Department head for three teams and 25 individuals responsible for maintaining the ‘Export’ system, software relied on for core logistics functions across the enterprise of over 17,000 employees. Lead people management and human resources functions at the department level. Guided managers at various experience levels and enforced compliance with company policies and laws regarding staffing, termination, leave of absence, accommodations, benefits, payroll, and employment authorization. Accountable for cost center ownership of a several million dollar budget. Owner of Program Management for the ‘Export’ system strategy including system health, responses to market/regulatory changes, and ROI.Limited turnover, with compassion and creativity, to retirements and internal transfers through a significant change in the IS department structure and subsequent return to the officeIn a lean organization, drove full cycle recruitment strategy to address staffing needs by cross training qualified team members, involving them in selection of new employees, and increasing headcount by 47% from 2021 to 2022Built new developer training plan, influenced by feedback from senior engineer, that included a mock screen build exercise which allowed new hires to develop foundational skills and independently complete projects 6 months earlier than average Co-facilitated a year long leadership development program for a cohort of 10 emerging leaders, preparing the employees to confidently steward their teams with integrity and contributing to succession preparation and a positive culturePromoted 8 individuals to titles with increasing responsibility by reinforcing the use of a "heat map" development plan and evaluation tool across the cost center, giving clarity to employees on the promotion process and improving team performanceKey member of central team that interfaced directly with C level leadership and led priority recovery actions after a global, high severity incident

Managed 30 individuals across 4 technical support teams responsible for troubleshooting applications in the areas of accounting, customs, distribution, and cybersecurity, as well as 24/7 monitoring and first line assistance with all 130 of the centralized applications. Saved $96K per year and improved employee satisfaction by coordinating the automation of manual support tasks via RPA and Machine Learning. Presented results to Executive Steering Committee in support of further investment in AI technology.Mentored team lead through creation and approval of job matrix for 24/7 monitoring and escalation team, giving employees clear pathways for career progression and increased average team tenure by 18 monthsRebuilt leadership team from October 2019 to April 2020, hiring and onboarding 3 new Supervisors on an accelerated timelineAdvised senior leadership on approach for re-distributing support personnel between 4 portfolios and across a dozen teams as part of org restructuring at the beginning of 2021 and mentored new management to maintain support KPIs

Staffed and managed a support team of 8 individuals focused on Electronic Data Interchange and Identity Management systems. Collaborated with 13 managers across the support ecosystem to ensure responsiveness.Promoted a skills based hiring strategy across the managers of the Support department and trained them on facilitating the associated interview exercise, leading to the department hiring stronger candidates with a diversity of backgroundsCut 6 hours off average local incident response time by designing and implementing a development program for support personnel at global branches that included a handbook, virtual training, and metrics dashboards for performance evaluationEliminated 20% of disruptive after hours calls that negatively impacted employee satisfaction by submitting and tracking enhancement requests for repeat issues

Technical role with responsibility for troubleshooting electronic messaging. Defined and took ownership of the ‘Training Coordinator’ role for EDI Support’s 3 teams. Reduced the average lead time by 30% for new hires to resolve requests independently.

Partnering with outside departments to launch new payment system, customer care platform, and shipping partnersTesting of initiatives, systems, and processesIdentifying, defining, and updating priorities for service departmentServing as service department representative on company-wide initiatives

Leading the returns process by training new members of the team, tracking daily progress, developing new returns procedures, and providing suggestions for improved accuracy and efficiencyCreating a fantastic zulily customer experience through detailed oriented, accurate, efficient and transparent operational support

Co-authored, published, and distributed guide to Raising Teens, a handbook on nurturing children through the adolescent yearsEnhanced director’s effectiveness as leader of multi-county parent education network through project support, visual presentations, and communication materialsIncreased completion of region-wide parenting education survey 50% and summarized results for grant budgeting and reporting

Presented and provided a report on survey of neighborhoods to key supporters, assisting in sustained funding for 2010Conducted analysis of organizational challenges and strengths through in-depth interviews; explained results to all team members, increasing understanding of communication strategiesAssisted with activities for Girl’s Group, an after-school program for at-risk elementary and middle school girls

Coordinated annual philanthropy event, pancake dessert “Cakes for CASA” (Court Appointed Special Advocates), increased funds raised by 100% through appeal lettersInspired multiple on-campus groups to complete 300 volunteer hours with community organizations and eventsDeveloped holiday benefit for Salvation Army “Angel Tree” by converting annual Christmas gathering to a charity eventInvolvement and Activities

Provided support to public relations department and volunteered with free recreation program in local park.