Leads team accountable for delivering a prioritized, portfolio-level roadmap of tech and non-tech continuous improvement projects that advance the vision, objectives, and key results of the HR Shared Services organization. Serves as a Project Lead for cross-functional and enterprise-wide initiatives.Designed and delivered a product enablement, prioritization, and delivery practice for HR Shared Services that breaks through organizational silos and unifies teams under a shared vision and operating model that increased project throughput by 45% in the first yearCreated and implemented a change management and communication strategy to support a multi-function organization of 180 associates and leaders to unite through a shared operating model, transforming how cross-functional projects are prioritized and delivered Led team to implement a project prioritization and delivery framework that provides visibility into how and why work gets prioritized, creates a consistent approach to measuring the relative value of all projects, drives clarity through synchronized planning, ensures well-managed delivery practices, and inspires innovation and advancement of vision, objectives, and key resultsRedesigned and implemented an interaction model with Technology and Product partners to drive more effective and transparent delivery of tech projects, promoting strategic alignment and shared accountabilityLed multi-level, cross-functional team to design and execute an enterprise-wide clean-up of work arrangement and location data in the HR system of record (Workday) to support Capital One’s return to office. Resulted in over 11,000 updates in Workday to increase data integrity, with improved resources for people leaders and HR business partners, and simplified processes that provide clarity to performing teams across Human Resources

Leads team responsible for delivering an annual roadmap of continuous improvement to elevate the experience associates have when they leave the company.Designed and implemented a prioritization and delivery practice, leveraging Product Management and Design strategies, that engages and inspires process and product owners across Capital One through a shared vision and strategy to improve the experience for associates leaving the company, their people leaders, and product/process delivery teams across the enterpriseLed cross-functional team to complete an end-to-end review of the experience, create a Service Design Blueprint, build empathy with customer groups to uncover pain points, opportunities and risks across associate and people leader journeys, and developed a multi-year roadmap of continuous improvement initiatives that brought clarity and consistency to the Leaving experience, simplified and automated processes, maximized data management capabilities, and improved risk management strategies