I led and managed a small department with big dreams. We worked to improve the world of work for hourly workers, and we did that by working toward the following goals:1. Simplifying the onboarding, orientation, and training process for new workers2. Providing increased access to diverse and impactful benefit offerings3. Developing HR technology designed to decrease the costs of employment and increase a workplace's financial investment into their workersIn terms of my day-to-day, I designed, developed, implemented, and evaluated HR-related initiatives with people, product, and service perspectives in mind. I was also responsible for ensuring that the physical, mental, and emotional states of 80+ corporate team members and 2,700+ remote team members stayed fully operational.

In the early days of Spur, I was responsible for increasing the quantity and improving the quality of worker experiences on Spur's mobile application. To achieve those goals, I implemented and oversaw the following growth-related initiatives:1. Growing the number workers, workplaces, and completed work hours on Spur2. Automating the recruitment and hiring process from end user interaction to back office processing3. Developing new product features designed to increase worker motivation and engagementDuring this time, I served as a people manager over account managers, analysts, business developers, trainers, recruiters, and researchers as well as a co-product manager over Spur's recruiting, onboarding, training, and credential management systems.

At the apex of my career at Appleton, I oversaw the day-to-day operations and growth of Appleton's extended learning and instructional services programs. Ultimately, the goal was to increase enrollment in these programs while decreasing the cost of services. Accordingly, I was responsible for everything from developing and maintaining a $1.8M budget to ensuring the satisfaction and safety of 1,200+ elementary school students to writing sales proposals and responses to RFPs with the intent to grow the programs nationally.

One year into my tenure at Appleton, I was asked to co-develop a new service line: a STEAM-based extended learning program. For this new service line to successfully launch, I had to accomplish the following tasks within 60 days:1. Write 100 STEAM-based lesson plans designed for pre-kindergarten through 8th grade students2. Coordinate the procurement and delivery of $18K worth of program supplies across 20 school sites3. Develop an interview and orientation process for hiring and training 80 employeesThe extended learning program launched in January of 2014, and it continues to be in operation today. Over the next two years, I continued to support the growth and development of the extended learning program by writing new STEAM-based curriculum units, creating and leading professional development sessions, and implementing a formal performance evaluation processes for employees.

I kicked off my career at Appleton by managing two offices that provided one-on-one tutoring and test preparation services to students. In this position, I developed and implemented a business plan designed to increase revenue and deliver exceptional results to clients.

During my time at UAHuntsville, I worked on a research project designed to show the impact that passion had on performance by replacing student textbooks and traditional reading assignments with a research project on a topic of their choice.At the end of the semester, we saw staggering results that supported our hypothesis:- Students who spent their time working on a research project of interest to them increased their reading level by 2.5 grade levels on average- Students who spent their time reading textbooks and traditional reading assignments increased their reading level by 0.5 grade levels on average.