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I help organizations build the people systems that make success possible

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HR and Talent executive specializing in workforce strategy, organizational effectiveness, and talent management.

ABOUT ME

  • I'm a business leader specializing in HR and Talent, drawn to organizations where people are genuinely a priority. My work sits at the intersection of strategy and execution: I'm just as comfortable in the conference room shaping workforce strategy as I am rolling up my sleeves to build the frameworks and tools that make it real.

  • I partner closely with HR and business leaders to build systems that are scalable, sustainable, and grounded in what actually works.

My Areas of

Practice & Specialization

Human Capital Management

System & Strategy

  • Optimizing the value of people as a strategic asset

  • Workforce Planning

  • Critical Role Analysis

Organizational Effectiveness

Structure & Process 

  • Designing structures, processes, and culture that enable success

  • Organizational Design​

  • Process Improvement

Talent Management

Workforce Optimization

  • Attracting, deploying, and retaining the right people

  • Onboarding

  • Performance Management

  • Talent Reviews

  • Succession Planning

  • Engagement

Talent Development

Growth & Capability

  • Growing people to meet current and future needs

  • Learning & Development

  • Coaching & Reinforcement

My Approach

Wooden Steps

  1. Identify the problem, root cause or assumption.

  2. Break it down to verifiable truths.

  3. Ask: Why? Why? Why?

  4. Ask: How Might We? How Might We? How might we?

  5. Build

  6. Execute

  7. Monitor, evaluate, iterate & adjust

My Work

I've devoted my career to creating workplaces where people can thrive and do their best work. In this section, I've highlighted a few examples of my accomplishments.

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For each, you will find the challenge/problem, the approach/solution, key deliverables, and the results/impacts.

Unlocking the "Frozen Middle" Through Strategic Programming

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The Challenge/Problem

  • Blocked Progression: Leaders were "stuck" behind long tenured senior executives with no exit plans.

  • Lack of Breadth: When leaders applied for senior roles in other business areas, they were consistently passed over due to perceived lack of cross functional experience and business acumen.

  • Regrettable Attrition: Among high-performing leaders who felt their future was blocked

 

The Approach/Solution

  • Designed a strategic deployment and development initiative focused on immediate experience transfer

  • Targeted assessment to identify high performing, high potential leaders most at risk of attrition

  • Established a avariety of structured deployment and rotation programs & opportunities

  • Mapped the critical skills required for next level roles against the skill gaps of the target leaders

  • Built the leaders' qualifications to improve candidacy for open roles and placements

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Key Deliverables

  • Deployment & rotation program frameworks & materials

  • Executive coaching & mentorship for participants

  • Individualized development plans

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Results/Impact

  • Reduced regrettable attrition rates​

  • Improved internal mobility rates

  • Improved employee engagement results for target leader cohort

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Building a Strategic Workforce Planning Capability

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The Challenge/Problem

  • No formal practice for projecting talent needs, leading to constant short term, expensive fixes.

  • Lack of Visibility: into future skill gaps

  • An inability to link the 12 - 18 month project pipeline to hiring or development requirements

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The Approach/Solution

  • Current State Assessment: Established a baseline of the current workforce by inventorying skills, roles, and attrition trends

  • Future State Modeling: Collaborated with business unit leaders to model the workforce required 18 months out, aligning this with strategic goals

  • Gap Analysis & Readiness: Systematically analyzed the differences between the current and future states (the "gap")

  • Action Plan Development: Ironed out concrete, measurable plans to ensure the organization was fully equipped to staff the 18 month project pipeline

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Key Deliverables

  • Strategic workforce planning framework

  • Skills gap and talent readiness dashboard

  • Action plans

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Results/Impact

  • Increased lead time for critical hires

  • Strategic use of natural attrition

  • Improved strategic alignment between the HR/Talent team and the Operations & Finance departments, positioning HR as a critical business partner

Establishing a Transparent Career Progression Framework and Competency Model

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The Challenge/Problem

  • Inconsistency: Promotion decisions were inconsistent, undocumented, and often based on manager preference, not performance or skill.

  • Low Trust: Employees were frustrated and lacked confidence in both Human Resources and Leadership.

  • Low Engagement Scores: The company achieved disappointing engagement scores in the "Career & Development" category.

 

The Approach/Solution

  • Discovery & Design: Partnered with leadership and Subject Matter Experts (SMEs) to define job families and levels

  • Framework Development: Designed and implemented career ladders for largest departments, clearly outlining scope and requirements for different levels

  • Competency Models: Created all employee and manager competency models to define the how and what of success

  • Promotion Toolkit & Process: Implemented comprehensive tools and processes to ensure fair, consistent application across the company

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Key Deliverables

  • Role specific competency models

  • Standardized promotion toolkit for managers

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Results/Impact

  • Increased internal progression and mobility rates

  • Improved manager effectiveness scores

  • Improved employee engagement scores

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Revamping the Full Cycle Onboarding Experience to Drive Proficiency and Reduce Attrition​

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The Challenge/Problem

  • Slow Speed to Proficiency: New hires consistently failed to meet performance expectations at key measurement points.

  • High Regrettable Attrition: Significant drop off within 12 months of employment, resulting in high replacement costs.

  • Poor Customer Experience: Lower customer facing metrics due to interactions with early tenured hires.

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The Approach/Solution

  • Improved Selection: Shifted to structured hiring events and implemented a new, validated assessment tool to better predict candidate capabilities and cultural fit

  • Revamped Training & Development: From day 1 through end of first year, to focus on experiential learning, mentorship, and meaningful milestones

  • Early Tenure Support: Introduced "buddy" program, and more regular check in points with tailored support

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Key Deliverables

  • New predictive candidate assessment tool and scoring rubric

  • Structured hiring playbook

  • Manager support toolkit

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Results/Impact

  • Improved speed to proficiency

  • Decreased regrettable attrition rates

  • Improved customer satisfaction scores

GET IN TOUCH

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