Daniel Rezende is the president and CEO of CJR, a nonprofit that provides therapeutic treatment and support to young people through residential, wellness, community and education services.
He has a passion for bringing professionals and the community together to address the evolving needs of children, young adults and families so they can maximize their potential for growing into healthy, productive community members.
What have been your biggest professional accomplishments?
I’ve helped guide CJR through the stages of its transformation from a primarily residential treatment model into an organization with a comprehensive, statewide continuum of care. Today, we serve more than 2,400 children, youth and families annually.
I’m especially proud of the way we’ve embedded data-driven practices across our operations to ensure our programs are effective and deliver culturally responsive care. We’ve strengthened our partnerships, expanded community-based programming, and remained steadfast in our mission to nurture change and create possibilities, always putting the needs of children and families at the center of everything we do.
In what ways are you involved in the community?
I serve on the Children’s League of Connecticut and the Connecticut Justice Alliance, advocating for systemic improvements in child welfare and juvenile justice. I also support the Connecticut Nonprofit Alliance and mentor emerging leaders in the human services field, helping ensure our sector remains strong, ethical and community-centered.
On the Job
Guiding business principle: If you provide people with the resources and support they need, they can be successful. This is true for our staff and for the youth and families we serve.
Best way to keep your competitive edge: CJR blends mission-driven values with strong business practices, a data-informed service model, and highly qualified staff who help us stay responsive and forward-thinking.
Best business decision: Diversifying our services to create a full continuum of care — from prevention to residential treatment — has enabled us to meet the evolving needs of youth statewide.
Worst business decision: Looking back, I would have aligned our management infrastructure concurrently with the rollout of our expanded service model. While our focus was rightly on meeting the urgent needs of youth, we unintentionally put the cart before the horse. As a result, our internal systems took time to catch up, creating avoidable strain during a critical and unprecedented period of growth.
Goal yet to be achieved: Establishing a high-quality, long-term residential substance abuse treatment program for adolescents remains a critical need and a personal goal that is in progress.
Personal touch in your office: My office is decorated with framed artwork from my daughter’s elementary and middle school years.
Personal Side
Residence: West Hartford
Favorite way to relax: Working out at the gym and spending quality time with family, especially going on trips or out to dinner.
Hobbies: Golfing, skiing and attending UConn basketball games
Last vacation: Family trip to Cape Cod
Favorite movie: “Field of Dreams”
The car you drive: Toyota Tacoma
Currently reading: Most of my reading is focused on research and news
Favorite cause: Early intervention and positive youth development programs
Second choice career: I would have taken over my father’s gas station business in Hartford, where I worked growing up.
