• Financial Services: Integrated digital technologies, tools, and platforms to elevate operations, marketing, and customer engagement, driving 2021 record sales volume and closed units for a top-ranked, multi-office real estate agency.• Consumer Goods: Scaled hiring and onboarding to enable 2X headcount while guiding Director of Employee Engagement in spearheading transformative initiatives to enhance engagement and foster a thriving culture at top experiential marketing firm.• Non-profit: Advised inaugural executive director of a non-profit conservancy on board, staff, and donor engagement tactics to support the new vision and mission, contributing to a 70% increase in individual giving, 35% increase in fundraising, and a financial turnaround.• Non-profit: Drove non-profit theater arts growth by streamlining structure, roles, and salaries, leading to 58% more teaching artists and 61% more participants.• Drove growth of non-profit theater arts organization serving individuals with developmental disabilities by streamlining structure, roles, and salaries, leading to 58% more teaching artists and 61% more participants.• Financial Services: Accelerated real estate sales cycles by implementing training for two key productivity platforms (CRM, marketing, presentation, and website tools), achieving 60% adoption rate within 6 months in 2016 and 65% in 2022.• Financial Services: Transformed real estate agent lifecycle processes, achieving 91% agent retention over 8 years and 50% reduction in onboarding time. Cultivated supportive culture through training, development, and recognition.• Non-profit: Revitalized Top 10 professional association chapter with strategic membership engagement, achieving 58% retention increase and 23% new membership growth in 10 months.• Healthcare: Improved healthcare staff retention via enhanced onboarding, space optimization, and recognition initiatives for growing physicians group.

• Diageo: Quickly gained trust of client lead. Only project team member invited to Go-Live site where identified a major project derailment issue. 50 percent of short-term recommendations were implemented. • Deutsche Bank: Orchestrated global change network for $15 million reorganization and standardization of IT division. Program received 88% favorable employee rating and was recognized with Accenture Financial Services Management Consulting North America Project Spotlight Award. • Pfizer: Improved communication and collaboration among 300 stakeholders in 7 business units through delivery of change management strategy for $30 million merger, acquisition, and integration project.• PepsiCo: Maximized program prioritization, decision-making, and communications for 9 senior executives of Talent Development Leadership Team through definition and delivery of a governance model.• Additional projects: EMC and Merck

• Microsoft: Minimized impact to company’s Fortune 500 clients in initial rollout of an incident management system to 2000 employees utilizing a 52-member change network and 3 award-winning trainings.• Accenture: Accelerated adoption of internal operational performance dashboard from 30 to 80 percent in 2 months which enhanced collaboration among top 500 executives in 15 global operating units. • Xerox: Contributed 3 IT job families in Accenture’s IT Workforce Transformation Offering to standardize roles, titles, responsibilities, and career development & advancement opportunities for Xerox IT employees.• Accenture: Exceeded duties in creation of Accenture’s IT Workforce Transformation Offering by building curriculum frameworks for 7 of 10 identified job families. IT Offering procured within 30 days of completion.• Additional projects: Microsoft - multiple projects

• Increased new design firm’s client base by 200% in two months by developing engagement plan targeting doctors in transforming patient experience in office waiting areas. • Increased REALTOR® membership 81% in new referral company through initial direct marketing campaign.

• Mentored and taught 92 ideation students in sixteen teams over 2 semesters. • Compiled and analyzed the decision-making processes of 14 Fortune 500 companies in a year-long research project for the sequel to CEO Joey Reiman's book, Thinking for a Living.

Developed, implemented, and managed change initiatives for the second-largest and fastest-growing of 27 regional Billing Centers. Led the creation of intranet sites, conducted productivity research, facilitated operational reorganization, and coordinated hiring, training, and employee engagement initiatives to enhance efficiency and drive performance. • Ongoing Educational Series (125 employees): Designed and delivered a 10-week educational series using company research and competitive market analyses, resulting in a 75% reduction in customer complaints and a 50% increase in employee retention. The success of the initial series earned the Regional Special Merit Achievement Award and led to continued weekly classes throughout the following year. • Intranet Development: Designed, developed, and programmed a divisional intranet website that allowed employees to access information in two clicks or less. The streamlined site increased productivity by consolidating information and improving efficiencies across the division’s three operational areas. • Added Responsibilities (20+ duties): Took on 20 additional responsibilities to strengthen coordination and build relationships among all regional departments and corporate partners.Community Leadership • Technology Taskforce Co-Founder: Co-founded the Technology Taskforce to promote effective use of company technological resources and disseminate available applications across departments. • Investment Committee Chairperson (GA-SC Federal Credit Union): Chaired the Georgia-South Carolina Federal Credit Union Investment Committee, overseeing approximately $50 million in investments.

Operations Team Manager: Led and motivated teams of 4 to 33 employees, driving operational efficiencies and delivering bottom-line results.• Data Processing Manager (1996): Served in dual roles, managing both data processing and production operations while reporting to superintendents in two departments. Led the successful migration of second-shift operations to a consolidated, multi-state data processing operation, overseeing the first of 27 such transitions.• Production Manager (1996-1998): Managed teams across two shifts (7:00 AM – 11:45 PM), six days a week, in addition to second-shift data processing responsibilities. Reduced document turnaround time by 400% over three years and increased productivity by 42% through employee and customer focus groups.• Call Center Manager (1999-2000): Led a region-wide, two-month promotion that converted 10% (50,000) of payment plan accounts to automatic bank drafts, saving the company over $125,000 annually and providing $12 in savings per policyholder.Community Leadership & Recognition• Public Affairs Team Captain (1997-2001) • Promoted the “Good Neighbor” brand during speaking engagements with community organizations. • Managed the Georgia Volunteer Network Adopt-a-Highway Program. • Coordinated distribution of educational kits. • Acknowledged with State Farm’s 100+ Hour Volunteer Award (1996).• Toastmasters International: Earned CTM designation and was named 1997 Georgia S"peach" Toastmaster of the Year.

Completed rotation through eight functional units in 10 months (vs. 12-month target). Developed The ‘Disk’ussion, a regional publication to enhance communication across a multi-shift data processing environment.

Managed operations for a six-county district, overseeing the training of 15 agents and 40 support staff. Developed and executed district sales promotions, managed co-op advertising programs, and organized special events to drive engagement and growth.

Directed sales and business operations for an agency serving 2,000 households and 4,700 policies. Held full accountability for sales/marketing, accounting/tax functions, and business systems. Drove 235% business growth over four years, with a strong emphasis on enhancing the policyholder experience.

Led marketing strategy and execution, driving consistent business growth of approximately 15% annually over a decade. Developed, implemented, and assessed marketing research initiatives, new service offerings, and advertising campaigns to meet evolving market needs.• Designed innovative sales tools to highlight service differentiation and enhance brand value.• Produced a 20-minute video for National Home Week 1989, highlighting key trends in the Frankfort real estate market and offering actionable insights for local buyers, sellers, and investors. Aired on the local cable channel.