In this role, I have successfully planned, developed, and executed a comprehensive five-year strategic plan aimed at enhancing enterprise-wide change capabilities. This plan addressed critical areas such as leadership engagement, project execution, skills enhancement, organizational structure, and procedural improvements. By designing a robust change management framework and toolkit based on industry standards, I streamlined and standardized change processes across the organization. One of my notable achievements includes aligning strategic objectives while orchestrating change management strategies for system improvements.During the early months of the COVID pandemic, I launched a centralized call center, seamlessly integrating over 75 primary care practices and managing over 200K patient interactions, meeting the Board of Directors' top performance goals. I also boosted leadership and staff adaptability through the development and delivery of digital and in-person educational programs. Additionally, I successfully modernized an intranet site using agile methodologies, benefiting 35,000 associates and providers. My work has also included managing a significant IT department overhaul that affected over 600 associates and transitioning the organization from Webex to MS Teams, ensuring clear communication and cultural integration throughout the process.

I successfully transitioned approximately 6,000 stores to a new CRM system by enhancing awareness and preparation for future operational changes while orchestrating a comprehensive change management strategy. I developed and executed a targeted training strategy to ensure the proficiency of all impacted stakeholders in using the new system, overseeing a team of consultants responsible for producing training materials. Additionally, I fostered strong partnerships with C-Suite executives, providing regular updates on project milestones and securing their ongoing endorsement and support for the initiative.

At Nationwide, I coordinated a team of 18 change leads, promoting a unified and effective approach to executing the Department of Labor’s Fiduciary Rule for a critical Tier 1 program. I leveraged the exceptional talent of junior team members and other company associates to develop expertise and capabilities in change management strategies. My role involved supporting corporate change leaders in executing change initiatives by updating and maintaining the change management playbook, ensuring it included the latest tools and clear guidelines.I drove the successful adoption of change management practices across the organization by establishing strategic partnerships with key executives and business unit leaders. Additionally, I led IT Organizational Change Management (OCM) initiatives to improve change management capabilities for major Tier 1 and 2 projects. This comprehensive approach allowed us to enhance our organizational change readiness and ensure smooth transitions for significant projects.

During a complex $1.8B Oracle ERP integration, I directed the change management team, successfully consolidating data and operations between the Defense Financial and Accounting Service (DFAS) and the Secretary of the Air Force, Financial Management (SAF/FM) Organization. During this tenure, I maintained momentum and alignment with project objectives while overseeing a specialized team of six, often stepping in for the program manager. I kept all stakeholders informed about project status and developments by drafting and delivering detailed monthly progress reports to both client and corporate executives. To improve project transparency and engagement, I executed a comprehensive communication and educational strategy, producing user-oriented materials such as newsletters, fact sheets, articles, emails, and briefings. I also initiated an innovative online learning program to better engage end users, curating content and collaborating with subject matter experts to produce relevant educational resources. My efforts in spearheading the successful execution of project deliverables involved close collaboration with senior leaders and key stakeholders from multiple agencies, ensuring the achievement of set targets and the overall success of the initiatives.

Led training development for an Oracle ERP implementation merging data and operations for the Defense Financial and Accounting Service (DFAS) and the Secretary of the Air Force, Financial Management (SAF/FM) Organization impacting 30,000 users at hundreds of sites across the globe. Collaborated with remote training partners to ensure materials met contractual requirements and user/system/regulatory needs. Collaborated with subject matter experts to ensure business processes and workflows were accurately captured. Created role-based training materials and developed training standards to ensure a common voice across all documents.

Developed engaging courses by conducting comprehensive learning needs assessments for end users, authoring scripts for e-Learning modules, and collaborating closely with the corporate Learning and Performance team. I designed and administered monthly surveys to measure and report on employee acceptance and understanding of new technology, ensuring our initiatives were effective and well-received. Additionally, I streamlined communication with key stakeholders by directing the project's social media strategy, enhancing transparency and engagement.Managing the development and execution of an organizational change communications strategy for an Oracle ERP implementation, I successfully engaged 2,600 end users across multiple sites. I optimized the timing and methods to maximize end-user adoption and stakeholder engagement through a meticulously crafted communication plan. Furthermore, I selected suitable training development vendors by establishing a strategy for the project training team and implementing a Request for Proposal (RFP), ensuring the highest quality of training resources for the organization.

I facilitated the goal of achieving full visibility across a global supply chain involving over 80K users, 700 legacy systems, and 600 sites through the implementation of a change management strategy for a $1B Oracle ERP, Expeditionary Combat Support Service (ECSS). As the key liaison between the change management team and the Expeditionary Logistics for the 21st Century (eLog21) initiative, I provided essential updates, wrote informative articles, and guided senior leadership on strategic change implementations. Additionally, I established standards for training content to guarantee uniformity in instructional materials and ongoing maintenance of role-specific training documentation. By reengineering communication plans, I optimized message delivery and impact, effectively engaging key stakeholders affected by organizational changes, and ensured team cohesion by training and onboarding new members.In this role, I devised a strategic guide for workforce development and role transitions to support effective deployment during initial releases and pilot testing of systems. By producing detailed monthly reports on project progress and milestones, I presented valuable insights to client and executive leadership, informing their decision-making and necessary adjustments. Leading an eight-member team, I oversaw the creation of over 1,500 Oracle training resources, including simulations and job aids, ensuring these materials were integrated with core business processes through collaboration with subject matter experts.

Provided project management oversight of the organizational change management effort for an Oracle ERP implementation for over 80,000 users at more than 600 sites. I planned and developed key communication strategies with the systems integrator to ensure timely and accurate information sharing. Provided oversight of the systems integrator organizational change management team to ensure they met contractual obligations. I was responsible for evaluating and providing recommendations for the development of key change deliverables, including the communication and organizational change management plans. I developed and assisted in improving internal project team communication processes and procedures. I developed an internal project newsletter and facilitated the development of an external stakeholder newsletter to share current implementation progress and news.

Provided change management support for a continuous process improvement implementation impacting over 78,000 military and civilian personnel at four locations. Developed enterprise-wide change management implementation and communication plans to facilitate providing timely information of programs selected for initial CPI focus.During this tenure, I also led marketing campaigns for major conferences, including the DoD Maintenance Symposium and the National Logistics Conference, where I coordinated venue reservations, booth operations, communications, expert involvement, and financial oversight. I promoted collaborative strategic discussions by facilitating executive-level gatherings, bringing together over 70 senior leaders from multiple federal agencies. Additionally, I co-edited a widely circulated bi-weekly newsletter that reached 78,000 subscribers, highlighting organizational successes and outlining forthcoming changes aimed at transformation.

I have conducted project management for major enterprise-wide projects, including the creation and monthly analysis of Integrated Master Schedules, with regular reports delivered to senior leadership.I headed the Maintenance Requirements Review Board’s Lean initiative, overseeing the documentation of improvement events and managing follow-up actions to ensure continuous progress. Additionally, I drove project management efforts by supporting business transformation initiatives within the supply chain and depot maintenance sectors, ensuring efficient and effective operations.