster recovery and emergency preparedness, data services, and shared enterprise support.

Transportation and regional planning

• H-GAC serves as the Metropolitan Planning Organization for the eight-county Houston-Galveston metropolitan area and supports the Transportation Policy Council in developing and programming the Regional Transportation Plan and Transportation Improvement Program.

Workforce system stewardship

• H-GAC supports the Gulf Coast Workforce Board ecosystem and associated program and service networks that connect employers to talent and individuals to employment, training, and work supports.

Aging services

• H-GAC carries Area Agency on Aging responsibilities delivered through community-based networks supporting the safety, well-being, and independence of older adults, including navigation and referral functions and related program oversight.

Community and environmental planning

• H-GAC supports regional initiatives that commonly involve intergovernmental coordination, technical services, and grant-funded implementation, with emphasis on environmental quality, water resources, and regional livability.

Disaster recovery and emergency preparedness

• H-GAC supports regional resilience through planning, coordination, and implementation activities that help member governments prepare for, respond to, and recover from disasters.

Enterprise, data, and shared services

• H-GAC provides services that reduce operational friction for member governments, including data services and other shared/enterprise functions that strengthen regional capacity and support program delivery.

The Chief Financial Officer must understand how these platforms operate and how financial and administrative decisions affect their ability to deliver. The CFO will need to work across departments, not simply oversee financial reporting from a distance. The role requires a leader who can see the operational realities behind the numbers and help translate financial stewardship into better organizational performance.

Technology, systems, and enterprise modernization
H-GAC has already taken steps to modernize its finance function, including the use of MIP financial software. That work provides a foundation, but the organization’s growth has created a broader need for integrated enterprise systems that support the full complexity of the agency.

THE ROLE: CHIEF FINANCIAL & ADMINISTRATION OFFICER
The Chief Financial Officer reports to the Executive Director and serves as H-GAC’s senior executive for financial and administrative leadership. The role is responsible for highly advanced policy administration and managerial work across a designated division that may include multiple departments. The CFO works closely with the Executive Director on day-to-day agency operations, long-range budgeting, fiscal policy, division operations, and organization-wide administrative matters.

This is an executive leadership role with substantial latitude for initiative and independent judgment. The CFO acts as a consultant and advisor to departments and office directors, supports the coordination of division and department operations, develops long-range budgets and fiscal policies, establishes and implements policies and procedures, and provides counsel to the Executive Director on issues affecting multiple departments.

In practical terms, the Chief Financial Officer must lead at four levels simultaneously:

Financial stewardship and public trust
The CFO must ensure that H-GAC maintains strong financial controls, transparent reporting, audit readiness, and compliance with applicable federal, state, grant, and accounting requirements. This leader will be responsible for helping the organization understand financial risk, protect restricted funds, preserve public confidence, and maintain the discipline required of an agency responsible for significant public resources.

Strategic financial leadership
The CFO must help H-GAC move beyond a one-year budget mindset. The organization needs a financial executive who can look ahead, anticipate the implications of growth, evaluate emerging funding opportunities, forecast future needs, and align financial strategy with organizational priorities. This includes helping the Executive Director and leadership team understand the long-term consequences of decisions related to staffing, programs, systems, facilities, technology, and funding.

Enterprise administrative leadership
H-GAC’s effectiveness depends on the quality of its shared services and administrative systems. The CFO will help strengthen the infrastructure that allows programs to operate effectively, including financial systems, budgeting processes, reporting, procurement coordination, internal controls, risk management, and administrative workflows. The leader must be able to improve speed, clarity, and accountability without compromising compliance.

Organizational partnership and team leadership
The CFO must build trust across the organization and develop the capacity of the finance and administrative team. H-GAC needs a leader who can surround themselves with capable experts, empower staff, clarify roles, develop future leaders, and build a department known for both technical excellence and service orientation. The CFO must also be able to work effectively with other executives and directors, recognizing that finance is one critical expert function within a larger public-service enterprise.

