Course Description Winter 2024: The Future of Work: Resilient & Inclusive LeadershipAs organizations navigate unprecedented changes driven by technological advancements, societal shifts, and global challenges, the need for resilient and inclusive leadership has become paramount. During this course, students will explore key aspects of effective leadership in the context of the future of work, including emotional self-awareness and agility, navigating the complexities of remote and hybrid work environments, and strategies to foster resilience, adaptability, and agility in individuals and teams. Additionally, students will discover and develop many of the leadership skills and knowledge they need to lead teams & contribute to organizational success, and learn strategies for fostering a sense of belonging, promoting diverse perspectives, and addressing biases to create a more inclusive organizational culture.https://commlead.uw.edu/course/quarter/winter-2024/

• Regional responsibility for Research and Global Investor Sales including people strategy, talent management, recruiting, performance management, compensation, ethics investigations, labor relations• Creation and implementation of gender diversity strategy for all of Capital Markets (2,000+ employees) for APAC• Certified facilitator for Citi’s proprietary Leadership Development suite and multiple professional development courses

• Direct HR coverage for 500+ employees; HR oversight for all Japan O&T across all legal entities; global and regional remit• Created O&T HR team strategy, focusing on business in lieu of legal entity, aligning assessment standards, compensation structure; increasing mobility, exposure, talent development• Reengineered various HR processes focusing on harmonization and automation; 30% decrease in administrative work• Managed restructuring of multiple businesses focusing on low-cost location strategy, right-shoring, and reengineering of work; negotiated multiple termination agreements and changes in employment terms• Coached participants in multiple high potential development programs and on ad-hoc basis as requested by senior leaders• Designed, led, and facilitated multiple leadership and professional development programs and courses

Lead HR Generalist supporting 800+ full-time and contract for Citigroup Services Japan.• Partner with business to meet both strategic and P&L goals through effective people management and all typical HR Generalist practices and processes• Coordinate HR activities for all of Operations and Technology across five of Citi's legal entities in Japan• Work with HR partners in country, region, and globally to ensure consistent HR practices and improve processes whenever possible

HR Generalist - Citigroup Global Markets Japan (CGMJ) (Tokyo, 7/12 - Present) • Partnered with business to meet revenue and strategic goals through effective people management, including goal setting, coaching, corrective action, performance appraisal, promotions, compensation planning, employee relations, mobility, talent management processes, and effective navigation of Japan's legislative environmentTalent Management and Executive Coaching – Corporate Center (New York City, 8/11 - 7/12) • Managed internal and external executive coaching practices including coach selection, onboarding, coach/client matching, and overall effectiveness• Supported executive assessment process including list and data management, vendor relations, and internal communications• Led acquisition of new software to support coaching practice including vendor selection, system customization, administration, and launchHR Generalist – Global Transaction Services (New York City, 7/10 - 8/11) • Partnered with business in goal setting, coaching, corrective action, performance appraisal, promotions, compensation,employee relations, mobility, and talent management processes for 1,500+ employees• Created and launched global HR education series for entire GTS business (front and back office)• Partnered with GTS recruiting team and senior HR generalists to create and launch GTS Talent Acquisition Strategy• Led Affirmative Action planning and Voice of the Employee efforts for GTS North America• Supported creation of new business, Global Enterprise Payments, through structuring and staffing solutions and strategies

• MBA Student Association Executive VP – Student LifeTeam Lead and Relationship Manager – Student Athlete Academic Project 9.09 – 1.10• Led team of six MBA and MPA students in segmenting and mapping academic process for all student athletes• Created process map designating process and sub-process owners, increasing accountability for results• Reallocated resources enabling focus on “at-risk” athletes in order to ensure academic success for all segments

• Co-led team of six MBA and MPA students in segmenting and mapping academic process for all student athletes • Created process map designating process and sub-process owners, increasing accountability for results• Reallocated resources enabling focus on “at-risk” athletes in order to ensure academic success for all segments

HR Reengineering TeamMapped current HR processes, including corrective action, performance management, and executive assimilationStreamlined corrective action process reducing amount of time dedicated to support the processCreated and Beta-tested new executive assimilation process; presented to Senior HR Officer of N.A. Consumer Banking

• Created new scheduling method resulting in a 60% reduction in new client wait time • Restructured new hire training schedule which decreased training time by 50% and saved $1,500 per new hire• Supported 60 clinicians and over 3,000 students by creating and maintaining schedules and managing client requests• Organized and facilitated monthly training of over 50 student employees

• Led team of 6 students on project to quantify value of Marriott’s organizational culture and external reputation• Performed financial analyses of stock prices, revenue per available room, occupancy rates, and employee turnover rates • Presented findings to Marriott’s Executive Committee, including the CEO and CFO

• Initiated leadership development program resulting in 10% increase in employee retention• Restructured compensation for estheticians, resulting in a 15% increase in sales to service dollars• Led and trained team of 4 educators and served as guest lecturer at local esthetics schools and community groups• Recognized for All-Around Best Professional: Esthetics - 2004 and 2005, and Top Sales: Esthetics - 2005• Reached and maintained highest client retention of 30 service providers over 4-month period• Recognized for highest retail sales in esthetics department February, March, and April 2003

• Participated in creation of medical spa, from conceptualization to launch, in hiring, training, and branding initiatives• Strategically selected products and services to meet targeted market needs based on local market research• Created hiring and training programs for esthetic department based on desired culture of Dolce MedSpa

• Part-time employment while employed at Dolce.• Hired for temporary holiday position. Asked to stay in permanent capacity as a result of excellent sales and customer service skills