• Develop and launch an application-based, modularized manager skills development program that yielded a 30% increase in understanding and application of new knowledge.• Lead a dedicated team of leadership development experts in the newly reorganized talent management organization, charting a three-year strategic plan for all talent management elements while building a holistic strategy for developing 3,000+ leaders around the globe.• Create an aligned and reinforcing leadership ecosystem with actionable standards, behavioral metrics, and targeted learnings that drive accountability and growth.• Oversee all DEI learning programs for the company, including unconscious bias trainings and crucial conversation workshops. • Reimagine performance management to drive greater role clarity and accountability through more robust success frameworks, data-driven decision making, and tech-enabled processes.

• Led a team of cross-functional HR professionals, creating strategic plans aligned to business OKRs, identifying operational efficiencies, and developing program ROI.• Built new leadership development program that includes skills assessments, real-time feedback, and multi-month peer-coaching to create accountability and reinforced learning. • Created and facilitated customized team dynamics program, leveraging survey data to build targeted long-term coaching and application plan for senior leadership team. • Coached managers on holistic talent management best practices, ranging from real-time feedback and performance management to skill-gap analyses and succession planning.• Streamlined existing HR processes, including performance calibration, talent review, and succession planning, resulting in double-digit hours saved for HR team and clearer expectations for executives in first 6 months.

• Built divisional learning initiative, partnering closely with HRBPs to create cohesive learning experience for leaders and customized development paths, resulting in a 200% increase in learning platform usage and 36% increase in leaders rewarding learning.• Launched and managed New Ways of Working, an Agile change initiative, which includes developing customized training and coaching, integrated reinforcement, and sustainability strategies that lead to a 58% increase in people’s understanding of complex behavioral mindset changes. • Designed organizational structure for new department, hiring six new crew at the start of the 2020 global pandemic and creating a sense of shared purpose and inclusion in a fully remote environment.• Developed IMG’s first-ever crew communications function, which led to a year-over-year increase in perceived value and quality of leadership communications totally a 35% improvement over two years.• Partnered with Chief Investment Officer's leadership team to develop divisional strategy that encompasses inclusion, talent development, and innovation that resulted in the first formal OKRs embedded in planning and direct alignment to enterprise 2025 goals.

• Served as a member of the President's Executive Cabinet, identifying strategic priorities for the institution, engaging staff, and working closely with the Board of Trustees.• Overhauled institution-wide performance review process in conjunction with Human Resources; created formal professional development and succession program for departmental staff. • Partnered with Human Resources to build, administer, analyze, and report out on bi-annual employee survey, identifying organizational improvement opportunities, barriers to morale and equity, and potential interventions. • Co-founded, with two academic deans, the Cabrini Women’s Initiative to create mentorship and professional development opportunities for faculty and staff. • Worked with deans to research market demand for programs and conduct focus groups with stakeholders to enhance existing programs (contributed to 44% increase in applications to graduate business program).• Reorganized department structure, responsibilities, and priorities to create career pathways for staff retention, greater integration across functions, and increased interaction within the institution; resulted in a double-digit increases in inquiries and applications within first year and direct departmental revenue generation of almost $3M in second year.• Collaborated with Provost on University Planning Council, utilizing organizational development theory to build partnerships across the institution to drive institutional change.• Developed bi-annual market research survey distributed to prospective and current students (client), which is used to assess success of branding activities, identify market weaknesses and strengths, and test new messaging.Adjunct Professor, Communication Skills for Leaders, Master of Science in Leadership Program

• Partnered with division leadership to develop a comprehensive organizational structure change, which better aligned functional units and created a customer-centric model.• Served on Council for Equity and Community, a cross-functional collaboration focused on improving campus climate and equity for all stakeholders that developed development programs and events.• Led Communications, University Events, and Stewardship departments, creating the first dedicated professional development fund through budget analysis and realistic projections based on historic trends. • Working with executives to identify best ways to address potential employee retention issues, using staff surveys and all-day retreats to facilitate dialogue. • Championed data-driven outreach, which changed messaging and led to a 300% increase in annual gifts from "never-givers" and the development of alumni “personas” for more targeted and personal communication. • Directed planning and implementation of new fundraising campaign marketing and branding, including adoption of new technology for personalized donor websites. • Oversaw university and alumni events from Commencement to educational programs such as online webinars, in-person discipline-specific seminars, and days-long events on campus.

-- University of Pennsylvania, Central Development and Alumni Relations --• Cultivated relationships across disciplines and 18 schools and centers to create annual alumni publications, including a 100-page annual ‘pride’ piece distributed to more than 265,000 individuals.• Liaised with development officers, annual giving team, Alumni Relations, and DAR leadership to garner donor and alumni stories and to accurately represent their stakeholders in communication pieces.• Led development of the $4.3 billion Making History Campaign Final Report website, including design and user interface, content generation, and production of six feature videos. This project launched on time and under budget. • Oversaw Penn's long-term development website redesign, partnering with consulting firm and associate director to create an interactive design and user interface and craft story-driven content.-- The Wharton School, Undergraduate Division --Senior Divisional Director (Promoted in 2011) - retained all old responsibilities• Managed all division financial and strategic planning, involving staff in the planning process for the first time to increase ownership and accountability.• Supervised three teams with a total of 10 people ranging from administrative assistants and financial coordinators to IT specialists and associate directors.Director of Communications and Admissions• Created and implemented annual student satisfaction survey, sent to 2,000 undergraduates and used to build strategic plan and budget allocation.• Identified new technology that could improve processes, resulting in the implementation of an online advising system for students that shortened wait times and improved overall satisfaction.• Created prospective and admitted student outreach and events using new technology (e.g., live webcasts, video chats, and student-generated blogs), resulting in an increase of applications and a 30% increase in yield of participating students.

• Developed annual strategic plans with clear vision, definitive goals, tactics, outcomes and benchmarks for program expansion, event attendance, brand awareness and development (introduced this practice).• Partnered with Student Government Association to identity graduate student needs outside the classroom to improve satisfaction and retention.• Oversaw monthly alumni professional development events focused on career skills and personal growth.• Managed ad campaigns and RIO metrics for all print, radio and Internet campaigns - $500k budget (initiated first online campaign and social media use).• Liaised with development officers to brainstorm engagement strategies for Advisory Boards, alumni, and all prospective donors.• Maximized limited alumni budget through use of e-newsletters, annual magazine, online networking groups and events, which brought over 1,300 alumni back to the school in 10 months.• Spearheaded creation and maintenance of branded image for the school with a design guide, templates, unique positioning elements, and key messages.• Authored and directed production of over 40 annual marketing and communications pieces as well as managed all website and Intranet content.• Oversaw redesign and reorganization of school website and Intranet to facilitate ease of use, to expand online offerings, and to maintain branded look and positioning strengths.Reason for leaving: Relocated for family.

• Partnered with academic and professional staff from more than a dozen schools across the country to promote community service among dental school students.• Independently developed and executed yearly and long-range communications plans and budgets that maximize limited grant funding.• Authored all letters, press releases, newsletter and website content.Reason for leaving: Grant funding for position was ending.

I was a one-stop shop after two rounds of layoffs left the Marketing Department with two people. I did everything from writing and design to event production.Reason for leaving: Matriculated into a full-time graduate program.