• Leads planning and portfolio management for Chick-fil-A’s Digital Transformation & Technology (DTT) department, ensuring we invest and optimize our most important digital transformation outcomes• Executes DTT’s annual planning process, in partnership with planning leaders from across Chick-fil-A• Develops ongoing business review portfolio management practices, including processes to maximize our portfolio of grassroots innovation projects• Develops people-centric plans to increase work visibility and build business acumen among leaders• Supports the broader outcomes of the DTT Effectiveness & Operations team, a shared service team that delivers the business management programs, services and processes to enhance DTT’s strategic alignment, business impact, efficiency, and culture

• Served as Talent Partner (HRBP) to Chick-fil-A’s Digital Transformation & Technology (DTT) department, developing talent strategies and aligning Staff to sustain healthy business growth• Core services included: developing talent strategy, counseling and coaching leaders, leading change initiatives, supporting leaders through emerging business challenges, integrating DE&I into all People processes, cultivating engagement and reinforcing culture, facilitating regular talent discussions, supporting the deepening and diversification of talent pools, equipping leaders and Staff for growth, consulting to org designs and role definition, supporting team health, and facilitating workforce planning

Supported client projects focused on organizational change management and workforce transformations, as part of Accenture’s Talent & Organization practice.

Led workforce planning and talent management processes for DoD’s permanent task force in East Africa, ensuring uninterrupted support for 10 different departments conducting operations in 12 countries across three fiscal years.• Directed the annual project cycle for procuring resources from the DoD, by forecasting, sourcing, and managing a diverse portfolio of current and future workforce requirements, totaling over 2,000 personnel and $184 million worth of high-value accountable assets per fiscal year. • Developed and presented 43 business case proposals and risk analyses for human capital requirements to senior DoD leaders, and successfully negotiated for the sourcing of all requirements against competing global priorities.• Leveraged an agile project management approach to rapidly evaluate, adjust, and augment human capital requirements in Kenya following an attack on U.S. forces, resulting in the rapid deployment of additional aircrews and security personnel.• Led an organizational transformation in support of a strategic business transformation, achieving a 30% workforce reduction by redesigning a 300+ employee headquarters based on new business strategies and by leveraging lean methodologies.• Coordinated logistics for 36 units, 18 aircraft, and over 3,150 personnel moving into and out of East Africa during COVID-19, ensuring zero gaps in operational capabilities.• Served as the in-house HR expert for the Chief Operating Officer, providing real-time headcount tracking and workforce mobility reports and advising on organizational effectiveness and employee relations issues.• Conducted talent assessment strategies to evaluate proposed talent sourcing solutions by reviewing basic and preferred job requirements, performing pre-employment screenings and reassessing new talent upon arrival to compare KSAs to job description, and making recommendations on future job requirements to better fit long-term organizational goals.

Provided sprint-based consultant services to a Series B-level technology startup in the Oil & Gas industry, introducing company-wide initiatives to improve HR processes, organizational design and effectiveness, and internal management functions.• Spearheaded Streamline’s talent management strategy, by process mapping all HR functions and introducing recruiting, onboarding, and offboarding processes for all current and future employees. • Conducted short- and long-term workforce needs assessments, including skills gap analysis, and coordinated all recruiting processes and actions with Streamline’s external hiring firms. • Advised Streamline’s C-suite on sensitive personnel management decisions and policies revolving around retention, military reserve service, employee relations, and performance management.• Directed the development, implementation, and company-wide training of a new payroll, time management, and safety accountability HR information system (Kronos) for in-person, remote, full-time, and part-time workers dispersed across multiple states and time zones.• Conducted a company-wide training needs assessment, identifying workforce training gaps and safety concerns. Evaluated training program providers and presented recommendations to Streamline’s Safety Officer to improve training plans and workforce development.

Led key projects in support of the Navy’s organizational and HR operating model transformations, specializing in Diversity, Equity & Inclusion, employee engagement, retention, attrition, and mentorship.• Led the strategic redesign and execution of the Navy-wide 2016 and 2018 Personal and Professional Choices Survey, evaluating organizational factors that impact the employee experience. Expanded the survey by 125%, reaching 78K+ Sailors while saving $180K. • Analyzed 14K survey comments and led a 25-member cross-functional working group to deliver survey results and 15 actionable policy recommendations to leadership ahead of project schedule.• Developed and launched the Navy’s first online Inclusion and Diversity Toolkit with 30 leadership resources, including mentorship program guides and DE&I communication tactics.• Spearheaded the development of a Diversity Data Dashboard, providing real-time visualization and long-term diversity trends of an evolving 350K member workforce. Expertly translated data into actionable information for senior leaders’ use and to support diversity initiatives.• Single-handedly developed and produced Heading Up, an unprecedented report of the Navy’s 20-year DE&I workforce development progress, including quantitative and qualitative data from 17 Navy organizations.• Hand-picked to deliver 14 domestic and international briefings to both Navy and non-Navy audiences extending from 50-500 attendees, on topics ranging from improving retention to building inclusive leadership.• Served as a “reverse mentor” and trusted advisor to Navy’s Chief Human Resources Officer and Director of Personnel Policies, coaching upper management on workplace issues from an underrepresented junior employee perspective and providing recommendations to increase employee engagement.