Solving Human Puzzles.OrgHacking provides consulting, advisory and coaching services, developing both people and systems in support of the organization's shared mission.Sample engagements: * Challenger bank: distributed work strategy and change roadmap. * Business unit for F100 tech company: leadership team cohesion and operating rhythm.* Environmental non-profit: org-wide belonging & connection day-long virtual event.* Progressive high-school: leadership team 360 program design and implementation.* L&D startup: co-leadership of evidence-based DEI study in partnership with the Wharton School of Business.

PeopleTech Partners runs an accelerator program for early-stage start-ups building innovative People Technologies. As part of the program, companies have structured interactions with groups of 4-8 People leaders in mid-to-large scale organizations, soliciting product feedback, market insights and business advice.

The world’s first Software-Defined, Input-to-Outcome Automation Platform used by the global 2000s and government organizations around the world.* Career ladders redesign* Cross-functional goal setting* Talent Management platform upgrade* Performance Management program* Manager development program* IC peer circles

Led a team of 14 in SF and Kyiv, UA spanning HR, Recruiting and Office Operations.Key areas of responsibility: * Strategic workforce planning and employer brand building* People program/process design and change management* Learning & Development experiences design and facilitation* Recruiting (doubled company headcount during tenure)

Led a cross-functional team of 13 across Recruiting, HR, Internal Operations and Exec Support. Notable accomplishments during my tenure: * Recruiting: Introduced SLA-based recruiting and pipeline health analysis in addition to targeted use of contingency and retained search firms leading to the hiring of 3 C-level execs, 5 VP-level execs, and dozens of IC, manager and director-level positions. * Individual Performance Management: Led on-going refinement of performance review aiming to strike the right balance between outcomes and growth, while keeping organizational overhead as lightweight as possible. * Organizational Performance Management: Created a semi-annual Org Effectiveness survey based on Google’s individual effectiveness and team effectiveness research (projects Oxygen and Aristotle) ￮ Managed quarterly OKR/initiative-based company-wide planning & review cycle. * Org Design: Introduced semi-annual “team check-ins” evaluating the fit of the org structure to its purpose. ￮ Designed and executed 2 reduction-in-force events optimizing for compassion and humanity. * Learning & Development: Co-designed leadership development program consisting of a 2-day kick-off workshop and monthly cross-functional learning circles.￮ Enrolled executives in a symmetrical coaching program. * Community building: Managed company-wide events including an annual 2-day conference, an annual holiday party, monthly Town Halls, and weekly community-building events.

1. Continuously improved the company's ability to predictably and efficiently deliver, while R&D and Client Success grew from 3 to 25 scrum teams, and from 7 to 16 delivery teams respectively. I formed a team of Agile Project Managers which led the introduction of multi-team planning rituals such as quarterly roadmap updates and dependency mgmt meetings, eliminating duplicative work and reducing unplanned dependencies by 50%. In addition, we redesigned the delivery workflows, limited WIP and tracked flow using lean metrics, leading to a reduction of 30% in cycle time and a 60% improvement in on-time delivery of projects.2. Designed and led cross-functional strategic planning, collaboration and coordination initiatives, while business complexity grew exponentially with the product portfolio growing from 2 to 8 products and sales territories grew from 1 to 9. I led the development and project management of multiple iterations of the corporate quarterly and annual cross-functional planning process, reducing the "misalignment issues" backlog from 8 to 2/cycle. I also led several initiatives, simplifying and streamlining several gnarly cross-functional G&A processes including Software Capitalization and Procurement, reducing related overhead on core business departments by 80%.3. Envisioned and executed a “people initiatives” portfolio, enabling the company to hire and retain the best people: As the company grew from 80 to 625 people, transitioning from a B-round start-up to a post-IPO corporation. I led the refinement of the Product and Engineering career ladders, scaling of the performance review process and the design of a professional development program. In addition, I led the roll out of a Spotify-inspired organizational health survey, focusing on team health and a Google-inspired upward feedback survey improving employee sat by 40% and identifying concrete organizational improvement opportunities.

• Led multi-disciplinary project, integrating technology, marketing, finance and operations aimed at assessing structural and conceptual changes required for successfully entering new markets• Created a business case and proof of concept for a new product designed to reduce per-site installation and enablement costs by over 15% • Created a business case for a new service offering unlocking an annual +$150M market potential

• Led formation of new, three-team, group responsible for developing Information Security software; created coherent mission statement, and regularly presented strategic plan to unit’s most senior officers• Managed a dynamic program of eight classified technological projects aimed at increasing information collection capabilities; all projects successfully delivered on-time and within budget• Formed strategic cooperation program with peer groups enhancing the program’s project pipeline by transforming ground-breaking research into functional products• Brokered joint conference with foreign agency, thereby increasing inter-agency cooperation and knowledge transfer

• Managed five internal company customer accounts• Created “Product Release Training Program” for over 60 technical services personnel• Co-developed core component of product infrastructure serving as the foundation to a new line of products and used by more than 50 company programmers • One of six selected from 400 person R&D department to address scalability issues endangering company’s growth; solutions improved product performance by over 200%• Designed product features allowing company to increase market share in high-end clients sector• Collaborated with strategic partners on multiple continents to maximize product performance

• Managed team of five, simultaneously working on two information collection projects. Collected projects’ requirements, developed work plans and supervised implementation • Co-managed collaboration of 20 staff members across multiple sections of unit• Developed new operations strategy to new intelligence gathering activity resulting in 20% reduction of required personnel• Selected out of five commanders to serve as Deputy to Group Manager based on skills and performance