THREE- TO FIVE-YEAR LEADERSHIP AGENDA
The next Chief Financial & Administration Officer will work with the Executive Director, executive leadership team, staff, board members, and key stakeholders to help H-GAC navigate the next stage of organizational maturity.

Build a more forward-looking financial strategy
H-GAC’s recent growth has increased the need for disciplined multi-year financial thinking. The next CFO will help the organization develop a clearer view of its future operating model, including the financial implications of staffing growth, program expansion, technology investment, facilities needs, funding changes, indirect cost recovery, and restricted versus unrestricted resources.

This work will require more than technical budgeting. The CFO will need to help leadership understand options, risks, tradeoffs, and timing. The organization needs financial strategy that is practical enough to guide decisions and forward-looking enough to prepare H-GAC for the next stage of regional service delivery.

Advance enterprise systems and ERP readiness
H-GAC’s current finance software improvements are an important step, but the organization’s size and complexity require a broader enterprise systems strategy. The next CFO will help lead the assessment, planning, and organizational preparation necessary for a more integrated environment.

The work will require strong partnership across departments. Finance, HR, procurement, contracts, technology, and program areas all have distinct needs, but the organization will benefit from a more unified approach to data, workflow, approvals, reporting, and accountability. The CFO must be able to bring these interests together and help shape a solution that strengthens the enterprise rather than simply automating existing silos.

Strengthen the finance and administration team for scale
As H-GAC has grown, the finance and administration function must continue to mature. The next CFO will need to assess team structure, develop staff, strengthen succession, clarify decision rights, and build a culture where expertise is valued and shared. This leader should not be the sole source of knowledge or authority. Instead, the CFO should build a team capable of supporting a large, complex, grant-funded regional agency with confidence and consistency.

The successful candidate will understand that team building is not separate from modernization. Strong systems require strong people, and strong people need clear expectations, development, accountability, and trust.

Improve process, clarity, and organizational responsiveness
H-GAC’s work depends on the timely movement of funding, contracts, approvals, reporting, and program support. The next CFO will have the opportunity to help identify where administrative friction slows the organization and where processes can be improved without weakening controls.

This will require a careful balance. H-GAC needs appropriate safeguards, but it also needs processes that are understandable, proportional, and aligned with operational realities. The CFO will need to help the organization distinguish between necessary stewardship and unnecessary bureaucracy.

Reinforce transparency, compliance, and confidence
H-GAC’s financial environment carries significant public responsibility. The next CFO must continue strengthening transparency, internal controls, audit readiness, compliance, and communication. The organization needs a leader who can explain financial decisions clearly, respond to questions without defensiveness, and help stakeholders understand why certain controls or requirements exist.

The CFO’s credibility will be built not only through technical expertise, but through consistency, judgment, fairness, and the ability to help others succeed within appropriate financial and regulatory boundaries.

KEY RESPONSIBILITIES
Strategic leadership and financial direction

• Serve as the senior financial advisor to the Executive Director, executive leadership team, board members, and department directors.
• Lead long-range financial planning, forecasting, fiscal policy development, and resource strategy.
• Translate complex financial, grant, compliance, audit, and risk issues into clear recommendations for non-financial decision-makers.
• Evaluate the financial implications of organizational growth, program expansion, technology investments, staffing needs, facilities, and major policy decisions.
• Help align financial strategy with H-GAC’s mission, regional priorities, and enterprise goals.

Financial management, compliance, and reporting

• Oversee budgeting, accounting, cash management, financial reporting, audit preparation, grant financial management, internal controls, and compliance.
• Ensure adherence to applicable accounting standards, grant requirements, federal and state regulations, and internal policies.
• Maintain a strong audit-ready posture and support transparent, accurate, and timely financial reporting.
• Safeguard restricted and unrestricted resources and ensure sound stewardship of public funds.
• Advise departments on financial matters, spending decisions, budget management, compliance requirements, and allowable uses of funds.

