Emily Jorgensen Email and Phone Number

Worked directly with the CEO, CFO, and COO to design and implement processes and systems to improve organizational effectiveness and bring better organization and transparency to strategic goals and initiatives across the entire company.- Overhauled strategic initiatives management process by setting up centralized tracking systems, building a project management toolkit, and creating financial tools to measure initiatives’ impact on business performance- Rolled out new company-wide strategic planning and goal management system, which ensured alignment of departmental and individual employee goals to corporate goals- Prepared decks for quarterly Board of Directors meetings by outlining the narrative, building financial charts in partnership with FP&A, and soliciting inputs across departments to highlight key business updates- Improved business performance review process by defining a cross-functional meeting cadence for each area of the business and designing KPI reporting templates

Led the integration of Enguru, a company based in India acquired by OE.- Created and carried out full scale project plan by partnering with the SVP of Finance, CEO, and CHRO to set strategic goals for integration, setting up cross-functional workstreams, defining communications and reporting cadence, and outlining key deliverables and deadlines- Ensured successful integration of acquired company into OE structure by coordinating activities across multiple departments, tracking and reporting on deliverables, and escalating and resolving issues

Partnered with CPO to lead the Global People team of 126 employees, and drove operational excellence to support employee satisfaction and business performance.- Developed and executed HR restructuring plan for entire People team; optimized organizational design; stood up new operations unit while repurposing headcount to achieve cost neutrality and wrote change communications- Rapidly reconstructed annual team budget in excess of $20m to enable greater transparency and accountability across nine People Team budget owners- Led alignment of 2022 People Team strategy to company priorities by consulting business stakeholders and working with People team leaders to ensure priorities supported corporate goals- Analyzed over 380 qualitative and quantitative responses to critical employee survey questions and prepared recommendations for 2U C-Suite team and Board of Directors on areas for improvement in employees’ experience, which were incorporated into company-wide action plans for change- Implemented a new company-wide global Covid vaccine mandate by writing policy, building tracking processes, and managing cross-functionally with HR, Communications, Legal, and business leaders

As Deputy to the Chief University Operations Officer (CUOO), partnered with UO Senior Leadership Team to manage the largest organization in the company, consisting of over 2,000 employees across 10 departments and all product lines. - Led annual budget process for over $170 mil of expenses, and drove bottom line performance by identifying opportunities for optimization while ensuring adequate resources to deliver on operational goals- Drove operational efficiency and profitability by designing KPIs and financial reporting, and implementing staffing models to ensure hiring in line with ratios and volume- Facilitated accountability towards strategic plan by leading an inclusive and meticulous goal planning process - Established alignment across disparate functions by organizing regular strategic workshops for 70+ leaders- Created visibility into initiatives, metrics, risks and opportunities by implementing new quarterly reporting- Launched a deferred tuition pilot to increase program affordability by creating the financial model, redesigning processes, partnering with Universities and EdAid, and ensuring regulatory compliance- Accelerated impact of DEI efforts by auditing best practices across teams, publishing demographic reporting, and leading a cross-functional project to set clear guidelines for leaders on DEI skills and behaviors

Implemented data-driven operational strategies for Student Success teams with a portfolio of $72 mil annual revenue.-Increased student retention from 89% to 93% by designing and executing customized contact strategies and setting specific advisor registration goals, leading to an overperformance of over $2 mil in annual revenue-Provided actionable insights to Student Success teams by using SQL to build scalable dashboards, enabling the team to connect with highest risk students at most critical points during the academic term - Improved student graduation rates by conducting analyses on drivers of student satisfaction and retention, and collaborating with Student Success and University leadership to design initiatives and program modifications

Conducted revenue forecasting and reporting for a portfolio of five Degree programs with $50 mil annual revenue.- Created revenue models to translate large student enrollment datasets into long term revenue forecasts- Generated weekly sales and customer retention forecasts by analyzing data trends, enabling leadership to identify areas of under or over performance and intervene to maximize revenueDrove program profitability and operational efficiency by building financial reporting and variance analyses- Streamlined operations by collaborating with tech and data science teams to build a financial data warehouse that centralized information, increased data integrity, and created scalable reporting to accommodate growth

Managed portfolio of 15 projects and annual budget of $5 mil across teams within the Global Climate Program.- Developed deliverable tracking tools to monitor performance against grant/contract requirements while ensuring compliance with funding terms and conditions and internal controls- Identified and resolved issues in funding, capacity, and project completion by conducting forecasting analysis- Secured program funding by creating 50+ proposal budgets worth up to $1.5 mil each

Stood up operations, fundraised and managed financials, and planned events for senior leaders and Board of Directors.- Implemented internal processes, policies, and organizational documents within first four years of founding - Prepared and presented financial reports to Board of Directors quarterly and prepared annual budgets