*Drove a 2% productivity lift, annual cost avoidance of over $1M, and lowered turnover 3.5x through the development of an employee promotion program using a data-driven approach across an organization of 450+ employees with more than 7 different workflows / units of work. *Led job family restructure program in partnership with Global Compensation, HR, and Business Leaders to adjust compensation pay ranges for critical technical support roles impacting 40+ associates to drive improvements in employee retention and satisfaction.*Organized working sessions between the Global Security Organization, Senior Business Leaders, and Product Teams to identify incident reduction opportunities and enable re-prioritization of digital roadmap resulting in a 57% reduction in incidents.*Designed and implemented project schedule and organizational support structure to ensure successful roll-out of a new security audit tool (Aegis) for the Center of Excellence comprised of 800+ employees globally.*Facilitated strategy planning sessions with Senior Leaders, Business Intelligence, Finance, and HR across functions, geographic regions, and teams to develop programs and KPIs*Created capacity planning tool incorporating forecasted incoming work, completed work based on labor planning (contingent, full-time, off-shore, etc.), productivity rate expectations, and seasonality variances.*Coordinated contingency operating plan efforts, focusing on securing equipment to transition employees to remote work, during the COVID crisis enabling the transition to fully remote work within 2 weeks.*Thrived in ambiguity in this newly created role by working with senior leaders and stakeholders to take a pragmatic approach to problem solving, exercising emotional steadiness, and leveraging expertise around the organization.*Partnered with business leaders and Global Security Organization on organizational readiness to implement North American Privacy Program compliance requirements

*Developed and enhanced reporting criteria for Amendment Quality Index to be true of the Client Experience. *Co-lead Kaizen for Late Originals to reduce average days to completion and overall reject rate. *Reduced escalations by 8% and improved average days to completion by 11% despite 10% volume growth. *Received highest associate engagement scores among my peers for consecutive years.*Created 5-year staffing model for new tax engine implementation for the Late Originals and Amendments Organization. *Successfully leveraged automation and robotics ﴾via Tax Processing team﴿ to support the 53% growth in Special Filing clients that occurred from CY 2016 to CY 2017 without increasing staff. *Delivered key monthly and on-demand reporting to Senior Director and Senior Leadership.*Partnered with Business Intelligence team, senior leaders in Tax Direct, and peers to clear up expectations regarding reporting requirements to ensure consistency and accuracy in Quality Index dashboard. *Implemented monthly “preventable rejects” report to TCoE to provide feedback and reduce controllable late original rejects; reject rate continues to drop compared to prior years.*Lead and helped establish new Amendment Team in Smart Shore location in El Paso, Texas. *Drove improvements in training plan to accommodate the dynamics of associates reporting remotely into the core office.*Identified client-critical opportunities with e-file issues; leverage off-shore team to significantly reduce outstanding e-files by 90% within 3 months.

*Consistently reduced overall department 30-day & 60-day aged client financial adjustments for Total Pay & Tax products, mitigating financial exposure to ADP.*Provided direction to leadership team on resolving internal team conflict by opening lines of communication, increasing team cohesiveness.

*Successfully lead the team to exceed department and team metrics in research accuracy, turnaround, and productivity.

*Partnered with the Walt Disney Imagineering (W.D.I) Project Team, Safety Team, Documentation Team, Disneyland Fire Department, Anaheim Fire Department, Operations, and the Department of Safety and Health (D.O.S.H) to produce the Operating Guidelines and meet expectations during accelerated schedules.*Collaborated with Facilities, W.D.I., and Operations to assess and coordinate the use of warranty funding to maintain the Tower of Terror Attraction. Drove improvements in the areas of ride control, Guest safety, and show set quality.*Mentored Working Lead team on effective coaching skills through biweekly check-ins in order to help the Cast develop personally and professionally.*Successfully exceeded Attraction goals and metrics in Cast related compliments, Mystery Guest scores and Guest Carried results for Tower of Terror & Flik’s Fun Fair.*Experienced in developing strategies around attraction labor planning to best meet Guest demand while managing to the Annual Operating Plan expectations. *Received prestigious Disneyland Resort Spirit Award for Financial/Operational Excellence for project work done on development and implementation of Operating Guidelines.