Administrative and enterprise leadership

• Manage and coordinate assigned administrative functions, departments, and division operations.
• Establish and implement policies, goals, objectives, and procedures that support agency strategy and operational effectiveness.
• Strengthen enterprise workflows, reporting tools, approval processes, and administrative systems.
• Support ERP planning and broader technology modernization efforts that improve finance and administrative operations.
• Provide information and advice to state agencies, internal stakeholders, and the public regarding division activities and responsibilities.

Team and organizational leadership

• Build, develop, and retain a high-performing finance and administrative team.
• Review and support the performance of key management positions within the division.
• Clarify roles, strengthen accountability, and develop internal leadership capacity.
• Foster a culture of service, collaboration, integrity, transparency, and continuous improvement.
• Lead change with emotional intelligence, practical judgment, and respect for the organization’s culture.

Board, stakeholder, and external engagement

• Prepare and present reports and recommendations that support timely, well-informed decision-making.
• Communicate effectively with board members, elected officials, executive leaders, funding agencies, auditors, department directors, staff, and external partners.
• Respond to legislative inquiries and requests, and provide testimony when required.
• Represent H-GAC with professionalism, credibility, and sound judgment in public and governmental settings.

THE LEADER H-GAC NEEDS

H-GAC is looking for a financial and administrative executive who understands the complexity of a large Council of Governments and the responsibilities that come with stewarding significant public resources. The next CFO must bring the technical command of a strong governmental finance leader, but the role requires more than technical accuracy. H-GAC needs a leader who can communicate clearly, think strategically, build trust, strengthen systems, and help the organization prepare for its next stage of growth.

The right candidate will be comfortable operating in a complex public-sector environment where funding streams are restricted, programs are highly visible, compliance requirements are significant, and decisions often affect multiple departments and partner organizations. This leader will understand the importance of controls, audits, grants, and allowable costs, but will also understand that finance must support the mission, not stand apart from it.

The next CFO should be known for calm authority, strong judgment, and practical problem-solving. This person must be able to say no when necessary, explain why, and help identify a better path when one exists. The successful candidate will be able to build credibility with technical finance staff, department leaders, executive colleagues, auditors, board members, elected officials, and external partners.

H-GAC also needs a CFO who can build for the future. The organization has grown rapidly, and its administrative infrastructure must continue to grow with it. The next CFO will help shape long-range financial strategy, strengthen enterprise systems, develop people, modernize processes, and support the organization’s aspiration to be a national model for public service.

QUALIFICATIONS
Required

• Bachelor’s degree in Accounting, Finance, Business Administration, Public Administration, or a closely related field.
• Significant progressively responsible experience in governmental finance, public administration, policy administration, or a similarly complex public-sector, grant-funded, or intergovernmental environment.
• Experience leading financial operations, budgeting, accounting, internal controls, reporting, compliance, audit preparation, and fiscal policy.
• Knowledge of local, state, and federal laws and regulations, and the principles and practices of public administration and management.
• Demonstrated ability to direct and organize program or division activities, establish goals and objectives, evaluate alternatives, implement effective solutions, and supervise the work of others.
• Ability to prepare concise reports, make presentations, communicate effectively, and advise executive leadership on complex financial and administrative matters.

Preferred

• Master’s degree in Accounting, Finance, Business Administration, Public Administration, or a closely related field.
• Certified Public Accountant.
• Executive financial leadership experience in a Council of Governments, Metropolitan Planning Organization, local government, state agency, regional agency, public authority, or similarly complex governmental entity.
• Experience with federal and state grants, restricted funds, indirect cost allocation, pass-through funding, intergovernmental agreements, public-sector audits, and compliance monitoring.
• Experience leading or supporting ERP implementation, finance system modernization, administrative technology initiatives, or enterprise process redesign.
• Demonstrated experience leading long-range financial planning, multi-year forecasting, team development, and organizational change.

Chief Financial Officer- Houston-Galveston Area Council – Mackenzie Eason & Associates – Career Page

All employees of H-GAC are required to reside within the agency’s region of service to support our commitment to excellence in service of our region.

H-GAC is an equal opportunity/ADA employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, gender, national origin, or protected veteran status.