As the executive director of employee success, my role includes ensuring productivity and operations for human resources through leadership of a team of 6 employee performance and success managers. Employee success is responsible for ensuring productivity through alignment of university mission and goals, and ensuring operational continuity through implementation of university policies and work force development for over 2,100 employees (faculty and staff) across 45 academic programs and 3 campus locations. My role includes:---- Ensure employee productivity through partnerships with university executive leaders and implementing employee, department, and division outcomes to fulfill university strategic plan.---- Create and implement university wide policies and protocols to enhance employee experience and build stronger interaction with university-wide initiatives and departments.---- Strategically align department functions including benefits administration, talent acquisition, and compensation to streamline efforts, reduce redundancies, and improve employee experience.

As the Executive Director for the department of Career and Alumni Success, I contributed to the strategic planning for the department and led a growing team of 24 career advisers who were responsible for career preparation, professional development, and job and internship procurement at the University. With other department leaders, I supported all career preparedness content, including the CAS Career Action Plan, and On Campus Recruitment events with the industry engagement team. In partnership with SCAD's academic leaders, my work ensured all SCAD students and alumni are prepared for the latest industry trends in creative fields. My role included:--- Created strategic staffing plan and increased advising staff by 4 positions--- Planned and executed strategy focused retreats for team leaders and all department staff--- Cultivated industry partnerships with Disney Animation Studios,Hyundai Engineering America, Interpublic group,Mitsuibishi Power Americas, among others--- Facilitated instructor training for newly developed first year experience course curriculum--- Led initiatives to grow career advising for disabled students--- Expanded programming for first year alumni to focus on the transition from student to professional

I was promoted again to lead daily operations of 6 departments (Residence Life and Housing, Student Involvement, Study Abroad, Esports, Student Media, and Student Conduct) and university crisis response with total staff of 28, supporting 45 academic programs,16,000 students, and budget of $1.1 million across 4 campuses in the US, France, and Hong Kong. My role included:--- Learning and Development --- I was responsible for on-boarding 4,000 new students annually through new student orientation programs at campus locations in Savannah, Atlanta, and Hong Kong. Additionally I created professional development plans for our staff and oversaw academic support programs designed to increase learner retention. --- Strategic Planning --- I led with a focus on university-wide initiatives and mission based decision making in strategy development for the six departments I supervised. I led the development and management of our contact tracing initiatives during the COVID-19 pandemic which we supported 15,000 students returning to a safe academic environment.--- Crisis Response --- I led our day to day university crisis response team (20 staff members), including after hours incidents, procedural review and implementation and staff training. This team averaged 50-60 crisis responses per week. This role also included major incident response, highlighted by providing leadership during hurricane evacuation planning for 1,800 students during 2 hurricane evacuations and contributed to numerous evacuation planning groups.--- Process Improvement --- We’ve experienced tremendous growth during my time as Dean and we’ve been able to scale our learner programs to provide positively focused, individualized attention. In 9 years, our on campus population grew from 3500 to 5200 students.

I was promoted to oversee strategic planning and operations of academic resources including peer tutoring, writing center, and faculty development for 3 locations averaging 6,000 appointments per year. I taught, coached, and mentored staff of 5 full-time and 40 student staff members. My role included:--- Learning and Development --- I designed and facilitated professional development curriculum and individually coached academically at-risk learners. --- Strategic Planning --- We centralized our academic support services to create a more streamlined department for our students by consolidating our peer tutoring program, writing support services, and drawing and design support into a “one-stop shop” resource.--- Key Performance Indicators --- I created an assessment plan to measure office impact around satisfaction with tutoring experience, usage rate of individual tutors, and GPA improvement.--- Curriculum Development --- I created and implemented an Adult Learner Support Curriculum for our online content delivery.--- Process Improvement --- I reinstated our faculty development program to identify areas of upskilling for our team. I also developed the sabbatical application process for over 650 faculty members.

I was promoted for the 1st time to lead operations for University Orientation Programs, Student Clubs, First-Year Experience course development and instruction, Student Activities, Community Service Opportunities, United Student Forum, and Leadership Development. I represented school as point of contact to students, parents, VIP guests, alumni, and donors.My role included:--- Strategic Planning --- I developed the university's onboarding process for 3,500 new graduate and undergraduate students which led to us achieving over 95% rating on our orientation scorecards.--- Learning and Development --- I redesigned our First-Year Experience Course Curriculum, an extension of onboarding, by incorporating additional learning resources, major exploration, and career development.--- Communications and Marketing --- I created and implemented all of our marketing strategies.--- Process Improvement --- I refreshed our Alternative Spring Break Program to include faculty guidance and provide students with a service experience that added to their academic portfolio, created faculty interaction and mirrored a professional experience.

I joined SCAD to coordinate campus-wide orientation programs and first-year experience courses for over 2,000 students and their families.My role included:--- Curriculum Facilitation --- I managed the curriculum and instructor training for our 1st Year Experience Course.--- Process Improvement --- I redesigned student clubs governance and organizational structure to create professional experience learning outcomes.--- Strategic Planning --- I led an assessment initiative with institutional research to study the impact of optional orientation program

During my masters' degree program, I was hired into a graduate assistantship in 2005 to be a Residence Director where I managed operations of a co-ed residence hall that houses 350 first-year and upper-class residents. I supervised, hired, trained and evaluated 9 staff members, advised the hall council, conducted judicial conferences, and oversaw maintenance and renovation of facilities.

I started at NC State as the Orientation Coordinator where I co-taught our counselor training course, collaborated with community colleges, developed summer training programs, and coordinated university-wide orientation programs.